Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
STRENGTHENING
THE PILLARS FOR GROWTH
Pada tahun kedua pelaksanaan kebijakan transformasi yang terus dicanangkan sejak 2014 ini, Bank terus memperkuat pilar-pilar transformasi sesuai dengan apa yang telah ditargetkan. Sejak berganti nama menjadi MNC Bank, Bank melakukan trasformasi di segala lini baik dari visi dan misi, fokus dan strategi bisnis, segmen nasabah, maupun nilainilai perusahaan. Perwujudan dari transformasi pilar-pilar tersebut antara lain dilakukan dengan transformasi pengelolaan sumber daya manusia dan pengembangan infrastruktur yang dibutuhkan yang terlihat dampaknya pada pencapaian kinerja operasional maupun keuangan yang cukup signifikan di 2015. Ke depan, Bank memegang komitmen untuk melanjutkan transformasi dalam rangka pengembangan Bank yang berkelanjutan.
In the second year of the transformation journey, The Bank is on the right track in continuously strengthening the transformation pillars. Changing the name into MNC Bank, the bank initiated overall transformation process to sharpen the vision, mission, corporate values, and defined a new strategy, business focus as well as customer segment. Part of the initiatives of strengthening the transformation pillars are human resources management and development of required infrastructure. These have significant impact on Bank’s operational and financial performance in year 2015. Going forward, it is the bank commitment to continue the transformation process to achieve a sustainable growth
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
1
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Jejak Langkah Milestones
PT. Bank Bumiputera Indonesia Established
1990 Company’s IPO
Limited Public Offering of IDR 500 billion
2005 ICB Financial Group Holdings AG as majority shareholder
2009
2002
2007 Company changed its name into PT. Bank ICB Bumiputera Tbk
Limited Public Offering of IDR 150 Billion
2010 •
2014
Limited Public Offering of IDR 674 bilion
2
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
• •
Limited Public Offering of IDR 804 Billion PT. MNC Kapital Indonesia Tbk as Controlling Shareholder Company’s name change into PT. Bank MNC Internasional Tbk
2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Memiliki Potensi Sinergi yang Saling Menguntungkan dengan Seluruh Grup Usaha dan Anak Perusahaan Posses mutually benefits synergy potential with the entire business
MNC Bank merupakan bagian dari grup usaha yang sangat mendukung perkembangan bisnis Bank. Hal tersebut memungkinkan adanya sinergi untuk meningkatkan pelayanan terhadap nasabah.
MNC Bank is a subsidiary of a business group that is highly supportive of the Bank’s business. This allows synergy to improve service to customers.
Tim Manajemen yang Berpengalaman dan Implementasi Budaya Perusahaan yang Baru Seasoned professional management team and implementation of a new corporate culture
Bank memiliki tim manajemen baru yang memberikan arahan strategi dan langkah bisnis untuk menghadapi situasi perbankan yang makin kompetitif. Berbekal pengalaman yang luas di industri perbankan, tim manajemen diharapkan mampu menganalisis kondisi perbankan agar Bank tetap dapat menunjuk kan kinerja yang semakin bertumbuh sesuai dengan visi dan misi Bank. Langkah strategis yang diambil oleh manajemen antara lain, melakukan transformasi, perubahan budaya kerja, tata kelola dan konsistensi kinerja untuk mencapai rencana bisnis bank. Selain penerapan strategi yang terarah, keberhasilan Bank meningkatkan kinerja juga ditentukan oleh perubahan budaya kerja perusahaan yang diterapkan oleh jajaran manajemen.
The Bank has a new management team that provides strategic direction and business measures to deal with the increasingly competitive banking climate. Armed with extensive experience in the banking industry, the management team is expected to analyze the Bank’s condition so that the Bank can grow its performance in accordance with its vision and mission. The strategic measures taken by the management among others are transformation of work culture, governance, and consistent business performance in order to achieve the Bank’s business plan. In addition to guide strategy implementation, the success of the Bank in improving its performance is also determined by the change in corporate culture applied by the management.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
3
01 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Kilas Kinerja 2015 2015 Performance Highlights
Ikhtisar Keuangan Financial Highlights (dalam Juta Rp)
(in Rp million)
URAIAN 2015 2014 LAPORAN POSISI KEUANGAN/Financial Position
2013
2012*
2011*
Description
ASET**/ASSETS Kas
108.955
91.556
72.732
72.193
64.722
Cash
812.623
596.195
500.454
469.681
477.737
Current Accounts with Bank Indonesia
Giro pada Bank Lain – Pihak Ketiga
1.266.474
203.246
78.568
163.262
121.454
Current Accounts with Other Banks - Third Parties
Penempatan pada Bank Indonesia dan Bank Lain – Pihak Ketiga
1.335.254
1.538.436
1.259.243
992.487
682.442
Placements with Bank Indonesia and Other Banks - Third Parties
Efek-efek Pihak Ketiga - Bersih
1.173.954
503.806
519.254
390.698
578.277
Marketable Securities Third Parties - net
8.241
691
1.842
810
736
Derivative Receivables - Third Parties
Giro pada Bank Indonesia
Tagihan Derivatif – Pihak Ketiga
7.047.265
6.128.833
5.378.179
5.043.065
4.944.114
Loans - net
Tagihan Akseptasi – Pihak Ketiga
Kredit - Bersih
21.234
93.962
103.146
31.582
92.420
Acceptance Receivables - Third Parties
Biaya dibayar di muka
44.963
34.346
29.583
53.029
57.358
Prepaid expenses
Aset Tetap – Bersih
50.041
19.016
25.045
41.023
56.106
Fixed Assets - net
Aset Pajak Tangguhan – Bersih
63.028
86.002
76.030
35.160
40.161
Deferred Tax Assets - net
Aset Tak Berwujud – Bersih Aset Lain-Lain – Bersih Jumlah Aset
10.933
9.973
10.440
22.246
27.593
Intangible Assets - net
194.039
124.654
110.157
118.567
138.415
Other Assets - net
12.137.004
9.430.716
8.164.673
7.433.803
7.281.535
Total Assets
Obligation Due Immediately
LIABILITAS DAN EKUITAS/LIABILITIES AND EQUITY LIABILITAS
Liabilites
Liabilitas Segera Simpanan Simpanan dari Bank Lain – Pihak Ketiga Liabilitas Derivatif – Pihak Ketiga Liabilitas Akseptasi – Pihak Ketiga Obligasi Konversi
14.122
21.141
8.677
15.753
27.330
9.766.527
7.734.434
6.834.891
6.433.765
6.011.364
Deposits
400.607
Deposits from Other Banks Third Parties
500.705
235.948
342.813
132.231
3.714
112
1.009
417
588
Derivative Payable - Third Parties
21.234
93.962
103.146
31.582
92.420
Acceptance Payable - Third Parties Convertible bonds
-
-
16.370
25.354
33.274
Utang Pajak
13.760
10.988
7.933
6.013
6.999
Taxes Payable
Liabilitas Imbalan Pasca Kerja
37.331
44.917
37.827
38.627
30.646
Post-employee benefit obligation
Beban yang Masih Harus Dibayar
62.865
44.415
36.695
20.591
18.530
Accruals
Liabilitas Lain-Lain
8.542
11.584
7.851
15.630
54.975
Other Liabilities
Jumlah Liabilitas
10.428.800
8.197.501
7.397.212
6.719.963
6.676.733
Total Liabilities
EKUITAS
EQUITY
Modal Saham – Nilai Nominal Rp100 Per Saham Tambahan Modal Disetor – Bersih Laba (rugi) komprehensif lain
1.912.957
1.503.233
548.608
548.608
548.608
Share Capital - Nominal Value of Rp100 per share
3.555
6.360
457.207
233.223
125.303
Additional Paid In Capital - Net
(7.217)
(67.109)
(83.641)
5.009
4.928
Other Comprehensive Income (Loss) Retained Earnings (Deficit)
Saldo Laba (Defisit)
(201.091)
(209.269)
(154.713)
(73.000)
(74.037)
Jumlah Ekuitas
1.708.204
1.233.215
767.461
713.840
604.802
Total Equity
12.137.004
9.430.716
8.164.673
7.433.803
7.281.535
Total Liabilities and Equity
Jumlah Liabilitas dan Ekuitas
4
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
URAIAN 2015 2014 2013 2012* LAPORAN LABA RUGI KOMPREHENSIF/Comprehensive Income (Loss)
2011*
Description
PENDAPATAN DAN PENGHASILAN LAIN/STATEMENTS OF PROFIT OR LOSS AND OTHER Pendapatan Bunga
950.521
760.698
670.093
688.882
823.521
Interest Income
Beban Bunga
663.414
524.417
384.026
331.117
460.867
Interest Expenses
Pendapatan Bunga – Bersih
287.107
236.281
286.067
357.765
362.654
Interest Income - net
72.154
62.890
93.028
67.892
70.074
Other Operating Income
Pendapatan Operasional Lainnya
4.521
42.332
96.473
33.459
137.815
Provision for Impairment Losses
Beban Operasional Lainnya
Beban Kerugian Penurunan Nilai
343.793
328.149
340.433
382.206
415.828
Other Operating Expenses
Beban Operasional Lainnya – Bersih
276.160
307.591
343.878
347.773
483.569
Other Operating Expenses - net
10.947
(71.310)
(57.811)
9.992
(120.915)
Operating Income (Loss)
Laba (Rugi) Operasional
PENDAPATAN (BEBAN) NON OPERASIONAL/Non Operating Income (Expenses) Pendapatan (Beban) Non Operasional – Bersih
241
1.270
(8.730)
(3.982)
(22.379)
Non-Operating Income (Expenses) - Net
Laba (Rugi) Sebelum Manfaat (Beban) Pajak
11.188
(70.040)
(66.541)
6.010
(143.294)
Income (Loss) before Tax Benefit (Expenses)
Manfaat (Beban) Pajak
(3.010)
15.484
(15.199)
(4.974)
29.675
Tax Benefit (Expenses)
8.178
(54.556)
(81.740)
1.036
(113.618)
Net Income (Loss) for the Year***
Laba (Rugi) Bersih Tahun Berjalan*** Pendapatan Komprehensif Lain
59.892
16.532
(92.206)
82
14.271
Other Comprehensive Income
Jumlah Laba (Rugi) Komprehensif***
68.070
(38.024)
(173.946)
1.118
(99.347)
Total Comprehensive Income (Loss)***
Laba per Saham (Dalam Rupiah Penuh)
Earnings per Share (in full amount)
Dasar
0,61
(5,91)
(14,90)
0,19
(20,71)
Basic
Dilusian
0,57
(5,91)
(14,90)
0,19
(20,71)
Diluted
17,79
13,09
11,21
10,12
CAR with Credit, Operational, Market Risks
RASIO KEUANGAN (%) /FINANCIAL RATIO (%) PERMODALAN/CAPITAL KPMM dengan Memperhitungkan Risiko Kredit, Risiko Operasional, dan Risiko Pasar
17,83
ASET PRODUKTIF/PRODUCTIVE ASSETS Aset Produktif dan Non Produktif Bermasalah Terhadap Total Aset Produktif dan Non Produktif
2,57
4,41
4,75
5,49
6,50
Non-Performing Productive and Non-Productive Assets to Total Productive and NonProductive Assets
Aset Produktif Bermasalah Terhadap Total Aset Produktif
2,18
4,41
4,09
4,93
5,01
Non-Performing Productive Assets to Total Productive Assets
CKPN Aset Keuangan Terhadap Aset Produktif
0,39
1,54
2,12
1,52
2,51
Impairment Losses to Productive Assets
NPL Gross
2,97
5,88
4,88
5,78
6,25
Gross Non Performing Loan (NPL)
NPL Net
2,43
3,86
2,36
3,99
3,35
Net Non Performing Loan (NPL) Return on Assets (ROA)
PROFITABILITAS/PROFITABILITY ROA
0,10
-0,82
-0,93
0,09
-1,64
ROE
0,74
-6,69
-16,28
0,26
-18,96
Return on Equity (ROE)
NIM
3,32
3,43
4,84
5,44
5,43
Net Interest Margin (NIM)
BOPO
98,97
108,54
107,77
99,68
114,63
Operating Expenses to Operating Income (BOPO)
Rasio Liabilitas Terhadap Jumlah Aset
85,93
86,92
90,60
90,40
91,69
Liabilities to Total Assets Ratio
72,29
80,35
80,14
79,48
84,93
Loan to Deposit Ratio (LDR)
LIKUIDITAS/LIQUIDITY LDR
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
5
01 Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
URAIAN
2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
2014
2013
Management Discussion and Analysis
2012*
2011*
Description
KEPATUHAN/COMPLIANCE -
-
-
-
-
Percentage of LLL Violation
GWM
Persentase Pelanggaran BMPK
8,61
8,18
8,20
8,41
8,22
Minimum Reserve Requirements
Posisi Devisa Netto
6,82
6,10
4,04
4,19
3,96
Net Open Position
*
Menggunakan data dari laporan keuangan PT Bank ICB Bumiputera Tbk tahun 2012. ** Perusahaan tidak memiliki investasi pada entitas asosiasi. *** Bank tidak memiliki anak perusahaan, dengan demikian rugi bersih dan rugi komprehensif tidak dikelompokkan menjadi diatribusikan kepada pemilik entitas induk dan diatribusikan kepada kepentingan non pengendali.
*
Using data from the financial statements of PT Bank ICB Bumiputera Tbk for FY2012. ** The Company does not have investments in any associated entities. *** The Bank has no subsidiaries, and so the net loss and comprehensive loss are not categorized as attributable to the owners of the parent entity, and thus is attributed to non-controlling interest.
Aset Assets
Ekuitas Equity
Juta Rp/Million IDR
Juta Rp/Million IDR
1.708.204 12.137.004 1.233.215
9.430.716 7.281.535 7.433.803
8.164.673 604.802
2011
2012
2013
2014
2015
Pendapatan bunga Interest Income
2011
713.840
767.461
2012
2013
2014
2015
Laba (Rugi) Bersih Tahun Berjalan Net Income (Loss) for the Year
Juta Rp/Million IDR
Juta Rp/Million IDR
8.178
1.036 950.521 823.521 688.882
760.698 670.093 (54.556) (81.740) (113.618)
2011
6
2012
2013
2014
2015
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
2011
2012
2013
2014
2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
KPMM dengan Memperhitungkan Risiko Kredit Operasional CAR with Credit, Operational Risks
Jumlah Laba (Rugi) Komprehensif Total Comprehensive Income (Loss) Juta Rp/Million IDR
persentase (%)/percentage (%)
68.070 1.118
(38.024) 10,12
11,21
17,79
17,83
2014
2015
13,09
(99.347)
(173.946)
2011
2012
2013
2014
2015
2011
2012
2013
NPL Gross Gross Non Performing Loan
BOPO Operating Expenses to Operating Income
persentase (%)/percentage (%)
persentase (%)/percentage (%)
6,25
5,88
5,78
114,63
4,88 107,77
108,54
2,97 99,68
2011
2012
2013
2014
2015
2011
2012
98,97
2013
2014
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
2015
7
01 Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Ikhtisar Operasional Operational Highlights (dalam Juta Rupiah)
(in Rp million)
Produk
2015
2014
2013
Product
567.339
675.756
841.798
Savings
1.069.198
700.986
648.513
Demand Deposits Time Deposits
Produk Simpanan
Savings Product
Tabungan Giro Deposito Berjangka
8.129.990
6.357.691
5.344.580
Total
9.766.527
7.734.433
6.834.891
Total
Produk Kredit
Credit Product
Wholesale UKM
3.154.129
3.460.007
3.670.670
Wholesale
351.768
498.763
531.042
Small-Medium Enterprise
Konsumer
3.579.332
2.298.465
1.314.529
Consumer
Total
7.085.228
6.257.235
5.516.240
Total
Produk Simpanan/Saving Product
Juta Rp/Million IDR
8.129.990 6.357.691 5.344.580
841.798
675.756
648.513
2013
700.986
567.339
2015
2014
Tabungan/Savings
Giro/Demand Deposits
1.069.198
Deposito Berjangka/Time Deposits
Produk Kredit/Credit Product
Juta Rp/Million IDR
3.670.670
3.579.332
3.460.007 3.154.129
2.298.465 1.314.529 531.042
2013 Wholesale/Wholesale
498.763
351.768
2014
2015
UKM/Small Medium Enterprise
Konsumer/Consumer
Tabel jaringan kantor/Table of office network KETERANGAN
2015
2014
1
1
Head Office
Kantor Cabang (MB)
16
16
Branch Office
Kantor Cabang Pembantu (SB)
33
34
Sub Branches
Kantor Kas (CO)
26
40
Cash Office
2
2
Payment Point
Kantor Pusat (HO)
Payment Point (PP)
Description
Jumlah Kantor
78
93
Total Offices
ATM
83
76
ATM
8
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
IKHTISAR SAHAM Share Highlights PERIODE Period
PEMBUKAAN Opening
VOLUME TRANSAKSI Transaction Volume
JUMLAH SAHAM BEREDAR Total Shares Outstanding
91
975.109.800
15.032.327.068
1.367.941.763.188
75
761.887.900
15.032.327.068
1.127.424.530.100
88
71
484.492.100
15.032.327.068
1.067.295.221.828
76
70
209.430.900
19.129.563.072
1.339.069.415.040 691.245.896.166
TERENDAH Lowest
TERTINGGI Highest
TW I
75
106
TW II
71
107
TW III
66
TW IV
57
PENUTUPAN Closing
KAPITALISASI PASAR Market Capitalization
2015
2014 TW I
113
138
126
270.419.700
5.486.078.541
TW II
102
130
109
97.326.400
5.486.078.541
597.982.560.969
TW III
91
117
100
2.854.561.100
15.032.327.068
1.503.232.706.800
TW IV
80
126
84
1.096.984.300
15.032.327.068
1.262.715.473.712
Grafik Kinerja Saham 2014 - 2015/ ..... Harga Penutupan (Rp)/Closing Price (Rp)
Volume Transaksi (lembar)/ Transaction Volume (share)
140
3,000,000,000
120
2,500,000,000
100
2,000,000,000
80
1,500,000,000
60 1,000,000,000
40
500,000,000
20
-
0
TW I
TW II
TW III
TW IV
TW I
TW II
2014
TW III
TW IV
2015
Volume Transaksi/Transaction Volume
Harga Penutupan/Closing Price
Ikhtisar Waran Warrant Highlights
Jenis Efek Type of Securities
Waran/Warrant
Tanggal Penerbitan Issuance Date
4 Februari 2016/ February 4, 2016
Total Efek Yang Diterbitkan Total Securities Issued
1.828.692.847
Efek Yang Telah Dikonversi Total Securities Converted Jumlah Amount
Nilai Value
1.000
Rp.150.000
Jumlah Efek Yang Belom Dikonversikan Total Securities not yet Converted
1.828.691.847
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
9
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
Peristiwa Penting 2015 Significant Events in 2015
18 Februari/February Untuk memberikan privilege kepada pemegang Kartu Kredit MNC Bank dan pelanggan setia Indovision, MNC Sky Vision bekerja sama dengan MNC Bank meluncurkan program promo khusus “Bayar 6, Gratis 6 Cicilan 0% 12 Bulan”/ To provide privileges to MNC Bank’s Credit Card holders and Indovision loyal customers, MNC Sky Vision in cooperation with MNC Bank launched a special promotion program, “Pay 6 Months, Free 6 Months with 0% 12-Month Installment”.
1
28 April/April PT Bank MNC Internasional Tbk menyelenggarakan Rapat Umum Pemegang Saham Tahunan (RUPST) dan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB)./ PT Bank MNC Internasional Tbk conducted an Annual General Meeting of Shareholders (AGMS) and an Extraordinary General Meeting of Shareholders (EGMS).
2
3
4
1 20 Februari/February Penyerahan hadiah langsung sepeda motor kepada nasabah yang mengikuti program Tabungan MNC Berhadiah di Cabang Kembang Jepun Surabaya./ Handover of a direct prize motorcycle, it given to MNC Savings product customer at Kembang Jepun branch in Surabaya. 2 8 April/April Presiden Direktur MNC Bank menyerahkan hadiah langsung sepeda motor kepada nasabah Cabang Batam, yang mengikuti program Tabungan MNC Berhadiah./ The President Director of MNC Bank handed over a motorcycle as a prize for a customer of the MNC Savings product at Batam Branch.
10
3 9 April/April PT Bank MNC Internasional Tbk (MNC Bank) menandatangani perjanjian Kerjasama Kredit Pemilikan Properti dengan PT. ERA Graha Realty (ERA Indonesia)./ MNC PT Bank Internasional Tbk (MNC Bank) signed a property ownership agreement with PT ERA Graha Realty (ERA Indonesia). 4 4 Mei /May Dalam rangka meningkatkan komitmen serta memberikan pelayanan terbaik kepada nasabah, MNC Bank meresmikan Kantor Cabang Pembantu (KCP) Pluit, di Kawasan Ruko Pluit Kencana, Jakarta Utara./In order to strengthen its commitment and provide the best service to customers, MNC Bank inaugurated the opening of the Pluit SubBranch Office, at Pluit Kencana commercial area, North Jakarta.
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
5
5 4 Mei /May Presiden Direktur MNC Bank menyerahkan hadiah langsung sepeda motor kepada nasabah Cabang Pluit, yang mengikuti program Tabungan MNC Berhadiah./ The President Director of MNC Bank handed over a motorcycle as a prize for a customer of the MNC Savings product at Pluit Branch. 6 8 Juni /June Presiden Direktur MNC Bank meresmikan Kantor Kas Kebon Jeruk dalam rangka meningkatkan komitmen serta memberikan pelayanan terbaik kepada nasabah./ The President Director of MNC Bank inaugurated the opening of the Kebon Jeruk Cash Office in order to strengthen the Bank’s commitment and provide the best service to customers.
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
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19 Juni/June MNC Bank gandeng Ciputra Group dan Century21 Indonesia memperluas jangkauan untuk wujudkan impian masyarakat memiliki properti idaman./ MNC Bank partnered with Ciputra Group and Century21 Indonesia to extend its reach to fulfill people’s dream of owning the ideal property.
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7 8 Juni /June Presiden Direktur MNC Bank menyerahkan hadiah langsung Mobil kepada nasabah Cabang Kebon Jeruk, dalam program Tabungan MNC Berhadiah./The President Director of MNC Bank handed over a motorcycle as a prize for a customer of the MNC Savings product at Kebon Jeruk Branch. 8 18 Juni /June PT Bank MNC Internasional Tbk. (MNC Bank) memperluas kerjasama untuk pembiayaan Kepemilikan Properti dengan menggandeng Ray White Indonesia sebagai partner bisnis untuk memperluas jangkauan sehingga memudahkan masyarakat dalam memiliki properti./MNC PT Bank Internasional Tbk. (MNC Bank) expanded the cooperation for the property ownership financing with Ray White Indonesia as a business partner to expand its reach and facilitate people to own property.
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9 30 Juni /June MNC Bank menggelar acara buka puasa bersama karyawan, manajemen dan santunan 100 anak yatim dariPanti Asuhan Bima Prodita Tanah Abang./MNC Bank held an iftar (breaking of the fast) with the employees and the management, and provided donation to 100 orphans from the Bima Prodita Orphanage in Tanah Abang. 10 14 Juli/July PT Bank MNC Internasional Tbk (MNC Bank) menandatangani perjanjian Kerjasama Kredit Pemilikan Properti dengan LJ Hooker./ PT Bank MNC Internasional Tbk (MNC Bank) signed a cooperation agreement for property loan with LJ Hooker.
11 27 Juli/July MNC Bank Cabang Bandung menggelar acara buka puasa bersama karyawan, manajemen dan santunan anak Panti Asuhan Yatim Piatu Bandung./MNC Bank Bandung Branch held an iftar with employees and the management and gave donations to an orphanage in Bandung.
2015 Annual Report | PT. BANK 2015MNC Annual INTERNASIONAL, Report | mnc bank TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
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14
15
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23 Oktober /October PT Bank MNC Internasional Tbk menggelar grand opening dan peresmian Kantor Cabang Pembantu (KCP) MNC Tower di gedung MNC Tower, Jakarta. Peresmian KCP ini merupakan bentuk komitmen perseroan untuk memberikan pelayanan terbaik kepada para nasabah./ PT Bank MNC Internasional Tbk held a grand opening and inauguration of the opening of MNC Tower Sub-Branch Office at the MNC Tower building, Jakarta. This is part of the Bank’s commitment to providing the best service to its customers.
12 29 Juli/July MNC Bank Cabang Yogyakarta dan Koran Sindo menggelar acara buka puasa bersama karyawan, manajemen dan santunan anak Panti Asuhan Rumah Sajada Yogyakarta./ MNC Bank Yogyakarta Branch and Koran Sindo held an iftar with employees and the management and gave donations to Sajada Orphanage in Yogyakarta. 13 27 Agustus /August MNC Bank Menyelenggarakan Rapat Kerja Nasional (RAKERNAS) 2015, di Jakarta./ MNC Bank held the 2015 National Work Meeting in Jakarta.
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14 7 September /September MNC Bank turut memperingati Hari Pelanggan Nasional yang diperingati setiap tanggal 4 September. Mulai dari security hingga Direksi MNC Bank langsung turun melayani dan menyapa nasabah./ MNC Bank commemorated the National Customer Day, celebrated every September the 4th. From the security personnel up to the members of the Board of Directors of MNC Bank directly served and greeted the customers. 15 25 September /September PT Bank MNC Internasional Tbk menyelenggarakan Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) di Jakarta./ PT Bank MNC Internasional Tbk held an Extraordinary General Meeting of Shareholders (EGMS) in Jakarta.
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
16 1 Oktober/October Dalam rangka meningkatkan komitmen serta memberikan pelayanan terbaik kepada nasabah, MNC Bank meresmikan Kantor Cabang Pembantu (KCP) Asia Medan./ In order to strengthen the Bank’s commitment and provide the best service to customers, MNC Bank inaugurated the Asia Medan Sub-Branch Office. 17 21 Oktober/October PT Bank MNC Internasional Tbk menyelenggarakan Paparan Publik di Jakarta./PT Bank MNC Internasional Tbk held a Public Expose in Jakarta.
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
27 Oktober /October MNC Bank memasuki usia satu tahun beroperasi di Indonesia. PT MNC Bank Internasional Tbk tidak akan berhenti untuk terus mengembangkan bisnis di sektor jasa keuangan. / MNC Bank celebrated the first year of its operation in Indonesia. PT MNC Bank Internasional Tbk will not cease to continue to grow its business in the financial services sector.
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18 29 Oktober/October MNC Bank bekerjasama dengan Otoritas Jasa Keuangan (OJK) dan Bank Indonesia (BI) menggelar sosialisasi literasi keuangan di SMP- SMA YHS Makassar. Kegiatan literasi keuangan tersebut mengenalkan pentingnya menabung serta merencanakan keuangan sejak dini bagi pelajar./ MNC Bank collaborated with the Financial Services Authority (OJK) and Bank Indonesia (BI) to improve financial literacy at the YHS Makassar Secondary School and High School. The financial literacy enhancement activities introduced the importance of early saving and financial planning for students. 19 11 November/November MNC Bank Meresmikan Kantor Cabang Pembantu (KCP) Sunda, Bandung. Ini merupakan bentuk komitmen perseroan memberikan pelayanan terbaik kepada para nasabah./MNC Bank opened the Sunda SubBranch Office in Bandung. This is part of the Bank’s commitment to provide the best service to customers.
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20 11 November/November Penyerahan hadiah langsung sepeda motor kepada nasabah yang mengikuti program Tabungan MNC Berhadiah di Cabang Sunda, Bandung./MNC Bank gave a motorcycle to customers of the Bank’s savings product at Sunda Branch in Bandung. 21 18 November/November MNC Bank resmi merelokasi Kantor Cabang Pembantu (KCP) yang semula berada di area Pasar Beringharjo ke area Brigjen Katamso, Jalan Ibu Ruswo No 61 C, Yogyakarta. Ini merupakan bagian dari strategi bisnis MNC Bank yang kini fokus pada segmen consumer./ MNC Bank officially relocated its Sub-Branch Office from Beringharjo to Brigjen Katamso area, Jalan Ibu Ruswo No. 61 C, Yogyakarta. This is part of the Bank’s business strategy that is focused on the consumer segment.
22 18 November/November Pemberian hadiah langsung berupa dua unit sepeda motor kepada nasabah MNC Bank Cabang Katamso Yogyakarta yang mengikuti program tabungan berhadiah./ Two motorcycles were given to customers of the Bank’s savings product at Katamso Branch, Yogyakarta. 23 19 November/November MNC Bank memberikan hadiah langsung berupa sebuah mobil kepada nasabah setia MNC Bank Cabang Balikpapan yang mengikuti program tabungan berhadiah./ MNC Bank gave a prize in the form of a car to a loyal customer of the Bank’s savings product at the Balikpapan Branch.
2015 Annual Report | PT. BANK 2015MNC Annual INTERNASIONAL, Report | mnc bank TBK.
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Daftar Isi Table of Contents
Tema dan Arti Tema
1
Theme and Rationale
01
Jejak Langkah Milestones
Kilas Kinerja 2015
4
2015 Performance Highlights Ikhtisar Keuangan
Financial Highlights
Ikhtisar Operasional
Operational Highlights
Ikhtisar Saham
Stock Highlights
Ikhtisar Waran
Warrant Highlights
Peristiwa Penting 2015 Significant Events in 2015
02
10
Daftar Isi
Table of Contents
Laporan Manajemen Laporan Dewan Komisaris
Report of the Board of Commissioners
Laporan Direksi
Report of the Board of Directors
Identitas Perusahaan
Corporate Identity
Riwayat Singkat
Brief History
Bidang Usaha
Line of Business
Produk dan Jasa
Products and Services
Peta Wilayah Operasional
Operational Areas
Struktur Organisasi Perusahaan
Organization Structure
Visi, Misi dan Budaya Perusahaan
Vision, Mission and Corporate Culture
Profil Dewan Komisaris
Board of Commissioners Profile
Profil Direksi
Board of Directors Profile
Profil Karyawan
Employee Profile
Komposisi Pemegang Saham
Shareholding Composition
Daftar Entitas Anak dan/atau Entitas Asosiasi
List of Subsidiaries and/or Associated Entities
Struktur Group Perusahaan
The Company’s Group Structure
Kronologis Pencatatan Saham
Share Listing Chronology
Kronologis Pencatatan Waran
Warrant Listing Chronology
Lembaga Penunjang Pasar Modal
Capital Market Supporting Institution
Nama dan Alamat Kantor
Name and Office Address
Analisis dan Pembahasan Manajemen Tinjauan Industri
Industry Overview
Tinjauan Operasional
Operational Review
Tinjauan Keuangan
Financial Review
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
16 24
42 43 45 45 50 52 54 56 60 66 67 67 68 70 71 72 73
77
Management Discussion and Analysis
14
14
41
Company Profile
04
4 8 9 9
16
Management Report
Profil Perusahaan
03
2
79 81 89
Tata Kelola Perusahaan
105
Good Corporate Governance
05
Arti Penting Good Corporate Governance bagi MNC Bank
The Important of Good Corporate Governance for MNC Bank
107
Dasar Penerapan GCG
Legal Grounds for GCG Implementation
Governance Outcome
Governance Outcome
Peningkatan Kualitas GCG secara Berkelanjutan
Sustainability GCG Quality Improvement
108 110 110
Implementasi Penerapan Tata Kelola Terintegrasi
The Implementation of an Integrated Good Corporate Governance Application
115
Struktur dan Mekanisme GCG
GCG Structure and Mechanism
Audit Internal
Internal Audit
Akuntan Publik
Public Accountant
Sistem Pengendalian Intern
Internal Control System
Satuan Kerja Kepatuhan
Compliance Working Unit
117 179 187 188 191
Program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT)
Anti-Money Laundering (APU) and Counter Terrorism Financing (PPT) Program
194
Code of Conduct
Code of Conduct
Whistleblowing System (WBS)
Whistleblowing System (WBS)
Manajemen Teknologi Informasi
Information Technology Management
Akses Informasi
Information Access
Informasi Pemegang Saham Pengendali
Controlling Shareholder Information
195 196 201 204 205
Perlakuan Yang Sama Terhadap Seluruh Pemegang Saham
Equal Treatment to All Shareholders
206
Fungsi Manajemen Risiko
Risk Management Function
206
Tanggung Jawab Sosial Perusahaan
263
Corporate Sosial Responsibility
06
Tanggung Jawab Sosial Terhadap Lingkungan Hidup Social Responsibility to the Environment
248 249 253 253 255
Tanggung Jawab Sosial Terhadap Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja (K3)
Social Responsibility in Occupational Health and Safety (OHS)
256
Tanggung Jawab Sosial dan Kemasyarakatan
Community and Social Responsibility
258
Tanggung Jawab Sosial Terhadap Produk dan Nasabah
Social Responsibility to Product and Customer
259
Pendahuluan
Introduction
Kaleidoskop Csr 2015
2015 CSR Kaleidoscope
Struktur Pengelola Csr
CSR Committee Structure
Kebijakan dan Pelaksanaaan Csr
CSR Policy and Implementation
Manajemen Sumber Daya Manusia
263
Human Resources Management
07
Kebijakan Pengelolaan Sumber Daya Manusia
Human Resources Management Policy
Pengembangan Organisasi
Organization Development
Akusisi Sumber Daya Manusia
Human Resources Acquisition
Pelatihan dan Pengembangan
Learning and Development
Penilaian Kinerja
Performance Management
Kebijakan Remunerasi
Remuneration Policy
Manajemen Karir
Career Management
Hubungan Industrial
Industrial Relation
Organisasi Sumber Daya Manusia
Human Resources Organization
Profil Karyawan
Employee Profile
265 266 266 267 269 270 271 271 271 273
Laporan Keuangan & Laporan Auditor Independen 31 Desember 2015
281
Financial Statements and Independent Auditors’ Report as of 31 December 2015
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Laporan Dewan Komisaris Report of the Board of Commissioners
“
Dewan Komisaris berkeyakinan bahwa penerapan good corporate governance secara konsisten merupakan salah satu syarat kunci dalam mencapai kinerja perusahaan yang berkelanjutan (sustainable). oleh karenanya dewan komisaris berkomitmen senantiasa meningkatkan fungsi pengawasan nya dan secara aktif mengkomunikasikan kepada direksi aspek-aspek yang menjadi fokus pengawasannya, terutama pada kualitas penerapan tata kelola perusahaan, pengelolaan risiko kredit, pengendalian likuiditas, pengelolaan sumber daya manusia dan pengembangan teknologi informasi. The board of commissioners believes that consistent implementation of good corporate governance is one of the key requirements in achieving sustainable company performance. Therefore the board of commissioners always committed to improve its supervisory function and actively communicate with the board of directors on aspects of its supervision, especially the quality on the implementation of corporate governance, credit risk management, liquidity control, human resources management and information technology development.
Bambang Ratmanto Presiden Komisaris/Komisaris Independen President Commissioner/Independent Commissioner
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Pemegang saham dan para pemangku kepentingan lainnya yang kami hormati,
Distinguished shareholders and stakeholders,
Sebagaimana diamanahkan dalam Anggaran Dasar Perseroan dan peraturan perundangan yang berlaku, Dewan Komisaris bertanggung jawab kepada pemegang saham dalam hal mengawasi dan pemberian arahan atas kebijakan Direksi dan pengelolaan kegiatan operasional Perseroan yang mengacu kepada rencana bisnis yang telah ditetapkan, serta memastikan kepatuhan terhadap seluruh peraturan dan perundang-undangan yang berlaku.
As stated in the Company’s Articles of Association and the prevailing regulations, the Board is responsible to the shareholders for supervising and providing advice to the Board of Directors and the Company’s operations, with reference to the predetermined business plan, as well as ensuring compliance with all the prevailing regulations.
Rp
12,14
2015 triliun/trillion
Total Aset Total Assets
Dalam menjalankan perannya, Dewan Komisaris senantiasa berupaya untuk memastikan bahwa Perseroan telah dikelola secara prudent, sesuai kepentingan pemegang saham dan pemangku kepentingan lainnya. Guna mendukung efektivitas pelaksanaan dan tanggung jawabnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Remunerasi dan Nominasi serta Komite Pemantau Risiko.
In carrying out its role, the Board of Commissioners has always strived to ensure that the Company has been managed prudently, in accordance with the interests of shareholders and stakeholders. In order to support the effective implementation and responsibilities, the Board of Commissioners is assisted by the Audit Committee, the Remuneration and Nomination Committee and the Risk Monitoring Committee.
Dalam laporan ini, Dewan Komisaris menyampaikan hasil kegiatan pengawasannya sekaligus penilaian kinerja perseroan, tata kelola perusahaan, pandangan atas prospek usaha ke depan dan rencana bisnis yang disusun oleh Direksi, penilaian atas komite-komite penunjang Dewan Komisaris, dan perubahan komposisi Dewan Komisaris. Laporan mengenai fokus, kegiatan, dan rekomendasi Dewan Komisaris serta kegiatan komite disajikan secara rinci di bagian Tata kelola perusahaan dalam laporan ini.
In this report, the Board of Commissioners presents the results of supervisory activities as well as the evaluation of the Company’s performance, corporate governance, business prospects, opinion on the business plan drawn up by the Board of Directors, assessment of the committees under the Board of Commissioners, and changes in the composition of the Board of Commissioners. The report on the focus, activities and recommendations of the Board of Commissioners and the committees under the Board of Commissioners is presented in detail in the corporate governance section of this report.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pelambatan Ekonomi Berlanjut pada 2015
Continuing Economic Slowdown in 2015
Sebagaimana telah diprediksi sebelumnya bahwa pelambatan ekonomi yang terjadi pada tahun lalu masih berlanjut ke tahun 2015, bahkan menunjukan pertumbuhan ekonomi yang semakin menurun dibandingkan dengan tahun 2014, baik pada perekonomian global (tahun 2014 sebesar 3,14% menurun menjadi 3,15% di tahun 2015) maupun perekonomian nasional dengan pertumbuhan di tahun 2014 mencapai 5,02% menurun menjadi 4,79%. Di 2015 situasi ini tentunya dirasakan menjadi tidak kondusif oleh dunia usaha dan industri termasuk industri perbankan. Tahun 2015 merupakan tahun penuh tantangan sekaligus ujian bagi perekonomian Indonesia. Beberapa analis mengatakan ada tiga variabel utama dunia, yaitu pertumbuhan ekonomi, harga komoditas dan aliran modal ke negara berkembang bergerak dalam arah yang berbeda. Arah pergerakan tersebut selanjutnya berdampak pada dinamika ekonomi negara-negara berkembang, termasuk Indonesia. Tekanan yang cukup besar dialami oleh negaranegara yang bergantung pada komoditas sumber daya alam, seperti Rusia, Brasil dan Indonesia.
As predicted earlier that the economic slowdown that occurred in 2014 would continue in 2015, and even declining further, as seen in the global economy (from a growth of 3.14% in 2014 to 3.15% by 2015) as well as in the national economy, whose growth in 2014 reached 5.02% and in 2015 declined to 4.79%. Such a situation in 2015 was felt as not conducive to the business climate, and accordingly, most industries including banking suffered. Thus 2015 was a year full of challenges for the Indonesian economy. Some analysts noted that there are three main global variables, namely economic growth, commodity prices and capital flows to developing countries moving in different directions. That direction of movement has subsequent impacts on the dynamics of emerging economies, including Indonesia. A substantial pressure was felt by countries that traditionally depend on natural resources, such as Russia, Brazil and Indonesia.
Lebih lanjut perlambatan pertumbuhan ekonomi nasional ini berdampak pada industri perbankan, terutama terlihat pada pertumbuhan kredit perbankan sepanjang 2015 melambat dibandingkan tahun sebelumnya, yaitu sebesar 10,44% (yoy) atau lebih rendah dibandingkan 11,58% (yoy) di tahun 2014. Hal yang sama juga terjadi pada pertumbuhan dana pihak ketiga (DPK) yang mengalami perlambatan sepanjang tahun 2015 menjadi sebesar 7,26% dibandingkan 12,29% pada tahun 2014.
Furthermore, the national economic slowdown affected the banking industry, and this was especially apparent in the slowing down of lending growth in 2015 compared to the previous year. In 2015, lending growth was recorded at 10.44% (yoy), lower than 11.58% (yoy) in 2014. A similar situation was seen in the growth of third party funds, which slowed down in 2015 and settled at 7.26% compared to 12.29% in 2014.
Perlambatan ekonomi yang terjadi di tahun 2015 juga berpengaruh kepada kualitas kredit perbankan nasional. Peningkatan non performing loan (NPL) terjadi hampir di seluruh sektor industri, sehingga posisi NPL meningkat menjadi 2,40% di tahun 2015 dari 2,16% di tahun 2014. Namun demikian, perbankan nasional masih mempunyai daya tahan yang relatif kuat, ditunjukkan dengan peningkatan capital adequacy ratio (CAR) menjadi 21,35% di 2015 dari 19,54% di tahun sebelumnya.
The economic slowdown in 2015 also affected the quality of bank loans. The increase in non-performing loans (NPL) in nearly all sectors resulted in an NPL increase to 2.40% in 2015 from 2.16% in 2014. However, the banking industry still is relatively resilient, as indicated by the increase in capital adequacy ratio (CAR) to 21.35% in 2015 from 19.54% in the previous year.
Pencapaian Kinerja 2015
2015 Performance Achievements
Dewan Komisaris memberikan penghargaan yang setinggitingginya kepada manajemen beserta jajarannya atas pencapaian kinerja perusahaan yang positif dan telah mampu menghadapi tantangan di tengah melambatnya perekonomian nasional dan industri perbankan yang dibarengi dengan tingkat likuiditas yang ketat. Dalam rangka meningkatkan kinerja operasional Perseroan, manejemen mampu mengambil berbagai inisiatif strategis selaras dengan program transformasi yang telah dicanangkan.
The Board of Commissioners extends its appreciation to the entire management for the positive performance of the Bank, as shown by how the Bank had been able to address the challenges amid a slowing national economy and the banking industry, coupled with tight liquidity levels. In order to improve the operational performance of the Company, the management was able to conduct strategic initiatives in line with the transformation programs as planned.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Sepanjang tahun 2015, Manajemen telah berupaya dengan sungguh-sungguh melaksanakan arahan Dewan Komisaris dan senantiasa melakukan pengembangan maupun perbaikan sesuai dengan rencana bisnis yang telah ditetapkan. Sekali lagi Dewan Komisaris memberikan apresiasi atas berbagai upaya yang dilakukan tersebut.
Throughout 2015, the management sought to earnestly implement the directives from the Board of Commissioners and continued to develop and improve the business in accordance with the business plan that has been formulated. Thus the Board of Commissioners would like to appreciate the efforts of the Board of Directors.
Berbagai upaya yang telah dilakukan tersebut telah membuahkan hasilnya, yaitu tercemin pada Peningkatan kinerja keuangan yang cukup signifikan pada Laba bersih Perseroan. Laba tahun berjalan mengalami peningkatan signifikan sebesar +/- 115 % dari rugi bersih sebesar Rp54,56 miliar di 2014 menjadi laba bersih sebesar Rp8,18 miliar di 2015.
Various measures that have been pursued led to the results reflected in the financial statements. There was a significant increase in the Company’s net income. Income for the year rose by around 115%, from a net loss of Rp54.56 billion in 2014 to a net income of Rp8.18 billion in 2015.
Dari sisi total aset, terdapat peningkatan yang cukup signifikan dari Rp9,4 triliun di 2014 menjadi Rp12,14 triliun di 2015. Di samping itu perseroan telah berhasil meningkatkan penyaluran kredit dari Rp6,26 triliun di 2014 menjadi Rp7,09 triliun di 2015. Nilai NPL Gross mengalami penurunan dari 5,88% di 2014 menjadi 2,97% di 2015. Sementara Target Dana Pihak Ketiga tercapai yaitu adanya peningkatan yang lebih cepat, dari Rp7,73 triliun di 2014 menjadi Rp9,77 triliun di 2015.
In terms of total assets, there was a significant increase from Rp9.4 trillion in 2014 to Rp12.14 trillion in 2015. In addition, the Company managed to increase lending from Rp6.26 trillion in 2014 to Rp7.09 trillion in 2015. NPL Gross decreased from 5.88% in 2014 to 2.97% in 2015. Third Party Funds target was also achieved, with an increase from Rp7.73 trillion in 2014 to Rp9.77 trillion in 2015.
Upaya-Upaya yang telah dilakukan Manajemen
Management’s Efforts
Pada dasarnya upaya-upaya yang dilakukan oleh manajemen telah selaras dengan visi, misi, dan arah kebijakan maupun langkah-langkah strategi yang telah ditetapkan walaupun ada beberapa hal yang perlu dilakukan pengembangan dan perbaikan yang disesuaikan dengan perkembangan maupun dinamika bisnis dan ekspektasi stakeholders.
The efforts of the management have been aligned with the vision, mission and direction of strategic policies and measures. However, certain aspects remain in need of further development and improvement in line with the business dynamics and expectations of stakeholders.
Langkah-langkah strategi termasuk pengembangan program transformasi telah dilakukan terutama pada beberapa aspek sebagai berikut:
The management’s measures include the development of the transformation program, and these have been carried out in particular in the following aspects:
•
Sumber Daya Manusia Pengembangan sumber daya manusia menjadi prioritas utama dan menjadi salah satu aspek dalam program transformasi yang dilakukan oleh manajemen. Secara konsisten dan persisten dilakukan sosialisasi dan implementasi nilai dan budaya perusahaan dengan melibatkan seluruh jajaran mulai dari Direksi, Dewan Komisaris, Senior Manajemen sampai dengan seluruh karyawan. Selain itu, dilakukan pengembangan organisasi dengan menata kembali fungsi-fungsi yang sesuai dengan kebutuhan dan diikuti dengan penyempurnaan kebijakan-kebijakan mulai dari staffing, proses penilaian kinerja, pengembangan kompetensi individu, pengembangan sistem remunerasi serta pengembangan sistem informasi sumber daya manusia.
• Human Resources Development of human resources is a top priority and is an aspect of the transformation program undertaken by management. Consistently and persistently the Bank conducts dissemination and implementation of corporate values and culture involving all levels from the Board of Directors, Board of Commissioners, senior management and all employees. In addition, organizational development has also been performed, by reorganizing functions according to the current needs, followed by refinement of policies ranging from staffing, performance appraisal process, individual competence development, remuneration system development, and human resources information systems development.
•
Penyaluran Kredit Secara Prudent Mengingat pertumbuhan kredit menjadi bagian utama dalam meningkatkan pendapatan dan mendukung kinerja perusahaan, maka manajemen telah melakukan langkah-langkah pengembangan dan perbaikan di bidang perkreditan dengan tetap mengacu pada
• Prudent Lending Given the growth in lending as a major part in improving revenue and supporting the Company’s performance, the management has taken the necessary steps of development and improvement in lending with reference to the principle of prudent banking. Ranging from the
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
•
•
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
prinsip-prinsip prudent banking. Mulai dari strategi pengembangan segmentasi dan akuisisi nasabah kredit, pengembangan dan perbaikan kebijakan-kebijakan dan prosedur kredit serta secara konsisten memonitor dan mengevaluasi implementasi tahapan proses kredit di masing-masing fungsi yang terkait. Perbaikan kualitas kredit juga menjadi prioritas manajemen dengan melaksanakan program-program collection dan remedial secara intensif sehingga portfolio kredit yang bermasalah (non performing loan) semakin menurun, tetap terkendali dan pada tingkat yang wajar.
development strategy of segmentation and lending customer acquisition, development and improvement of policies and credit procedures, and consistently monitoring and evaluating the implementation stage of the respective lending-related functions and processes. Improvements in credit quality is also a priority of the management, and are implemented through an intensive collection and remedial program, so that the non-performing loans can be reduced, controlled, and maintained at a reasonable rate.
Pengembangan Manajemen Risiko, Pengendalian Internal dan Tata Kelola Perusahaan. Bank senantiasa melakukan pengembangan dan penyempurnaan terhadap kebijakan dan prosedur yang berkaitan dengan pengelolaan risiko, pengendalian internal dan tata kelola perusahaan sekaligus memastikan penerapannya telah dilaksanakan secara konsisten oleh seluruh jajaran perusahaan. Manajemen telah mengembangkan kerangka manajemen risiko secara menyeluruh (Enterprise Risk Management Framework) dan membuat langkah penting untuk memitigasi 8 (delapan) faktor risiko yang dapat timbul dalam pelaksanaan kegiatan perbankan. Di sisi lain aspek-aspek pengendalian internal selalu menjadi pertimbangan dalam setiap pengembangan kebijakan dan prosedur operasional bank.
• Development of Risk Management, Internal Control and Corporate Governance The Bank continues to develop and improve the policies and procedures related to risk management, internal control and corporate governance, while ensuring that their application has been consistent across the entire Company. The Management has developed a comprehensive enterprise risk management framework and made an important step to mitigate 8 (eight) risk factors that may arise in banking activities. On the other hand, aspects of internal control are always considered in the development of any policies and procedures related to the Bank’s operations.
Agar penerapan prudent banking berjalan lebih baik maka selain pengembangan manajemen risiko dan pengendalian internal, Direksi sangat mengutamakan peningkatan kualitas tata kelola perusahaan melalui penyempurnaan governance structure (Dewan Komisaris, Direksi, fungsi-fungsi utama dalam perusahaan, komitekomite pendukung utama) dan selalu melakukan monitor maupun evaluasi atas proses penerapannya.
In order to improve prudent banking, development of risk management and internal control is accompanied by the Board of Directors’ priority for increasing the quality of corporate governance through improved governance structure (the Board of Directors, key functions within the Company, main supporting committees) and always monitors and evaluates the implementation thereof.
Pengembangan Infrastruktur Teknologi Informasi Di tengah kompetisi yang semakin ketat dan di era teknologi informasi “digitalisasi” ini manajemen sangat menyadari bahwa dukungan teknologi informasi yang tepat guna dalam kegiatan usaha bank merupakan suatu keharusan, oleh karenanya manajemen telah mengembangkan kerangka sekaligus road map pengembangan sekaligus mengoptimalkan teknologi informasi guna mendukung visi dan misi perusahaan yang telah dicanangkan. Perbaikan proses bisnis dan operasional telah dilakukan dengan dukungan pengembangan dan pemanfaatan sistem teknologi informasi. Selain itu enhancement terhadap core system secara bertahap telah dilakukan sekaligus pengkinian perangkat keras maupun perangkat lunak lainnya, sehingga sejalan dan dapat menunjang beberapa inisiatif dari rencana bisnis, terutama berkaitan dengan electronic channels (sebagai bagian tahapan dalam pengembangan mobile banking, internet banking, mobile apps untuk produk-produk retail banking).
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• Development of Information Technology Infrastructure Amidst intense competition and in the era of this digitized information technology, the management is very aware that the support of the right information technology solutions for the Bank’s business is imperative. Therefore, the management has developed a framework and roadmap of IT development, while optimizing IT to support the vision and mission of the Company. Business process and operational improvements have been carried out successfully with the support of the development and utilization of IT systems. In addition, the gradual enhancement of the core banking system has been carried out and simultaneously hardware and software are being updated to be in line and supporting the planned business initiatives, especially with regard to electronic channels (as part of the development of mobile banking, internet banking, and mobile apps for retail banking products).
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tata Kelola Perusahaan (Good Corporate Governance)
Good Corporate Governance
Dalam menjalankan fungsi pengawasan dan pemberian nasehat kepada Direksi, Dewan Komisaris sangat memberikan perhatian utama kepada penerapan prinsipprinsip good corporate governance (GCG) karena Dewan Komisaris berkeyakinan bahwa GCG merupakan salah satu syarat kunci dalam mencapai kinerja perusahaan yang berkelanjutan. GCG merupakan mekanisme yang mengatur hubungan Perseroan dengan para pemangku kepentingan secara transparan, akuntabel, bertanggung jawab, independen dan adil. Dengan penyempurnaan struktur tata kelola di MNC Bank menjadikan komunikasi antara Direksi dan Dewan Komisaris semakin lebih efektif terutama aspekaspek penting yang perlu menjadi perhatian dan tindak lanjut secara lebih cepat.
In carrying out its supervisory and advisory function to the Board of Directors, the Board of Commissioners pays attention to the application of the principles of good corporate governance (GCG) as we believe that good corporate governance is key to achieving a sustainable corporate performance. GCG is a mechanism that regulates the relationships of the Company with the stakeholders in a transparent, accountable, responsible, independent and fair manner. With the improvement of the governance structure in MNC Bank, the communication between the Board of Directors and the Board of Commissioners has become more effective, especially with regard to addressing important aspects which require greater attention and prompt follow up.
Dewan Komisaris berpendapat bahwa Direksi telah menerapkan GCG dengan efektif dan konsisten di 2015 dan perseroan telah merasakan manfaat yang signifikan dari implementasi GCG yang telah dilakukan.
The Board of Commissioners is of the view that the Board of Directors implemented GCG effectively and consistently throughout 2015 and that the Company benefited significantly from its GCG implementation.
Dengan dikeluarkannya Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan. Dewan Komisaris juga berkomitmen untuk memantau penerapan dari POJK tersebut. Bank selaku Entitas Utama dalam kerangka konglomerasi keuangan telah perubahan struktur organisasi, pembentukan Komite Tata Kelola Terintegrasi, penyusunan pedoman tata kelola terintegrasi, Laporan self assessment pelaksanaan tata kelola terintegrasi konglomerasi keuangan per Desember 2015 dan Penyusunan Laporan Tahunan Pelaksanaan Tata Kelola Terintegrasi.
With the enactment of the Financial Services Authority Rule No. 18/POJK.03/2014 on the Application of Integrated Governance in Financial Conglomerates, the Board of Commissioners is also committed to monitoring the application of this regulation. The Bank as the main entity within the framework of this financial conglomerate has made changes in its organization structure, established the Integrated Governance Committee, formulated guidelines for integrated governance, conducted self assessment on the implementation of integrated governance in the financial conglomerate in December 2015, and prepared the Annual Integrated Governance Implementation Report.
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Tanggung jawab sosial perusahaan/Corporate Social Responsibility (CSR) merupakan hal penting lainnya yang mendapatkan perhatian dari Dewan Komisaris. Dewan Komisaris berpendapat bahwa CSR akan berdampak bagi kinerja perusahaan, melalui legitimasi dari para stakeholders. CSR akan meningkatkan reputasi Perseroan dan selanjutnya akan terjalin hubungan yang harmonis antara Perseroan dan para pemangku kepentingan.
Corporate Social Responsibility (CSR) is another key aspect that receives the attention of the Board of Commissioners. We believe that CSR can highly influence the Company’s performance, through the legitimacy obtained from the stakeholders. CSR will enhance the reputation of the Company and will further establish a harmonious relationship between the Company and its stakeholders.
Dewan Komisaris berpendapat bahwa Direksi telah menjalankan kegiatan CSR dengan efektif meliputi program pelestarian alam dan lingkungan hidup; ketenagakerjaan, kesehatan dan keselamatan kerja; pengembangan sosial kemasyarakatan dan taggung jawab terhadap konsumen. Program CSR dilaksanakan dengan bersinergi dengan MNC Group sehingga pelaksanaannya menjadi lebih efektif. Direksi telah memiliki komitmen dengan menyediakan anggaran yang wajar dan memadai untuk mendukung program-program CSR secara konsisten dan berkelanjutan.
The Board of Commissioners believes that the Board of Directors has conducted effective CSR activities that include nature conservation programs; labor, health and safety programs; social development; and responsibility to customers. These CSR programs were implemented in synergy with MNC Group so that the implementation became more effective. The Board of Directors is committed to providing reasonable and adequate budget to support the Bank’s CSR programs consistently and continuously.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pandangan atas Prospek Usaha Bank
Prospects of The Bank
Dewan Komisaris menilai bahwa tahun 2016 akan lebih baik dibandingkan dengan kondisi tahun 2015, walaupun masih diwarnai dengan pemulihan ekonomi global. Secara keseluruhan, pertumbuhan ekonomi Indonesia di tahun 2016 optimis akan berada pada kondisi yang lebih baik. Hal ini terlihat dari upaya yang telah dilakukan Pemerintah untuk mendorong pertumbuhan ekonomi di 2016 serta pertumbuhan kredit yang diperkirakan masih akan terus meningkat di tahun 2016.
The Board of Commissioners is optimistic that 2016 will be a better year compared to 2015, although it will still see the global economy recovering. Overall, Indonesia’s economic growth in 2016 will be in a better shape. This can be seen from the efforts made by the Government to stimulate economic growth in 2016, while lending growth is predicted to continue in 2016.
Bank Indonesia telah memproyeksikan pertumbuhan ekonomi Indonesia pada tahun 2016 akan mencapai kisaran 5,2%-5,6% yoy. Pertumbuhan tersebut didorong oleh stimulus fiskal terutama untuk pembangunan proyek infrastruktur dan konsumsi yang diperkirakan masih tetap kuat. Sementara itu, investasi diharapkan meningkat seiring dengan implementasi paket kebijakan Pemerintah yang mendorong investasi dan stabilitas makro ekonomi yang semakin baik. Di tengah dinamika ekonomi global, upaya Pemerintah untuk meningkatkan daya beli masyarakat dan efektivitas stimulus fiskal akan memiliki peranan penting dalam mendorong pertumbuhan ekonomi di 2016. Di lain pihak, pemulihan ekonomi negara maju, khususnya Amerika Serikat, diperkirakan dapat mendorong peningkatan ekspor, khususnya ekspor manufaktur.
Bank Indonesia has projected that Indonesia’s economic growth in 2016 will be in the range of 5.2% - 5.6% yoy. The growth will mainly be driven by the fiscal stimulus for the development of infrastructure projects and strong domestic consumption. Meanwhile, investments are expected to grow along with the implementation of new government policies that encourage investment and stabilize macroeconomic conditions. In the midst of the dynamics of the global economy, the government’s efforts to boost purchasing power and effectiveness of the fiscal stimulus will play an important role in boosting economic growth in 2016. On the other hand, recovery in advanced economies, particularly in the United States, is expected to boost exports, especially manufacturing exports.
Dari sektor Perbankan, stabilitas sistem keuangan tetap solid ditopang oleh ketahanan sistem perbankan dan relatif terjaganya kinerja pasar keuangan. Ketahanan industri perbankan tetap kuat dengan risiko-risiko kredit, likuiditas dan pasar yang cukup terjaga. Hal ini tercermin dari rasio kecukupan modal atau Capital Adequacy Ratio perbankan yang rata-rata sebesar 21,39% pada Desember 2015.
In the banking sector, the stability of the financial system remains solid, underpinned by the resilience of the banking system and relatively controlled performance of the financial markets. The resilience of the banking industry remains strong, with the of credit risk, liquidity risk and market risk under control, as reflected by the national banking industry’s average capital adequacy ratio of 21.39% in December 2015.
Dewan Komisaris berpendapat bahwa Direksi akan mampu menangkap peluang tersebut dan rencana bisnis yang diajukan oleh Direksi telah memperhitungkan aspekaspek eksternal (prospek perekonomian nasional) dan internal bank (struktur finansial, sumber daya manusia dan infrastruktur). Kami optimis dengan melanjutkan program transformasi yang didukung dengan berbagai inisiatif dan 10 (sepuluh) langkah-langkah strategis yang telah ditetapkan, Direksi dapat merealisasikan rencana bisnis 2016. Dewan Komisaris tetap menyarankan agar Direksi tetap memperhatikan dan tanggap terhadap dinamika yang terjadi pada perekonomian nasional maupun industri perbankan serta senantiasa tetap berhati-hati terutama dengan menjaga kualitas aktiva produktif, menjaga likuiditas yang cukup dan meningkatkan efisiensi operasional bank.
We believe that the Board of Directors will be able to seize these opportunities and implement the business plans submitted by the Board of Directors while taking into account the external aspects (prospects of the national economy) and internal aspects (the Bank’s financial structure, human resources and infrastructure). We are optimistic that the ongoing transformation program which is supported by various initiatives and 10 (ten) strategic measures will see the Board of Directors accomplish the business plans for 2016. The Board of Commissioners advises the Board of Directors to consider and respond appropriately to the dynamics of the national economy and the banking industry and always remain cautious, especially with maintaining the quality of earning assets, ensuring sufficient liquidity, and improving the operational efficiency of the Bank.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Perubahan Komposisi Dewan Komisaris
Changes In The Composition of The Board of Commissioners
Pada tanggal 28 April 2015, MNC Bank telah menyelenggarakan Rapat Umum Pemegang Saham Tahunan yang memutuskan antara lain mengangkat kembali Bapak Bambang Ratmanto sebagai Presiden Komisaris (merangkap Komisaris Independen) Perseroan, Bapak Purnadi Harjono sebagai Komisaris Perseroan dan Bapak Eko B. Supriyanto sebagai Komisaris Independen Perseroan terhitung sejak ditutupnya Rapat Umum Pemegang Saham Tahunan tersebut dengan susunan sebagai berikut. Dewan Komisaris: • Presiden Komisaris (merangkap Komisaris Independen): Bapak Bambang Ratmanto • Komisaris: Bapak Purnadi Harjono • Komisaris Independen: Bapak Eko B. Supriyanto
On 28 April 2015, MNC Bank held an Annual General Meeting of Shareholders, where tit it was decided that Mr. Bambang Ratmanto be appointed as President Commissioner (Independent Commissioner) of the Company, Mr. Purnadi Harjono as Commissioner and Mr. Eko B. Supriyanto as Independent Commissioner starting from the closing of the Annual General Meeting of Shareholders. Thus the composition of the Board of Commissioners becomes as follows: Board of Commissioners: • President Commissioner (Independent Commissioner): Mr. Bambang Ratmanto • Commissioner: Mr. Purnadi Harjono • Independent Commissioner: Mr. Eko B. Supriyanto
Apresiasi
Acknowledgments
Atas nama Dewan Komisaris, sekali lagi perkenankanlah saya untuk menyampaikan penghargaan dan apresiasi atas pencapaian kinerja yang sangat baik serta upaya Direksi beserta seluruh jajarannya yang telah mampu menghadapi tantangan dengan segala dinamikanya sehingga mencapai prestasi tersebut.
On behalf of the Board of Commissioners, I would like to express our gratitude and appreciation for the excellent performance as well as the efforts of the Board of Directors and all the entire workforce of the Bank made it possible for the Bank to respond to the dynamics and challenges in the industry.
Kami juga ingin menyampaikan rasa terimakasih kepada seluruh anggota Komite Audit, Komite Pemantau Risiko dan Komite Nominasi dan Remunerasi atas dukungannya kepada Dewan Komisaris dalam melaksanakan fungsi pengawasannya secara efektif.
We would like to express our gratitude to all members of the Audit Committee, the Risk Monitoring Committee and the Nomination and Remuneration Committee for lending their support to the Board of Commissioners as we strive to carry out our oversight function effectively.
Kepada pemegang saham dan para nasabah serta seluruh pemangku kepentingan, kami juga ingin menyampaikan terimakasih atas dukungan dan kepercayaanya yang telah diberikan kepada Bank MNC selama ini.
To the shareholders and customers and all stakeholders of the Bank, we are thankful for your constant support and trust in MNC Bank.
Jakarta, Maret 2016 Jakarta, March 2016 Atas nama Dewan Komisaris On behalf of the Board of Commissioners of PT. MNC Bank Internasional, Tbk.
Bambang Ratmanto Presiden Komisaris President Commissioner
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Laporan Direksi
Report of the Board of Directors
“
Dengan lebih memfokuskan pada produk-produk konsumer, maka Direksi memiliki keyakinan yang kuat bahwa prospek Bank ke depan akan lebih baik dan sudah terlihat bahwa saat ini pengelolaan Bank sudah pada jalur yang benar. With more focus on consumer banking products, the Board of Directors strongly believes that the prospect of the Bank in the future will be better, and management of the Bank has already been on the right track.
Benny Purnomo Presiden Direktur President Director
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Para pemegang saham dan pemangku kepentingan lainnya, yang kami hormati.
Esteemed shareholders and stakeholders,
Puji syukur kita panjatkan ke hadirat Tuhan Yang Maha Esa yang telah melimpahkan rahmatNya yang tak terhingga kepada kita semua, terutama keberhasilan bangsa Indonesia dalam menghadapi tantangan bisnis saat ini.
We praise the Almighty God for bestowing us bounteous grace to us all, especially for the success of the Indonesian nation in facing the challenges of today’s business.
Pada kesempatan yang baik ini izinkan kami menyampaikan Laporan Pengelolaan Bank untuk Tahun buku 2015. Secara umum, pencapaian kinerja Bank sudah baik. Tidak hanya pada aspek keuangan namun juga aspek non keuangan kendatipun kondisi perekonomian global dan nasional mengalami perlambatan.
On this auspicious occasion allow us to deliver the Bank’s Management Report for the fiscal year of 2015. In general, the performance achievement of the Bank has been satisfactory, not only in terms of the financial aspects but also non-financial aspects, despite the global and national economic slowdown.
Rp
8,18
114,99 % miliar/billion
Laba Tahun Berjalan Profit for The Year
Tinjauan Makro Ekonomi
Macro Economic Review
Pertumbuhan ekonomi Indonesia 2015 mengalami perlambatan, terutama pada semester pertama. Namun demikian, memasuki triwulan ketiga 2015, ekonomi nasional mulai menunjukkan perbaikan. Hingga pada triwulan keempat, pertumbuhan ekonomi tercatat 5,04% (yoy), lebih tinggi dari triwulan sebelumnya sebesar 4,74% (yoy). Dengan perkembangan ini, pertumbuhan ekonomi tahun 2015 tercatat 4,79% (yoy).
Indonesia’s economic growth slowed in 2015, particularly in the first half of the year. However, entering the third quarter of 2015, the national economy began to show improvement. As of the fourth quarter, growth was recorded at 5.04% (yoy), higher than the previous quarter amounting to 4.74% (yoy). With these developments, economic growth in 2015 was recorded at 4.79% (yoy).
Sementara itu, inflasi pada tahun 2015 terkendali dengan baik sebesar 3,35% dan berada dalam kisaran target Bank Indonesia sebesar 4±1%. Hal ini tidak terlepas dari peran kebijakan Bank Indonesia dalam mengelola permintaan domestik, menjaga stabilitas nilai tukar, dan mengarahkan ekspektasi inflasi, serta semakin baiknya koordinasi kebijakan pengendalian inflasi antara Bank Indonesia dan Pemerintah. Ke depan, inflasi tahun 2016 diperkirakan akan berada pada tingkat yang sama, yaitu 4±1%. Terkelolanya inflasi dengan baik membuat BI rate bertahan pada tingkat 7,5% pada akhir Desember 2015, setelah mengalami penurunan sebesar 25 bps pada bulan Februari 2015.
Meanwhile, inflation in 2015 was well-controlled at 3.35%, within Bank Indonesia’s target range of 4±1%. This was clearly attributable to the role of Bank Indonesia’s policy in managing domestic demand, maintaining exchange rate stability, and directing inflationary expectations, as well as improving the inflation control policy coordination between Bank Indonesia and the Government. Looking ahead, inflation in 2016 is expected to be at the same level, which is 4±1%. Having a well-controlled inflation rate, BI was able to maintain its interest rate at 7.5% at the end of December 2015, after reducing it by 25 bps in February 2015.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pada sisi lain, nilai tukar Rupiah mengalami pelemahan Rupiah melemah 11,30% dari Rp12.385,-/USD pada 31 Desember 2014 ke level Rp13.785,-/USD pada 31 Desember 2015. Sumber tekanan terutama berasal dari faktor eksternal, antara lain, ketidakpastian timing dan besaran kenaikan suku bunga AS, kekhawatiran negosiasi fiskal Yunani, serta Yuan yang terus terdepresiasi di tengah perekonomian Tiongkok yang masih lemah. Sedangkan dari sisi domestik, tekanan terhadap Rupiah terkait dengan meningkatnya permintaan valas untuk pembayaran utang dan deviden secara musiman, serta kekhawatiran terhadap melambatnya ekonomi domestik. Namun demikian, pada bulan Oktober sampai dengan Desember 2015 pergerakan Rupiah cenderung menguat dan lebih stabil, seiring dengan sentimen positif terhadap negara berkembang akibat menurunnya ketidakpastian di pasar keuangan global setelah kenaikan Fed Fund Rate sebesar 25 bps pada 17 Desember 2015, yang mendorong kembalinya aliran modal asing ke pasar surat berharga negara.
On the other hand, the Rupiah exchange rate depreciated by 11.30% from Rp12,385/USD on 31 December 2014 to Rp13,785/USD on 31 December 2015. Pressures to the Rupiah came mainly from external factors, among others, the uncertainty of the timing and amount of increase in the US interest rate, fears of Greece’s fiscal negotiations, and Yuan’s continued depreciation on the back of a weak Chinese economy. While on the domestic side, the pressure on the Rupiah was associated with increased demand for foreign currency for debt repayment and seasonal dividend payment, as well as concerns about slowing domestic economy. However, in October to December 2015 Rupiah tended to strengthen and stabilize, in line with the positive sentiment towards the developing countries due to the reduced uncertainty in global financial markets after an increase of the Fed Fund rate by 25 bps on 17 December 2015, which encouraged the return of foreign capital flows to the securities market.
Namun demikian, stabilitas sistem keuangan Indonesia tetap solid dengan ditopang oleh ketahanan industri Perbankan. Ketahanan Industri perbankan tetap kuat dengan risiko kredit, likuiditas dan pasar yang cukup terjaga, serta ditopang oleh rasio kecukupan modal yang masih mampu memelihara industri perbankan secara keseluruhan. Pertumbuhan kredit sepanjang 2015 melambat sejalan dengan melambatnya pertumbuhan ekonomi. Dari sisi fungsi intermediasi, pertumbuhan kredit pada tahun 2015 tercatat sebesar 10,44% (yoy) atau lebih rendah 11,58% (yoy) dibandingkan pada tahun 2014. Perlambatan ini sejalan dengan melambatnya pertumbuhan ekonomi (prosiklikalitas). Selain itu, meningkatnya risiko kredit di beberapa segmen membuat industri perbankan menjadi lebih selektif dalam menyalurkan kredit baru. Sementara itu, pertumbuhan Dana Pihak Ketiga (DPK) melambat menjadi sebesar 7,26% sepanjang tahun 2015 dibandingkan 12,29% pada tahun 2014. Perlambatan DPK sepanjang tahun 2015 utamanya disumbang oleh penurunan pertumbuhan deposito, khususnya deposito Rupiah.
However, the stability of Indonesia’s financial system remained solid, sustained by the resilience of its banking industry. The banking industry remains strong and resilient to credit risk, liquidity risk and market risk, and supported by a capital adequacy ratio that was still able to maintain the overall banking industry. Lending growth slowed throughout 2015 due to the slowdown of economic growth. In terms of intermediation function, lending growth in 2015 was recorded at 10.44% (yoy), lower than 11.58% (yoy) in 2014. This slowdown was in alignment with the slowdown of economic growth (procyclical). In addition, the increased credit risk in some segments rendered the banking industry to be more selective in extending new loans. Meanwhile, the growth of third party funds (DPK) slowed to 7.26% for the whole year of 2015 compared with 12.29% in 2014. The slowdown in deposits throughout 2015 was mainly contributed by the decline in the growth of time deposits, particularly those denominated in Rupiah.
Kebijakan Strategis
Strategic Policy
Merupakan hal yang tidak mudah bagi manajemen baru untuk mengubah kondisi Bank baik dari kondisi keuangan maupun non keuangan ke arah yang lebih baik. Pada 2015, Direksi yang diangkat di akhir 2014 telah merubah arah strategi dengan fokus pada segmen konsumer dan retail dengan segmen komersial dan korporasi sebagai pendukungnya. Hal ini ditetapkan berdasarkan pertimbangan adanya potensi pasar konsumer yang sangat besar di Indonesia.
It was not an easy task for the new management to change the Bank’s conditions financially as well as non-financially towards a better state. In 2015, the Board of Directors appointed at the end of 2014 changed the strategic direction to one that focuses on consumer and retail segments, with the commercial and corporate segments as the supporting segments. This was determined based on the consideration of the huge potential consumer market in Indonesia.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Dengan perubahan fokus ke arah konsumer, Bank telah mengembangkan berbagai sarana yang dibutuhkan di 2015. Hal penting yang telah dilakukan oleh Bank adalah dengan melakukan perubahan struktur organisasi dengan menambahkan Funding Business Head dan Consumer Lending Business Head. Oleh karena itu, pengelolaan produk konsumer diharapkan menjadi lebih efektif.
With the change of focus towards the consumer segment, the Bank has developed various tools which it needed in 2015. One of the key issue that was addressed by the Bank was changing the organizational structure by adding the Funding Business Head and Consumer Lending Business Head roles. Therefore, the management of consumer banking products shall become more effective.
Untuk memfasilitasi arah kebijakan Bank untuk lebih fokus pada produk konsumer, maka di tahun 2015 telah dilakukan pengembangan infrastruktur yang dibutuhkan yang meliputi antara lain anjungan tunai mandiri (ATM) dan electronic banking (internet dan mobile banking).
To facilitate the direction of the Bank’s policy to focus more on consumer segment, in 2015 the required infrastructure that includes automated teller machines (ATMs) and electronic banking (internet and mobile banking), was developed.
Hal penting lainnya yang telah dilakukan Direksi adalah secara kontinyu melakukan perubahan mindset SDM dan internalisasi corporate culture. Oleh karena itu Bank telah secara intensif menyelenggarakan pendidikan dan pelatihan yang diperlukan. Bank menyediakan dana yang mencukupi terkait dengan penyelenggaran pendidikan dan pelatihan di tahun 2015.
Another important issue that was addressed by the Board of Directors was the continuous transformation of the HR mindset and the internalization of corporate culture. The Bank has provided intensive education and training required to achieve this aim. The Bank provided sufficient funding associated with the education and training programs in 2015.
Analisis Kinerja Perseroan
Company Performance Analysis
Perlambatan ekonomi dan berbagai tantangan pada tahun 2015 sebagaimana uraian diatas serta perubahan paradigma manajemen lama dengan manajemen baru dapat diantisipasi dengan baik oleh Bank. Melalui eksekusi segenap Program Transformasi, tahap demi tahap, Perseroan berhasil mencatatkan kinerja yang jauh lebih baik. Secara umum, Perseroan berhasil meningkatkan kinerja keuangan secara signifikan, antara lain: Nilai NPL Gross mengalami penurunan dari 5,88% di 2014 menjadi 2,97% di 2015. Target DPK tercapai yaitu adanya peningkatan yang lebih cepat, dari Rp7,73 triliun di 2014 menjadi Rp9,77 triliun di 2015. Kendati kondisi perekonomian dan perbankan nasional mengalami perlambatan pertumbuhan, Bank telah berhasil meningkatkan penyaluran kredit dari Rp6,26 triliun di 2014 menjadi Rp7,09 triliun di 2015.
The economic slowdown and rampant challenges in 2015 as described above as well as the paradigm shift from the old management to the new management were responded astutely by the Bank. Through the execution of the entire transformation program, stage by stage, the Company recorded a far better performance. In general, the Company managed to significantly improve its financial performance, among others: NPL Gross decreased from 5.88% in 2014 to 2.97% in 2015; Third Party Funds target was achieved, namely an increase from Rp7.73 trillion in 2014 to Rp9.77 trillion in 2015. In spite of the economic conditions and the general decline in the growth of the national banking industry, the Bank managed to increase lending from Rp6.26 trillion in 2014 to Rp7.09 trillion in 2015.
Peningkatan kinerja operasional tersebut telah berdampak pada peningkatan yang cukup signifikan pada Laba Perseroan. Laba tahun berjalan mengalami peningkatan cukup signifikan sebesar 114,99% dari rugi bersih sebesar Rp54,56 miliar di 2014 menjadi laba bersih sebesar Rp8,18 miliar di 2015. Dari sisi total aset, terdapat peningkatan yang cukup signifikan dari Rp9,4 triliun di 2014 menjadi Rp12,14 triliun di 2015.
Improved operational performance brought an impact namely the significant increase in the Bank’s profit. Profit for the year increased significantly by 114.99% from a net loss of Rp54.56 billion in 2014 to a net profit of Rp8.18 billion in 2015. In terms of total assets, there was a significant increase from Rp9.4 trillion in 2014 to Rp12.14 trillion in 2015.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Jika dibandingkan dengan pertumbuhan industri, kinerja Bank cukup baik. Nilai aset tumbuh sebesar 28,69% jauh lebih tinggi dibandingkan rata-rata industri yang sebesar 9,21%. Pertumbuhan kredit sebesar 13,23% lebih tinggi dibandingkan rata-rata industri yang sebesar 10,40%. Terkait dengan DPK, Bank memiliki pertumbuhan sebesar 26,27% jauh lebih tinggi dibandingkan industri yang sebesar 7,26%. Sedangkan Laba mengalami pertumbuhan yang cukup signifikan yaitu sebesar 114,99% jauh lebih tinggi dibandingkan rata-rata industri yang mengalami pertumbuhan sebesar 7,01%.
Compared with the overall industry growth, the Bank’s performance was satisfactory. Total assets grew by 28.69%, much higher than the industry average of 9.21%. Lending growth of 13.23% was higher than the industry average of 10.40%. As for the Third Party Funds, the Bank recorded a growth of 26.27%, far higher than the industry average of 7.26%. Income also experienced a significant growth, by 114.99%, much higher than the industry average of 7.01%.
Dapat kami sampaikan bahwa berbagai capaian yang telah diperoleh di atas menunjukkan bahwa program transformasi yang dilaksanakan manajemen telah berada pada jalur yang benar.
The various achievements that we have achieved as explained above indicated that the transformation program implemented by the management has been on the right track.
Kendala-Kendala yang Dihadapi
Issues and Challenges Faced
Seperti sudah disampaikan sebelumnya, tekanan ekonomi makro turut mempengaruhi kinerja Perseroan pada tahun 2015. Sementara pada sisi lainnya, terdapat kendala internal dalam hal perubahan perbedaan culture dan cara berpikir SDM yang belum sepenuhnya berubah dari culture dan cara berpikir di lingkungan kerja sebelumnya.
As stated earlier, the macroeconomic pressures also influenced the Company’s performance in 2015. On the other hand, there were internal constraints in terms of differences in culture and the human resources mindset, which have yet to be fully transformed from the old culture and mindset previously prevailing at work.
Dalam rangka mengatasi berbagai kendala tersebut, Bank telah menerapkan strategi-strategi yang telah dijelaskan di atas, baik dalam strategi bisnis maupun dalam strategi pengelolaan sumber daya manusia. Bank telah merasakan manfaat dari strategi-strategi tersebut yang dibuktikan dengan capaian kinerja yang baik.
In order to overcome the challenges, the Bank has implemented strategies as described above, both business and in strategic human resource management strategies. The Bank has benefited from these strategies as demonstrated by the achievement of a satisfactory performance.
Prospek Usaha
Business Prospects
Pertumbuhan ekonomi tahun 2016 diperkirakan lebih baik dan berada pada kisaran 5,0%-5,5%. Konsumsi rumah tangga menunjukkan indikasi perbaikan. Stabilitas sistem keuangan tetap solid ditopang oleh ketahanan sistem perbankan dan relatif terjaganya kinerja pasar keuangan. Ketahanan industri perbankan tetap kuat dengan risikorisiko kredit, likuiditas dan pasar yang cukup terjaga. Dari sisi fungsi intermediasi, pertumbuhan kredit pada tahun 2016 diharapkan meningkat dibandingkan tahun 2015. Otoritas Jasa Keuangan mentargetkan pertumbuhan kredit sebesar 14% pada tahun 2016.
Economic growth in 2016 is expected to be higher and in the range of 5.0%-5.5%. Household consumption showed an indication of improvement. The stability of the financial system supported by the resilience of the banking system and a well-managed financial market performance. The resilience of the banking industry will be maintained, by paying adequate attention to credit risk, liquidity risk, and market risk. In terms of intermediation, lending growth in 2016 is expected to increase from that in 2015. The Financial Services Authority expects a lending growth of 14% in 2016.
Satu hal lagi yang sangat penting dan telah kami pahami adalah prospek bisnis produk konsumer akan sangat baik di Indonesia. Hal ini terlihat dengan semakin meningkatnya masyarakat kelas menengah ke atas yang akan membutuhkan jasa perbankan. Dengan lebih memfokuskan pada produk-produk konsumer, maka Direksi memiliki keyakinan yang kuat bahwa prospek Bank ke depan akan lebih baik dan sudah terlihat bahwa saat ini pengelolaan Bank sudah pada jalur yang benar.
Another thing of equal importance is that we are aware that the business prospects in the consumer banking products in Indonesia will be bright. This is evident in the rising upper middle class, who will require banking services. With more focus on consumer banking products, the Board of Directors strongly believes that the prospect of the Bank in the future will be better, and it has been observed that the current management of the Bank has already been on the right track.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Penerapan Good Corporate Governance
Good Corporate Governance Implementation
Bank telah berupaya untuk menyempurnakan dan melaksanakan praktik Good Corporate Governance (GCG), tidak hanya selaras dengan tuntutan regulasi namun juga sesuai dengan best practices. Dapat kami sampaikan bahwa Bank senantiasa menerapkan standard praktik GCG yang tinggi dan mengacu pada ketentuan OJK serta peraturanperaturan serta pedoman yang berlaku.
The Bank has endeavored to implement the practices of Good Corporate Governance (GCG) to not only align with the regulations but also in line with the best practices. The Bank consistently implements a high standard for corporate governance practices which refers to the OJK regulations and all other prevailing regulations.
Struktur dan Mekanisme GCG
GCG Structure and Mechanism
Bank telah memiliki struktur GCG yang kuat dan efektif yang terdiri dari organ utama, yaitu Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Ketiga organ Bank tersebut telah menjalankan perannya masing-masing dalam memenuhi kewajibannya kepada pemegang saham dan pemangku kepentingan lainnya.
The Bank has a strong and effective corporate governance structure, consisting of major organs, namely the General Meeting of Shareholders (GMS), the Board of Commissioners and the Board of Directors. These three organs of the Bank have carried out their respective roles and fulfilled their obligations to the shareholders and other stakeholders.
RUPS adalah organ Perseroan yang memegang kekuasaan tertinggi dan memegang segala kewenangan yang tidak dapat didelegasikan atau diserahkan kepada Dewan Komisaris dan Direksi. RUPS sebagai organ Perseroan merupakan wadah para pemegang saham untuk mengambil keputusan penting berkaitan dengan modal yang ditanam dalam Perseroan, dengan memperhatikan ketentuan Anggaran Dasar dan Undang-undang Perseroan Terbatas. Selain itu RUPS juga berfungsi sebagai forum pertanggungjawaban kepengurusan Dewan Komisaris dan Direksi atas hasil kinerjanya dalam kurun waktu yang telah ditentukan.
The GMS is an organ of the Company that holds the highest authority that can not be delegated or assigned to the Board of Commissioners or the Board of Directors. The GMS as an organ of the Company serves as a venue for shareholders to make important decisions with regard to their investment in the Company, subject to the provisions of the Articles of Association fo the Company and the Limited Liability Company Law. In addition, the GMS also serves as a forum for assessing the accountability of the management of the Bank by the Board of Commissioners and the Board of Directors based on the performance in a given period.
Selama tahun 2015, Bank telah menyelenggarakan RUPS Tahunan dalam waktu yang tidak melewati batas yang ditentukan yaitu pada tanggal 28 April 2015. Bank juga menyelenggarakan RUPS Luar Biasa sebanyak 2 (dua) kali yaitu pada tanggal 28 April 2015 dan 25 September 2015.
In 2015, the Bank convened one Annual General Meeting of Shareholders within the time limit specified, i.e. not later than 28 April 2015. The Bank also convened two Extraordinary GMS, i.e. on 28 April 2015 and 25 September 2015.
Dewan Komisaris dan Direksi, yang memiliki wewenang dan tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam Anggaran Dasar dan peraturan perundang-undangan. Secara lebih rinci, pedoman dan tata tertib kerja Direksi diatur dalam Pedoman dan Tata Tertib Kerja Dewan Komisaris dan Direksi yang mengatur tentang Panduan Tata Kerja Dewan Komisaris dan Direksi antara lain berisi tentang petunjuk tata laksana kerja Direksi secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Dewan Komisaris dan Direksi dalam melaksanakan tugas masing-masing untuk mencapai visi dan misi perusahaan. Dengan adanya Panduan Tata Kerja Dewan Komisaris dan Direksi diharapkan akan tercapai standar kerja yang tinggi, selaras dengan prinsip-prinsip GCG.
The Board of Commissioners and the Board of Directors, which have the authority and responsibility as mandated in the Articles of Association and the prevailing regulations, have clearly defined functions. In greater detail, the guidelines and work procedures for the Board of Directors are stipulated in the Guidelines for the Performance of the Board of Commissioners and the Board of Directors, which regulate the Work Procedures of the Board of Commissioners and Board of Directors, among others, instructions on how to implement the functions of the Board of Directors in a structured, systematic, easy to understand and consistent manner, and this can be used as a reference for the Board of Commissioners and the Board of Directors in carrying out their respective duties to achieve the vision and mission of the Company. With the Work Procedures of the Board of Commissioners and the Board of Directors, it is expected that a high standard of work will be achieved, in line with the principles of corporate governance.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pelaksanaan evaluasi kinerja dilakukan secara komprehensif, berjenjang, dan berkala. Hasil evaluasi Key Performance Indicators (KPI) Direksi oleh Dewan Komisaris merupakan media penilaian pertanggungjawaban Direksi di RUPS. Adapun penilaian lainnya dilakukan berdasarkan parameter kriteria Penilaian Tugas dan Tanggung Jawab Direksi dalam self-assessment pelaksanaan GCG sebagaimana diatur pada Surat Edaran Bank Indonesia No. 15/15/DPNP/ tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Berdasarkan hasil penilaian self assessment pelaksanaan Good Corporate Governance tahun 2015, Bank mendapat nilai komposit 3.
Performance evaluation is conducted in a comprehensive, tiered, and regular manner. The results of the evaluation of Key Performance Indicators (KPI) of the Board of Directors by the Board of Commissioners serve as a medium for assessing the accountability of the Board of Directors at the GMS. The criteria for the assessment are based on the Duties and Responsibilities of the Board of Directors stipulated in the GCG self-assessment, in accordance with Bank Indonesia Circular No. 15/15/DPNP dated 29 April 2013 regarding the Implementation of Good Corporate Governance for Commercial Banks. Based on the results of the selfassessment of Good Corporate Governance implementation in 2015, the Bank received a composite score of 3.
Dalam pelaksanaannya, organ Bank memiliki berbagai kebijakan/pedoman (infrastruktur GCG) dalam menjalankan fungsi dan tugasnya. Tujuannya antara lain: - Melengkapi kebijakan pendukung dalam penerapan GCG. - Menjadi pedoman bagi Bank dalam menjalankan aktivitas sehari-hari sesuai dengan budaya (corporate culture) yang diharapkan. - Merupakan bentuk komitmen tertulis bagi seluruh jajaran dan tingkatan organisasi Bank dalam rangka meningkatkan disiplin dan tanggung jawab organ Bank dalam rangka menjaga kepentingan stakeholders sesuai dengan tanggung jawab masing-masing.
In practice, the organs of the Bank have certain policies and guidelines (GCG infrastructure) for carrying out their respective functions and duties. The purpose among others are: - Complementing the supporting policies in the implementation of GCG. - Serving as a guideline for the Bank in carrying out daily activities in accordance with the desired corporate culture. - Acting as a written commitment for the whole organization of the Bank in order to increase discipline and responsibility and maintain the Bank’s organs attention to serving the interest of stakeholders in accordance with their respective responsibilities.
Manajemen Risiko
Risk Management
Untuk mengantisipasi dan beradaptasi dengan perubahan lingkungan bisnis perbankan yang dinamis, Bank menerapkan manajemen risiko sebagai suatu konsep strategis. Pendekatan komprehensif untuk mengelola risikoresiko bank secara menyeluruh, meningkatkan kemampuan dalam mengelola ketidakpastian, meminimalkan ancaman dan mengoptimalkan peluang diterapkan dengan memperhatikan 4 (empat) pilar Manajemen Risiko yaitu:
To anticipate and adapt to changes in the dynamic banking business environment, the Bank applies risk management as a strategic concept. A comprehensive approach of managing overall risks, improving capabilities in managing uncertainty, minimizing threats and optimizing opportunities is implemented in conjunction with 4 (four) Risk Management pillar that is:
1. Pengawasan aktif Dewan Komisaris dan Direksi.
1. Active supervision by the Board of Commissioners and Board of Directors. The Board of Commissioners and Directors are responsible forthe effectiveness of risk management implementation including through establishing the organizational structure that clearly defined the segregation of authority, responsibilities and functions, as well as the independence of business unit from risk management units, conductingperiodic review and approval of the strategyand policies which includes risk tolerance level of the bank in facing risk and economic cycles, implementing strategy and risk policy by elaborating and communicating the strategy and policy, monitoring, controlling risk, evaluating the implementation of the strategy and policy, and establishing the committees to support Board of Commissioners and Board of Directors in performing their roles and responsibilities.
Dewan Komisaris dan Direksi bertanggungjawab atas efektifitas penerapan manajemen risiko diantaranya melalui menetapkan struktur organisasi yang mencerminkan secara jelas mengenai batas wewenang, tanggung jawab dan fungsi, serta independensi antar unit bisnis dengan unit kerja manajemen risiko, melakukan persetujuan dan peninjauan berkala mengenai strategi dan kebijakan risiko yang mencakup tingkat toleransi Bank terhadap risiko dan siklus perekonomian, bertanggungjawab untuk mengimplementasikan strategi dan kebijakan risiko dengan cara menjabarkan dan mengkomunikasikan kebijakan dan strategi risiko, memantau, mengendalikan risiko, mengevaluasi penerapan kebijakan dan strategi, serta membentuk komite-komite yang bertujuan untuk membantu pelaksanaan tugas Dewan Komisaris dan Direksi.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
2. Kecukupan kebijakan, prosedur, dan penetapan limit. Penerapan manajemen risiko didukung dengan kerangka yang mencakup kebijakan dan prosedur manajemen risiko serta limit risiko yang ditetapkan secara jelas sejalan dengan visi, misi, dan strategi bisnis Bank. Kebijakan Manajemen Risiko disusun sesuai dengan karakteristik, kegiatan dan kompleksitas kegiatan usaha Bank, serta strategi bisnis dan risk appetite Bank. Penetapan toleransi risiko dan limit risiko, dilakukan dengan memperhatikan tingkat risiko yang akan diambil dan strategi Bank secara keseluruhan.
2. The adequacy of policies, procedures, and limit. Application of risk management is supported by the framework which include risk management policies and procedures and clearly defined limit in line with the vision, mission, and business strategy of the Bank. Risk Management Policy has been prepared in accordance to the characteristics, activities and business complexity of the Bank, as well as business strategy and the risk appetite of the Bank. Risk tolerance and risk limit is defined based on risk level that will be taken by the bank as well as overall bank’s strategy.
3. Kecukupan proses identifikasi, pengukuran, pemantauan, dan pengendalian risiko serta sistem informasi manajemen risiko. Bagian dari penerapan manajemen risiko adalah identifikasi, pengukuran, pemantauan, dan pengendalian risiko. Identifikasi risiko bersifat proaktif, mencakup seluruh aktivitas bisnis dan dilakukan untuk menganalisa sumber dan kemungkinan timbulnya risiko beserta dampaknya. Selanjutnya, dilakukan pengukuran eksposur risiko sesuai dengan karakteristik dan kompleksitas kegiatan usaha sebagai acuan untuk melakukan pemantauan dan pengendalian. Penerapan manajemen risiko telah didukung oleh sistem informasi manajemen risiko yang merupakan bagian dari sistem informasi manajemen.
3. Adequacy of risk identification, measurement, monitoring, and control as well as risk management information systems part of risk management implementation is risk identification, measurement, monitoring, and control. Risk identification is a proactive approach covering all business activities and is performed to analyze the sources, possibilities and risk impact. Furthermore, risk exposure is measured in accordance to the characteristics and complexity of business activities and served as a guidelines for monitoring and controlling the risks. Implementation of risk management has been supported by a risk management information system that is part of the management information systems.
4. Sistem pengendalian intern yang menyeluruh Pelaksanaan sistem pengendalian internal dalam penerapan manajemen risiko mengacu pada kebijakan dan prosedur yang telah ditetapkan dengan batasan wewenang dan tanggung jawab pada setiap unit bisnis, penetapan limit-limit yang memadai, kaji ulang yang efektif, independen, dan obyektif terhadap kebijakan, kerangka dan prosedur operasional Bank serta pelaksanaan audit berkala dengan cakupan yang memadai.
4. A comprehensive internal control systems. Internal control system onthe implementation of riskmanagement is referred tothe policies and procedures governing the segregation of duties and responsibilities of each business unit, adequate limits, an effective, independent, and objective review of policies, frameworks and procedures of the Bank, and the implementation of regular audits with adequate coverage.
Terdapat 8 risiko yang dikelola Bank yaitu risiko kredit, risiko likuiditas, risiko pasar, risiko operasional, risiko stratejik, risiko kepatuhan, risiko hukum dan risiko reputasi. Kedelapan risiko tersebut telah dikelola dengan baik. Hasil penilaian risiko posisi Desember 2015 menghasilkan nilai peringkat risiko komposit 3 (moderate).
There are 8 risk profile of the bank i.e. creditrisk, liquidity risk, market risk, operational risk, strategic risk, compliance risk, legal risk and reputational risk. These eightrisks had been properly managed, and the risk assessment as at December 2015 resulted in the composite risk rating of 3 (moderate).
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Sistem Pengendalian Internal
Internal Control System
Sistem pengendalian internal yang efektif merupakan Bagian tidak terpisahkan dari penerapan GCG. Upaya ini pada akhirnya akan melindungi seluruh kepentingan para pemangku kepentingan Bank, terutama nasabah dan pemegang saham. Melalui pelaksanaan pengendalian internal yang efektif, kepercayaan nasabah dan nilai perusahaan dapat tumbuh bersama dan terjaga pada tingkat yang optimal.
An effective internal control system is an integral part of GCG implementation. These efforts ultimately will protectthe entire stakeholders’ interests of the Bank, especially those of customers and shareholders. Through an effective internal control, customer trust and the Company’s value will increase and thus maintained at optimal levels.
Oleh karena itu, Bank senantiasa melakukan upaya-upaya untuk mengelola dan mengendalikan risiko melalui fungsi pengendalian internal yang dilakukan secara terintegrasi oleh seluruh elemen Bank yaitu: 1. Direksi dan seluruh Pejabat Bank, yang memberikan arah, petunjuk dan pengawasan, 2. Komite Eksekutif, 3. Audit Internal, dan 4. Seluruh karyawan
Therefore, the Bank continuously make an effort to manage and control risks through internal control function that are performed in an integrated manner by all elements of the Bank: 1. The Board of Directors and all officers of the Bank, whichprovides direction, guidance and supervision, 2. The Executive Committee, 3. Internal Audit, and 4. All employees.
Direksi bertanggung jawab untuk menerapkan sistem pengedalian internal yang cukup untuk mencapai tujuan Bank, sedangkan Dewan Komisaris dengan dibantu Komite Audit, bertanggung jawab untuk melakukan pengawasan atas terselenggaranya pengendalian internal secara umum, termasuk kebijakan Direksi yang mengatur pengendalian internal tersebut.
The Board of Directors is responsible for implementing an adequate internal control system to achieve the Bank’s objectives, while the Board of Commissioners assisted bythe Audit Committee is responsible to oversight the implementation of internal control in general, including Board of Directors’ policy that governs the internalcontrol.
Audit Internal bertanggung jawab untuk mengevaluasi, meninjau, menganalisa, dan menilai penerapan pengendalian internal pada seluruh kegiatan dalam Bank dan memberikan rekomendasi perbaikan dan peningkatan pengendalian yang diperlukan. Dalam menjalankan tugasnya, Audit Internal melaporkan seluruh kegiatannya kepada Direksi dan Komisaris melalui Komite Audit.
Internal Audit is responsible for evaluating, reviewing, analyzing, and assessing the implementation of internal control in all activities within the Bank and provide recommendations for improvement and increasing control that is needed. In performing its duties, Internal Audit reports directly to the Board of Directors and Commissioners through the Audit Committee.
Guna melaksanakan fungsinya secara efektif, Audit Internal bekerjasama dengan seluruh unit kerja untuk melakukan penilaian, analisis, dan pemetaan risiko yang ada di dalam kegiatan Bank. Selanjutnya, hasil-hasil kajian yang diperoleh, digunakan oleh Audit Internal sebagai dasar untuk merencanakan dan melaksanakan program-program audit yang berbasis risiko.
In order to execute its functions effectively, the Internal Audit cooperates with all work units in conducting the assessment, analysis, and mapping the potential risk in the Bank’s activities. The results of the study are subsequently used by Internal Auditas a basis for planning and implement risk-based audit programs.
Sistem pengendalian internal dirancang dengan tujuan untuk melakukan evaluasi, memantau, dan mengelola risiko, yang dapat menyebabkan tujuan perusahaan tidak tercapai, dan bukan untuk menghilangkan risiko tersebut. Dengan demikian, sistem pengendalian internal hanya dapat memberikan keyakinan yang memadai dan tidak menjamin secara mutlak terhadap tidakadanya salah penyampaian yang material, kerugian, atau terjadinya kondisi yang tidak terduga.
The internal control system is designed with the objective to evaluate, monitor, and manage risks which may cause the company to fail to achieve its objectives. It is not intended to completely eliminate such risks. Thus, the internal control system can only provide reasonable assurance and not absolute guarantee against non-performance in the presentation of material information, losses, or the occurrence of unexpected events.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Whistle Blowing System
Whistle Blowing System
MNC Bank menerapkan Sistem Pelaporan Pelanggaran atau Whistle Blowing System (WBS) dengan tujuan untuk: a. Menciptakan proses mekanisme pengaduan pelanggaran. b. Meningkatkan kinerja kepatuhan Bank dan monitoring serta assessment terhadap pengendalian internal. c. Memantau upaya perbaikan pengendalian internal d. Memudahkan proses pengungkapan pelanggaran. e. Memperjelas tanggungjawab atas tindak lanjut penyelesaian pelanggaran yang terjadi sehingga risiko finansial dan resiko reputasi yang mungkin timbul dapat dicegah. f. Mencegahtimbulnya risiko finansial dan risiko reputasi, akibat kasus fraud, tindakan melanggar etika seperti menerima suap, hadiah serta pelanggaran lain. g. Mendorong peran serta karyawan untuk ikut serta menciptakan suasana kerja yang kondusif sesuai dengan prinsip keterbukaan. h. Melindungi aset Bank. i. Menerapkan pelaksanaan Good Corporate Governance (GCG) dalam Bank.
MNC Bank implements a Violation Reporting System called Whistle Blowing System (WBS) with the objectives of: a. Creating a mechanism for addressing grievances b. Improving the Bank’s compliance and monitoring as well as assessment of bank’s internal control c. Monitoring improvement of internal control d. Facilitating theprocess of reporting violations. e. Clarifyingthe responsibility for the follow-up to the reported violations so that the financial risk and reputational risk that may arise can be avoided. f. Preventing the emergence of financial risk and reputation risk, due to cases of fraud, ethical violation such as accepting bribes, gifts and others. g. Encouraging the participation of employees in creating a conducive working atmosphere in accordance with the principle of transparency. h. Protecting the assets of the Bank. i. Applying Good Corporate Governance (GCG) principles in the Bank.
Pelanggaran oleh karyawan harus mendapat perhatian dan merupakan tanggung jawab setiap elemen dari unit kerja. Pada kebanyakan kasus yang tidak muncul ke permukaan, pelanggaran yang ada sebenarnya telah diketahui oleh rekan kerja (peers) ataupun bawahan yang bersangkutan, namun dengan alasan khawatir terhadapkeselamatan diri termasuk didalamnyaperlakuan tidak menyenangkan, dan intimidasi, karyawan enggan untukmelaporkannya.
Violations done by employees should receive attention and are the responsibility of each element of the work unit. In most cases these are not obviously seen, as the actual violations were already known by colleagues (peers) or thesubordinates, however as they have adequate reason to worryabout the safety of themselves, including receiving unpleasant treatment, and intimidation, they become reluctant to reportsuch violations.
Pengaduan dapat dilakukan dengan menggunakan media surat tertulis atau surat elektronik (e-mail). Surat tertulis dikirimkan melalui sarana kotak surat yang penempatann diatur dan diumumkan oleh Komite Penyelesaian Pengaduan. Surat elektronik (e-mail) menggunakan e-mail khusus (
[email protected]) untuk menerima pengaduan dengan tujuan menjaga kerahasiaan dan mencegah keengganan karyawan untuk melaporkan.
Grievance can be delivered through a mail or electronic mail (e-mail). Mail is addressed to a certain mailbox as arranged by the Complaints Resolution Committee. Electronic mail (e-mail) that is used in this mechanism is a dedicated e-mail(
[email protected]) with the objective to maintain confidentiality and prevent employees from being reluctant to report violations.
Sepanjang tahun 2015, jumlah pengaduan yang masuk adalah sejumlah 5 pengaduan yang mencakup 4 pengaduan melalui lisan dan 1 pengaduan melalui e-mail.
Throughout 2015, there were five grievances or reports, including four verbal grievances and one grievance via e-mail.
Seluruh pengaduan telah ditindaklanjuti.
All five complaints had been attended properly.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Corporate Social Responsibility
Corporate Social Responsibility
Corporate Social Responsibility (CSR) merupakan salah satu dari penerapan GCG yang utama di Bank. Pemenuhan hakhak para pemangku kepentingan yang meliputi, nasabah, masyarakat, karyawan dan negara merupakan faktor kunci dalam pencapaian kinerja berkelanjutan.
Corporate Social Responsibility (CSR) is one of the main results of GCG implementation in the Bank. The fulfillment of the rights of stakeholders that include the customers, the communities, employees and the government, is a key factor in achieving sustainable performance.
Pelaksanaan CSR meliputi CSR terkait dengan lingkungan hidup; CSR terkait dengan ketenagakerjaan, kesehatan, dan keselamatan kerja; CSR terkait dengan pengembangan sosial dan kemasyarakatan; serta CSR terkait dengan tanggung jawab kepada konsumen. Selama 2015, kegiatan CSR telah dilakukan secara efektif dan telah memberikan dampak positif bagi Bank.
Implementation of CSR includes CSR related to the environment; CSR related to labor, health, and safety; CSR related to social and community development; and CSRrelated to responsibility to consumer. In 2015, CSR activities were carried out effectively and brought about positive impacts on the Bank.
Bagi Bank, melaksanakan kegiatan CSR di bidang lingkungan hidup merupakan sebuah kewajiban yang tidak dapat ditawar. Hal ini didasari atas kesadaran Bank, bahwa lingkungan hidup merupakan sumber kehidupan yang utama. Oleh karena itu, dalam kegiatan operasionalnya, Bank berusaha mengurangi dampak negatif terhadap lingkungan dengan melakukan penghematan-penghematan yang meliputi penghematan kertas, listrik, air, dan bahan bakar.
For the Bank, carrying out CSR activities related to the environment is an obligation that is non-negotiable. This is based on the Bank’s awareness that the environment is the primary source of life. Therefore, in its operations, the Bank seeks to reduce negative impacts on the environment by making savings, including conserving paper, power, water, and fuel.
Untuk CSR terkait dengan program ketenagakerjaan, kesehatan, dan keselamatan kerja antara lain adalah dengan memberikan kesetaraan kesempatan kerja bagi seluruh karyawan. Bank juga menyediakan layanan kesehatan bagi karyawan beserta keluarga inti yang menjadi tanggungannya dan diharapkan berdampak pada perbaikan produktivitas, yang berupa jaminan kesehatan dan telah diterima seluruh karyawan berupa asuransi kesehatan untuk istri/suami, serta anak.
CSR programs related to labor, health, and safety, among others, are providing equal employment opportunity for all employees, and providing health care for employees and their immediate family which is expected to improve their productivity. This takes the form of health insurance given to all employees along with their spouse and children.
Bank telah dan terus melakukan upaya penerapan Kesehatan dan Keselamatan Kerja (K3) secara optimal untuk memperhatikan keselamatan lingkungan kerja dengan target zero accident. Selama tahun 2015, tidak terdapat kecelakaan kerja di Bank baik oleh pegawai tetap maupun pegawai outsource, sehingga rasio kecelakaan kerja sebesar 0%.
The Bank have continued to make efforts to implement occupational health and safety (OHS) optimally by paying attention to the safety of the work environment with a target of zero accident. In 2015, there were no occupational accidents in the Bank suffered by permanent or outsourced employees, so that the rate of occupational accident was 0%.
Terkait dengan pengembangan sosial kemasyarakatan, sebagai bagian dari warga korporasi yang baik (good corporate citizenship). Bank menyadari bahwa hubungan dengan masyarakat merupakan bentuk simbiosis mutualisme yang sangat menguntungkan bagi Bank.Bank telah memberikan beberapa santunan kepada berbagai pihak yang memerlukan. Total anggaran yang dialokasikan untuk pembangunan sarana dan prasarana terkait kegiatan CSR pada tahun 2015 sebesar Rp152.481.300.
Associated with the development of civil society, as part of being a good corporate citizen, the Bank realizes that its relationship with the public is a form of a mutualistic symbiosis that is highly favorable for the Bank. The Bank made several donations to various parties it saw in need of the assistance. The total budget allocated for the construction of infrastructure-related CSR activities in 2015 amounted to Rp152,481,300.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Dalam menerapkan CSR terkait dengan tanggung jawab kepada konsumen, Bank senantiasa mengutamakan kepuasan konsumen dengan memberikan layanan terbaik. Bank tidak hanya menjual produk perbankan yang aman dan bermanfaat bagi masyarakat namun juga memberikan perlindungan maksimal kepada konsumen (product responsibility). Bentuk komitmen perusahaan terhadap perlindungan konsumen, mencakup antara lain Jaminan Perlindungan Simpanan Nasabah, Program Peningkatan Layanan secara berkelanjutan, dan menjamin kerahasiaan nasabah sesuai peraturan perundang-undangan yang berlaku.
In applying CSR activities related to the responsibility to consumer, the Bank always prioritizes customer satisfaction by providing the best services. The Bank not only is selling banking products that are safe and beneficial for the communities, but also providing maximum protection to the customers (product responsibility). The form of the Company’s commitment to consumer protection, among others, are Guarantee for Customers’ Deposits, Service Improvement Program carried out on an ongoing basis, and a guarantee for the confidentiality of customers in accordance with the prevailing regulations.
Komite di bawah Direksi
Committees Under The Board of Directors
Dalam melaksanaan tugas kepengurusannya, Direksi membentuk komite-komite di tingkat Direksi sesuai dengan kebutuhan bisnis Bank dan ketentuan regulasi, yang diharapkan dapat menciptakan efektivitas dan efisiensi operasional. Direksi menilai bahwa selama 2015, komitekomite tersebut telah menjalankan tugas dan tanggung jawabnya dengan efektif. Komite-komite tersebut adalah sebagai berikut: - Komite Kredit - Komite Manajemen Risiko - Komite Pengarah Teknologi Informasi - Asset and Liability Management Committee (ALCO) - Change Management Office
In carrying out its duties, the Board of Directors have established committees under the Board of Directors in accordance with the Bank’s business needs and the prevailing regulations. These committees are expected to improve operational effectiveness and efficiency. The Board of Directors is of the view that during 2015, these committees performed their duties and responsibilities effectively. These committees are as follows: - Credit Committee - Risk Management Committee - Information Technology Steering Committee - Asset and Liability Management Committee (ALCO) - Change Management Office
Untuk menerapkan sistem Manajemen Risiko yang efektif dalam proses pemberian fasilitas kredit , Bank mempunyai Komite Kredit yang merupakan komite dibawah Direksi yang bertugas untuk memberikan keputusan kredit dalam batas Wewenang Persetujuan Kredit yang dimilikinya berdasarkan Kebijakan Kredit dan Pendegalasian Wewenang Limit Kredit yang berlaku dengan memperhatikan prinsip tata kelola perusahaan yang baik dan prinsip kehati-hatian.
To implement an effective Risk Management system in the process of credit facilities, the Bank has a Credit Committee under the Board of Directors which is responsible for providing credit decisions within the limits of its Credit Approval Authority based on applicable Credit Policy and Credit Limit Authority Delegation with regard to principles of good corporate governance and prudent principle.
Komite Manajemen Risiko adalah komite eksekutif yang dibentuk oleh Direksi untuk memberikan rekomendasi dalam pengambilan keputusan dan pengevaluasian pelaksanaan, pengelolaan melalui perumusan kebijakan, strategi dan sasaran dalam bidang manajemen risiko. Selama 2015, Komite Manajemen Risiko telah melaksanakan 7 kali rapat dan telah menjalankan tugasnya dengan baik, yang meliputi pemberian usulan peningkatan Kualitas Penerapan Manajemen Risiko (KPMR), evaluasi self assessment profil risiko, dan melakukan analisis Tingkat Kesehatan Bank.
The Risk Management Committee is an executive committee formed by the Board of Directors to provide recommendations for decision-making and evaluation of the implementation, management through the formulation of policies, strategies and objectives in the field of risk management. In 2015, the Risk Management Committee met seven times and performed their job satisfactorily, including the provision of the proposed improvements to the Risk Management Implementation Quality (KPMR), self-assessment evaluation of risk profile, and Bank Soundness analysis.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Komite Pengarah Teknologi Informasi memiliki tanggung jawab untuk memberikan rekomendasi kepada Direksi yang mencakup rencana strategi TI yang sesuai dengan rencana Bank jangka panjang dan jangka pendek. Selama tahun 2015 Komite Pengarah Teknologi Informasi telah menjalankan tugasnya dengan baik, yang meliputi pemberian rekomendasi terhadap perubahan struktur organisasi TI, peningkatan kapasitas dan keandalan jaringan komunikasi data “Disaster Recovery Center,” peningkatan kapasitas dan standarisasi jaringan komunikasi data semua cabang, penambahan keamanan jaringan internet dengan implementasi peralatan keamanan yang lebih teruji, dan pelaksanaan dan sosialisasi Information Security Awareness kepada semua staf Bank dalam mengerti dan memahami keamanan TI sehingga dapat mencegah terjadinya halhal yang merugikan staf secara pribadi dan Bank secara keseluruhan.
The Information Technology Steering Committee has a responsibility to provide recommendations to the Board of Directors which includes IT strategic plan in accordance with the Bank’s long term and short term plans. In 2015 Information Technology Steering Committee performed satisfactorily, including the provision of recommendations to changes in the IT organization structure, increasing the capacity and reliability of the Disaster Recovery Center’s data communication network, increasing the capacity and standardizing data communication network in all branches, adding internet network security with the testing of security equipment, and implementing and disseminating Information Security Awareness to all employees of the Bank, in order to make them understand IT security so as to prevent the occurrence of adverse events either on themselves personally or on the Bank as a whole.
Asset and Liability Management Committee (ALCO) merupakan Executive Committee yang berfungsi sebagai wadah penganalisis/pengevaluasi pelaksanaan pengelolaan asset and liabilities dan pengambilan keputusan dengan merumuskan kebijakan, strategi dan sasaran dalam rangka Asset Liability Management. Direksi menilai bahwa sepanjang tahun 2015, Asset and Liability Management Committee (ALCO) telah melaksanakan tugas-tugasnya dengan baik. Pelaksanaan tugas ALCO di 2015 meliputi evaluasi kinerja keuangan Bank dibandingkan dengan Rencana Bisnis dan realisasi kinerja keuangan bulanan, melakukan simulasisimulasi posisi keuangan agar dapat diambil keputusan/ arahan posisi keuangan Bank yang selalu terjaga kualitas dan profitabilitasnya, sesuai ketentuan dan peraturan-peraturan yang berlaku, dan menetapkan kebijakan (policy) terkait dengan kinerja keuangan, merumuskan action plan untuk 1 (satu) sampai dengan 3 (tiga) bulan kedepan, dan merancang target kinerja 2 (dua) periode ke depan beserta publikasinya.
The Asset and Liability Management Committee (ALCO) is an Executive Committee which serves as a venue for analyzing and evaluating the implementation of asset and liability management and decision-making to formulate policies, strategies and objectives regarding Asset Liability Management. The Board of Directors is of the view that in 2015 the Asset and Liability Management Committee (ALCO) performed satisfactorily. The tasks executed by the ALCO in 2015 include the evaluation of financial performance against the the business plan, monthly financial performance evaluation, simulations of financial positions in order to take a decision and provide direction for the financial position of the Bank, which has always maintained the quality and profitability, in accordance with the prevailing regulations and set the the policies related to financial performance, formulating an action plan for 1 (one) to 3 (three) months, and designing performance targets for the subsequent 2 (two) periods along with their publication.
Change Management Office (CMO) merupakan komite yang dibentuk untuk mengembangkan dan mengelola perubahan. Direksi menilai bahwa CMO telah menjalankan fungsinya dengan baik. Hal-hal yang telah dilakukan selama 2015 antara lain adalah mengembangkan strategi, pendekatan dan metodologi manajemen perubahan; mengidentifikasi potensi risiko dan mengembangkan rencana spesifik untuk mengurangi maupun mengatasi masalah yang timbul; bekerja sama dengan Project Manager untuk mengembangkan rencana perubahan; dan mengidentifikasi resistensi dan kesenjangan yang timbul dalam mengembangkan dan mengimplementasikan tindakan korektif.
The Change Management Office (CMO) is a committee formed to develop and manage change.The Board of Directors believes that the CMO has functioned properly. CMO’s actions in 2015 include developing strategies, approaches and change management methodology; identifying potential risks and developing a specific plan to reduce or overcome the problems that arise; working together with Project Managers to develop a plan of change; and identifying resistance and gaps that arise in developing and implementing corrective actions.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Perubahan Komposisi Direksi
Changes in The Composition of The Board of Directors
Pada tahun 2015 komposisi Direksi Perseroan mengalami perubahan. Rapat Umum Pemegang Saham Tahunan (RUPST) yang diselenggarakan pada tanggal 28 April 2015 memutuskan untuk mengangkat kembali Bapak Benny Purnomo sebagai Presiden Direktur Perseroan, Bapak Benny Helman, Ibu Nerfita Primasari, dan Bapak Widiatama Bunarto, masing-masing sebagai Direktur Perseroan serta Ibu Tjit Siat Fun sebagai Direktur Perseroan yang membawahi Fungsi Kepatuhan.
In 2015, the composition of the Board of Directors of the Company was changed. The Annual General Meeting of Shareholders (AGMS) held on 28 April 2015 decided to reappoint Benny Purnomo as President Director of the Company, and Benny Helman, Nerfita Primasari, and Widiatama Bunarto, respectively, as Directors of the Company, and Tjit Siat Fun as the Compliance Director.
RUPST tersebut juga mengukuhkan Bapak Widiatama Bunarto sebagai Direktur Independen, sebagai pemenuhan peraturan Bursa Efek Indonesia, untuk menggantikan Bapak Sindbad Rijadi Hardjodipuro yang telah berakhir masa jabatannya.
To fulfill the requirement of the Indonesia Stock Exchange regulations, the AGMS also affirmed Widiatama Bunarto as an Independent Director, replacing Sindbad Rijadi Hardjodipuro who has ended his term of office.
Sehingga susunan Direksi Perseroan terhitung sejak ditutupnya RUPST tersebut adalah: Direksi: Presiden Direktur : Bapak Benny Purnomo Direktur : Bapak Benny Helman Direktur : Ibu Nerfita Primasari Direktur Kepatuhan : Ibu Tjit Siat Fun Direktur Independen : Bapak Widiatama Bunarto
Thus the Board of Directors of the Company as of the closing of the AGMS consists of: Board of Directors: President Director : Benny Purnomo Director : Benny Helman Director : Nerfita Primasari Compliance Director : Tjit Siat Fun Independent Director : Widiatama Bunarto
Komposisi ini dipandang sangat dibutuhkan oleh Bank untuk memenuhi tuntutan bisnis, mewujudkan visi, misi dan sasaran strategis sebagaimana yang dituangkan dalam program transformasi, berdasarkan evaluasi dari pemegang saham pengendali dan rekomendasi Dewan Komisaris serta Komite Nominasi dan Remunerasi.
This composition was seen as necessary for the Bank to meet its business demands, and to realize the vision, mission and strategic objectives as stated in the transformation program, based on the evaluation done by the controlling shareholder and based on the recommendations of the Board of Commissioners as well as the Nomination and Remuneration Committee.
Sebagai informasi pada tanggal 29 Desember 2015, Ibu Tjit Siat Fun efektif mengundurkan diri. Sebagai pengganti sementara ditunjuk Ibu Nerfita Primasari sebagai Pelaksana Tugas Direktur Kepatuhan.
Mrs. Tjit Siat Fun effectively resigned on December 29, 2015. As a temporary replacement, the Company appointed Mrs. Nerfita Primasari as Acting Director of Compliance.
Penutup
Closing
Demikian laporan tugas Direksi atas pelaksanaan usaha Bank selama tahun 2015. Direksi memberikan penghargaan yang setinggi-tingginya kepada nasabah dan mitra kerja Perseroan yang telah memberikan kepercayaan kepada MNC Bank. Atas dukungan yang diberikan selama ini, Perseroan mampu menunjukkan pencapaian kinerja yang sangat baik.
The Board of Directors would like to close its report on the Bank’s business and operations in 2015. The Board of Directors extends its utmost appreciation to the customers and partners who have lent support to MNC Bank. For their support given during this time, the Bank was able to demonstrate excellent performance throughout.
Atas arahan yang diberikan oleh Dewan Komisaris, Direksi memberikan penghargaan yang setinggi-tingginya kepada Dewan Komisaris yang telah memberikan arahan dan dapat sangat memberikan kontribusi dalam pencapaian kinerja Bank, sehingga mampu meningkatkan kinerja Bank di tahun 2015.
For the directives from the Board of Commissioners, the Board of Directors would like to extend gratitude, as these directives have contributed greatly to the Bank’s performance improvement, with the results seen in 2015’s achievements.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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02 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Direksi juga memberikan penghargaan yang setinggitingginya atas komitmen dan kerjasama dari seluruh jajaran tim manajemen, dan seluruh karyawan yang telah bekerja keras di tengah tantangan yang terjadi di industri perbankan. Atas kerja keras dari tim manajemen dan seluruh karyawan, Bank mampu meningkatkan kinerjanya di tahun 2015.
The Board of Directors would also like to give accolade for the commitment and cooperation of the entire management and all employees that have worked hard to address the challenges in the banking industry. For the management’s and employees’ hard work, the Bank was able to improve in 2015.
Direksi juga mengucapkan penghargaan yang setinggitingginya kepada pemegang saham. Atas dukungan yang diberikan selama ini, Bank mampu bertahan dan bahkan senantiasa menunjukkan pencapaian kinerja yang sangat baik.
The Board of Directors also extends appreciation to the shareholders, who have given constant and stauch support, allowing the Bank to survive and achieve even better performance.
Untuk masa yang akan datang, kami tetap berkomitmen akan selalu memberikan yang terbaik guna perbaikan pencapaian kinerja secara berkelanjutan. Direksi berharap bahwa Bank akan menjadi bagian penting dan berkontribusi dalam meningkatkan pertumbuhan perekonomian di Indonesia.
Going forward, we are committed to provide our utmost in order to achieve continuous improvement in performance. The Board of Directors hopes that the Bank will be an integral and important part through its contribution to enhancing the economy in Indonesia.
Jakarta, Maret 2016 Jakarta, March 2016 Atas nama Direksi On behalf of the Board of Directors PT. MNC Bank Internasional, Tbk.
Benny Purnomo Presiden Direktur President Director
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI TENTANG TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2015 PT. BANK MNC INTERNASIONAL, TBK.
The Board of Commissioners’ and the Board of Directors’ Statement of Responsibility for The 2015 Annual Report of PT. Bank MNC Internasional, Tbk. Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT. Bank MNC Internasional, Tbk., tahun 2015 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan perusahaan.
We, the undersigned, hereby declare that all information in the 2015 Annual Report of PT. Bank MNC Internasional, Tbk. have been presented completely and we are thus fully responsible for the truthfulness of contents of this Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya.
This statement has been made truthfully.
Jakarta, 11 April 2016 Jakarta, April 11 2016
DEWAN KOMISARIS
Board of Commissioners
Bambang Ratmanto Presiden Komisaris/Komisaris Independen President Commissioner/Independent Commissioner
Purnadi Harjono
Eko B. Supriyanto
Komisaris Commissioner
Komisaris Independen Independent Commissioner
Direksi
Board of Directors
Benny Purnomo Presiden Direktur President Director
Benny Helman
Nerfita Primasari
Widiatama Bunarto
Direktur Director
Direktur/Plt Direktur Kepatuhan Director/Compliance Director (Act.)
Direktur Independen Independent Director
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
03 Kilas Kinerja 2015
Performance Highlights 2015
40
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Profil PERUSAHAAN Company Profile
Identitas Perusahaan Corporate Identity
42
Profil Karyawan Employee Profile
66
Riwayat Singkat Brief History
43
Komposisi Pemegang Saham Shareholding Composition
67
Bidang Usaha Line of Business
45
Daftar Entitas Anak dan/atau Entitas Asosiasi List of Subsidiaries and/or Associated Entities
67
Produk dan Jasa Products and Services
45
Struktur Group Perusahaan The Company’s Group Structure
68
Peta Wilayah Operasional Operational Areas
50
Kronologis Pencatatan Saham Share Listing Chronology
70
Struktur Organisasi Perusahaan Organization Structure
52
Kronologis Pencatatan Waran Warrant Listing Chronology
71
Visi, Misi dan Budaya Perusahaan Vision, Mission and Corporate Culture
54
Lembaga Penunjang Pasar Modal Capital Market Supporting Institution
72
Profil Dewan Komisaris Board of Commissioners Profile
56
Nama dan Alamat Kantor Name and Address Office
73
Profil Direksi Board of Directors Profile
60
2015 Annual Report | PT. BANK 2015MNC Annual INTERNASIONAL, Report | mnc bank TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Identitas Perusahaan Corporate Identity
NAMA PERUSAHAAN/Company Name
: PT. Bank MNC Internasional, Tbk
KEPEMILIKAN/ownership
: MNC Kapital Indonesia MARCO PRINCE CORP RBC – SINGAPORE S/A - Client A/C Bank Julius Bear and Co LTD Singapore Masyarakat (di bawah 5%)/Public (under 5%) : Bank Umum, Bank Devisa/Commercial Bank, Foreign Exchange Bank : 31 Juli 1989/31 July 1989
BIDANG USAHA/Line of Business TANGGAL PENDIRIAN/Date of Establishment DASAR HUKUM PENDIRIAN/Legal Basis of Establishment
: Akta Pendirian No. 49 tanggal 31 Juli 1989, dibuat di hadapan Sri Rahayu, S.H., pada waktu itu Notaris di Jakarta dan telah mendapat pengesahan dari Menkumham dengan Surat Keputusan No.C2-7223-HT.01.01–Tahun 1989 tangga 9 Agustus 1989, didaftarkan di Kepaniteraan Pengadilan Negeri Jakarta Selatan No.692/Not./1989/PN.JKT.SEL. tanggal 24 Agustus 1989 serta telah diumumkan dalam BNRI No.75 tanggal 19 September 1989, Tambahan No.1917/1989. Deed of Establishment No. 49 dated 31 July 1989, drawn before Sri Rahayu, S.H., then Notary in Jakarta, and approved by the Minister of Law and Human Rights with the Decree No. C2-7223-HT.01.01–Tahun 1989 dated 9 August 1989, and registered on the Registry Office of the District Court of South Jakarta No. 692/Not./1989/PN.JKT.SEL dated 24 August 1989 and announced on the State Gazette of the Republic of Indonesia No. 75 dated 19 September 1989, Attachment No. 1917/1989. : Rp6.000.000.000.000,: Rp1.912.956.307.200,-
MODAL DASAR/Authorized Capital MODAL DITEMPATKAN DAN DISETOR PENUH/Issued and Fully Paid Capital PENCATATAN DI BURSA SAHAM/Listing on the Stock Exchange KODE SAHAM/Ticker Code KODE SWIFT/Swift code JUMLAH PEGAWAI/Total Employees KANTOR PUSAT/head office
: : : :
JARINGAN KANTOR/office network
:
WEBSITE/website
:
42
: 39,21% : 13,88% : 9,98% : 5,47% : 31,46%
Dicatatkan di Bursa Efek Indonesia pada tanggal 15 Juli 2002/ Listed on the Indonesia Stock Exchange on 15 July 2002 BABP BUMIIDJA 1.019 orang/1,019 personnel Gedung MNC Financial Center, Lantai 6,7,8. Jl. Kebon Sirih Raya No 27, Jakarta Pusat 10340 Tel : +62 21 2980 5555 Fax : +6221 3983 6700 Call Center : 1500188 Telex. 65068 JKTBPIA 1 Kantor Pusat/1 Head Office 16 Kantor Cabang/16 Branch Offices 33 Kantor Cabang Pembantu/33 Sub-Branch Offices 26 Kantor Kas/26 Cash Offices 2 Payment Point/2 Payment Points 83 ATM/83 ATMs www.mncbank.co.id
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Riwayat Singkat Brief History
PT Bank MNC Internasional Tbk (selanjutnya disebut MNC Bank atau Bank) didirikan dengan nama PT Bank Bumiputera Indonesia, berkedudukan di Jakarta berdasarkan Akta Pendirian No. 49 tanggal 31 Juli 1989, dibuat di hadapan Sri Rahayu, S.H., pada waktu itu Notaris di Jakarta dan telah mendapat pengesahan dari Menteri Kehakiman dengan Surat Keputusan No.C2-7223-HT.01.01–Tahun 1989 tanggal 9 Agustus 1989, didaftarkan di Kepaniteraan Pengadilan Negeri Jakarta Selatan No.692/Not./1989/PN.JKT.SEL. tanggal 24 Agustus 1989 serta telah diumumkan dalam BNRI No.75 tanggal 19 September 1989. Tambahan No. 1917/1989 yang anggaran dasarnya telah diubah secara keseluruhan untuk disesuaikan dengan Undang-Undang Republik Indonesia No.40 Tahun 2007 tentang Perseroan Terbatas dan berikut dengan segenap pengubahan daripadanya sebagaimana telah diumumkan dalam Berita Negara Republik Indonesia No.72 Tambahan No.16919/2008 tanggal 5 September 2008 dan Berita Negara Republik Indonesia No.56 Tambahan No.18380/2009 tanggal 14 Juli 2009.
PT Bank MNC Internasional Tbk (hereinafter called MNC Bank or the Bank) was established under the name of PT Bank Bumiputera Indonesia, domiciled in Jakarta based on the Deed of Establishment No. 49 dated 31 July 1989, drawn before Sri Rahayu, S.H., then Notary in Jakarta, and approved by the Minister of Law and Human Rights with the Decree No. C2-7223-HT.01.01 – Tahun 1989 dated 9 August 1989, and registered on the Registry Office of the District Court of South Jakarta No. 692/Not./1989/PN.JKT.SEL dated 24 August 1989 and announced on the State Gazette of the Republic of Indonesia No. 75 dated 19 September 1989, Attachment No. 1917/1989. The Articles of Association has been amended thoroughly to be made compliant with the Law of the Republic of Indonesia No. 40/2007 on Limited Liability Companies and its subsequent amendments, and thus this has been announced in the State Gazette of the Republic of Indonesia No. 72 Attachment No. 16919/2008 dated 5 September 2008 and the State Gazette of the Republic of Indonesia No. 56 Attachment No. 18380/2009 dated 14 July 2009.
Anggaran Dasar Perseroan telah mengalami beberapa kali perubahan, antara lain sebagai berikut: 1. Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar No. 50 tanggal 21 April 2014, yang dibuat di hadapan Aryanti Artisari, S.H., M.Kn., Notaris di Jakarta, yang telah diberitahukan kepada Menkumham berdasarkan Surat Penerimaan Pemberitahuan Perubahan Anggaran Dasar No. AHU-01476.40.21.2014 tanggal 28 April 2014 dan didaftarkan dalam Daftar Perseroan pada Kemenkumham di bawah Nomor : AHU01476.40.21.2014 tanggal 28 April 2014.
The Banks’ Articles of Association have been amended a number of times, among others: 1. Deed of the Meeting Resolution to Amend the Articles of Association No. 50 dated 21 April 2014, drawn before Aryanti Artisari, SH, MKn, Notary in Jakarta, informed to the Minister of Law and Human Rights in accordance with the Receipt of Notification of Amendment of Articles of Association No. AHU-01476.40.21.2014 dated 28 April 2014 and registered on the List of Companies at the Ministry of Law and Human Rights No. AHU01476.40.21.2014 dated 28 April 2014.
Berdasarkan Akta No. 50/2014, para pemegang saham Perseroan telah menyetujui (i) perubahan Pasal 13 ayat (2) Anggaran Dasar tentang Direksi dan (ii) perubahan Pasal 16 ayat (3) Anggaran Dasar tentang Dewan Komisaris.
Based on the Deed No. 50/2014, the shareholders of the Bank approved to (i) amend Chapter 13 paragraph 2 of the Articles of Association concerning the Board of Directors and (ii) amend Chapter 16 paragraph 3 of the Articles of Association concerning the Board of Commissioners.
2. Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar No. 57 tanggal 16 Juli 2014, yang dibuat di hadapan Aryanti Artisari, S.H., M.Kn., Notaris di Jakarta, yang telah mendapat persetujuan Menkumham berdasarkan Surat Keputusan No. AHU-06038.40.20.2014 tanggal 24 Juli 2014 dan didaftarkan dalam Daftar Perseroan pada Kemenkumham di bawah No. AHU-0076890.40.80.2014 tanggal 24 Juli 2014.
2. Deed of Meeting Resolution to Amend the Articles of Association No. 57 dated 16 July 2014, drawn before Aryanti Artisari, SH, MKn, Notary in Jakarta, informed to the Minister of Law and Human Rights in accordance with the Receipt of Notification of Amendment of Articles of Association No. AHU-06038.40.20.2014 dated 28 July 2014 and registered on the List of Companies at the Ministry of Law and Human Rights No. AHU0076890.40.80.2014 dated 24 July 2014.
Berdasarkan Akta No. 57/2014, para pemegang saham Perseroan telah menyetujui untuk menegaskan kembali perubahan nama Perseroan menjadi PT Bank MNC Internasional Tbk sehingga mengubah Pasal 1 ayat (1) Anggaran Dasar.
Based on the Deed No. 57/2014, the shareholders of the Bank approved to reaffirm the change of the Bank’s name to PT Bank MNC Internasional Tbk, thus amending Chapter 1 paragraph 1 of the Articles of Association.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
3. Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar PT Bank ICB Bumiputera Tbk. No. 85 tanggal 16 Oktober 2014, yang dibuat di hadapan Aryanti Artisari, S.H., M.Kn., Notaris di Jakarta, yang telah diberitahukan kepada Menkumham berdasarkan Surat Penerimaan Pemberitahuan Perubahan Anggaran Dasar No. AHU-07909.40.21.2014 tanggal 29 Oktober 2014 dan didaftarkan dalam Daftar Perseroan pada Kemenkumham dibawah No. AHU-0112292.40.80.2014 tanggal 29 Oktober 2014.
3. Deed of Meeting Resolution to Amend the Articles of Association No. 85 dated 16 October 2014, drawn before Aryanti Artisari, SH, MKn, Notary in Jakarta, informed to the Minister of Law and Human Rights in accordance with the Receipt of Notification of Amendment of Articles of Association No. AHU-07909.40.21.2014 dated 29 October 2014 and registered on the List of Companies at the Ministry of Law and Human Rights No. AHU0112292.40.80.2014 dated 29 October 2014.
Berdasarkan Akta No. 85/2014, para pemegang saham Perseroan telah menyetujui untuk meningkatkan modal disetor dan modal ditempatkan Perseroan dari semula sebesar Rp548.607.854.100 menjadi sebesar Rp804.624.852.700 melalui penerbitan Hak Memesan Efek Terlebih Dahulu dengan harga pelaksanaan Rp100 setiap saham. Bersamaan dengan Penawaran Umum Terbatas III, para pemegang saham Perseroan menyetujui penerbitan sebanyak-banyaknya 1.828.692.847 Waran seri II yang dapat dikonversi menjadi 1.828.692.847 saham baru dengan nilai nominal Rp100 setiap saham dengan harga pelaksanaan Rp150 setiap saham.
Based on the Deed No. 85/2014, the shareholders of the Bank approved to increase the issued and paid in capital of the Bank from previously Rp548,607,854,100 to Rp804,624,852,700 through the issuance of Rights with execution price of Rp100 per share. In line with the Rights Issue III, the shareholders of the Bank approved the issuance of at most 1,828,692,847 Warrants Serie II that can be converted to 1,828,692,847 new shares with nominal value of Rp100 per share and execution price of Rp150 per share.
4. Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar No. 14 tanggal 10 Desember 2014, yang dibuat di hadapan Aryanti Artisari, S.H., M.Kn., Notaris di Jakarta, yang telah mendapat persetujuan Menkumham berdasarkan Surat Keputusan No. AHU-12711.40.20.2014 tanggal 11 Desember 2014, diberitahukan kepada Menteri Hukum dan Hak Asasi Manusia dalam surat penerimaan pemberitahuan perubahan anggaran dasar No.AHU-46401.40.22.2014 tanggal 10 Desember 2014 dan didaftarkan dalam Daftar Perseroan pada Kemenkumham di bawah No. AHU-0129656.40.80.2014 tanggal 11 Desember 2014.
4. Deed of Meeting Resolution to Amend the Articles of Association No. 14 dated 10 December 2014, drawn before Aryanti Artisari, SH, MKn, Notary in Jakarta, informed to the Minister of Law and Human Rights in accordance with the Receipt of Notification of Amendment of Articles of Association No. AHU-46401.40.22.2014 dated 10 December 2014 and registered on the List of Companies at the Ministry of Law and Human Rights No. AHU-0129656.40.80.2014 dated 11 December 2014.
Berdasarkan Akta No. 14/2014, para pemegang saham Perseroan telah menyetujui peningkatan modal dasar dari Rp2.000.000.000.000 menjadi Rp6.000.000.000.000 yang terbagi atas 60.000.000.000 saham, masing-masing dengan nilai nominal sebesar Rp100.
Based on the Deed No. 14/2014, the shareholders of the Bank approved to increase the authorized capital from Rp2,000,000,000,000 to Rp6,000,000,000 consisting of 60,000,000,000 shares each with a nominal price of Rp100.
5. Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar No. 76 tanggal 26 Mei 2015 yang dibuat dihadapan Aryanti Artisari, S.H., M.Kn., Notaris di Jakarta, yang telah mendapat penerimaan pelaporan Menkumham berdasarkan Surat No. AHU-AH.01.03-0934870 tanggal 27 Mei 2015 dan didaftarkan dalam Daftar Perseroan pada Kemenkumham di bawah No. AHU-3509467. AH.01.11.TAHUN 2015 tanggal 27 Mei 2015.
5. Deed of Meeting Resolution to Amend the Articles of Association No. 76 dated 26 May 2015, drawn before Aryanti Artisari, SH, MKn, Notary in Jakarta, informed to the Minister of Law and Human Rights in accordance with the Receipt of Notification of Amendment of Articles of Association No. AHU-AH.01.03-0934870 dated 27 May 2015 and registered on the List of Companies at the Ministry of Law and Human Rights No. AHU-3509467. AH.01.11.TAHUN 2015 dated 27 May 2015.
Berdasarkan Akta No. 76/2015, Rapat Umum Pemegang Saham telah menyetujui perubahan anggaran dasar dalam rangka pemenuhan ketentuan Peraturan OJK No. 32/POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham dan No. 32/POJK.04/2014 tentang Direksi dan Dewan Komisaris.
Based on the Deed No. 76/2015, the General Meeting of Shareholders of the Bank approved the amendment of the Bank’s Articles of Association in order to comply with the OJK Regulation No. 32/POJK.04/2014 on the Planning and Implementation of the General Meeting of Shareholders and No. 32/POJK.04/2014 on the Board of Directors and Board of Commissioners.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Bidang Usaha Line of Business
Sesuai dengan Anggaran Dasar sebagaimana telah dimuat dalam Berita Negara Republik Indonesia No.56 Tambahan No.18380/2009 tanggal 14 Juli 2009 pasal 3, ruang lingkup kegiatan Bank adalah menjalankan usaha di bidang perbankan sesuai dengan undang-undang dan peraturan perundang-undangan yang berlaku.
In accordance with the Articles of Association as published in the Official Gazette of the Republic of Indonesia No. 56 Supplement No. 18380/2009 dated July 14, 2009 article 3, the scope of Bank’s activities is to engage in the banking field in accordance with existing laws and regulations.
Produk dan Jasa Products and Services GIRO MNC
MNC DEMAND DEPOSIT (Giro MNC)
TABUNGAN MNC
MNC SAVINGS (Tabungan MNC)
TABUNGAN MNC JUNIOR
Tabungan MNC Junior
TABUNGAN MNC BISNIS
Tabungan MNC Bisnis
TABUNGAN RENCANA MNC
Tabungan Rencana MNC
TABUNGANKU
Tabunganku
Giro MNC adalah rekening giro dalam mata uang Rupiah, USD, SGD, AUD, EURO dan JPY, yang penarikannya dapat dilakukan setiap saat dengan menggunakan cek atau bilyet giro (untuk mata uang Rupiah) selama saldonya mencukupi.
Tabungan dengan banyak manfaat dan keuntungan dengan bunga harian dan dapat ditarik setiap saat, untuk melakukan transaksi perbankan dan pembayaran tagihan melalui counter dan ATM.
Tabungan MNC Junior adalah rekening tabungan berbunga harian. diperuntukkan bagi anak-anak usia 1-16 tahun untuk melakukan transaksi perbankan dan pembayaran tagihan melalui counter dan ATM.
Tabungan MNC Bisnis adalah rekening tabungan berbunga harian bagi nasabah institusi untuk pengelolaan dana operasional usaha yang lebih optimal. Media pelaporan berupa account statement.
Tabungan berjangka dalam mata uang Rupiah yang ditujukan untuk nasabah perorangan dimana setoran dilakukan setiap bulan dalam jumlah yang sama sampai jatuh tempo.
Tabunganku adalah tabungan untuk perorangan WNI, dengan persyaratan mudah dan ringan yang diterbitkan secara bersama oleh bank-bank di Indonesia guna menumbuhkan budaya menabung serta meningkatkan kesejahteraan masyarakat.
MNC Demand Deposit or Giro MNC is a demand deposit denominated in Rupiah, USD, SGD, Euro, and JPY, for which the withdrawal can be performed anytime using a cheque or a bilyet giro (for Rupiah) as long as there is adequate balance in the account.
Savings with various benefits with daily interest and can be withdrawn at any time, allowing banking transactions and bills payment through counters and ATMs.
Savings product with daily interest for kids from the age of 1 to 16, allowing banking transactions and bills payment through counters and ATMs.
Savings product with daily interest for institutional customers, allowing optimized fund management in their business operations. The savings product uses account statement as the reporting medium.
Installment savings product in Rupiah aimed at individual customers where deposit is performed every month with a set amount up until maturity date.
Savings product for Indonesian individuals with relatively simple requirements, issued in collaboration with other banks in Indonesia in order to promote saving habit and improving the society’s welfare.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
45
03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
DEPOSITO MNC
Deposito MNC
KREDIT MODAL KERJA
Working Capital Loan
KREDIT INVESTASI
Investment Loan
KREDIT MULTIGUNA TANPA AGUNAN (KMG TA)
Unsecured Loan
Kredit Multiguna Tanpa Agunan ini disalurkan melalui kerjasama dengan Perusahaan atau Koperasi yang berafiliasi kepada Perusahaan untuk berbagai kebutuhan konsumtif karyawannya seperti pendidikan, pernikahan, kesehatan, renovasi rumah dan kebutuhan keluarga lainnya.
KreditMultigunaTanpaAgunan (KMG TA) is an Unsecured Consumer Loan provided through partnership with companies or direct affiliated ‘Koperasi”. Loan is used to finance consumption needs, such as education, weddings, health care, home renovation, and other consumptive purposes.
KREDIT PENSIUNAN
Retirement Loan
KREDIT PEMILIKAN PROPERTI (KPP)
MORTGAGE (KPP)
KREDIT KONSUMSI BERAGUNAN PROPERTI (KKBP)
Property Equity Consumer Loan (KKBP)
Deposito MNC adalah simpanan berjangka dengan jangka waktu tertentu yang pencairan pokok simpanannya hanya dapat dilakukan pada akhir jangka waktu yang sudah di sepakati. Tersedia dalam mata uang Rupiah, USD dan SGD.
Fasilitas kredit yang diberikan dalam mata uang Rupiah maupun Valuta Asing untuk memenuhi kebutuhan dana perusahaan dalam membiayai operasional sehari-hari dengan jangka waktu maksimal 1 (satu) tahun. Kredit jangka pendek ini dapat digunakan misalnya untuk pembiayaan piutang, pembiayaan pembelian bahan baku/inventory.
Untuk membantu perusahaan mengembangkan usahanya seperti membangun/renovasi pabrik, membangun gudang, membeli mesin produksi, membangun kantor, dan sebagainya maka Bank dapat memberikan Kredit Investasi dengan jangka waktu sesuai kelayakan kredit yang diajukan. Pembayaran kembali Kredit investasi umumnya dilakukan secara cicilan setiap bulan sesuai proyeksi arus kas yang telah disepakati.
Kredit Pensiunan adalah Kredit Tanpa Agunan yang diberikan kepada Pensiunan PNS, BUMN dan Asabri yang disalurkan melalui Koperasi yang memiliki ijin usaha untuk penyaluran kredit pensiunan.
Kredit Pemilikan Properti adalah produk pinjaman konsumer yang diberikan Bank kepada nasabah perorangan yang memenuhi persyaratan Bank, yang digunakan untuk membiayai pembelian properti berupa: Rumah tinggal, Rumah Toko (Ruko), Rumah Kantor (Rukan), dan apartemen/ rumah susun, baik baru maupun bekas yang terletak didalam ataupun di luar kawasan Real Estate (melalui pengembang properti atau non pengembang properti).
Kredit Konsumsi Beragunan Properti adalah produk pinjaman konsumer multiguna yang diberikan Bank kepada nasabah perorangan yang memenuhi persyaratan Bank. Kredit ini ditujukan untuk membiayai keperluan yang bersifat konsumtif, seperti untuk keperluan biaya pendidikan, biaya pernikahan, biaya renovasi serta keperluan lainnya yang bersifat konsumtif, dengan menjaminkan properti yang telah dimiliki nasabah yaitu berupa Rumah Tinggal, Rumah Toko (Ruko), Rumah Kantor (Rukan), apartemen/rumah susun, dan bangunan multiguna lainnya. 46
Time deposit product with specific time frame, where the release of the principal is conducted at the end of the agreed upon time frame. Available in Rupiah, USD, and SGD.
Loan facility denominated in Rupiah and foreign exchange to fulfill companies’ financing needs for their daily operations with a time frame of maximum 1 (one) year. This short-term loan can be used for repayment of loans, and financing of inventory/raw material purchases.
To assist companies in developing their businesses, suh as by building/renovating plants, building warehouses, purchasing machinery, building offices, etc., the Bank provides Investment Loan with a time frame aligned to the loan’s feasibility. Repayment for Investment Loan is normally monthly, in accordance with the previously agreed upon cash flows projection.
An unsecured loan for Civil servant retirees, State Owned Company retirees and Asabri. Loan is provided through ‘Koperasi’ that have a business license to provide retirement loan products.
KreditPemilikanProperti (KPP) is a consumer loan product offered by the Bank to individual customers that have met the Bank’s requirements. The loan can be used to finance the purchase of new or usedproperties, such as houses, shophouses, office-houses, and apartments, located within or outside of a real estate complex (developed by property developers or non propertydevelopers).
Kredit Konsumsi Beragunan Properti (KKBP) is a PropertyBacked consumer loan provided by the Bank to individual customers that have met Bank’s requirements. The loan can be used to finance consumption purposes, such as education, wedding, renovation expenses and other consumption purposes by usinga property as collateral, such as their houses, shophouses, office-houses, apartments, or other multipurpose buildings.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
KARTU KREDIT
Credit Card
TRESURI
Treasury
Valuta Asing
Foreign Exchange
Jenis-jenis transaksi Valuta Asing: • Today (TOD), tanggal transaksi dan tanggal penyerahan pada hari yang sama. • Tomorrow (TOM), tanggal penyerahan pada 1 (satu) hari kerja berikut setelah tanggal transaksi. • SPOT, tanggal penyerahan pada 2 (dua) hari kerja berikut setelah tanggal transaksi. • FORWARD, tanggal penyerahan lebih dari 2 (dua) hari kerja berikut setelah tanggal transaksi. • SWAP, gabungan antara dua transaksi beli dan jual.
Types of foreign exchange transactions: • Today (TOD), where the transaction date and the delivery date is identical. • Tomorrow (TOM), where the delivery date is 1 (one) business day after the transaction date. • Spot, where the delivery date is 2 (two) business days after the transaction date. • Forward, where the delivery date is more than 2 (two) business days after the transaction date. • Swap, which is a combination of two buying and selling transactions.
Bond Retail
Bond Retail
TRADE FINANCE
Trade Finance
1. Advising of Letter of Credit Penerusan Letter of Credit (LC) ekspor yang diterbitkan oleh bank penerbit di luar negeri kepada penerima LC di Indonesia. 2. Negotiation under LC /Surat Kredit Berdokumen Dalam Negeri (SKBDN) Pembiayaan oleh Bank kepada eksportir/penjual, berupa pembelian atau pengambilalihan dokumen ekspor ataupun lokal, sesuai dengan syarat dan kondisi dari LC atau SKBDN.
1. Advising of Letter of Credit Forwarding of export Letter of Credit (LC) issued by a bank outside of the country to the LC recipient in Indonesia. 2. Negotiation under LC/SKBDN
Kartu Kredit adalah alat pembayaran pengganti uang tunai yang dapat dipergunakan oleh konsumen untuk melakukan pembelian barang dan jasa. Kartu kredit memudahkan konsumen untuk melakukan pembayaran pembelanjaan barang dan jasa sekaligus memberikan keuntungan bagi konsumen atas fleksibilitas pembayaraan. Tagihan kartu kredit dapat dibayarkan secara penuh atau sebesar pembayaran minimum.
Berperan menjaga kondisi likuiditas Bank secara keseluruhan dan memastikan kecukupan likuiditas tetap terpenuhi untuk mendukung pertumbuhan usaha Bank serta mengelola risiko bunga dan risiko valuta asing terkait neraca Bank. Pendapatan dari Tresuri adalah merupakan pendapatan fee based income yang dikontribusikan dari pendapatan transaksi valuta asing dan Surat Berharga.
Valuta Asing merupakan transaksi pertukaran dua mata uang yang berbeda dengan kurs dan tanggal penyerahan yang telah disepakati.
Bond Retail merupakan transaksi penjualan atau pembelian surat berharga secara ritel dengan minimum transaksi 100 juta Rupiah atau 10.000 US Dollar. Bond Retail memberikan kemungkinan bagi nasabah untuk mendapatkan return yang lebih tinggi berupa interest dan capital gain.
Transaksi Ekspor
Credit Cards as a cash alternative payment method used by customer to purchase goods and services. Credit cards allow customers to pay their good and services whilst giving benefit to the customer for payment flexibility. Credit cards bills can be paid in full amount or minimum amount.
Maintains overall liquidity of the Bank and ensures there is adequate liquidity to support the Bank’s business growth and manage its interest rate risk and foreign exchange risk related to the Bank’s balance sheet. Revenue from Treasury is a fee-based income that is derived from the gains from transactions involving foreign exchanges and securities.
Foreign exchange is defined as the conversion of one currency to another at a rate and on a date previously agreed upon.
Bond Retail implies a retail sale or purchase of securities with a minimum amount of Rp100 million or USD 10,000. Bond Retail allows customers to obtain a higher return in the form of interest and capital gain.
Export Transaction
Letter of Credit with Domestic Documentation (SKBDN) for Financing given by the Bank to exporters/sellers, taking the form of a purchase or transfer of export or local documents, in accordance with the requirements and conditions of the LC or SKBDN.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
7. Outward Documentary Collection Bank juga menangani proses penagihan dokumen ekspor non LC kepada importir/pembeli di luar negeri. Dokumen tersebut dapat berupa D/P (Documents against Payment) maupun D/A (Documents against Acceptance).
3. Non-LC Financing (Document against Payment & Document against Acceptance) Short-term financing to exporters/sellers for commercial transactions based on non-LC documents in accordance with the payment terms agreed upon by the seller and the buyer. 4. Discounted Under Usance LC Payment with discount for the delivery of time-frame export payment document based on Usance LC that has been accepted and for which the payment has been guaranteed by the Issuing Bank/Accepting Bank. 5. Forfeiting Financing without recourse based on export documents over Usance LC that has been accepted and for which the payment has been guaranteed by the Issuing Bank/ Accepting Bank. 6. Pre-Shipment Financing Provision of short-term financing for customers’ working capital or purchase of raw materials from in-process goods to final goods to be exported or sold locally. This facility helps the customers’ cash flows based on the handing over of LC/SKBDN or Purchase Order that has been previously approved by the Bank and the full repayment for which is derived from the result of negotiation of export and local documents. 7. Outward Documentary Collection The Bank also handles non-LC export document billing process to importers/buyers outside of the country. The document can take the form of a D/P (Document against Payment) or a D/A (Document against Acceptance).
Transaksi Impor & Lokal
Import and Local Transactions
3. Non LC Financing (Documents against Payment & Documents against Acceptance) Pembiayaan jangka pendek kepada eksportir/penjual untuk transaksi perdagangan berdasarkan dokumen tanpa LC sesuai dengan persyaratan pembayaran yang disepakati oleh penjual dan pembeli. 4. Discounted Under Usance LC Pembiayaan dengan cara diskonto terhadap penyerahan dokumen wesel ekspor berjangka, berdasarkan Usance LC yang telah diterima dan dijamin pembayarannya terlebih dahulu oleh Issuing Bank atau Accepting Bank. 5. Forfeiting Pembiayaan tanpa hak regres (without recourse) berdasarkan dokumen ekspor, atas Usance LC yang telah diaksep dan dijamin pembayarannya terlebih dahulu oleh Issuing Bank/Accepting Bank. 6. Pre Shipment Financing Pemberian fasilitas kredit jangka pendek untuk modal kerja nasabah untuk pembelian bahan baku untuk proses barang menjadi barang jadi yang akan diekspor maupun dijual di lokal. Fasilitas ini dapat membantu cash flow nasabah berdasarkan penyerahan LC/SKBDN atau Purchase Order yang disetujui Bank dan pelunasannya dari hasil negosiasi dokumen ekspor dan lokal.
1. Letter of Credit (LC)/Surat Kredit Berdokumen Dalam Negeri (SKBDN) Penerbitan Letter of Credit merupakan pemberian fasilitas pembukaan LC untuk pembelian barang dan atau jasa dari luar negeri ke dalam wilayah Indonesia. Sedangkan penerbitan Surat Kredit Berdokumen Dalam Negeri merupakan pemberian fasilitas pembukaan SKBDN untuk pembelian barang antar daerah atau antar kota dan pulau dalam wilayah Indonesia. Jenis fasilitas LC/SKBDN yang diberikan: a. Sight - Penjual dapat menerima pembayaran segera setelah menyerahkan dokumen yang disyaratkan dalam LC/SKBDN. b. Usance - Penjual akan menerima pembayaran pada waktu yang telah ditentukan sesuai jangka waktu yang disyaratkan dalam LC/SKBDN. 2. Usance Payable at Sight ( UPAS ) Pembeli harus melakukan pembayaran setelah menerima dokumen pengiriman pada waktu yang telah ditentukan sesuai jangka waktu yang disyaratkan dalam LC/SKBDN, namun Penjual mendapatkan pembayaran segera setelah meyerahkan dokumen pengiriman yang bersangkutan. 3. Trust Receipt (TR) Pembiayaan jangka pendek yang diberikan Bank kepada importir atau pembeli, yang dipergunakan untuk membayar kewajiban atas transaksi perdagangan menggunakan LC/SKBDN.
48
1. Letter of Credit/SKBDN
Letter of Credit Issuance is a service that provides the opening of LC facility for the impor purchase of goods and or services from overseas to Indonesia. However, the Domestic Documentation Letter of Credit (SKBDN) Issuance is a service that provides the opening of SKBDN for the interregional or intercity or interisland purchase of goods that take place in Indonesia. The LC/SKBDN services provided by the Bank include: a. Sight – Seller will receive payment as soon as delivering the required documentation in the LC/ SKBDN. b. Usance – Seller will receive payment within a specified amount of time in accordance with the terms stated in the LC/SKBDN. 2. Usance Payable at Sight (UPAS) The Buyer must provide payment upon receipt of the delivery document within a specified time frame in the LC/SKBDN, however the Seller will receive the payment as soon as the delivery document has been submitted.
3. Trust Receipt (TR) Short-term financing provided by the Bank to importers or buyers, which can be used to pay commercial or transactional obligations arising from LC/SKBDN.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
4. Shipping Guarantee Pemberian jaminan oleh Bank kepada Perusahaan Pelayaran untuk mengeluarkan/release barang kepada importir sebelum Original Bill of Lading (B/L) atau Airway Bill diterima. Hal ini untuk menghindari adanya biaya Demurrage jika barang tersebut tidak segera dikeluarkan dari pabean dalam waktu yang telah ditentukan. 5. Inward Documentary for Collection/Bill Collection Bank menangani proses penagihan dokumen impor tanpa LC kepada importir/pembeli, termasuk pola pembiayaannya. Penanganan Dokumen tersebut dapat berupa Documents against Payment (D/P) maupun Documents against Acceptance (D/A).
4. Shipping Guarantee Provision of guarantee by the Bank to shipping companies to release goods to importers prior to the receipt of the Original Bill of Lading (B/L) or Airway Bill. This helps prevent demurrage costs should the goods not be released immediately by the douane within a specified amount of time. 5. Inward Documentary for Collection/Bill Collection The Bank handles the billing of non-LC import document to importers/buyers, including the financing scheme. The document can take the form of a D/P (Document against Payment) or a D/A (Document against Acceptance).
BANK GARANSI DAN STANBY LC
Bank Guarantee & Standby LC
Penerbitan Bank Garansi sesuai jenis dan kebutuhannya yaitu : • Jaminan Tender (Bid Bond), untuk memenuhi persyaratan dalam mengikuti tender/lelang. • Jaminan Pelaksanaan (Performance Bond), untuk memproteksi penerima bank garansi atas terjadinya risiko no performane dan risiko keuangan jika kontraktor wanprestasi terhadap pelaksanaan kontrak. • Jaminan Retensi (Retention Bond), untuk menjamin pembayaran dari pemberi kerja oleh penerima bank garansi sebelum tanggal pembayaran atau pelepasan kewajiban menurut kontrak. • Jaminan Uang Muka (Advance Payment Bond), untuk menjamin uang muka atas suatu kontrak/proyek yang diterima oleh nasabah. • Jaminan Pemeliharaan (Maintenance Bond), untuk menjamin penerima bank garansi dari tidak terlaksananya pemeliharaan sesuai kontrak. • Jaminan Dirjen Bea Cukai (Custom Bond), untuk kepentingan Dirjen Bea Cukai dalam rangka penangguhan dan atau pembebasan pembayaran pajak-pajak barang impor.
The issuance of Bank Guarantee in line with the types and needs takes the following forms: • Bid Bond, to meet the requirements of a tender. •
Performance Bond, to protect the recipient of the bank guarantee from the risk of no performance and financial risk should the contractor default on the contract.
•
Retention Bond, to guarantee payment from the employer to the recipient of the bank guarantee prior to the payment date or release of obligations based on the contract. Advance Payment Bond, to secure advance payment for a contract/project accepted by the customer.
•
•
Maintenance Bond, to ensure that the recipient of the bank guarantee receive maintenance as per the contract.
•
Custom Bond, for the purpose of the douane (Dirjen Bea Cukai) in the withholding and/or release of payment of taxes on import goods.
Standby LC adalah Jaminan Pembayaran dalam bentuk LC berkaitan dengan transaksi bisnis nasabah baik dalam maupun luar negeri.
Standby LC is a payment guarantee taking the form of an LC in line with the customers’ business transactions carried out in and outside of the country.
ATM
ATM
CALL CENTER 1500188
Call Center 1500188
Merupakan fasilitas yang diberikan pada nasabah Bank untuk kemudahan bertransaksi dengan kartu ATM. Bank bekerjasama dengan jaringan ATM Bersama yang menyediakan akses pada lebih dari 49.000 ATM di Indonesia.
Bank menyediakan layanan perbankan 24 jam sehari dan 7 hari seminggu yang dapat diakses dengan menghubungi nomor telepon spesial Bank, 1500188, yang akan menghubungkan nasabah dengan Call Center.
A facility provided to the Bank’s customers for their convenience in performing transactions with an ATM card. The Bank cooperates with the ATM Bersama network, allowing access to more than 49,000 ATMs in Indonesia.
The Bank maintains a 24-hour banking service platform available 7 days a week, which can be accessed by calling a designated number, 1500188, which will connect the customers to the call center.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Peta Wilayah Operasional Operational Areas
Pada tahun 2015 MNC Bank melakukan pengembangan wilayah operasional dengan penambahan 10 (sepuluh) Kantor Cabang Pembantu, 3 (tiga) Kantor Kas dan juga penambahan 7 (tujuh) lokasi ATM. KETERANGAN
2015
Kantor Pusat (HO)
In 2015 MNC Bank expanded its operational areas by adding 10 (ten) new Sub-Branch Offices, 3 (three) new Cash Offices, and 7 (seven) ATMs.
2014
Description Head Office
1
1
Kantor Cabang (MB)
16
16
Branch Office
Kantor Cabang Pembantu (SB)
33
34
Sub-Branch Office
Kantor Kas (CO)
26
40
Cash Office
2
2
Total Kantor
78
93
Total Office
ATM
83
76
ATM
Payment Point (PP)
50
Payment Point
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Adapun wilayah operasional MNC Bank meliputi: Medan, Batam-Kepri, Pekanbaru, Jambi, Jakarta, Bogor, Bandung, Semarang, Surakarta, Yogyakarta, Surabaya, Denpasar, Tarakan, Balikpapan, Samarinda, Makassar.
Manajemen Sumber Daya Manusia Human Resources Management
Bank MNC’s operational areas cover: Medan, Batam-Kepri, Pekanbaru, Jambi, Jakarta, Bogor, Bandung, Semarang, Surakarta, Yogyakarta, Surabaya, Denpasar, Tarakan, Balikpapan, Samarinda, Makassar.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Struktur Organisasi Perusahaan Organization Structure
President Director
Benny Purnomo
Finance Director
Benny Helman
Corporate Secretary
ANDRI LATIF
Internal Audit Group
Compliance, Legal & Risk Management Director
Operations & Technology Director
NERFITA PRIMASARI (Plt/Acting)
Widiatama Bunarto
Financial Control Group
Compliance Group
Setiyani Diponegoro
I Komang Surya W
Diana Agnes G
Risk Management Group
Branch & e-Channel Ops. Group
Leonardi W
TBA
Treasury Group
Centralize Banking Ops. Group
EDI ALPIAN
Yuriadi Sulastomo
Credit Review Group
Corporate Planning & Strategic Group
Credit Administration Group
Etty Erawati
TBA
Susi Enita
Special Asset Management Group
Budi S. Krama
Information Technology Group
Teddy Yusup
Legal Counsel Group
Yadi Nopriyadi (Act)
Legal Litigation Group
TBA 52
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Human Resources & General Services Director
Nerfita Primasari
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Funding Business Head
Rita Montagna
Manajemen Sumber Daya Manusia Human Resources Management
Consumer Lending Business Head
Wholesale & SME Banking Business Head
Budy Setiawan
BENNY PURNOMO
Consumer Credit Group
Human Resources Group
Region I Group
Laily Fitri
Lucky Maya
Agus C. Hadiwinoto
Region II Group
Card Business Group
Wholesale Banking II Group
Herbudi Prabawani
Agus C. Hadiwinoto
Vincentia M Djuni W
Network Group
Mortgage Business Group
SME Banking Group
Iwan Agus
TBA
YUDHIPRAMA E
General Services Group
Donald Bee
Product Development Group
Yudhiprama E
Implant Banking Group
Linda S. Wirawan
Penti Widjaja
Marketing Communication Group
Multi Finance Group
Astranivari
Wholesale Banking I Group
Dian Irawan
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
53
03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Visi, Misi dan Budaya Perusahaan Vision, Mission and Corporate Culture
Visi kami adalah menjadi Bank Masa Depan yang memberikan layanan bintang lima, yang mengikuti gaya hidup nasabah berlandaskan teknologi terkini dan membuat semua transaksi keuangan menjadi mudah.
Visi
Vision
Our vision is to become a bank of the future that provides five-star services, follows closely its customers’ lifestyle based on the current technologies and enables all financial transactions to be performed easily.
MNC Bank menawarkan layanan keuangan yang mengikuti gaya hidup dengan membuat hidup nasabah menjadi lebih mudah, untuk nasabah retail dengan segmen menengah ke atas, termasuk di dalamnya para usaha kecil dan menengah, dengan memberikan pengalaman layanan perbankan yang memuaskan melalui cabang dan electronic channels.
Misi
Mission
MNC Bank offers seamless banking, financial and lifestyle services designed to make life easy for middle and upper class Indonesian, entrepreneurs and retail customers delivered through virtual channels and futuristic branch experiences.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
BUDAYA PERUSAHAAN Corporate Culture
P R I D E
Passion to Perform
Semangat untuk Memberikan Hasil Kerja yang Terbaik
Relationship Building
Membangun Hubungan yang Harmonis dengan Seluruh Stakeholder
Innovation with Integrity
Melakukan Inovasi dan Terobosan-Terobosan Baru yang Terukur Dengan Penuh Integritas
Delivery with Delight
Menghasilkan Kinerja yang Memuaskan Para Stakeholder
Empowerment for Progress
Memberdayakan Sumber Daya Secara Maksimal dan Bertanggung Jawab
MNC Bank mempunyai satu core value yang terinternalisasi dalam setiap aktivitas karyawan yang dijelaskan dalam tabel di bawah ini. Core Value
MNC Bank has one core value that is internalized in every activity of the employees. The core value is further explained below: Deskripsi/Description
Passion to Perform
Tingkah laku karyawan dalam melakukan pekerjaannya dengan antusias, kreatifitas, fokus, mengerti, dan melakukan pekerjaan dengan sangat baik/Employees’ behavior in conducting their work with enthusiasm, creativity, focus, understanding, and excellence
Relationship Building
Bagaimana karyawan membina hubungan dengan individu lainnya baik dalam tim maupun tidak/How employees foster relationship with other individuals, for those in the team as well as those who are not in the team
Innovation with Integrity
Keinginan karyawan untuk berinovasi, memberikan ide dan masukan/The employees’ desire to innovate, deliver ideas and inputs
Delivery with Delight
Komitmen dan profesionalisme karyawan dalam menjalankan tanggung jawab untuk menghasilkan servis yang delight/Employees’ commitment and professionalism in bearing their responsibility to provide services that delight
Empowerment for Progress
Bagaimana karyawan dapat memberikan perpanjangan tangan atas tanggung jawab yang diberikan dengan transparan, adil, dan mudah dimengerti/How employees can become an extension of responsibility handed over with transparency, fairness and relatively easy understanding
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja Kinerja 2015 2015
Performance 2015 Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan Profil Perusahaan
Management Report
Company Profile
Informasi Analisis dan Pemegang Saham Shareholders Information Pembahasan Manajemen Management Discussion and Analysis
Profil Dewan Komisaris Board of Commissioners PROFILE
2
1
1
Bambang Ratmanto Presiden Komisaris (Komisaris Independen) President Commissioner (Independent Commissioner)
2
Purnadi Harjono Komisaris Commissioner
3
Eko B. Supriyanto Komisaris Independen Independent Commissioner
56
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
3
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Bambang Ratmanto Presiden Komisaris (Komisaris Independen) President Commissioner (Independent Commissioner)
Warga negara Indonesia 57 tahun. Berdomisili di jakarta, Sarjana Fakultas Ekonomi jurusan Akuntansi Universitas Gajahmada dan menyelesaikan program Pascasarjana dibidang manajemen di Sekolah Tinggi Manajemen Prasetya Mulya tahun 2008.
Indonesian citizen, 57 years old. Domiciled in Jakarta. Graduated from the Faculty of Economics majoring in Accounting from the Gadjah Mada University, and completed his master’s degree in management at Prasetiya Mulya School of Management in 2008.
Beliau mempunyai pengalaman perbankan lebih dari 25 tahun, pernah menjabat beberapa jabatan eksekutif penting di PT Bank CIMB Niaga tbk antara lain Chief Audit Executive, Head of Finance & Accounting, Head of Operation & Administration, Head of Strategic & Centralized Operation dan Head of Credit & Operation Policy – Risk Management Directorate.
He has more than 25 years of experience in the banking industry, with previous executive positions including as Chief Audit Executive, Head of Finance and Accounting, Head of Operation & Administration, Head of Strategic and Centralized Operation, and Head of Credit and Operation Policy – Risk Management Directorate at PT Bank CIMB Niaga Tbk.
Beliau diangkat sebagai sebagai komisaris independen PT Bank MNC Internasional Tbk pada RUPS bulan Desember 2013 dan berdasarkan RUPSLB 12 November 2014 beliau diangkat sebagai Presiden Komisaris merangkap komisaris independen yang efektif per tanggal 2 Januari 2015 sesuai surat persetujuan Otoritas Jasa Keuangan no SR1/D.03/2015.
He was appointed as Independent Commissioner of PT Bank MNC Internasional Tbk by the resolution of the GMS on December 2013 and based on the EGMS on 12 November 2014 he was appointed as President Commissioner cum Independent Commissioner starting on 2 January 2015, in accordance with the approval letter from the Financial Services Authority No. SR-1/D.03/2015.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Purnadi Harjono Komisaris Commissioner
Warga Negara Indonesia, 53 tahun. Berdomisili di Jakarta. Beliau menyelesaikan Bachelor of Business Administration dari Fakultas Bisnis University of Wisconsin, Madison, Amerika Serikat pada tahun 1985. Beliau pernah menjabat sebagai Bank Officer Program Trainee, Assistant Manager Credit Marketing, dan Manager Corporate Banking PT Bank International Indonesia, Branch Manager, dan Deputy General Manager – Credit Division PT Bank Danamon Indonesia, Senior Vice President – Credit and Marketing Division Head PT Bank Central Dagang, Head of Corporate Banking PT Bank Unibank Tbk, Kepala Biro Kredit dan Legal, dan Kepala Biro Marketing and Business Development PT Bank Unibank Tbk.
Indonesian citizen, 53 years old. Domiciled in Jakarta. He graduated with a Bachelor’s degree in Business Administration from the Business School of University of Wisconsin, Madison, USA in 1985. He has served as Bank Officer Trainee, Assistant Manager Credit Marketing and Manager of Corporate Banking of PT Bank International Indonesia, Branch Manager and Deputy General Manager – Credit Division of PT Bank Danamon Indonesia, Senior Vice President – Credit and Marketing Division Head of PT Bank Central Dagang, Head of Corporate Banking of PT Bank Unibank Tbk, Head of Credit and Legal and Head of Marketing and Business Development of PT Bank Unibank Tbk.
Selanjutnya beliau pernah menjabat sebagai Wakil Direktur Utama PT MNC Finance, Direktur PT Bhakti Capital Indonesia Tbk, Direktur Utama PT Inti Ragam Olefindo, Direktur Utama PT Iroland Mulia Bersama, Direktur Utama PT Pancaran Harapan Bangsa, Direktur Utama PT MNC Finance (dh PT Bhakti Finance), Komisaris PT MNC Life Assurance, Komisaris Utama PT MNC Asuransi Indonesia dan Direktur MNC Capital. Beliau menjabat sebagai Komisaris PT Bank MNC Internasional Tbk efektif sejak 9 Juni 2014.
Subsequently, he served as Vice President Director of PT MNC Finance, Director of PT Bhakti Capital Indonesia Tbk, President Director of PT Inti Variety Olefindo, President Director of PT Iroland Mulia Together, President Director of PT Arc of Hope Nation, President Director of PT MNC Finance (formerly PT Bhakti Finance), Commissioner of PT MNC Life Assurance, President Commissioner of PT MNC Asuransi Indonesia and Director of MNC Capital. He has been serving as Commissioner of PT Bank Internasional Tbk MNC since 9 June 2014.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Eko B. Supriyanto Komisaris Independen Independent Commissioner
Warga Negara Indonesia, 52 tahun. Berdomisili di Jakarta. Beliau menyelesaikan Program Pascasarjana di bidang studi Magister Ekonomi jurusan Perbankan dan Pasar Modal dari Universitas Trisakti, Jakarta tahun 2014. Pada Periode 2009 – November 2014 sebagai komisaris Independen yang juga menjadi ketua Komite Remunerasi dan Nominasi serta menjadi Ketua Komite Audit (2009-2011) dan anggota Komite Audit dan Pemantau Risiko (2011-2014).
Indonesian citizen, 52 years old. Domiciled in Jakarta. He graduated with the Master of Economic degree majoring in Banking and Capital Markets from Trisakti University, Jakarta in 2014. In the period of 2009 – November 2014 he served as Independent Commissioner and Chairman of the Remuneration and Nomination Committee and the Chairman of the Audit Committee (2009-2011) and Member of the Audit and Risk Monitoring Committees (2011-2014).
Sebelumnya, karir alumnus Universitas Pembangunan Nasional (UPN) “Veteran” Jakarta tahun 1997 ini, (2006-2013) menjabat sebagai Direktur Utama PT Infoartha Pratama Penerbit dari Majalah Infobank sekaligus merangkap sebagai penanggung jawab dan Wakil Pimpinan Redaksi Majalah Infobank. Karir di Infobank dimulai sejak tahun 1997 dengan berbagai jenjang karir, antara lain Direktur Biro Riset Info Bank Sejak September 2013 sampai 2015 beliau menjabat sebagai Komisaris Majalah Infobank. Sejak April 2015 sampai sekarang menjadi Direktur Utama dan merangkap Pimpinan Redaksi Info Bank.
Previously, the career of the National Development University (UPN) Veteran Jakarta alumnus (class of 1997), included as President Director of PT Infoartha Pratama, the publisher of Infobank Magazine (2006-2013) and concurrently as the responsible party and Deputy Chief Editor of Infobank Magazine. His career in Infobank started in 1997 with a variety of positions, including Director of Research Bureau of Infobank. Since September 2013 until now, he has been serving as Commissioner of Infobank Magazine.
Selain itu, beliau aktif di berbagai organisasi, seperti di Perbanas sebagai Anggota Bidang Publikasi dan Hubungan Masyarakat (2011-sekarang), di Ikatan Bankir Indonesia Anggota Bidang Publikasi dan Hubungan (2012-sekarang). Ia juga sejak tahun 2005 sebagai pengurus Ikatan Sarjana Ekonomi Indonesia (ISEI) Jakarta dan Pengurus Pusat ISEI. Beliau juga menjabat sebagai Bendahara Umum di Forum Pimpinan Redaksi Indonesia (2012-2015).
In addition, he is active in various organizations, such as in Perbanas as Member of the Publications and Public Relations (2011-present), at the Indonesian Bankers Association as Member of the Publications and Public Relations (2012-present). He has also since 2005 been member of the board of the Indonesian Association of Bachelors of Economics (ISEI) Jakarta. He also serves as Treasurer at the Editors Forum of Indonesia (2012-present).
Beliau diangkat sebagai Komisaris Independen PT Bank MNC Internasional Tbk berdasarkan RUPSLB 12 Nopember 2014, dan efektif menjabat berdasarkan surat Otoritas Jasa Keuangan (OJK) No.SR-2/D.03/2015 tanggal 2 Januari 2015.
He was appointed as Independent Commissioner of PT Bank MNC Internasional Tbk by the resolution of the EGMS on 12 November 2014, and received the effective statement from the Financial Services Authority (OJK) No. SR-2/D.03/2015 dated 2 January 2015.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja Kinerja 2015 2015
Performance 2015 Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Profil Perusahaan Company Profile
Informasi Analisis dan Pemegang Saham Shareholders Information Pembahasan Manajemen Management Discussion and Analysis
Profil Direksi
BOARD OF Directors PROFILE
3
4
1
Benny Purnomo
2
Benny Helman
3
Nerfita Primasari
4
60
1
Presiden Direktur President Director
Direktur Director
Direktur/Plt Direktur Kepatuhan Director/Compliance Director (Act)
Widiatama Bunarto Direktur Independen Independent Director
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
2
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Benny Purnomo Direktur Utama President Director
Warga Negara Indonesia, 49 tahun. Berdomisili di Jakarta. Beliau menyelesaikan Program Pascasarjana di bidang studi Manajemen dari UNIKA Atmajaya pada tahun 2003. Memulai karir sebagai Programmer di Inti Salim Corpora tahun 1989 – 1991. Sejak tahun 1992 sampai dengan 2006 berkarir di PT Bank Central Asia, Tbk. dengan berbagai posisi yang pernah dijabat antara lain Branch Support Pro Manager, Branch Support Assistant Manager, System Development Deputy Manager, Product Management Deputy Manager, Special Account Management Deputy Manager, Priority Service Management Manager, dan terakhir menjabat sebagai Product Management Senior Manager.
Indonesian citizen, 49 years old. Domiciled in Jakarta. He graduated with the Master of Management degree from Atma Jaya Catholic University in 2003. He started his career as Programmer at Inti Salim Corpora from 1989 to 1991. From 1992 to 2006 he worked at PT BCA Tbk, with the positions held including Branch Support Pro Manager, Branch Support Assistant Manager, System Development Deputy Manager, Product Management Deputy Manager, Special Accounts Management Deputy Manager, Priority Service Management Manager and most recently as Product Management Senior Manager.
Melanjutkan karir di PT Bank OCBC NISP Tbk sebagai Consumer Channel Division Head dari tahun 2006 – 2009, dan sebagai Direktur PT Bank Mutiara Tbk pada 2009 – 2014. Beliau diangkat sebagai Wakil Presiden Direktur PT Bank MNC Internasional Tbk sejak tanggal 9 Juni 2014. Pada tanggal 12 November 2014, Beliau diangkat sebagai Presiden Direktur PT Bank MNC Internasional Tbk.
He continued his career at PT Bank OCBC NISP Tbk as Consumer Channel Division Head in 2006-2009, and Director of PT Bank Mutiara Tbk in 2009-2014. He was appointed Vice President Director of PT Bank Internasional Tbk MNC on 9 June 2014. On 12 November 2014, he was appointed as President Director of PT Bank MNC Internasional Tbk.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Benny Helman Direktur Finance Director of Finance
Warga Negara Indonesia, 42 tahun. Berdomisili di Jakarta. Beliau memulai karirnya di Kantor Akuntan Publik Prasetio Utomo (Arthur Andersen) setelah meraih gelar Sarjana Ekonomi Jurusan Akuntansi di Universitas Trisakti pada tahun 1995.
Indonesian citizen, 42 years old. Domiciled in Jakarta. He began his career at the public accounting firm Prasetio Utomo (Arthur Andersen) after earning a Bachelor of Economics degree from the Department of Accounting, Trisakti University, in 1995.
Beliau pernah menjabat antara lain sebagai Internal Audit Manager di Nexus Group. Bekerja di Citibank Indonesia selama 12 tahun dengan posisi terakhir sebagai Director– Country Controller. Kemudian menjabat sebagai Business Controller Director for Downstream Centre Golden Agri Resources Ltd, Direktur – Head of Finance System and Project Implementation Citibank Australia and New Zealand. Beliau diangkat sebagai Direktur PT Bank MNC Internasional Tbk sejak tanggal 9 Juni 2014.
He served among others as Internal Audit Manager at Nexus Group, then worked at Citibank Indonesia for 12 years with his last position being the Director-Country Controller. He subsequently served as Business Controller Director for Downstream Centre at Golden Agri Resources Ltd, and then Director – Head of Finance System and Project Implementation at Citibank Australia and New Zealand. He was appointed as Director of PT Bank Internasional Tbk MNC on 9 June 2014.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Nerfita Primasari Direktur/Plt Direktur Kepatuhan Director/Compliance Director (Act)
Warga Negara Indonesia, 44 tahun. Berdomisili di Jakarta. Beliau Menyelesaikan Master of Management di Universitas Gadjah Mada pada tahun 2006.
Indonesian citizen, 44 years old. Domiciled in Jakarta. She graduated with a Master of Management degree from Gadjah Mada University in 2006.
Memulai berkarir sebagai Human Resources Representative di PT Digital Astra Nusantara tahun 1996 – 1998. Sejak tahun 1998 sampai dengan 2003 berkarir di Hewlett Packard Indonesia sebagai Human Resources Services Advisor. Melanjutkan karir sebagai Country Human Resource Manager di PT SAP Indonesia pada tahun 2003 – 2004.
She started her career as Human Resources Representative at PT Digital Astra Nusantara in 1996-1998. From 1998 to 2003 she worked at Hewlett Packard Indonesia as Human Resources Services Advisor. She continued her career as Country Human Resource Manager at PT SAP Indonesia in 2003-2004.
Kemudian kembali berkarir di Hewlett Packard Indonesia pada 2004 – 2005 sebagai Human Resource Program Manager for South East Asia Total Reward. Selanjutnya beliau menjabat sebagai Senior Vice President – Global Consumer Banking HR Head di Citibank, N.A. Indonesia. Beliau diangkat sebagai Direktur PT Bank MNC Internasional Tbk sejak tanggal 24 Juli 2014.
Subsequently she returned to work at Hewlett Packard Indonesia in 2004-2005 as Human Resource Program Manager for South East Asia Total Reward. She then served as Senior Vice President - Global HR Head of Consumer Banking at Citibank, N.A. Indonesia. She was appointed as Director of PT Bank MNC Internasional Tbk on 24 July 2014.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Widiatama Bunarto Direktur Independen Independent Director
Warga Negara Indonesia, 50 tahun. Berdomisili di Jakarta. Beliau menyelesaikan Pascasarjana Manajemen Umum dari Institut Pengembangan Manajemen Indonesia (IPMI), Jakarta.
Indonesian citizen, 50 years old. Domiciled in Jakarta. He completed his Master in General Management degree from Management Development Institute Indonesia (IPMI), Jakarta.
Beliau pernah berkarir di Schlumberger Wireline Services sebagai Junior Field Engineer Bulan Juni sampai dengan September 1990. Kemudian Desember 1990 sampai dengan Agustus 1999 beliau berkarir di IBM Indonesia dengan posisi jabatan sebagai System Engineer Banking, Finance and Securities. Posisi terakhir menjabat sebagai Global Services Resource Head. Pada Bulan Agustus 1999 sampai dengan Februari 2010 berkarir di Citibank Indonesia dengan posisi jabatan terakhir sebagai Corporate Banking Operations Department Head. Beliau melanjutkan karir di PT Bank CIMB Niaga Tbk pada tahun 2010 sampai dengan 2014 dengan posisi jabatan awal sebagai Head of HR Service and Planning dan jabatan terakhir sebagai Head of National Branch Operations.
He had a career at Schlumberger Wireline Services as Junior Field Engineer from June to September 1990. From December 1990 to August 1999 he worked at IBM Indonesia with the position as System Engineer Banking, Finance and Securities. His final position was Global Services Resource Head. From August 1999 to February 2010 he worked at Citibank Indonesia with the final position as Corporate Banking Operations Department Head. He continued to work at PT Bank CIMB Niaga Tbk from 2010 to the beginning of 2014 as Head of HR Service and Planning and his final position was as Head of National Branch Operations.
Beliau menjabat sebagai Direktur PT Bank MNC Internasional Tbk terhitung sejak ditutupnya Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) tanggal 12 November 2014, yang sebelumnya telah disetujui oleh Otoritas Jasa Keuangan atas pencalonan beliau sebagai Direktur Perseroan berdasarkan surat Otoritas Jasa Keuangan No. SR-174/D.03/2014 tertanggal 6 Oktober 2014.
He served as Director of PT Bank MNC Internasional Tbk by the resolution of the Extraordinary General Meeting of Shareholders (EGMS) on 12 November 2014, after having received approval from the Financial Services Authority on his nomination as Director of the Company, by virtue of the Financial Services Authority letter No. SR-174/D.03/2014 dated 6 October 2014.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Profil Karyawan EMPLOYEE Profile
Komposisi Jumlah Karyawan Tetap Berdasarkan Level Organisasi Permanent Workforce Composition by Organizational Level JENJANG KEPANGKATAN
2015
2014 3
Komisaris
Level 3
Commissioner
Komite Audit
2
2
Audit Committee
Komite Pemantau Risiko
2
2
Risk Monitoring Committee Board of Directors
4
6
44
38
Manager
203
177
Manager
Officer
242
242
Officer
Staff
519
521
Staff
1.019
991
TOTAL
Direksi Pejabat Eksekutif
TOTAL
Executive Officer
Komposisi Jumlah Karyawan Berdasarkan Level Pendidikan Workforce Composition by Level of Education Jenjang Pendidikan
2015
2014
Level of Education
19
9
Diploma
218
221
Sarjana
779
784
Bachelor’s
TOTAL
1.019
991
TOTAL
Non Diploma
Non-Diploma Diploma
Komposisi Jumlah Karyawan Berdasarkan Status Kepegawaian Workforce Composition by Employment Status JUMLAH KARYAWAN/Number of Employees
TAHUN Year
PEGAWAI TETAP Permanent
KONTRAK Contract
OUTSOURCE Outsource
TOTAL TIDAK TERMASUK OUTSOURCE Total not including Outsource
TOTAL TERMASUK OUTSOURCE Total including
2015
920
99
420
1.019
1.435
2014
964
27
470
991
1.461
Pengembangan Pegawai
EMPLOYEE DEVELOPMENT
Pengembangan kompetensi pegawai baik hard skill maupun soft skill menjadi salah satu program utama di tahun 2015. Bank mengeluarkan biaya training untuk tahun 2015 sebesar Rp5,103 miliar dengan rata-rata 3,38 hari training per karyawan (training days/employee).
The development of employees’ hard skills and soft skills was one of the main programs in 2015. Total training costs for 2015 amounted to rp5,103 billion with an average of 3.38 days of training per employee (training days / employee).
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Komposisi Pemegang Saham Shareholding Composition
SAHAM (LEMBAR) Shares
KETERANGAN
PERSENTASE Percentage (%)
DESCRIPTION
MNC Kapital Indonesia
7.499.923.241
39,21
MNC Kapital Indonesia
MARCO PRINCE CORP
2.654.374.881
13,88
MARCO PRINCE CORP
RBC SINGAPORE - CLIENTS A/C
1.909.537.680
9,98
RBC SINGAPORE - CLIENTS A/C
Citibank Singapore S/A BK Julius Baer & Co Ltd
1.047.054.000
5,47
Citibank Singapore S/A BK Julius Baer & Co Ltd
Masyarakat (di bawah 5%) TOTAL
6.018.673.270
31,46
19.129.563.072
100,00
Public (under 5%) TOTAL
Pemegang Saham yang Memiliki 5% atau Lebih Saham Shareholders with Ownership of 5% or More PERSENTASE Percentage (%)
SAHAM (LEMBAR) Shares
KETERANGAN
STATUS Status
DESCRIPTION
MNC CAPITAL INDONESIA TBK
7.499.923.241
39,21
L
MNC Kapital Indonesia
MARCO PRINCE CORPORATION
2.654.374.881
13.88
A
MARCO PRINCE CORP
RBC SINGAPORE-CLIENTS A/C
1.909.537.680
9,98
A
RBC SINGAPORE - CLIENTS A/C
BANK JULIUS BAER AND CO LTD SINGAPORE
1.047.054.000
5,47
A
Citibank Singapore S/A BK Julius Baer & Co Ltd
Kepemilikan Saham oleh Direktur dan Komisaris Ownership of Shares by Directors and Commissioners NAMA Name
KEPEMILIKAN SAHAM Share Ownership
JABATAN
%
Position
Bambang Ratmanto
Komisaris Utama
0
0
President Commissioner
Purnadi Harjono
Komisaris
0
0
Commissioner
Eko B. Supriyanto
Komisaris (Independen)
0
0
Independent Commissioner
Benny Purnomo
Direktur Utama
0
0
President Director
Benny Helman
Direktur Finance
0
0
Director of Finance
Nerfita Primasari
Direktur/Plt Direktur Kepatuhan
0
0
Director/Compliance Director (Act)
Widiatama Bunarto
Direktur (Independen)
0
0
Independent Director
Daftar Entitas Anak dan/atau Entitas Asosiasi List of Subsidiaries and/or Associated Entities Sampai dengan 31 Desember 2015, Bank tidak memiliki entitas anak maupun entitas asosiasi.
Up to 31 December 2015, the Bank had no subsidiaries or associated entities.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Sumber Daya Manusia Human Resources
Management Report
Profil Perusahaan Company Profile
Tata Kelola Perusahaan Good Corporate Governance
Analisis dan Pembahasan Manajemen
Tanggung Jawab Sosial Perusahaan Management Discussion Corporate Social Responsibility
and Analysis
Struktur Group Perusahaan Struktur Korporasi The Company’s Group Structure Corporation Structure
Media Media
Jasa Keuangan Financial Services
PT Global Mediacom Tbk
Media Berbasis Konten dan Iklan Content and Advertising Based Media
PT MNC Kapital Indonesia Tbk
Bank Bank
Properti Property
Investasi Keuangan Financial Investments
PT MNC Land Tbk
Pengembangan Properti Gaya Hidup & Hiburan Lifestyle & Entertainment Development • Lido Integrated Resort & Themepark
TV Nasional Free-To-Air Free-To-Air TV
Konten Content
Lainnya Others
Pustaka Konten & Distribusi Library & Distribution
Media Cetak Print Media
Saluran TV Channel
Pembiayaan Multi Finance
Pengembangan Resor Resort Development • Westin Resort & Convention Center, Bali • Bali Nirwana Resort, Bali
Jaringan Radio Radio Networks
Rumah Produksi Production
Asuransi Jiwa Life Insurance Pengembangan Properti Umum General Property Development
Agen Periklanan Adv. Agency
• Gedung Perkantoran | Office Building • Hotel • Apartemen | Apartments • Layanan Properti | Property Services
Sekuritas Securities Dukungan Media Channel
Media Berbasis Pelanggan Subscription Based Media MNC Sky Vision
Manajemen Investasi Asset Management
MNC Kabel Mediacom
Media Online Online Media
Asuransi Umum General Insurance
Sewa Guna Usaha Leasing
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
PT MNC Investama Tbk 2015 Annual Report
15
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
PT. MNC Kapital Indonesia, Tbk. merupakan pemegang saham pengendali dari PT. Bank MNC Internasional, Tbk., dengan kepemilikan saham sebesar 39,21%. Selain PT. Bank MNC Internasional Tbk., PT. MNC Kapital Indonesia, Tbk., memiliki 6 anak perusahaan lain yaitu:
PT MNC Kapital Indonesia Tbk is the controlling shareholder of PT Bank MNC Internasional Tbk, with ownership of 39.21%. In addition to PT Bank MNC Internasional Tbk, PT MNC Kapital Indonesia has 6 other subsidiaries, namely:
- - - - - -
- - - - - -
PT. MNC Life Assurance (MNC LIFE) PT. MNC Asuransi Indonesia (MNC insurance) PT. MNC Guna Usaha Indonesia (MNC leasing) PT. MNC Securities(MNC securities) Laporan Manajemen Profil Perseroan Managements’ Report Company Profile Management (MNC asset management) PT. MNC Asset PT. MNC Finance (MNC finance)
PT MNC Life Assurance (MNC LIFE) PT MNC Asuransi Indonesia (MNC insurance) PT MNC Guna Usaha Indonesia (MNC leasing) PT MNC Securities(MNC securities) Pembahasan dan Analisa Manajemen Discussion(MNC and Analysis PT MNC AssetManagement Management asset management) PT MNC Finance (MNC finance)
Keenam perusahaan ini merupakan “sister company” dari PT. MNC Bank Internasional Tbk. PT. Bank MNC Internasional tidak memiliki kepemilikan saham terhadap keenam “sister company” tersebut.
These six subsidiaries are sister companies of PT MNC Bank Internasional Tbk. PT Bank MNC Internasional Tbk has no ownership of shares in the six sister companies.
Di bawah ini adalah struktur perusahaan di bawah PT. MNC Kapital Indonesia, Tbk.:
Below is the group structure of PT MNC Kapital Indonesia Tbk.:
Struktur Korporasi Corporate Structure
Per 31 Desember 2015, Struktur Korporasi PT MNC Kapital Indonesia Tbk adalah sebagai berikut:
As of December 31, 2015, the Corporate Structure of PT MNC Kapital Indonesia Tbk was as follows:
PT MNC KAPITAL INDONESIA Tbk
Perbankan Banking
Pembiayaan Multi Finance
Sewa Guna Usaha Leasing
Asuransi Jiwa Life Insurance
Asuransi Umum General Insurance
Sekuritas Securities
Manajemen Investasi Investment Management
Anjak Piutang Factoring
Asuransi Jiwa Kumpulan Group Life Insurance
Asuransi Kendaraan Bermotor Motor Vehicle Insurance
Jasa Penasehat Keuangan Financial Advisory Services
Jasa Manager Investasi Investment Manager Services
Sewa Pembiayaan dan Operasi Finance & Operating Lease
Asuransi Jiwa Individu Individual Life Insurance
Asuransi Properti Property Insurance
Penjamin Emisi Efek Underwriting
Jasa Penasehat Investasi Investment Advisory Services
Kartu Kredit Credit Card
Asuransi Pengangkutan Marine Cargo Insurance
Jasa Perantara Pedagang Efek Brokerage Services
Tresuri Treasury
Asuransi Engineering Engineering Insurance
Jasa Riset Research Services
Trade Finance
Asuransi Aviasi Aviation Insurance
Produk Dana Funding Product
Pembiayaan Konsumen Consumer Financing
Fasilitas Kredit Loan Facility
Entitas Anak PT MNC Kapital Indonesia Tbk No.
Perusahaan Company
Subsidiaries PT MNC Kapital Indonesia Tbk Persentase Kepemilikan (%) Percentage of Ownership (%)
Alamat Address
Status Operasi Operational Status
Bidang Usaha Nature of Business
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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1.
PT MNC Securities (MNCS)
99,99
MNC Financial Center 14th-16th Floor Jl. Kebon Sirih No. 21-27 Jakarta 10340, Indonesia
Sekuritas Securities
Beroperasi Operating
2.
PT MNC Asset Management (MNCAM)
99,99
MNC Financial Center 9th-10th Floor
Manajemen Investasi
Beroperasi
03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Kronologis Pencatatan Saham Share Listing Chronology Penawaran Umum Perdana Saham
Initial Public Offering of Shares
Pada tanggal 27 Juni 2002, Bank memperoleh pernyataan efektif dari Ketua BAPEPAM dengan surat No. S-1402/ PM/2002 untuk melakukan penawaran umum saham atas 500.000.000 saham Bank kepada masyarakat. Nilai nominal per saham adalah sebesar Rp 100 dan harga penawaran adalah sebesar Rp 120 per saham. Pada tanggal 15 Juli 2002, saham Bank telah dicatatkan pada Bursa Efek Indonesia.
On 27 June 2002 the Bank received effective statement from Bapepam-LK Chairman with the letter No. S-1402/PM/2002 to conduct initial public offering of 500,000,000 shares of the Bank to the public. The share nominal price was Rp 100 and the offering price was Rp 120 per share. On 15 July 2002, the Bank’s shares were registered on the Indonesian Stock Exchange.
Penawaran Umum Saham Terbatas I
Rights Issue I
Pada tanggal 23 November 2005, Bank memperoleh pernyataan efektif dari Ketua BAPEPAM dengan surat No. S-3278/PM/2005 untuk melakukan Penawaran Umum Terbatas I atas 3.000.000.000 saham Bank dengan harga penawaran sama dengan nilai nominal sebesar Rp 100 per saham, disertai dengan penerbitan 666.666.654 Waran Seri I yang memberikan hak pemegang saham untuk membeli saham baru dengan harga pelaksanaan Rp 120 per saham. Pembelian dapat dilakukan selama masa pelaksanaan yaitu mulai tanggal 30 Juni 2006 sampai dengan 29 Desember 2010. Saham-saham tersebut telah dicatatkan pada Bursa Efek Indonesia pada tanggal 2 Januari 2006.
On 23 November 2005, the Bank received effective statement from Bapepam-LK Chairman with the letter No. S-3278/ PM/2005 to conduct Rights Issue I on 3,000,000,000 shares of the Bank with the offering price equal to the nominal price of Rp 100 per share, followed with the issuance of 666,666,654 Warrants Serie I that provide the right to shareholders to purchase new shares with the execution price of Rp 120 per share. The purchase could be done during the execution period, i.e. from 30 June 2006 to 29 December 2010. These shares were listed on the Indonesia Stock Exchange on 2 January 2006.
Penawaran Umum Saham Terbatas II
Rights Issue II
Pada tanggal 22 Juni 2010,Bank memperoleh penyertaan efektif dari Ketua BAPEPAM-LK melalui surat No. S-5539/ BL/2010 untuk melakukan Penawaran Umum Terbatas II (“PUT II”) kepada para pemegang saham perseroan dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) dengan penerbitan obligasi wajib konversi yang diberi nama obligasi wajib konversi Bank ICB Bumiputera tahun 2010 (“OWK”) dengan jumlah pokok sebesar Rp 150.000 juta.
On 22 June 2010, the Bank received effective statement from Bapepam-LK Chairman with the letter No. S-5539/ PM/2010 to conduct Rights Issue II on 3,000,000,000 shares of the Bank to shareholders for the rights issue involved in the issuance of the obligatory convertible bonds called the Obligatory Convertible Bond Bank ICB Bumiputera 2010 (“OWK”) with a principal amount of Rp150,000 million.
Setiap pemegang 10 (sepuluh) saham Bank yang namanya tercatat dalam Daftar Pemegang Saham Bank pada tanggal 2 Juli 2010 pukul 16.00 WIB berhak atas 3 (tiga) HMETD dimana setiap 1 (satu) HMETD berhak untuk membeli 1 (satu) satuan OWK,dengan harga penawaran sebesar Rp 100 setiap 1 (satu) satuan OWK yang harus dibayar penuh pada saat mengajukan pemesanan OWK.
Each ownership of 10 (ten) shares of the Bank whose names were listed on the Bank’s Shareholders List on 2 July 2010 at 16.00 WIB has the right to 3 (three) rights to purchase 1 (one) unit of OWK, with the offering price of Rp100 per unit of OWK that must be fully paid for when ordering the OWK.
Penawaran Umum Saham Terbatas III
Rights Issue III
Pada tanggal 20 Juni 2014, Bank memperoleh surat pernyataan efektif dari Dewan Komisioner Otoritas Jasa Keuangan No. S-291/D.04/2014 untuk melakukan Penawaran Umum Terbatas III (“PUT III”) dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) sebanyak 8.046.248.527 lembar saham dengan harga penawaran Rp 100 per saham yang disertai dengan penerbitan Waran Seri
On 20 June 2014, the Bank received effective statement from the Board of Commissioners of the Financial Services Authority with the letter No. S-291/D.04/2014 to conduct Rights Issue III on 8,046,248,527 shares of the Bank, with the offering price of Rp100 per share, accompanied by the issuance of Warrant Serie II amounting to 1,828,692,847 warrants, where on each 22 shares from the rights issue
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
II sebanyak 1.828.692.847 waran, dimana setiap 22 saham hasil pelaksanaan HMETD tersebut melekat 5 Waran Seri II yang memberikan hak kepada pemegang saham untuk membeli saham baru dengan harga pelaksanaan Rp 150 per saham. Pelaksanaan Waran Seri II dapat dilaksanakan mulai tanggal 4 Februari 2015 sampai dengan tanggal 3 Juli 2017 dimana setiap pemegang 1 waran berhak untuk membeli 1 saham Bank.
are attached 5 Warrant Serie II, which give the right to shareholders to purchase the new shares with an execution price of Rp150 per share. The execution of Warrant Serie II could be conducted starting from 4 February 2015 to 3 July 2017, where each holder of 1 warrant has the right to purchase 1 share of the Bank.
Pada tanggal 31 Desember 2014, sejumlah 14.882.003.797 saham Bank telah dicatatkan pada Bursa Efek Indonesia dan sejumlah 150.323.271 saham yang merupakan saham pendiri tidak dicatatkan di bursa.
By 31 December 2014, as many as 14,882,003,797 shares of the Bank had been registered on the Indonesia Stock Exchange, and as many as 150,323,271 shares who are founders’ shares are not listed on the stock market.
Penawaran Umum Saham Terbatas IV
Rights Issue IV
Pada tanggal 25 September 2015, Bank memperoleh surat pernyataan efektif dari Dewan Komisioner Otoritas Jasa Keuangan No. S-437/D.04/2015 untuk melakukan Penawaran Umum Terbatas IV (“PUT IV”) dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) sebanyak 6.744.407.924 lembar saham dengan harga penawaran Rp 100 per saham.
On 25 September 2015, the Bank received effective statement from the Board of Commissioners of the Financial Services Authority with the letter No. S-437/D.04/2015 to conduct Rights Issue IV on 6,744,407,924 shares with the offering price of Rp100 per share.
Pada tanggal 31 Desember 2015, sejumlah 18.938.267.441 saham Bank telah dicatatkan pada Bursa Efek Indonesia dan sejumlah 191.295.631 saham yang merupakan saham tidak dicatatkan di bursa sesuai dengan ketentuan peraturan perundangan yang berlaku.
By 31 December 2015, as many as 18,938,267,441 shares of the Bank had been registered on the Indonesia Stock Exchange, and as many as 191,295,631 shares who are founders’ shares are not listed on the stock market.
Kronologis Pencatatan Waran Warrant Listing Chronology
Jenis Efek Tanggal Penerbitan Type of Securities Issuance Date
Waran/Warrant
4 Februari 2016/ February 4, 2016
Total Efek Yang Diterbitkan Total Securities Issued 1.828.692.847
Efek Yang Telah Dikonversi Total Securities Converted Jumlah Amount
Nilai Value
1.000
Rp.150.000
Jumlah Efek Yang Belom Dikonversikan Total Securities not yet Converted 1.828.691.847
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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03 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Lembaga Penunjang Pasar Modal Capital Market Supporting Institution
BIRO ADMINISTRASI EFEK PT BSR Indonesia
Komplek Perkantoran ITC Roxy Mas Blok E1 No.10-11 Jl. K.H. Hasyim Ashari Jakarta 10150 Telepon : (021) 631 7828 Faksimili : (021) 631 7827 No. STTD/No. STTD
Share Registrar PT BSR Indonesia
Komplek Perkantoran ITC Roxy Mas Blok E1 No.10-11 Jl. K.H. Hasyim Ashari Jakarta 10150 Phone : (021) 631 7828 Facsimile : (021) 631 7827
: 921/KMK.010/1990 Tanggal 13 Agustus 1990/921/KMK.010/1990 dated 13 August 1990
Pedoman Kerja/Work Guidelines : Peraturan Pasar Modal dari BAPEPAM dan LK/Bapepam-LK Capital Market Regulations
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Nama dan Alamat Kantor Name and Office Address KANTOR PUSAT/HEAD OFFICE Gedung MNC Financial Center, Lantai 6,7,8. Jl. Kebon Sirih Raya No 27 Jakarta Pusat. 10340 Telp : 02129805555
KANTOR CABANG/BRANCH OFFICE KC Wisma Bumiputera Wisma Bumiputera Jl. Jend. Sudirman Kav.75 12910 Telp : 0215701621
KC Surabaya Jl. Kertajaya No.67-69 Surabaya 60286 Telp : 0315033992
KC Nangka Pekanbaru Pertokoan Mella, Jl.Tuanku Tembusai, Pekanbaru 28282 Telp : 0761572666
KC Bandung Jl. Ir. H. Juanda No.62 Bandung 40116 Telp : 0224265100
KC Medan Komp The Crown Jl. S Parman No.18 Medan 20153 Telp : 0614554145
KC Denpasar Dewata Square, Jl. Puputan Renon Denpasar 80114 Telp : 0361228149
KC Yogyakarta Jl. Prof.Herman Yohanes No.1331 Yogyakarta 55223 Telp : 0274547547
KC Balikpapan Jl. Jend. Sudirman No.327 Balikpapan 76114 Telp : 0542744881
KC Jambi Jl. Kol. Abunjani No.29B Sipin, Jambi 36129 Telp : 074160827
KC Batam Jl. Engku Putri Batam Center, Batam 29461 Telp : 0778472555
KC Tarakan Jl. Jend. Sudirman No.02 Kr Balik, Tarakan 77112 Telp : 055136700
KC Semarang Jl. Pandanaran No.2-6 Semarang 50134 Telp : 0248312999
KC Samarinda Jl. KH. Abul Hasan No.61 Samarinda 75111 Telp : 054121840
KC Makassar Jl. Gunung Bulusaraung, Gaddong, Makassar 90115 Telp : 04113651551
KC Bogor Jl. Raya Pajajaran No.41, Ruko No.5 Bogor 16128 Telp : 02518332234
KC Solo Jl. Slamet Riyadi No.316 Surakarta 57141 Telp : 0271733855
KANTOR CABANG PEMBANTU/Sub-Branch Office KCP Blok M Jl. Sultan Hassanuddin No. 41 Kebayoran Baru 12160 Telp : 0217221232
KCP Cempaka Putih Jl. Cempaka Putih Raya No. 101A Cempaka Putih 10510 Telp : 02142880057
KCP Cibubur Pertokoan Citra Gran, Jl. Alternatif Cibubur 17435 Telp : 02184592550
KCP Fatmawati Komp.Duta Mas Blok A1 No. 3 Jl. RS Fatmawati 12150 Telp : 02172798266
KCP Glodok Plaza Glodok Plz Ground Fl No. 57 Jl Pinangsia Raya 11180 Telp : 02162302900
KCP Duta Merlin Jl. Gajah Mada No. 3-5 Blok A13-14 Jakarta Pusat 10130 Telp : 02163866101
KCP Meruya Rukan Kencana Niaga D1 No. 2M Jl Taman Aries 11620 Telp : 02158907407
KCP Mohamad Mansyur Jl. KH. Moh. Mansyur No. 8/B-3 Jakarta Pusat 10150 Telp : 0216314168
KCP Pluit Jl. Pluit Kencana No. 83 Blok Kavling No. 7A Jakarta Utara 14440 Telp : 0216627555
KCP MNC Tower MNC Tower Lantai 201, GF, B1F, Jl. Kebon Sirih No. 17-19 10340 Telp : 02129805588
KCP Soepomo Graha Alun lt Dasar Jl Prof Soepomo SH No. 233 12870 Telp : 0218318762
KCP Tangerang Jl. Jend. Sudirman No. 1 Cikokol Tangerang 15118 Telp : 02129239666
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Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
KCP Tanjung Duren Jl. Tanjung Duren Raya 90 A Tj Duren Utara 11470 Telp : 0215685051
KCP Wolter Jl. Wolter Monginsidi No. 88L Kebayoran Baru 12170 Telp : 0212700199
KCP Jemur Sari Jl. Raya Jemursari No. 252E, Prapen 60237 Telp : 0318483260
KCP Kembang Grand Flower, Jl. Pasar Kembang Surabaya 60263 Telp : 0315346809
KCP Mojokerto Jl. Gajah Mada No.136 Kab. Mojokerto 61313 Telp : 0321383208
KCP Sungkono Jl. Mayjen Sungkono No. 75 Surabaya 60255 Telp : 0315687768
KCP Kembang Jepun Jl. Kembang Jepun No. 45, Surabaya 60612 Telp : 0313551901
KCP Kerinci Komp RAPP Pangkalan Kerinci, Riau 28300 Telp : 076195802
KCP Sudirman Jl. Jend. Sudirman No. 337 Pekanbaru 28111 Telp : 076131455
KCP Sunda Jl. Sunda No. 52 B Bandung 40112 Telp : 0224205242
KCP Pasar Kosambi Ruko ITC Kosambi Blok E 12, Jl. Baranangsiang No. 8, Bandung 40112 Telp : 0224224727
KCP Asia Jl. Asia No.182 Medan 20214 Telp : 0617350919
KCP Krakatau Jl. Gunung Krakatau No. 19 C Medan 20238 Telp : 0616640411
KCP Setiabudi Jl. Setiabudi No.126B Medan 20122 Telp : 0614522110
KCP Ubud Jl. Ida Bagus Manik, Br Kutuh Kelod Ubud 80571 Telp : 0361972835
KCP Singaraja Jl. Diponegoro No.184 Kab. Singaraja 81115 Telp : 0361221645
KCP Sukowati Jl. Raya Sukowati No. 9x Kab. Gianyar 80582 Telp : 0361290074
KCP Brigjend Katamso Jl. Ibu Ruswo No. 61 C Kodya Yogyakarta 55121 Telp : 0274 557306
KCP Pekalongan Komplek Ruko KH. Mas Mansyur No. 5 Jl. KH. Mas Mansyur No. 30 Bendan, Pekalongan 51119 Telp : 02854417257
KCP Cileungsi Jl. Raya Narogong KM 23 No. 3 Cileungsi 16820 Telp : 02182484192
KCP Tajur Jl. Raya Tajur No.65 C Tajur Bogor 16141 Telp : 02518392999
KANTOR KAS (KK)/Cash office KK Depok Jl. Margonda Raya No.239 RT 01/12 Kelurahan Kemiri Muka, Kecamatan Beji Depok Depok 16423 Telp: (021) 77213163
KK Arkadia Gedung Perkantoran Arkadia Tower B, Jl. Simatupang Kav 88 Jakarta 12520 Telp: (021) 7827675
KK Pondok Indah Jl. Margaguna No. 9, Pondok Indah Jakarta 12420 Telp: (021) 7696162
KK Puri Indah Ruko Pasar Turi Jl. Puri Indah Raya Blok A No.18 Jakarta 11610 Telp: (021) 5808456
KK Pondok Gede Ruko Sangraha Danamas Blok G No.29 Mall Pondok Gede Bekasi 17414 Telp: (021) 84903905
KK Tanjung Priok Ruko Enggano Megah Blok B No 7-I. Jl. Enggano Tanjung Priok Jakarta 14310 Telp: (021) 43934936
KK Bekasi Kemang Pratama Ruko Kemang Pratama Blok AL No.8 Bekasi 17116 Telp: (021) 82419443
KK Sunter Jl. Danau Sunter Utara Blok C.1 No 3A Jakarta 14350 Telp: (021) 29460505
KK Cikarang Jababeka Central Business District Ruko The Capitol Jl. Niaga Raya Blok 2 No. 2H3 Cikarang 17550 Telp: (021) 89840518
KK Kelapa Gading Jl. Boulevard Barat Blok LC6 No.35, Kelapa Gading Jakarta 14240 Telp: (021) 4523118
KK Harco Elektronik Mangga Dua Ruko Agung Sedayu Blok D No.1 Jl. Mangga Dua Raya Jakarta 14430 Telp: (021) 62201233
KK Kebon Jeruk Gedung Global TV Jl. Lapangan Bola Kebon Jeruk Jakarta 15417 Telp: (021) 7415800
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Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
KK BSD CITY Sektor VII Ruko BSD City Sektor VII Blok RP No.96, Serpong Tangerang 15322 Telp: (021) 5379177
KK Bintaro Sentra Menteng Ruko Bintaro Sentra Menteng Blok MN 24 Bintaro Sektor VII Tangerang 15224 Telp: (021) 74863035
KK Bandara Soekarno Hatta Gedung JPT.1.P.05, Bandara Soekarno Hatta Cengkareng 19110 Telp: (021) 55916388
KK RS Awal Bross Jl. Jend. Sudirman No.117 Pekanbaru 28282 Telp: (0761) 761839502
KK Medan Bandung Jl. Bandung No.17/82 Medan Medan 20212 Telp: (061) 4576169
KK Binjai KK Kerobokan Jl. Sudirman No.134 Kab. Binjai Jl.Raya Kerobokan No.64 Medan 20762 Seminyak, Telp: (061) 8822957 Badung 80361 Telp: (0361) 731183
KK Badung Jl. Kartini No.56 Denpasar 80111 Telp: (0361) 245559
KK Tabanan Jl. Raya By Pass Ir. Soekarno, Kediri Kab. Tabanan Tabanan 82111 Telp: (0361) 817178
KK Pasar Karang Asem Jl. Kesatrian, Karang Asem Denpasar 80811 Telp: (0363) 22675
KK Hartono Mall Ground Floor Hartono Mall Jl. Ir. Soekarno Sukoharjo 57552 Telp: (0271) 3029133
KK Bekasi SNK Jl Jenderal A. Yani Blok A-8/12A Bekasi 17141 Telp : 02188854858
PP Juanda Jl. Raya Bandara Juanda KM.3-4 Surabaya 61253 Telp: 0318661045
PP Tanjung Mas Komp Ruko Mutiara Marina Kav 20 Jl. RE Martadinata Semarang 50129 Telp: 0247613325
KETERANGAN Kantor Pusat (HO) Kantor Cabang (MB)
KK Gading Serpong Ruko Alexandrite ALX3 No.31, Gading Serpong Tangerang 15810 Telp: (021) 54214378
KK Penuin Ruko Penuin Center Blok R No.04 Batam 29441 Telp: (0778) 457700
2015
2014
1
1
Description Head Office
16
16
Branch Office Sub Branches
Kantor Cabang Pembantu (SB)
33
34
Kantor Kas (CO)
26
40
Cash Office
2
2
Payment Point
Payment Point (PP) Jumlah Kantor
78
93
Total Offices
ATM
83
76
ATM
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
ANALISis dan Pembahasan MANAJEMEN Management Discussion & Analysis
Tinjauan Industri Industry Overview
79
Tinjauan Operasional Operational Review
81
Tinjauan Keuangan Financial Review
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2015 Annual Report | PT. BANK 2015MNC Annual INTERNASIONAL, Report | mnc bank TBK.
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Gejolak Perekonomian Global yang terus berlanjut di 2015 menjadi tantangan tersendiri bagi MNC Bank. Hal tersebut mendorong manajemen Bank untuk berupaya meningkatkan kinerja yang lebih baik dibandingkan tahun-tahun sebelumnya. Pada tahun 2015, MNC Bank merubah arah strategi perusahaan yang berfokus pada segmen perbankan Konsumer dengan didukung oleh segmen perbankan Wholesale dan Small Medium Enterprise. Perubahan tersebut telah memberikan dampak positif pada kinerja Bank. Jumlah dana pihak ketiga yang berhasil dihimpun Bank mengalami peningkatan sebesar Rp2.032,09 miliar (26,27%) dari Rp7.734,43 miliar di 2014 menjadi Rp9.766,53 miliar di 2015. Jumlah Kredit yang berhasil disalurkan Bank mengalami peningkatan sebesar Rp828 miliar (13,23%) dari Rp6.257 miliar di tahun 2014 menjadi Rp7.085 miliar di tahun 2015. Jumlah aset Bank tahun 2015 meningkat sebesar Rp2.706,29 miliar (28,70%) dari Rp9.430,72 miliar di tahun 2014 menjadi Rp12.137,00 miliar di tahun 2015. Jumlah laba bersih tahun berjalan meningkat sebesar Rp62,73 miliar (114,99%) dari total kerugian yang dialami MNC Bank selama tahun 2014 sebesar Rp54,56 miliar meningkat menjadi laba sebesar Rp8,18 miliar di tahun 2015. The prolonged global economic turmoil in 2015 posed certain challenges for MNC Bank. It encouraged the Bank’s management to improve its performance from that in the previous years. In 2015, MNC Bank changed the direction of its strategy, which focuses on the Consumer Banking segment, supported by the Wholesale Banking segment and Small Medium Enterprises segment. Such a change has made a positive impact on the Bank’s performance. Total third party funds collected by the Bank increased by Rp2,032.09 billion (26.27%) from Rp7,734.43 billion in 2014 to Rp9,766.53 billion in 2015. The amount of loans by the Bank successfully increased by Rp828 billion (13.23%) from Rp6,257 billion in 2014 to Rp7,085 billion in 2015. Total assets of the Bank in 2015 increased by Rp2,706.29 billion (28.70%) from Rp9,430.72 billion in 2014 to Rp12,137.00 billion in 2015. Total net income for the year increased by Rp62.73 billion (114.99%), from a net loss for the year in 2014, which amounted to Rp54.56 billion, to a net income for the year of Rp8.18 billion in 2015.
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Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tinjauan Industri Industry Overview Perekonomian Dunia
Global Economy
Pertumbuhan Ekonomi Global pada tahun 2015 masih jauh dibawah harapan, pertumbuhan melambat menjadi 2,4 persen dari 2,6 persen di tahun 2014. Kinerja yang tidak sesuai dengan harapan ini terutama disebabkan berlanjutnya pelemahan ekonomi di negara berkembang di tengah melemahnya harga komoditas dan perdagangan global. Kedepan, pertumbuhan global diproyeksikan akan stabil dan naik tipis, mencapai 2,9 persen pada 2016 dan 3,1 persen pada 2017-18. Pemulihan sedang di negara maju diperkirakan akan terus berlangsung dan stabilisasi ekspor atas komoditas utama adalah alasan utama di balik pemulihan ini. Namun, perkiraan ini sangat tergantung pada penurunan risiko dipasar negara berkembang karena perlambatan di pasar negara berkembang memiliki pengaruh yang besar untuk ekonomi dunia dan akhirnya bisa menahan pemulihan di negara maju. (Sumber: Januari 2016 Prospek Ekonomi Global Bank Dunia).
The Global Economic Growth in 2015 again fell short of expectations, slowing down to 2.4 percent from 2.6 percent in 2014. The disappointing performance was mainly due to a continued weakness of economic activity in emerging and developing economies amid weakening commodity prices and global trade. Going forward, global growth is projected to stabilize and to edge up, reaching 2.9 percent in 2016 and 3.1 percent in 2017-18. A modest recovery in advanced economies is expected to continue and activity stabilizes among major commodity exporters are the main reasons behind this rebound. However, these forecasts are subject to substantial downside risks as slowdown across large emerging markets could have substantial spillovers to the world economy and could eventually hold back the recovery in advanced economies. (Source: The World Bank’s January 2016 Global Economic Prospects).
Ekonomi AS diproyeksikan tumbuh pada tingkat sedang dengan kemungkinan Fed akan mempertahankan suku bunga rendah walaupun ada kemungkinan peningkatan tingkat suku bunga satu atau dua kali yang terjadi pada tahun 2016. Pertumbuhan ekonomi AS akan didukung oleh konsumsi berkelanjutan, peningkatan sektor perumahan, dan tentu saja karena kenaikan gaji, sementara manufaktur dan kinerja ekspor tetap stagnan. Di negara maju lainnya, pemulihan sedang dan tidak merata diperkirakan akan terus berlanjut dengan pelonggaran moneter dari Bank Sentral di Eropa dan Jepang. Secara keseluruhan, kondisi keuangan dalam negara maju tetap akomodatif.
The US economy is projected to grow at moderate levels with a dovish Fed is likely to keep the interest rate low for sometimes even tough one or two interest rate hike may happen in 2016. The US economic growth will be backed by sustained consumption, improvement in the housing sector, and in due course the rise in payrolls, while the manufacturing and export performance remain stagnant. In other advanced economies, a modest and uneven recovery is expected to continue with monetary easing from the Central Banks in Europe and Japan is proceeding broadly as previously envisaged. Overall, financial conditions within advanced economies remain accommodative.
Di sisi lain, ekonomi di Negara berkembang akan sangat beragam yang sebagian akan sangat menantang. Pertumbuhan ekonomi China terus melemah seiring dengan penyesuaian dari ekonomi yang didorong investasi ekonomi menjadi didorong konsumsi. Selain itu, harga komoditas yang lebih rendah, dan masalah ekonomi di beberapa pasar negara berkembang akan membebani prospek pertumbuhan pada tahun 2016 - 2017.
On the other side, the picture for emerging market and developing economies is diverse but in many cases challenging. China’s economic growth continued to weaken in line with the rebalancing of its economy form investment driven to consumption driven. Additionally, lower commodity prices, and strains in some large emerging markets economies will weigh on growth prospects in 2016 – 2017.
Meskipun ekonomi di sebagian besar negara maju masih mendukung, kebijakan peningkatan bertahap tingkat suku bunga di Amerika Serikat serta kekhawatiran tentang pertumbuhan ekonomi dipasar Negara berkembang dapat menyebabkan gejolak di pasar keuangan, kondisi keuangan yang ketat, penurunan arus modal, dan depresiasi mata uang lebih lanjut di banyak negara berkembang. Ke depan, di tengah prospek pemulihan ekonomi global, sejumlah risiko eksternal harus diantisipasi dengan hati-hati, khususnya yang berkaitan dengan perlambatan ekonomi Cina dan kemungkinan kenaikan tingkat suku bunga Fed.
Although most of advanced economies are still be accommodative, the prospects of a gradual increase in policy interest rates in the United States as well as concerns about emerging market growth may cause a further financial markets volatility, tighter external financial conditions, declining capital flows, and further currency depreciations in many emerging market economies. Looking ahead, amid the prospect of a global economic recovery, a number of external risks must be anticipated cautiously, especially with regard to China economic slowdown and the prospect of Fed Funds Rate increase.
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Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Perekonomian Indonesia
Indonesia Economy
Sejalan dengan perlambatan ekonomi global, pertumbuhan ekonomi Indonesia di 2015 juga mengalami perlambatan meskipun terjadi pemulihan ekonomi pada kuartal keempat 2015. Pada kuartal terakhir 2015, ekonomi pulih 5,04% (yoy) meningkat dari 4,74% (yoy) pada kuartal sebelumnya. Ekspor tetap lemah karena harga komoditas masih cenderung menurun. Perekonomian secara keseluruhan masih lemah baik konsumsi rumah tangga maupun investasi swasta. Pertumbuhan ekonomi pada tahun 2015 terutama didukung oleh pengeluaran pemerintah melalui realisasi proyek infrastruktur, sementara investasi non-konstruksi masih lemah dan terbatas. Untuk setahun penuh 2015, pertumbuhan ekonomi mencapai 4,79% (yoy), turun dari 5,02% (yoy) pada tahun 2014.
In line with the global economic slowdown, The Indonesia’s economic growth in 2015 was also struggled and experiences a weakness although an important rebound in the Q4 2015 may show the economic has stabilized. In the last quarter of 2015, the economy rebounded 5.04% (yoy) improve from 4.74% in the previous quarter. Exports remain weak as commodity prices were still in the bearish trend. The overall economy was still weak in both household consumption and private investment. The economic growth in 2015 was mainly supported by Government Spending in the realization of infrastructure projects, while non-construction investments were still weak and limited. For the full year 2015, the economic growth reached 4.79% (yoy), down from 5.02% (yoy) in 2014.
CPI pada tahun 2015 tetap terjaga pada 3,35% (yoy) yang jauh lebih rendah dari 8,36% pada tahun sebelumnya 2014 (yoy). Angka inflasi tahun 2015 tetap dalam target Bank Indonesia sebesar 4% ± 1%. Perbaikan pada Inflasi Utama dan nilai tukar mata yang lebih stabil pada akhir 2015 telah membuka jendela bagi Bank Indonesia untuk menurunkan suku bunga acuan (BI Rate) untuk memacu pertumbuhan ekonomi di 2016. Penurunan harga produk utama diperkirakan akan menyebabkan deflasi, di tengah penurunan harga komoditas, harga bahan bakar yang lebih rendah, dan reformasi pemerintahanyang terus berlangsung. Namun, tetap perlu berhati-hati pada risiko inflasi terutama gejolak perubahan harga makanan. Dengan demikian, penguatan koordinasi kebijakan dan komunikasi antara Bank Indonesia dan Pemerintah dalam mengendalikan inflasi sangat penting ke depan untuk menjaga momentum pertumbuhan. Ke depan, inflasi diperkirakan tetap berada dalam target Bank Indonesia sebesar 4% ± 1 % pada tahun 2016 .
The CPI in 2015 was well maintained at 3.35% (yoy) which is significantly lower from 8.36% in the previous year 2014 (yoy). The 2015 inflation number was within Bank Indonesia’s target of 4% ± 1%. The improve headline and core inflation along with a more stable exchange rate at the end of 2015 have open up a window for Bank Indonesia to cut the benchmark interest rate (BI Rate) to spur economic growth in 2016. Administered prices were expected to experience deflation, in the back of the decline and steady global commodity prices, lower fuel prices, and continuing government reform. Still, there was a need to remain cautious on inflationary risks especially in the volatile food prices. Thus, a strengthening in policy coordination and communication between Bank Indonesia (Monetary Authority) and the Government in controlling inflation is very crucial going forward to keep the growth momentum intact. Looking ahead, inflation is expected to be within Bank Indonesia’s target of 4% ± 1% in 2016.
Industri Perbankan
Banking Industry
Pada tahun 2015, industri perbankan nasional tetap tumbuh meskipun cenderung melambat dibandingkan dengan periode sebelumnya. Kondisi ekonomi global dan makro nasional yang penuh tantangan ikut mempengaruhi kinerja industri perbankan nasional. Namun demikian, ketahanan industri perbankan tetap kuat dengan risiko kredit, likuiditas dan pasar yang tetap terjaga, serta ditopang oleh rasio kecukupan modal yang memadai.
In 2015, the banking industry continued to grow despite its tend to grew slower compared to the previous period. The challenging global economic and national macroeconomic conditions also influenced the performance of banking industry. However, the resilience ofthe banking industry remained strong with credit risk, liquidity riskand market risk was maintained as well as supported by adequate capital.
Pertumbuhan kredit sepanjang tahun 2015 melambat sejalan dengan melambatnya pertumbuhan ekonomi. Pertumbuhan kredit tercatat hanya sebesar 10,44% (yoy) atau lebih rendah 11,58% dibandingkan pada tahun 2014. Selain itu, peningkatan risiko kredit pada beberapa segmen usaha mengharuskan Bank untuk lebih selektif dalam menyalurkan kredit baru. Sementara itu, pertumbuhan Dana Pihak Ketiga (DPK) melambat menjadi sebesar 7,26% sepanjang tahun 2015 dibandingkan 12,29% pada tahun 2014.
Loans growth slowed throughout 2015 due to the slow down of economic growth. Loans growth were recorded only at 10.44 % ( yoy ) or lower by 11.58 % compared to 2014. In addition, the increase in credit risk in some business segments require banks to be more selective in extending new loan. Meanwhile, the growth of third party funds (DPK) slowed to 7.26% for the whole year 2015 compared to 12.29 % in 2014
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Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kendati demikian, Otoritas Jasa Keuangan (OJK) meyakini bahwa stabilitas dan ketahanan industri perbankan nasional sepanjang tahun 2015 masih terjaga meskipun pasar keuangan domestik sempat diwarnai gejolak. Data OJK menyebutkan rasio kecukupan modal perbankan per Desember 2015 mencapai 21,39% atau jauh di atas ketentuan minimum sebesar 8%.
Nevertheless, The Financial Service Authority (OJK) was convinced that the stability and resilience of national banking industry in 2015 was still adequate although the domestic financial market experience some turmoil. According to OJK’s data, the banking capital adequacy ratio reached 21,39% by Desember 2015 far above the minimum requirement of 8%.
Kinerja Bank MNC Di Industri Perbankan
Performance of MNC Bank In Industry Banking
Selama tahun 2015 Bank berhasil mencetak pertumbuhan Aset, Kredit, dan Dana Pihak Ketiga masing-masing sebesar 28,69%, 13,23%, dan 26,27%. Pertumbuhan tersebut berada di atas pertumbuhan industri perbankan nasional (Bank Umum) yang masing-masing tercatat sebesar 9,21%, 10,40%, dan 7,26% untuk pertumbuhan aset, kredit, dan dana pihak ketiga.
During 2015 Bank successfully recorded a growth of assets, loans, and third partyfund respectively by 28.69 %,13.23% and 26.27%. Such growth was above the growth of national banking industry (Commercial Banks) was recorded at 9.21%, 10.40%, and 7.26% to the growth of assets, loans, and third party fund respectively.
Dari segi pertumbuhan laba bersih, selama tahun 2015 MNC Bank berhasil mencatat pertumbuhan laba bersih sebesar 115%, di atas industri perbankan nasional yang tercatat mengalami pertumbuhan negatif sebesar 7,01%.
In terms of net profit growth, during 2015 MNC Bank has recorded a net profit growth of 115 %, well above the national banking industry recorded a negative growth of 7.01%.
Berikut ini merupakan perbandingan kinerja pertumbuhan MNC Bank dibandingkan dengan rata-rata industri.
The following is a comparison of MNC Bank’s growth performance compared to the industry average.
Tabel Kinerja Pertumbuhan Bank dibanding Rata-Rata Industri Bank Growth Performance compared to Industrial Averages 2015 Kinerja Aset
Industri Perbankan Overall Banking Industry
MNC Bank
Performance
28,69%
9,21%
Kredit
13,23%
10,40%
Loans
DPK
26,27%
7,26%
Third Party Funds Net Income
Laba Bersih
Assets
114,99%
-7,01%
NIM
3,32%
5,39%
NIM
ROA
0,10%
2,32%
ROA
Sumber: Laporan keuangan audit Bank MNC per 31 Desember 2015 dan OJK: Statistik Perbankan Indonesia Periode Desember 2015, diolah. Source: Audited Financial Statements of Bank MNC for the year ended 31 December 2015 and OJK: Indonesian Banking Statistics, December 2015, processed.
Tinjauan Operasional Operational Review
Dalam menjalankan usahanya, MNC Bank menyediakan produk perbankan berupa penghimpunan simpanan dana masyarakat, pemberian pinjaman serta menyediakan produk dan jasa keuangan lainnya, antara lain:
In conducting its business, MNC Bank provides banking products such as receiving deposits, lending and providing other financial products and services. Products and services provided MNC Bank include:
1. Produk Simpanan, terdiri dari: Produk tabungan, Giro (IDR dan Valas), Deposito (IDR dan Valas)
1. Deposits, consisting of: Savings, Demand deposits (IDR and Foreign Currency), Time Deposits (IDR and Foreign Currency). 2. Loans are classified based on the segmentation of customers consisting of Wholesale, Small and Medium Enterprises (SMEs) and Consumer.
2. Produk Kredit diklasifikasikan berdasarkan segmentasi nasabah yang terdiri dari Wholesale, Usaha Kecil dan Menengah (UKM), dan Konsumer.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
3. Produk Treasury seperti transaksi valuta asing (FX), Money market dan pendapatan tetap (fixed income). 4. Produk Trade seperti Letter of Credit (LC), Surat Kredit Berdokumen Dalam Negeri (SKBDN), Sight, Usance, Usance Payable at Sight (UPAS), Trust Receipt (TR), Shipping Guarantee, Advising Letter of Credit dan produk trade lainnya. 5. Transaction Services and Electronic Channels termasuk penyediaan layanan pembayaran PBB, tagihan PLN, PAM dan pembelian pulsa, penyediaan jasa pengiriman dan pembayaran melalui jaringan elektronik
3. Treasury products such as foreign exchange (FX), Money market and fixed income. 4. Trade products such as Letter of Credit (LC), Domestic Letter of Credit (SKBDN), Sight, Usance , Usance Payable at Sight (UPAS), Trust Receipt ( TR ), Shipping Guarantee, Advising LC and other trade products.
Tinjauan Kinerja Operasional Per Produk dan Segmen Nasabah
Operational Performance Review By Products and Customer Segment
Kinerja operasional Bank diklasifikasikan berdasarkan kinerja produk dan layanan serta segmen nasabah. Kinerja produk dan layanan diukur dari kinerja produk simpanan dan produk kredit. Sedangkan segmen nasabah meliputi segmen Wholesale, Usaha Kecil dan Menengah (UKM) dan Konsumer.
The operational performance of the Bank is classified based on the performance of products and services and customer segments. The performance of products and services measured by the performance of Deposits and loans products. While customer segments is based on Wholesale, Small and Medium Enterprises (SME) and Consumer segment.
Produk Simpanan
Deposit Products
Produk simpanan merupakan dana pihak ketiga yang berhasil dihimpun oleh Bank melalui berbagai produk giro, tabungan, dan deposito. Uraian terkait kinerja penghimpunan dana pihak ketiga dijabarkan sebagai berikut.
5. Transaction Services and Electronic Channels including tax payment services, electricity, water and phone bills payment services and other payments through electronic channels.
Deposit products are third party funds collected by the Bank through current accounts, savings, and time deposits. Detail of the performance of third-party funds be described as follows .
Tabel Jumlah Dana Pihak Ketiga (dalam juta Rupiah) Third Party Funds (in Rp million) Keterangan Giro
2015
Komposisi Composition
2014
Komposisi Composition
Pertumbuhan Growth
Description
1.069.198
10,95%
700.986
9,06%
52,53%
567.339
5,81%
675.756
8,74%
-16,04%
Savings
Deposito Berjangka
8.129.990
83,24%
6.357.692
82,20%
27,88%
Time deposits
Total
9.766.527
100,00%
7.734.434
100,00%
26,27%
Total
16,76%
17,80%
-1,04%
CASA Ratio
Tabungan
CASA Ratio
Demand deposits
Jumlah dana pihak ketiga yang berhasil dihimpun Bank mengalami peningkatan sebesar 26,27% dari Rp7.734,43 miliar di 2014 menjadi Rp9.766,53 miliar di 2015. Peningkatan ini didominasi oleh peningkatan jumlah Giro sebesar Rp368,21 miliar atau 52,53% dan Deposito sebesar Rp1.772,30 miliar atau 27,88%. Sedangkan produk tabungan mengalami penurunan sebesar Rp108,42 miliar atau 16,04%.
Total third party funds that have been collected Bank increased by 26.27% from Rp7.734,43 billion in 2014 to Rp9.766,53 billion in 2015. This increase was dominated by the increase in the current account for Rp368,21 billion, or 52.53% and time deposit of Rp1.772,30 billion, or 27.88%. While savings products decreased by Rp108,42 billion, or 16.04% .
Giro Jumlah dana produk giro mengalami peningkatan sebesar 52,53% dari Rp700,99 miliar di 2014 menjadi Rp1.069,20 miliar di 2015. Peningkatan ini berasal dari produk Giro Rupiah (IDR) yang mencapai 58,68% dari Rp490,92 miliar menjadi Rp779,01 miliar.
Current Accounts Total balance of current accounts increased by 52.53 % from Rp700,99 billion in 2014 to Rp1.069,20 billion in 2015. This increase mainly contributed by current account Rupiah, which reached 58.68 % of Rp490,92 billion to Rp779,01 billion.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tabel Jumlah Dana Produk Giro (dalam juta Rupiah) Demand Deposits Products (in Rp million) Keterangan
2015
Komposisi Composition
Komposisi Composition
2014
Pertumbuhan Growth
Description
Giro IDR
779.012
72,86%
490.918
70,03%
58,68%
Demand deposits in IDR
Giro Valas
290.186
27,14%
210.068
29,97%
38,14%
Demand deposits in Foreign Currencies
1.069.198
100,00%
700.986
100,00%
52,53%
Total
Total
Tabungan Jumlah dana yang diterima Bank melalui produk tabungan menurun sebesar 16,04% dari Rp675,76 miliar di 2014 menjadi Rp567,34 miliar di 2015. Penurunan ini disebabkan oleh beberapa produk tabungan lama yang dihentikan penjualannya. Bank saat ini sedang mempersiapkan produk tabungan baru yang akan segera diluncurkan untuk meningkatkan saldo dari produk tabungan.
Savings The balance amount received by the Bank through savings products decreased by 16.04 % from Rp675,76 billion in 2014 to Rp567,34 billion in 2015. This decline was caused by some old savings products were discontinued sales. Bank is currently preparing a new savings product that will soon be launched to improve the balance of savings products .
Tabel Jumlah Dana Produk Tabungan (dalam juta Rupiah) Savings Products (in Rp million) Keterangan Description
2015
Tabungan MNC
Komposisi Composition
2014
Komposisi Composition
Pertumbuhan Growth
462.400
81,50%
509.648
75,42%
-9,27%
8.339
1,47%
8.961
1,33%
-6,94%
Tabungan MNC Bunga Khusus
23.824
4,20%
22.217
3,29%
7,23%
Tabungan MNC Junior
28.823
5,08%
45.063
6,67%
-36,04%
Tabungan Rencana
-22,78%
Tabungan MNC Bisnis
32.378
5,71%
41.930
6,20%
Tabunganku
5.913
1,04%
4.408
0,65%
34,14%
Tabungan MNC Lain-Lain/Others
5.663
1,00%
43.529
6,44%
-86,99%
567.339
100,00%
675.756
100,00%
-16,04%
Total
Deposito Jumlah dana produk deposito berjangka mengalami peningkatan sebesar 27,88% dari Rp6.357,69 miliar di 2014 menjadi Rp8.129,99 miliar di 2015. Peningkatan tersebut terutama berasal dari produk Deposito Valas yang mencapai 69,76% dari Rp1.084,03 miliar menjadi Rp1.840,29 miliar di 2015.
Deposits Total time deposit balances increased by 27.88 % from Rp6.357,69 billion in 2014 to Rp8.129,99 billion in 2015. The increase was primarily derived from the product Deposits in foreign currency increased by 69.76 % from Rp1.084,03 billion to Rp1.840,29 billion in 2015
Tabel Jumlah Dana Produk Deposito Berjangka (dalam juta Rupiah) Time Deposit Products (in Rp million) Keterangan
2015
Komposisi Composition
Komposisi Composition
2014
Pertumbuhan Growth
Description
Deposito IDR
6.289.699
77,36%
5.273.662
82,95%
19,27%
Time deposit in IDR
Deposito Valas
1.840.291
22,64%
1.084.030
17,05%
69,76%
Time deposit in Foreign Currencies
Total
8.129.990
100,00%
6.357.692
100,00%
27,88%
Total
Produk Kredit
Produk Kredit Bank MNC diklasifikasikan berdasarkan segmentasi nasabah yang terdiri dari Wholesale, Usaha Kecil dan Menengah (UKM), dan Konsumer. Jumlah kredit yang diberikan mengalami peningkatan sebesar 13,23% dari Rp6.257,23 miliar di 2014 menjadi Rp7.085,23 miliar di 2015. Peningkatan ini terutama berasal dari peningkatan kredit yang diberikan pada segmen konsumer
Loans MNC Bank Loan products are classified based on the segmentation of customers consisting of Wholesale, Small and Medium Enterprises, and Consumer. Total loans increased by 13.23 % from Rp6.257,23 billion in 2014 to Rp7.085,23 billion in 2015. This increase was mainly contributed by the increase in loans granted to the consumer segment.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Profil Perusahaan
Management Report
Company Profile
Uraian terkait Kinerja Produk Kredit Bank MNC digambarkan pada table berikut.
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Description Performance of loan products described in the following table.
Tabel Jumlah Kredit yang Disalurkan (dalam juta Rupiah) Total Loans (in Rp million) SEGMEN NASABAH Wholesale
2015
Komposisi Composition
Komposisi Composition
2014
Pertumbuhan Growth
CUSTOMER SEGMENT Wholesale
3.154.129
44,52%
3.460.007
55,29%
-8,84%
351.768
4,97%
498.763
7,98%
-29,46%
SME
Konsumer
3.579.332
50,51%
2.298.465
36,73%
55,74%
Consumer
Total
7.085.229
100,00%
6.257.235
100,00%
13,23%
Total
UKM
WHOLESALE Perbankan Wholesale menyediakan fasilitas yang menyeluruh bagi nasabah yang berupa fasilitas kredit modal kerja dan kredit investasi. Per akhir tahun 2015, kontribusi dari perbankan Wholesale sebesar 44,52% dari total kredit dengan total pinjaman mencapai Rp3.154,13 miliar.
WHOLESALE Wholesale Banking provides a comprehensive facility for customers in the form of a credit facility for working capital and investment. As of the end of 2015, the contribution of Wholesale Banking for 44.52 % of total loans reached Rp3.154,13 billion.
USAHA KECIL DAN MENENGAH (UKM) Pada akhir tahun 2015, Bank telah menyalurkan kredit pada segmen UKM sebesar Rp351,77 miliar dengan komposisi sebesar 4.97% dari total kredit Bank.
SMALL AND MEDIUM ENTERPRISES (SMEs) At the end of 2015, the Bank has disbursed loans to the SME segment amounted to Rp351,77 billion or 4.97 % of total bank loans.
KONSUMER Untuk meningkatkan penyaluran kredit pada segmen konsumer, Bank berfokus pada pertumbuhan produk produk utama seperti Mortgage, Multifinance, Kartu Kredit dan Implant Banking
CONSUMER To grow lending portfolio on consumer segment, Bank focused on growing main products such as Mortgage, Multifinance, Credit Card and Implant Banking
Mortgage Produk mortgage yang disalurkan Bank berupa kredit pemilikan properti dan kredit konsumsi beragunan properti. Selama tahun 2015, produk mortgage menunjukkan peningkatan kinerja yang sangat baik dengan total portofolio mencapai Rp888,04 miliar atau meningkat 15,19% dari Rp770,91 miliar dibanding tahun 2014. Jumlah pencairan kredit baru tahun 2015 sebesar Rp312 miliar meningkat signifikan dibanding pencairan tahun 2014 yang sebesar Rp57 miliar.
Mortgage Mortgage products distributed by the Bank are in the form of properties ownership loan and property secured consumer credit. During 2015, the mortgage products showed a very good improved performance with a total portfolio reached Rp888,04 billion, an increase of 15.19% from Rp770,91 billion in 2014. The number of new credit disbursement was to Rp312 billion in 2015 increased significantly compared to the disbursement in 2014 which ammounted to Rp57 billion.
Pada tahun 2015 Bank secara intensif membangun infrastruktur sistem proses kredit, penyesuaian kebijakan dan SOP, pengembangan produk sesuai dengan target market, reorganisasi unit KPR dan penambahan tenaga pemasaran yang produktif, perluasan jaringan pemasaran melalui kerjasama dengan pengembang dan agen properti serta peningkatan brand image produk KPR melalui promosi yang berkesinambungan baik iklan maupun pameran dan pengembangan media online.
During 2015, Bank intensively developed Mortgage Loan Processing System, adjusting credit policies and SOP, created products that are suitable to target market, reorganized Mortgage unit, adding Mortgage Sales Staff, expanding marketing network through partnership with developers and real estate agents and improving bank brand image by continuous promotion via advertising, exhibitions and online channel.
Multifinance Selama tahun 2015 portofolio produk multifinance telah mencapai Rp1.994,51 miliar, meningkat sebesar Rp1.157,11 miliar dibanding tahun 2014 yang sebesar Rp837,40 miliar. Selanjutnya di tahun 2016, pertumbuhan produk multifinance ditargetkan menjadi sebesar Rp2.528,82 miliar, dimana pertumbuhan kredit akan dicapai dengan cara memperluas sektor pembiayaan untuk pembelian kendaraan bermotor, properti, alat berat, peralatan kedokteran dan mesin-mesin
Multifinance During 2015, multifinance product portfolio has reached USD1,994.51 billion, an increase of Rp1,157,11 billion compared to 2014 amounted of Rp837,40 billion. Subsequently in 2016, the growth of multifinance products targeted at Rp2,528,82 billion, of which credit growth will be achieved by expanding the financing sector for the purchase of motor vehicles, property, heavy equipment, medical equipment and machines by working together with the MNC
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
dengan bekerjasama pada grup perusahaan MNC seperti MNC Finance, MNC Leasing dan MNC Insurance.
group of companies such as MNC Finance, Leasing MNC and MNC Insurance.
Kartu Kredit Di Tahun 2015, Bank melakukan relaunch atas produk kartu kredit dimana produk ini ditetapkan menjadi salah satu pilar dalam pengembangan produk konsumer di Bank MNC Internasional.
Credit Card In 2015, the Bank re-launched its credit card products where the product was set to be one of the cornerstones in the development of consumer products in Bank MNC International.
Pertumbuhan bisnis kartu kredit di tahun 2015 ini sangat baik. Jumlah kartu kredit meningkat menjadi 15.300 kartu dengan perolehan kartu baru sebesar 14.300 nasabah baru.
Growth in credit card business in 2015 was very good. The number of credit cards increased to 15,300 cards with the acquisition of new cards that reached 14,300 new customers.
Melalui program-program pemasaran yang menarik dan komunikasi yang tepat dengan para nasabah kartu kredit, Bank berhasil meningkatkan sales volume menjadi Rp102 miliar atau meningkat lebih dari 400% dibandingkan tahun 2014.
Through attractive marketing programs and appropriate communication with the credit card customers, the Bank managed to increase sales volumes to Rp102 billion, an increase of over 400% compared to 2014.
Pencapaian baki debet tahun 2015 juga tumbuh sebesar 152% yaitu mencapai Rp57,6 miliar.
Achievement of the debit balance in 2015 also grew by 152%, reached Rp57.6 billion.
Implant Banking Implant Banking adalah program penyaluran kredit konsumsi yang diberikan kepada karyawan melalui kerjasama dengan perusahaan atau koperasi yang terafiliasi langsung. Produk Implant Banking yang dipasarkan adalah kredit multiguna tanpa agunan, program kepemilikan kendaraan bermotor dan kredit konsumsi beragunan properti.
Implant Banking Implant Banking is a Consumer Loan product provided to employees of the company and disbursed through cooperation with company or direct affiliated ‘Koperasi’ Implant Banking products are multipurpose unsecured loan, car ownership program and property backed consumer loan.
Pangsa Pasar
Market Share
Pangsa pasar MNC Bank dibandingkan dengan rata-rata industri perbankan berdasarkan besarnya aset, jumlah dana pihak ketiga dan jumlah kredit adalah sebagai berikut.
MNC Bank’s market share compared with the average of the banking industry based on the amount of assets, total deposits and total loans is as follows.
Tabel Kinerja Pertumbuhan Bank dibanding rata-rata Industri (dalam triliun Rupiah) The Bank’s Growth Performance compared to Industry Average (in Rp trillion) Uraian Jumlah Aset
Industri MNC Bank Pangsa Pasar
Jumlah Dana Pihak Industri Ketiga MNC Bank Pangsa Pasar Jumlah Kredit
Industri MNC Bank Pangsa Pasar
2015
2014
2013
6.132,58
5.615,15
4.954,47
12,14
9,43
8,16
0,20%
0,17%
0,16%
4.413,06
4.114,42
3.663,97
9,77
7,73
6,83
0,22%
0,19%
0,19%
4.092,10
3.674,31
3.292,87
7,09
6,26
5,52
0,17%
0,17%
0,17%
Description Industry
Total Assets
MNC Bank Market Share Industry MNC Bank
Total Third Party Funds
Market Share Industry
Total Loans
MNC Bank Market Share
Perbandingan Rasio Keuangan dengan rata-rata industri Bank Umum Financial Ratios comparison with industrial average of commercial banks CAR BOPO
ROA LDR
Industri
21,39%
19,57%
18,13%
Industry
MNC Bank
17,83%
17,79%
13,09%
MNC Bank
Industri
81,49%
76,29%
74,08%
MNC Bank
98,97%
108,54%
107,77%
Industry MNC Bank
Industri
2,32%
2,85%
3,08%
MNC Bank
0,10%
-0,82%
-0,93%
MNC Bank
Industri
92,11%
89,42%
89,70%
Industry
MNC Bank
72,29%
80,35%
80,14%
MNC Bank
CAR Operating Expenses to Operating Income
Industry
ROA LDR
Sumber: Laporan keuangan audit Bank MNC per 31 Desember 2015 dan OJK: Statistik Perbankan Indonesia Periode Desember 2015, diolah. Source: Audited Financial Statements of Bank MNC for the year ended 31 December 2015 and OJK: Indonesian Banking Statistics, December 2015, processed. 2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Pangsa Pasar Berdasarkan Aset Berdasarkan total aset yang dimiliki, pangsa pasar MNC Bank di 2015 sebesar 0,20%, meningkat dari tahun ke tahun. Melalui penerapan langkah-langkah strategis yang sudah ditetapkan, Manajemen Bank percaya kedepannya pangsa pasar MNC Bank akan semakin meningkat.
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Market Share by Assets Based on the balance of assets, the market share of MNC Bank in 2015 amounted to 0.20 %, increasing from year to year. Through the implementation of the strategic steps that have been defined, In the future management of the Bank believes MNC Bank’s market share will increase.
0,20% 0,17%
0,16%
2013
2015
2014
Pangsa Pasar Berdasarkan Dana Pihak Ketiga Berdasarkan jumlah dana pihak ketiga yang berhasil dihimpun, di tahun 2015 MNC Bank berhasil mendapatkan pangsa pasar sebesar 0,22% dan terus meningkat selama tiga tahun terakhir, hal ini sejalan dengan peningkatan pangsa pasar berdasarkan jumlah aset. Peningkatan pangsa pasar dana pihak ketiga yang berhasil dicapai terutama disebabkan peningkatan kemampuan Bank memperkuat hubungan dengan nasabah termasuk nasabah baru.
Market Share by A Third Party Funds Based on the balance of third party funds that have been collected, in 2015 MNC Bank managed to get a market share of 0.22 % and continue to increase during the last three years, in line with the increase in market share by total assets. Increased market share in third party funds was achieved mainly due to the increase in the Bank’s ability to strengthen relationship with customers , including new customers .
Pangsa Pasar Berdasarkan Kredit Berdasarkan jumlah kredit, pangsa pasar MNC Bank di 2015 mencapai 0,17%, secara konsisten meningkat selama tiga tahun terakhir. Hal ini menunjukkan keberhasilan Bank dalam mengelola produk pinjaman serta strategi pemasaran yang efektif, sehingga Bank mampu meningkatkan penyaluran kreditnya.
Market Share Based on Loans Based on the balance of loans, the market share of MNC Bank in 2015 reached 0.17%, consistently increased over the last three years. This shows the success of the Bank in managing its loan products and effective marketing strategy, so that the Bank is able to increase its lending.
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0,17%
0,17%
0,17%
2013
2014
2015
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Perbandingan Rasio Keuangan dengan Rata-Rata Industri Bank Umum Berdasarkan rasio keuangan Bank, tingkat kecukupan modal (CAR) di 2015 mencapai 17,83%. Rasio CAR tersebut masih lebih rendah jika dibandingkan industri namun besarnya CAR masih jauh di atas ketentuan minimum yang ditetapkan oleh regulator.
Financial Ratios Comparison With an Average of Commercial Banks Industry Based on the Bank’s financial ratios, capital adequacy ratio (CAR) of the Bank in 2015 was 17,83%. It was still lower then the industry but still well above the minimum requirement set by the regulator.
Sedangkan beban operasional dibanding pendapatan operasional (BOPO) mengalami perbaikan di tahun 2015 menjadi 98,97% dari 108,54% di tahun 2014. Hal ini menunjukkan bahwa Bank telah mampu meningkatkan efisiensinya. Namun demikian, rasio BOPO masih lebih tinggi dibandingkan industri.
Meanwhile, operating expenses compared to operating income (ROA) improved in 2015 to 98.97% from 108.54% in 2014. This indicates that the Bank has been able to increase its efficiency. However, the ROA ratio is still higher than the industry.
Imbal hasil atas aset (ROA) mengalami peningkatan yang cukup signifikan di tahun 2015 menjadi 0,10% dari -0,82% di tahun 2014, namun masih lebih rendah dari industri.
Return on assets (ROA) increased significantly in 2015 to 0.10% from -0.82% in 2014, but still lower than the industry.
Prospek Usaha 2016
2016 Business Prospects
Pada tahun 2016, Pertumbuhan ekonomi Indonesia diproyeksikan mencapai kisaran 5,2% - 5,6% (yoy). Pertumbuhan tersebut didorong oleh stimulus fiskal terutama untuk pembangunan proyek infrastruktur dan konsumsi yang diperkirakan masih tetap kuat. Investasi diharapkan meningkat seiring dengan implementasi paket kebijakan pemerintah yang mendorong investasi dan stabilitas makro ekonomi yang semakin baik. Di tengah dinamika ekonomi global, upaya pemerintah untuk meningkatkan daya beli masyarakat dan efektivitas stimulus fiskal akan memiliki peranan penting dalam mendorong pertumbuhan ekonomi di 2016. Dari sisi eksternal, pemulihan ekonomi negara maju seperti Amerika Serikat, diperkirakan dapat mendorong peningkatan ekspor khususnya ekspor manufaktur.
In 2016, Indonesia’s economic growth is projected to reach around 5.2% - 5.6% (yoy). The growth is driven by fiscal stimulus, especially in infrastructure projects and consumption that expected to remain strong. Investments are expected to increase along with the implementation of the government policy package that encourages better investment and macro-economic stability. In the midst of dynamic global economy, the government’s efforts to boost purchasing power and effectiveness of the fiscal stimulus will have an important role in promoting economic growth in 2016. On the external side, the recovery in developed countries such as the United States, is expected to boost exports, especially manufacturing exports.
Di samping itu, Ketahanan industri perbankan tetap kuat dengan risiko-risiko kredit, likuiditas dan pasar yang cukup terjaga. Stabilitas sistem keuangan tetap solid ditopang oleh ketahanan sistem perbankan dan kinerja pasar keuangan yang baik.
In addition, the resilience of the banking industry remains strong with credit, liquidity and market risks are still under control. The stability of the financial system remains solid underpinned by the resilience of the banking system and financial market performance.
Industri perbankan tetap positif ditahun 2016, penyaluran kredit diperkirakan tumbuh sebesar 12% - 14%. Dengan adanya bauran kebijakan dari OJK dalam penetapan suku bunga dan didukung oleh potensi pasar perbankan dan masih tingginya porsi dana masyarakat yang belum masuk dalam industri perbankan, maka diperkirakan dana masyarakat di tahun 2016 masih akan tumbuh 13% - 15%.
The banking industry is predicted to remain positive in 2016, loan portfolio is expected to grow by 12% - 14%. With FSA policy in setting interest rates and supported by the potential in the banking market and still high proportion of public funds that are outside the banking industry, it is predicted that public funds in 2016 will still grow about 13% - 15%.
Melihat prospek usaha industri perbankan Indonesia di tahun 2016, MNC Bank akan berusaha menciptakan peluang dan meningkatkan potensi yang ada.
Seeing the business prospects of the Indonesian banking industry in 2016, MNC Bank will seek to create more opportunities and improve the existed potential.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Strategi Pengembangan Usaha 2016
Business Development Strategy 2016
Visi MNC Bank adalah menjadi Bank masa depan yang didukung dengan teknologi terkini dalam memberikan layanan terbaik untuk memenuhi kebutuhan keuangan sesuai dengan gaya hidup (lifestyle) nasabah.
MNC Bank’s vision is to become Bank of the future supported by the latest technology to provide best services to meet the financial needs in accordance with the customers’ lifestyle.
Untuk mencapai visi tersebut, beberapa langkah strategis yang akan ditempuh dalam mencapai target bisnis ditahun 2016 adalah: 1. Penambahan modal melalui proses rights issue di tahun 2016 guna memperkuat struktur permodalan Bank. 2. Customer Acquisition Strategy - membangun dan meningkatkan jumlah nasabah (customer base) melalui sinergi antar perusahaan, karyawan, rekanan dan nasabah dalam Grup MNC dan di luar grup MNC. 3. Mengembangkan Distribution Channels terutama pengembangan electronic channels. 4. Pengembangan produk dan jasa untuk segmen konsumer. 5. Pengembangan struktur organisasi dan karyawan. 6. Business process reengineering and infrastructure development. 7. Melakukan kajian dan perbaikan atas policy dan prosedur untuk memperkuat sistem pemantauan kepatuhan Bank.
To achieve this vision, several strategic steps to be taken in achieving business targets in 2016 are:
8. Memperkuat Tim Task Force untuk penyelesaian kredit bermasalah. 9. Mengembangkan infrastruktur manajemen risiko dan memperkuat Good Corporate Governance Bank.
88
1. Capital increase through rights issue in 2016 in order to strengthen the Bank’s capital structure. 2. Customer Acquisition Strategy - build and increase the customer base through synergies between companies, employees, partners and customers within and outside the MNC Group. 3. Develop Distribution Channels especially the development of electronic channels. 4. Development of products and services for the consumer segment. 5. Development of organizational structures and employee. 6. Business process reengineering and infrastructure development. 7. Conduct studies and improvements to policy and procedures to strengthen the Bank’ compliance monitoring system. 8. Strengthening the Task Force Team for the settlement of non-performing loans. 9. Develop risk management infrastructure and strengthen the Bank’s Good Corporate Governance.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tinjauan Keuangan Financial Review
Tinjauan keuangan yang diuraikan berikut mengacu pada Laporan Keuangan Konsolidasi untuk tahun yang berakhir tanggal 31 Desember 2015 dan 2014 yang telah diaudit oleh Kantor Akuntan Publik Osman Bing Satrio dan Eny (anggota Deloitte Touche Tohmatsu Limited) dengan pendapat wajar, dalam semua hal yang material, posisi keuangan PT Bank MNC Internasional Tbk tanggal 31 Desember 2015 serta kinerja keuangan untuk tahun yang berakhir pada tanggal tersebut sesuai dengan Standar Akuntansi Keuangan di Indonesia.
Overview of financial result outlined below refer to the Consolidated Financial Statements for the year ended December 31, 2015 and 2014 which have been audited by Public Accountant Office Osman Bing Satrio and Eny (member of Deloitte Touche Tohmatsu Limited) with an opinion of present fairly, in all material respects , the financial position of PT Bank Internasional, Tbk as of December 31, 2015 and its financial performance for the year then ended in accordance with Indonesia financial Accounting Standards.
Laporan Posisi Keuangan
Statements of Financial Positions
Tabel Laporan Posisi Keuangan (dalam juta Rupiah) Statements of Financial Positions (in Rp million) Uraian
Pertumbuhan Growth
2015
2014
11.774.000
9.156.725
2.617.275
28,58%
Financial assets
363.004
273.991
89.013
32,49%
Non-financial assets
12.137.004
9.430.716
2.706.288
28,70%
TOTAL ASSETS
10.306.302
8.085.597
2.220.705
27,46%
Financial Liabilities
122.498
111.904
10.594
9,47%
Non-Financial Liabilities
10.428.800
8.197.501
2.231.299
27,22%
TOTAL LIABILITIES
1.708.204
1.233.215
474.989
38,52%
TOTAL EQUITY
12.137.004
9.430.716
2.706.288
28,70%
TOTAL LIABILITIES AND EQUITY
Description
ASET/ASSETS Aset Keuangan Aset Non Keuangan TOTAL ASET LIABILITAS/LIABILITIES Liabilitas Keuangan Liabilitas Non Keuangan TOTAL LIABILITAS TOTAL EKUITAS TOTAL LIABILITAS DAN EKUITAS
POSISI KEUANGAN/Financial Positions
(dalam juta Rupiah)/(in Rp million)
14.000.000 12.137.004
12.000.000 10.000.000
10.428.800
9.430.716 8.197.501
8.000.000 6.000.000 4.000.000
1.233.215
2.000.000 0
Total Aset TOTAL ASSETS
2014
Total liabilitas TOTAL liabilities
1.708.204
Total ekuitas TOTAL equity
2015
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Aset
Assets
Aset Keuangan
Financial Assets
Total Aset Bank tahun 2015 meningkat sebesar Rp2.706,29 miliar (28,70%) dari Rp9.430,72 miliar menjadi Rp12.137 miliar. Peningkatan Aset yang cukup signifikan terutama berasal dari peningkatan Aset Keuangan.
Aset Keuangan Bersih Bank tahun 2015 mencapai Rp11.774 miliar atau naik sebesar Rp2.617,27 miliar (28,58%) dari tahun sebelumnya. Peningkatan aset keuangan ini terutama berasal dari giro pada Bank Indonesia dan bank lain sebesar Rp1.279,66 miliar dari Rp799,44 miliar menjadi Rp2.079,09 miliar. Kredit yang diberikan-bersih meningkat sebesar Rp918,43 miliar (14,99%) dari Rp6.128,83 miliar menjadi Rp7.047,26 miliar. Selain itu efek-efek pihak ketiga juga mengalami peningkatan sebesar Rp670,15 miliar (133,02%) dari Rp503,81 miliar menjadi Rp1.173,85 miliar di 2015.
Total Assets Bank in 2015 increased by Rp2.706,29 billion (28,70%) of Rp9.430,72 billion to Rp12.137 billion. The significant increase in assets primarily from an increase in Financial Assets.
The balance of Financial Assets-net in 2015 amounted to Rp11.774 billion, an increase of Rp2.617,27 billion (28,58%) from the previous year. Increased financial asset mainly from current accounts with Bank Indonesia and other banks amounting to Rp1.279,66 billion from Rp799,44 billion to Rp2.079,09 billion. Loans-net increased by Rp918,43 billion (14,99%) of Rp6.128,83 billion to Rp7.047,26 billion. On the other side, Securities-net also increased by Rp670,15 billion (133,02%) of Rp503,81 billion to Rp1.173,95 billion in 2015 .
Tabel Aset Keuangan (dalam juta Rupiah) Financial Assets (in Rp million) Uraian
2015
2014
Pertumbuhan Growth
Description
Kas
108.955
91.556
17.399
19,00%
Cash
Giro pada Bank Indonesia
812.623
596.195
216.428
36,30%
Demand Deposits with Bank Indonesia
Giro pada Bank Lain - Pihak Ketiga
1.266.474
203.246
1.063.228
523,12%
Demand Deposits with Other Banks – Third Parties
Penempatan pada Bank Indonesia dan Bank Lain - Pihak Ketiga
1.335.254
1.538.436
(203.182)
-13,21%
Placements with Bank Indonesia and Other Banks – Third Parties
Efek-efek - Pihak Ketiga
1.173.954
503.806
670.148
133,02%
Securities – Third Parties
8.241
691
7.550
na
Derivative Receivables – Third Parties
7.047.265
6.128.833
918.432
14,99%
Loans – Net
21.234
93.962
(72.728)
-77,40%
Acceptances Receivable – Third Parties
11.774.000
9.156.725
2.617.275
28,58%
TOTAL
Tagihan Derivatif - Pihak Ketiga Kredit - Bersih Tagihan Akseptasi - Pihak Ketiga TOTAL
Aset Non Keuangan
Aset Non Keuangan Bank meningkat sebesar Rp89,01 miliar (32,49%) dari Rp273,99 miliar di tahun 2014 menjadi Rp363 miliar di tahun 2015. Peningkatan aset non keuangan terutama berasal dari aset tetap bersih dan aset lainlain bersih. Aset tetap meningkat sebesar Rp31,02 miliar (163,15%) dari Rp19,02 miliar menjadi Rp50,04 miliar yang disebabkan oleh relokasi dan renovasi kantor cabang. Aset lain-lain meningkat sebesar Rp69,38 miliar (55,66%) dari Rp124,65 miliar menjadi Rp194,04 miliar di tahun 2015 yang terutama disebabkan oleh kenaikan agunan yang diambil alih yang merupakan jaminan debitur yang ditarik oleh Bank sebagai upaya penyelesaian kredit bermasalah.
Non-Financial Assets
Non-Financial Assets increased by Rp89,01 billion (32,49%) of Rp273,99 billion in 2014 to Rp363 billion in 2015. The increase mainly contributed by increasing of fixed assets-net and other assets-net. The fixed assets increased by Rp31,02 billion (163,15%) from Rp19,02 billion to Rp50,04 billion due to the relocation and renovation of the branch office. Other assets increased by Rp69,38 billion (55,66%)from Rp124,65 billion to Rp194,04 billion in 2015 primarily due to the increase in foreclosed properties as part of bank’s efforts to resolve the problem loans.
Tabel Aset Non Keuangan (dalam juta Rupiah) Non-Financial Assets (in Rp million) Uraian
Pertumbuhan Growth
2015
2014
Biaya Dibayar Dimuka
44.963
34.346
10.617
30,91%
Prepaid Expenses
Aset Tetap – Bersih
50.041
19.016
31.025
163,15%
Premises and Equipment – Net
Aset Pajak Tangguhan – Bersih
63.028
86.002
(22.974)
-26,71%
Deferred Tax Assets – Net
Aset Tidak Berwujud – Bersih
10.933
9.973
960
9,63%
Intangible Assets – Net
Aset Lain-lain – Bersih
194.039
124.654
69.385
55,66%
Other Assets – Net
TOTAL
363.004
273.991
89.013
32,49%
TOTAL
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Description
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Liabilitas
Liabilities
Liabilitas Keuangan
Financial Liabilities
Total liabilitas Bank tahun 2015 meningkat sebesar Rp2.231,29 miliar (27,22%) dari Rp8.197,50 miliar di tahun sebelumnya menjadi Rp10.428,80 miliar. Peningkatan Liabilitas yang terbesar berasal dari liabilitas keuangan.
Liabilitas Keuangan Bank tahun 2015 mencapai Rp10.306,30 miliar atau naik sebesar Rp2.220,70 miliar (27,46%) dari tahun sebelumnya. Peningkatan ini terutama berasal dari simpanan nasabah yang mencapai Rp9.766,53 miliar atau meningkat Rp2.032,09 miliar (26,27%) dari tahun 2014 yang sebesar Rp7.734,43 miliar. Komponen simpanan nasabah yang meningkat cukup signifikan berasal dari deposito berjangka. Simpanan dari bank lain juga mengalami peningkatan sebesar Rp264,76 miliar dari Rp235,95 miliar menjadi Rp500,70 miliar di 2015. Komponen simpanan dari bank lain yang meningkat di 2015 terutama giro bank dan interbank call money.
Total liabilities Bank in 2015 increased by Rp2.231,29 billion (27,22%) from Rp8.197,50 billion in the previous year to Rp10.428,80 billion. The increase is mainly derived from financial liabilities.
Financial Liabilities balances in 2015 reached Rp10.306,30 billion, an increase of Rp2.220,70 billion (27,46%) compared to the previous year. The increase was mainly contributed by customer deposits amounted to Rp9.766,53 billion, an increase Rp2.032,09 billion (26,27%) of 2014 which amounted to Rp7.734,43 billion. Customer deposits increased significantly contributed by Time deposits. Deposits from other banks also increased by Rp264,76 billion from Rp235,95 billion to Rp500,70 billion in 2015. Deposits from other banks increased in 2015 mainly consisted of bank deposits and interbank call money.
Tabel Liabilitas Keuangan (dalam juta Rupiah) Financial Liabilities (in Rp million) Uraian Liabilitas Segera Simpanan Nasabah Simpanan dari Bank Lain-Pihak Ketiga
2015
Pertumbuhan Growth
2014
Description
14.122
21.141
(7.019)
-33,20%
9.766.527
7.734.434
2.032.093
26,27%
Liabilities Payable Immediately Deposits
500.705
235.948
264.757
112,21%
Deposits from Other Banks – Third Parties
Liabilitas Derivatif - Pihak Ketiga
3.714
112
3.602
na
Derivative Payables – Third Payables
Liabilitas Akseptasi - Pihak Ketiga
21.234
93.962
(72.728)
-77,40%
Acceptances Payable – Third Parties
10.306.302
8.085.597
2.220.705
27,46%
TOTAL
TOTAL
Liabilitas Non Keuangan
Liabilitas non keuangan Bank di tahun 2015 hanya meningkat sebesar Rp10,59 miliar (9,47%) dari Rp111,90 miliar di 2014 menjadi Rp122,49 miliar. Peningkatan liabilitas non keuangan terutama berasal dari beban yang masih harus dibayar yang mencapai Rp62,86 miliar atau meningkat Rp18,45 miliar (41,54%) dan penurunan pada liabilitas imbalan pasca kerja sebesar Rp7,59 miliar.
Non-Financial Liabilities
The balance of non-financial liabilities in 2015 only increased by Rp10,59 billion (9,47%) from Rp111,90 billion in 2014 to Rp122,49 billion. The increase primarily from accrued expenses, which reached Rp62,86 billion or increased by Rp18,45 billion(41,54%) and partially offset by a decrease in post-employment benefit liabilities amounting to Rp7,59 billion.
Tabel Liabilitas Non Keuangan (dalam juta Rupiah) Non-Financial Liabilities (in Rp million) Uraian
Pertumbuhan Growth
2015
2014
Utang Pajak
13.760
10.988
2.772
25,23%
Taxes Payable
Liabilitas Imbalan Pasca Kerja
37.331
44.917
(7.586)
-16,89%
Post Employment Benefits Obligation
Beban yang masih harus dibayar
62.865
44.415
18.450
41,54%
Accruals
8.542
11.584
(3.042)
-26,26%
Other Liabilities
122.498
111.904
10.594
9,47%
TOTAL
Liabilitas Lain - lain TOTAL
Ekuitas
Total ekuitas Bank meningkat sebesar Rp474,99 miliar (38,52%) dari Rp1.233,21 miliar menjadi Rp1.708,20 miliar di 2015. Peningkatan ekuitas terutama berasal dari modal saham dan komponen ekuitas lainnya. Modal saham meningkat sebesar Rp409,72 miliar (27,26%) hingga mencapai Rp1.912,96 miliar, hal ini merupakan hasil dari pelaksanaan Penawaran Umum Terbatas IV perseroan (Rights Issue) untuk
Description
Equity
The total equity of the Bank increased by Rp474,99 billion (38,52%) from Rp1.233,21 billion to Rp1.708,20 billion in 2015. The increase was primarily derived from the Capital stock and other equity components. Capital Stock increased by Rp409,72 billion (27,26%) to Rp1.912,96 billion, this was the proceed of the company Limited Public Offering IV (Rights Issue) to increase the paid up capital of the Bank. Other
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
menambah modal disetor Bank. Komponen ekuitas lainnya terutama dari penurunan kerugian dari perubahan nilai wajar efek yang tersedia untuk dijual.
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
equity components primarily from a decrease in losses from changes in fair value of available for sale securities.
Tabel Ekuitas (dalam juta Rupiah) Equity (in Rp million) Uraian Modal Saham Tambahan Modal Disetor-Bersih Komponen Ekuitas Lainnya
Pertumbuhan Growth
2015
2014
1.912.957
1.503.233
409.724
27,26%
Capital Stock
3.555
6.360
(2.805)
-44,10%
Additional Paid-In Capital – Net
Description
(7.217)
(67.109)
59.892
-89,25%
Other Components of Equity
Saldo Laba (Defisit)
(201.091)
(209.269)
8.178
-3,91%
Retained Earnings (Deficit)
TOTAL
1.708.204
1.233.215
474.989
38,52%
TOTAL
Laporan Laba Rugi dan Penghasilan Komprehensif Lain
Statements of Profit or Loss and Other Comprehensive Income
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain (dalam juta Rupiah) Statements of Profit or Loss and Other Comprehensive Income (in Rp million) Uraian
Pertumbuhan Growth
2015
2014
Pendapatan Operasional:
359.261
299.171
60.090
20,09%
- Pendapatan Bunga Bersih
287.107
236.281
50.826
21,51%
Interest Revenues-net -
72.154
62.890
9.264
14,73%
Other Operating Revenues -
348.314
370.481
(22.167)
-5,98%
Operating Expenses:
4.521
42.332
(37.811)
-89,32%
Provision of Impairment Losses -
- Pendapatan Operasional Lainnya Beban Operasional: - Beban Kerugian Penurunan Nilai - Beban Operasional Lainnya
Description Operating Revenues:
343.793
328.149
15.644
4,77%
Other Operating Expenses -
10.947
(71.310)
82.257
115,35%
Income (Loss) from Operations
241
1.270
(1.029)
-81,02%
Non-Operating Revenues (Expenses)
Laba (Rugi) Sebelum Pajak
11.188
(70.040)
81.228
115,97%
Income (Loss) before Tax Benefit (Expense)
Manfaat (Beban) Pajak
(3.010)
15.484
(18.494)
-119,44%
Tax Benefit (Expense)
8.178
(54.556)
62.734
114,99%
Net Income (Loss) for the Year
Laba (Rugi) Operasional Pendapatan (Beban) Non Operasional
Laba (Rugi) Bersih Tahun Berjalan Penghasilan Komprehensif Lain
59.892
16.532
43.360
262,28%
Other Comprehensive Income
Jumlah Laba (Rugi) Komprehensif
68.070
(38.024)
106.094
279,02%
Total Comprehensive Income (Loss)
Laba per Saham Dasar
0,61
(5,91)
6,52
110,32%
Earnings per Share – Basic
Laba per Saham Dilusian
0,57
(5,91)
6,48
109,64%
Earnings per Share – Diluted
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN/ STATEMENTS OF PROFIT or LOSS & OTHER COMPREHENSIVE INCOME 400.000 300.000
(dalam juta Rupiah)/(in Rp million)
359.261 299.171
200.000 100.000
68.070
59.892 10.947
0
1.270
241
11.188
15.484
8.178
16.532
(3.010) (70.040)
(71.310)
(100.000)
(38.024)
(54.556)
(200.000) (300.000) (348.314) (370.481)
(400.000) (500.000)
Pendapatan Operasional Operating Revenues
Beban Operasional Operating Expenses
2014
Pendapatan Bunga Bersih
Laba (Rugi) Operasional Operating Income (Loss)
Pendapatan (Beban) Non Operasional Non-Operating Revenues (Expenses)
Laba (Rugi) Manfaat (Beban) Sebelum Pajak Pajak Income (Loss) Tax Benefit before Tax (Expense)
Laba (Rugi) Bersih Tahun Berjalan Net Income (Loss) for the Year
Penghasilan Jumlah Komprehensif Laba (Rugi) Lain Komprehensif Other Total Comprehensive Comprehensive Income Income (Loss)
2015
Pendapatan bunga bersih Bank tahun 2015 mencapai Rp287,11 miliar atau meningkat sebesar Rp50,83 miliar (21,51%) dari tahun sebelumnya yang sebesar Rp236,28 miliar. Hal ini disebabkan kenaikan pendapatan bunga sepanjang tahun 2015 mencapai Rp189,82 miliar, masih lebih tinggi dibandingkan dengan peningkatan beban bunga yang sebesar Rp138,99 miliar. Seluruh komponen pendapatan bunga dari aset produktif mengalami peningkatan dibanding tahun sebelumnya. Peningkatan terbesar berasal dari kredit yang diberikan yang mencapai Rp790,47 miliar atau naik Rp129,84 miliar (19,65%) dari Rp660,63 miliar di 2014. Pendapatan bunga penempatan pada bank yang berasal dari call money dan sertifikat deposito Bank Indonesia dan bank lain meningkat sebesar Rp30,28 miliar (86,67%) dari Rp34,94 miliar menjadi Rp65,22 miliar di 2015. Pendapatan bunga dari efek-efek juga meningkat sebesar Rp27,36 miliar (56,29%) dari Rp48,59 miliar menjadi Rp75,95 miliar. Sementara kenaikan beban bunga berasal dari simpanan nasabah yang meningkat Rp140,25 miliar (29,21%), khususnya deposito berjangka. Hal ini sejalan dengan kenaikan saldo dana pihak ketiga.
Net Interest Income
Bank’s net interest income in 2015 reached Rp287,11 miliar or increased by Rp50,83 billion (21,51%) from the previous year amounting to Rp236,28 billion. This was due to higher interest income through out the year 2015 amounting to Rp189,82 billion, still higher than the increase in interest expense amounting to Rp138,99 billion. All the components of interest income on earning assets increased compared to the previous year. The largest increase came from loans which reached Rp790,47 billion or increased by Rp129,84 billion (19,65%) of Rp660,63 billion in 2014. The interest income of the bank placements which comes from call money and certificates of deposits of Bank Indonesia and other banks increased by Rp30,28 billion (86,67%) from Rp34,94 billion to Rp65,22 billion in 2015. Interest income from securities also increased by Rp27,36 billion (56,29%) of Rp48,59 billion to Rp75,95 billion. While the increase in interest expense derived from customer deposits increased by Rp140,25 billion (29,21%), particularly time deposits. This was in line with the increase in the balance of third party funds.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tabel Pendapatan Bunga Bersih (dalam juta Rupiah) Interest Revenues – Net (in Rp million) Uraian
Pertumbuhan Growth
2015
2014
Pendapatan Bunga
950.521
760.698
189.823
24,95%
- Kredit
790.469
660.632
129.837
19,65%
Loans -
- Efek-efek
75.954
48.598
27.356
56,29%
Securities -
- Penempatan pada Bank
65.221
34.939
30.282
86,67%
Placement with Banks -
3.707
3.123
584
18,69%
Demand Deposits with Banks -
- Giro pada Bank - Provisi dan komisi kredit
Description Interest Revenues
15.170
13.406
1.764
13,16%
Loans Commissions and fees -
Beban Bunga
663.414
524.417
138.997
26,51%
Interest Expenses
- Simpanan
620.371
480.124
140.247
29,21%
Deposits -
13.519
10.124
3.395
33,53%
Deposits from Other Banks Convertible Bonds -
- Simpanan dari Bank Lain - Obligasi Konversi
-
7.953
(7.953)
-100%
- Lainnya
11.942
12.291
(349)
-2,84%
Others -
- Provisi dan komisi yang Dibayar
17.582
13.925
3.657
26,26%
Commissions and Fees Paid -
287.107
236.281
50.826
21,51%
TOTAL
TOTAL
Pendapatan Operasional Lainnya
Other Operating Income
Pendapatan operasional lainnya meningkat Rp9,26 miliar (14,73%) dari Rp62,89 miliar di 2014 menjadi Rp72,15 miliar di 2015. Kontribusi peningkatan terbesar adalah pendapatan lain yang mencapai Rp33,59 miliar di 2015 atau naik Rp13,60 miliar (68,07%) dari tahun sebelumnya yang sebesar Rp19,98 miliar. Komponen pendapatan lain-lain tersebut terdiri dari pendapatan denda, administasi dan lainnya.
Other operating income increased to Rp9,26 billion (14,73%) of Rp62,89 billion in 2014 to Rp72,15 billion in 2015. The biggest contribution came from other income which reached Rp33,59 billion in 2015 increased by Rp13,60 billion (68,07%) from the previous year of Rp19,98 billion. Components of other income consisted of fines, administration and others income.
Tabel Pendapatan Operasional Lainnya (dalam juta Rupiah) Other Operating Revenues (in Rp million) Uraian
2015
2014
Pertumbuhan Growth
Description
Pendapatan Operasional Lainnya
Other Operating Revenues
Pendapatan transaksi valuta asing - Bersih
13.039
9.956
3.083
30,97%
Gain on foreign exchange transaction-net
Keuntungan bersih penjualan efek
2.826
14.146
(11.320)
-80,02%
net gain on sale of securities
Provisi dan komisi selain kredit Bersih
16.278
12.803
3.475
27,14%
Commissions and fees from transactions other than loans – net
Penerimaan kembali kredit yang dihapus buku
8.940
5.779
3.161
54,69%
Recovery of loans previously written off
(2.520)
220
(2.740)
na
Unrealized gain (loss) from trading securities
Keuntungan (kerugian) yang belum direalisasi dari efek-efek yang diperdagangkan Lain-lain
33.591
19.986
13.605
68,07%
Others
TOTAL
72.154
62.890
9.264
14,73%
TOTAL
Beban Operasional
Beban operasional Bank menurun Rp22,17 miliar (5,98%) dari Rp370,48 miliar di 2014 menjadi Rp348,31 miliar di 2015. Penurunan beban operasional tersebut terutama disebabkan oleh penurunan beban kerugian penurunan nilai atas asset keuangan sebesar Rp37,51 miliar (88,11%) dari Rp42,57 miliar pada tahun sebelumnya menjadi Rp5,06 miliar di 2015. Hal ini merupakan dampak dari perbaikan kualitas kredit yang dicapai oleh Bank. Disisi lain beban operasional lainnya yang terdiri dari beban umum dan administrasi, tenaga kerja, pensiun dan imbalan pasca kerja serta beban lainnya mengalami peningkatan sebesar Rp15,64 miliar (4,77%) dari 94
Operating Expenses
Bank operating expenses decreased Rp22,17 billion (5,98%) from Rp370,48 billion in 2014 to Rp348,31 billion in 2015. The decrease was mainly caused by a decrease in provision of impairment losses on financial assets amounting to Rp37,51 billion (88,11%) of Rp42,57 billion in the previous year to Rp5,06 billion in 2015. It demonstrated improvement of loan quality. On the other hand other operating expenses which consisted of general and administrative expenses, staff cost, pesion and post-employment benefits and other expenses increased by Rp15,64 billion (4,77%) of Rp328,15 billion to Rp343,79 billion, still well managed in the middle of process
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Rp328,15 miliar menjadi Rp343,79 miliar, terkendali dengan baik di tengah usaha Bank yang sedang melakukan perubahan dan peningkatan kemampuan sumber daya manusia dan infrastruktur untuk mendukung peningkatan bisnis.
Manajemen Sumber Daya Manusia Human Resources Management
of the change and capacity building of human resources and infrastructure to support business improvement .
Tabel Beban Operasional (dalam juta Rupiah) Operating Expenses (in Rp million) Uraian
2015
Pertumbuhan Growth
2014
Description
Beban Operasional
Operating Expenses
Beban (pemulihan) Kerugian Penurunan Nilai:
4.521
42.332
(37.811)
- Aset Keuangan
5.061
42.569
(37.508)
-88,11%
Financial Assets -
- Aset Non Keuangan
(540)
(237)
(303)
-127,85%
Non-Financial Assets -
Beban Operasional Lainnya:
343.793
328.149
15.644
4,77%
Other Operating Expenses:
- Beban Umum dan Administrasi
150.937
146.881
4.056
2,76%
General and Administrative -
- Beban Tenaga Kerja
7.606
4,81%
Personnel -
-89,32%
Provision of Impairment Losses:
165.588
157.982
- Beban Pensiun dan Imbalan Pasca Kerja
11.009
10.041
968
9,64%
Pension and Employee Benefits -
- Beban Lainnya
16.259
13.245
3.014
22,75%
Others -
348.314
370.481
(22.167)
-5,98%
TOTAL
TOTAL
Laba Operasional
Operating Profit
Jumlah Laba Komprehensif
Total Comprehensive Income
Di tahun 2015 Bank berhasil mencatat laba operasional sebesar Rp10,95 miliar, meningkat Rp82,26 miliar dari tahun 2014 yang mencatat rugi operasional sebesar Rp71,31 miliar. Hal ini disebabkan oleh peningkatan pendapatan operasional sebesar Rp60,09 miliar dan penurunan beban operasional sebesar Rp22,17 miliar dibanding tahun sebelumnya.
Laba komprehensif Bank tahun 2015 mencapai Rp68,07 miliar, meningkat signifikan dari tahun sebelumnya yang masih mencatat rugi komprehensif sebesar Rp38,02 miliar. Peningkatan terbesar berasal dari perubahan nilai wajar efek tersedia untuk dijual yang mencapai Rp73,92 miliar dari Rp28,62 miliar di tahun sebelumnya.
In 2015 the Bank has recorded an operating profit of Rp10,95 billion increased by Rp82,26 billion from 2014 which recorded an operating loss amounting to Rp71,31 billion. This was due to the increase in operating income of Rp60,09 billion and a decrease in operating expenses amounted to Rp22,17 billion compared to the previous year.
Total comprehensive income in 2015 reached Rp68,07 billion, increased significantly from the previous year which recorded a comprehensive loss of Rp38,02 billion. The largest increase came from changes in fair value of securities available for sale, which reached Rp73,92 billion compare to Rp28,62 billion in the previous year
Tabel Laba (Rugi) Komprehensif (dalam juta Rupiah) Comprehensive Income (Expenses) (in Rp million) Uraian
2015
2014
Pertumbuhan Growth
PENGHASILAN KOMPREHENSIF LAIN
Description OTHER COMPREHENSIVE INCOME
Pos yang tidak akan direklasifikasi ke laba rugi:
4.455
(4.930)
9.385
na
Item that will not be reclassified subsequently to profit or loss:
- Pengukuran kembali atas kewajiban imbalan pasti
5.940
(6.573)
12.513
na
Remeasurement of defined benefits - obligation
- Pajak penghasilan terkait pos yang tidak akan direklasifikasi ke laba rugi
(1.485)
1.643
(3.128)
na
Income tax relating to item that will not be reclassified subsequently to profit or loss
Pos yang akan direklasifikasi ke laba rugi:
55.437
21.462
33.975
158,30%
Item that will be reclassified subsequently to profit or loss:
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Uraian
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Pertumbuhan Growth
2015
2014
73.916
28.617
45.299
158,29%
- Pajak penghasilan terkait pos yang akan direklasifikasi ke laba rugi
(18.479)
(7.155)
(11.324)
158,27%
Jumlah penghasilan komprehensif lain periode berjalan setelah pajak
59.892
16.532
43.360
262,28%
Total other comprehensive income for the current year net of tax
TOTAL LABA (RUGI) KOMPREHENSIF
68.070
(38.024)
106.094
279,02%
TOTAL COMPREHENSIVE INCOME (LOSS)
- Perubahan nilai wajar efek tersedia untuk dijual
Description Changes in fair value of available for sale (AFS) securities Income tax relating to item that will be reclassified subsequently to profit or loss
Laba Per Saham
Earnings Per Share
Rasio Keuangan
Financial Ratios
Peningkatan laba bersih tahun 2015 berpengaruh terhadap laba bersih per saham yang meningkat menjadi Rp0,61 per saham dari rugi sebesar Rp5,91 per saham di tahun 2014.
The increase in net income in 2015 affected the earning per share increased to Rp0,61 per share from a loss of Rp5,91 per share in 2014 .
Tabel Rasio Keuangan Financial Ratios Uraian
2015
2014
Description
17,83%
17,79%
Capital Adequacy Ratio (CAR)
RASIO KINERJA/PERFORMANCE RATIOS Kewajiban Penyediaan Modal Minimum (KPMM) Aset produktif dan non produktif bermasalah terhadap total asset produktif dan non produktif
2,57%
4,41%
Ratio of non-performing earning assets and non-earning assets to total earning assets and non-earning assets
Aset produktif bermasalah terhadap total asset produktif
2,18%
4,41%
Ratio of non-performing earning assets to total earning assets
Cadangan kerugian penurunan nilai aset keuangan terhadap aset produktif
0,39%
1,54%
Ratio of allowance for impairment losses in financial assets to total earning assets
NPL Gross
2,97%
5,88%
NPL Gross
NPL Netto
2,43%
3,86%
NPL Net
ROA
0,10%
-0,82%
ROA
ROE
0,74%
-6,69%
ROE
NIM
3,32%
3,43%
NIM
BOPO
98,97%
108,54%
Operating Expenses to Operating Income
LDR
72,29%
80,35%
LDR LLL violation percentage
RASIO KEPATUHAN/COMPLIANCE RATIOS Persentase pelanggaran BMPK
-
-
Pihak terkait
-
-
Related party
Pihak tidak terkait
-
-
Unrelated party LLL exceedance percentage
Persentase pelampauan BMPK
-
-
Pihak terkait
-
-
Related party
Pihak tidak terkait
-
-
Unrelated party
GWM Utama Rupiah
8,61%
8,18%
In Rupiah
GWM Valuta Asing
9,26%
8,22%
In Foreign Currencies
Posisi Devisa Netto
6,82%
6,10%
Net Open Position
Giro Wajib Minimum (GWM)
96
Minimum Reserve Requirement
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Uraian rasio keuangan penting Bank: • Kecukupan Modal Rasio Kecukupan Modal Minimum Bank (CAR) meningkat menjadi 17,83% di tahun 2015. Rasio ini berada diatas ketentuan Bank Indonesia yang sebesar 8%. Hal ini menunjukkan kemampuan permodalan Bank yang semakin kuat untuk menunjang kegiatan operasional Bank.
Descriptions on the Bank’s key financial ratios: • Capital Adequacy The Bank’s Capital Adequacy Ratio (CAR) rose to 17.83% in 2015. This was well above Bank Indonesia’s requirement of minimum 8%. This demonstrates a stronger capital capability of the Bank to support its operations.
•
Kualitas Aset Rasio aset produktif dan non produktif bermasalah terhadap total asset produktif dan non produktif menurun dari 4,41% menjadi 2,56% dari tahun sebelumnya. Begitu pula rasio NPL gross dan NPL net masing-masing mengalami penurunan menjadi 2,97% dan 2,43% dibanding tahun sebelumnya yang sebesar 5,88% dan 3,86%. Hal ini menunjukkan pengelolaan kualitas aset yang semakin baik.
•
Asset Quality The ratio of non-performing earning assets and nonearning assets to total earning assets and non-earning assets dropped from 4.41% in the previous year to 2.56%. Likewise, NPL gross and NPL net ratios each experienced a decline to 2.97% and 2.43%, respectively lower from the previous year’s figures of 5.88% and 3.86%. This demonstrates a better management of assets.
•
Profitabilitas Rasio profitabilitas Bank di 2015 mengalami peningkatan yang signifikan. Rasio imbal hasil terhadap aset (ROA) naik menjadi 0,10% dari -0,82%. Rasio imbal hasil terhadap ekuitas (ROE) naik menjadi 0,74% dari -6,69% di tahun sebelumnya.
•
Profitability The Bank’s profitability ratios improved significantly in 2015. Return on Assets (ROA) rose to 0.10% from -0.82%. Meanwhile, Return on Equity (ROE) rose to 0.74% from -6.69% in the previous year.
•
Efisiensi Rasio beban operasional dibandingkan pendapatan operasional (BOPO) mengalami perbaikan menjadi 98,97% dari tahun sebelumnya yang sebesar 108,54%. Hal ini menunjukkan tingkat efisiensi Bank yang semakin membaik.
•
Efficiency The ratio of operating expenses to operating revenues improved from 108.54% in the previous year to 98.97% in the current year. This demonstrates the Bank’s higher efficiency.
•
Likuiditas Tingkat likuiditas Bank tetap kuat dan sehat yang ditunjukkan dengan rasio kredit terhadap dana pihak ketiga (LDR) sebesar 72,29% di 2015.
•
Liquidity The Bank’s liquidity remained strong and healthy with the loan to deposit (LDR) ratio of 72.29% in 2015.
Struktur Permodalan Bank
The Bank’s Capital Structure
Kewajiban Penyediaan Modal Minimum Bank tahun 2015 dihitung berdasarkan PBI No.15/12/PBI/2013 tentang Kewajiban Penyediaan Modal Minimum Bank Umum dimana modal yang ditetapkan terdiri dari modal inti (Tier 1) dan modal pelengkap (Tier 2). Bank wajib menyediakan modal inti paling rendah 6% dari ATMR, baik secara individual maupun konsolidasi. Guna menjaga struktur permodalan yang kuat serta memenuhi ketentuan kecukupan permodalan yang ditetapkan oleh regulator berdasarkan klasifikasi BUKU Bank, maka pada tahun 2014 dan 2015 Bank telah melakukan rights issue PUT III dan PUT IV sehingga meningkatkan modal inti Bank menjadi Rp1.129 miliar di 2014 dan Rp1.403 miliar di 2015.
The Capital Capital Adequacy ratio in 2015 was calculated based PBI No.15/ 12/PBI/2013 on the Minimum Capital Requirement for Commercial Banks where capital is set consist of core capital (Tier1)and supplementary capital (Tier2). Banks are required to provide minimum core capital 6% of risk weighted assets, either individually and consolidated. In order to maintain a strong capital structure and comply with the requirement of capital adequacy set by the regulator based BUKU classification, in 2014 and 2015 the Bank had a rights issue PUT III and PUT IV to increased Bank’s core capital to Rp1.129 billion in 2014 and Rp1.403 billion in 2015 .
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Struktur Modal Bank MNC Internasional (dalam juta Rupiah) Bank MNC International’s Capital Structure (in Rp million) Uraian
2015
2014
Description
1.402.881
1.129.372
Core Capital (Tier 1) Additional Capital (Tier 2)
Modal
Capital
Modal Inti (Tier 1) Modal Pelengkap (Tier 2)
92.631
66.304
Total Modal
1.495.512
1.195.676
Total Capital
ATMR Risiko Kredit
7.410.502
5.908.369
RWA with Credit Risk
ATMR Risiko Operasional
685.745
738.325
RWA with Operational Risk
ATMR Risiko Pasar
291.290
75.725
RWA with Market Risk
8.387.537
6.722.419
Total RWA
17,79%
Capital Adequacy Ratio in accordance with Risk Profile
Total ATMR Rasio Kewajiban Penyediaan Modal Minimum Sesuai Profil Risiko
17,83%
Dampak Perubahan Tingkat Suku Bunga Terhadap Kinerja Bank
Impact of Interest Rate Changes on Bank’s Performance
Selama tahun 2015, Bank Indonesia telah menurunkan tingkat suku bunga Bank Indonesia dari 7,75% menjadi 7,5%. Hal ini berdampak pada industri perbankan termasuk MNC Bank terutama penurunan pada tingkat suku bunga dana pihak ketiga. Tingkat suku bunga efektif rata-rata untuk deposito berjangka Rupiah menurun dari 10,13% ditahun 2014 menjadi 9,39% ditahun 2015 sedangkan tingkat bunga efektif rata-rata produk tabungan juga menurun dari 3,6% menjadi 3,15 selama tahun 2015. Hal tersebut berdampak pada pertumbuhan pendapatan bunga-bersih Bank di tahun 2015 sebesar Rp51 miliar atau 21% dibandingkan dengan tahun sebelumnya.
During 2015, Bank Indonesia has changed the Bank Indonesia base interest rate from 7.75% to 7.5%. This has an impact on the banking industry including the MNC Bank, especially the decline in interest rates in third party funds . The average effective interest rate for Rupiah time deposits decreased from 10.13to 9.39% in 2015 while the average effective interest rate of savings products also declined from 3.6 % to 3.15 in 2015. It affected the growth of the Bank’s Net interest income in 2015 amounted to Rp51 billion or 21% compared with the previous year.
Informasi Material yang Terjadi Setelah Tanggal Laporan Akuntan
Material Information on Subsequent Events
MNC Bank tidak memiliki informasi material penting yang terjadi setelah tanggal laporan akuntan.
MNC Bank has no material information important regarding subsequent event.
Kebijakan Dividen
Dividend Policy
Sesuai peraturan perundang-undangan yang berlaku, pembayaran dividen harus disetujui oleh pemegang saham dalam RUPS. Anggaran Dasar Perseroan menyatakan bahwa dividen hanya dapat dibayarkan sesuai dengan kemampuan keuangan Perseroan berdasarkan keputusan yang diambil dalam RUPS. Perseroan akan membayarkan dividen secara tunai kepada seluruh pemegang saham apabila pada tahun buku yang bersangkutan Perseroan membukukan laba bersih dan laba ditahan yang positif dengan tidak mengabaikan tingkat kesehatan Perseroan, peraturan perundang-undangan dan kebutuhan dana yang diperlukan untuk investasi dalam rangka pengembangan usaha tanpa mengurangi hak dari Rapat Umum Pemegang Saham (RUPS) Perseroan.
In Accordance to the prevailing regulations, payment of dividends must be approved by shareholders at the General shareholders Meeting. The Company’s articles of association states that dividends can only be paid in accordance with the Company’s financial capability based on the decisions of General shareholders meeting. The Company shall pay dividends in cash to all shareholders in the condition of both the current fiscal year Net Income and retained earnings are positive with taking into consideration the soundness of the Company, the prevailing regulations and funding required for business expansion without prejudice to the right of the General Meeting of Shareholdersof the Company.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Program Kepemilikan Saham oleh Manajemen dan/atau Karyawan
Management and/or Employee Stock Option Program (MESOP)
Program kepemilikan saham Bank oleh manajemen dan/atau karyawan (MESOP) merupakan bentuk penghargaan (reward) atas kontribusinya terhadap peningkatan kinerja Bank.
Management and/or employee stock ownership program (MESOP) is a reward for the contribution to improving the performance of the Bank.
Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) tanggal 21 April 2014 menyetujui untuk melakukan penerbitan Management Employee Stock Option Program (MESOP) sebanyak 1,5% dari modal ditempatkan Perseroan yang akan dikeluarkan secara bertahap. Program tersebut telah dilaporkan, disetujui dan dicatatkan pada PT Bursa Efek Indonesia (BEI) sesuai Surat BEI No.S-03625/BEI. PG2/08-2014 tanggal 14 Agustus 2014 tentang Persetujuan Pencatatan Saham Dalam Rangka Program ESOP/MESOP Tahap I dengan keterangan mengenai saham yang akan dicatatkan secara pra-pencatatan sebagai berikut.
The Extraordinary General Meeting of Shareholders on 21 April 2014 has approved the issuance of The Management Employee Stock Option Program (MESOP) of 1.5% of the Paid in Capital of the Company gradually. The program has been reported, approved and registered with the Indonesia Stock Exchange (BEI) in accordance BEI Letter No.S-03625/ BEI.PG2/08-2014 on14 August,2014 regarding the approval of Registration of Shares for the ESOP/MESOP Phase I with detailof the shares will be listed in the pre - recording as follow.
Jumlah Saham
82.291.178
Asal saham
Total Number of Shares
Hasil Konversi/Conversion of ESOP/MSOP
Origin of Shares
Nilai Nominal
Rp100 per saham/share
Nominal Price
Harga Pelaksanaan
Rp130 per saham/share
Exercise Price
Periode MESOP Bank diuraikan dalam tabel sebagai berikut.
Bank MESOP period is described in the following.
Tabel Periode MESOP MESOP Periods Alokasi Allocation
Periode Pelaksanaan Exercise Period
I
Oktober 2014 & April 2015/October 2014 & April 2015
II
April 2015 & Oktober 2015/April 2015 & October 2015
III
Oktober 2015 & April 2016/October 2015 & April 2016
IV
April 2016/April 2016
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Laporan Pelaksanaan MESOP Sampai akhir tahun 2015, belum ada MESOP yang dikonversi menjadi saham exercise.
MESOP Implementation Report Until the end of 2015, there has been no MESOP converted into shares.
Realisasi Penggunaan Dana Hasil Penawaran Umum
Use of Public Offering Proceeds
Realisasi penggunaan dana hasil penawaran umum disajikan dalam tabel sebagai berikut.
The use of public offering proceeds is presented in the following table. (dalam juta Rupiah) (in Rp million) Rencana Pengunaan Dana Menurut Prospektus Planned Use of Proceeds as per Prospectus
Nilai Realisasi Penawaran Umum Public Offering Actual Proceeds
Jenis Penawaran Umum Type of Public Offering
Penawaran Umum Dengan Hak Memesan Efek Terlebih Dahulu Public Offering with Preemptive Rights
Tanggal Efektif Effective Date
9 Oktober 2015
Jumlah Hasil Penawaran Umum Total Public Offering Proceeds
Biaya Penawaran Umum Public Offering Fees
Hasil Bersih Net Proceeds
Peningkatan Aset Produktif (Pemberian Kredit, Penempatan Dana , dan Pembelian Surat Berharga) Increase of Earning Assets (Loans, Fund Placements, and Purchase of Securities)
Rp409.724
Rp2.301
Rp407.422
Rp407.422
Realisasi Pengunaan Dana menurut Prospektus Actual Use of Proceeds as per Prospectus
Pembelian Surat berharga
Sisa Dana Hasil Penawaran Umum Remaining Public Offering Proceeds
Purchase of Securities
Rp100.145
Rp307.277
Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak Berelasi
Material Transactions with Conflict of Interest and/or Transactions with Related Parties
Pihak-pihak berelasi adalah orang atau entitas yang terkait dengan Bank (entitas pelapor):
A related party is a person or entity that is related to the Bank (the reporting entity):
a. Orang atau anggota keluarga dekatnya mempunyai relasi dengan entitas pelapor jika orang tersebut: i. Memiliki pengendalian atau pengendalian bersama atas entitas pelapor; ii. Memiliki pengaruh signifikan atas entitas pelapor; atau iii. Merupakan personil manajemen kunci entitas pelapor atau entitas induk dari entitas pelapor.
a. A person or a close member of that person’s family is related to the reporting entity if that person: i. has control or joint control over the reporting entity;
b. Suatu entitas berelasi dengan entitas pelapor jika memenuhi salah satu hal berikut: i. Entitas dan entitas pelapor adalah anggota dari kelompok usaha yang sama (artinya entitas induk, entitas anak, dan entitas anak berikutnya saling berelasi dengan entitas lainnya). ii. Satu entitas adalah entitas asosiasi atau ventura bersama dari entitas lain (atau entitas asosiasi atau ventura bersama yang merupakan anggota suatu kelompok usaha, yang mana entitas lain tersebut adalah anggotanya).
100
ii. has significant influence over the reporting entity; or iii. is a member of the key management personnel of the reporting entity or of a parent of the reporting entity. b. An entity is related to the reporting entity if any of the following conditions applies: i. the entity, and the reporting entity are members of the same group (which means that each parent, subsidiary and fellow subsidiary is related to the others). ii. one entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which the other entity is a member).
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
iii. Kedua entitas tersebut adalah ventura bersama dari pihak ketiga yang sama. iv. Satu entitas adalah ventura bersama dari entitas ketiga dan entitas yang lain adalah entitas asosiasi dari entitas ketiga. v. Entitas tersebut adalah suatu program imbalan pasca kerja untuk imbalan kerja dari salah satu entitas pelapor atau entitas yang terkait dengan entitas pelapor. vi. Entitas yang dikendalikan atau dikendalikan bersama oleh Orang dalam huruf (a). vii. Orang yang diidentifikasikan dalam huruf (a) (i) memiliki pengaruh signifikan atas entitas atau merupakan personil manajemen kunci entitas (atau entitas induk dari entitas).
iii. both entities are joint ventures of the same third party. iv. one entity is a joint venture of a third entity and the other entity is an associate of the third entity.
Seluruh transaksi yang dilakukan dengan pihak-pihak berelasi, baik dilakukan dengan kondisi dan persyaratan yang sama dengan pihak ketiga maupun tidak, diungkapkan pada laporan keuangan.
All transactions with related parties, whether or not made at similar terms and conditions as those done with third parties, are disclosed in the financial statements.
Perubahan Peraturan PerundangUndangan yang Berpengaruh Signifikan Terhadap Bank
Changes in Regulations that have Significant Influence on The Bank
No.
1
2
3
4
Peraturan Baru Yang Telah Diterbitkan New Regulation Issued
v. the entity is a post-employment benefit plan for the benefit of employees of either the reporting entity, or an entity related to the reporting entity. vi. the entity is controlled or jointly controlled by a person identified in (a). vii. a person identified in (a) (i) has significant influence over the entity or is a member of the key management personnel of the entity (or a parent of the entity).
Dampak Terhadap MNC Bank Impact on MNC Bank
Peraturan Otoritas Jasa Keuangan no. 17/POJK.03/2014 Tentang Penerapan Manajemen Risiko Terintegrasi Bagi Konglomerasi Keuangan Financial Services Authority (OJK) Regulation No. 17/ POJK.03/2014 on Implementation of Integrated Risk Management for Financial Conglomerations
Perusahaan telah menaati Peraturan tersebut melalui pembentukan Komite Manajemen Risiko Terintegrasi, Pedoman Penerapan Manajemen Risiko Terintegrasi dan telah memberikan laporan Profil Risiko Terintegrasi posisi Desember 2015 kepada Otoritas Jasa Keuangan. The Company abides by these regulations through the establishment of the Integrated Risk Management Surat Edaran Otoritas Jasa Keuangan No.14/ Committee, preparation of the Integrated Risk Management SEOJK.03/2015 Tentang Penerapan Manajemen Risiko Implementation Guideline, and submission of the Integrated Terintegrasi Bagi Konglomerasi Keuangan Risk Profile for December 2015 to the OJK. OJK Circular No. 14/SEOJK.03/2015 on Implementation of Integrated Risk Management for Financial Conglomerations Peraturan Otoritas Jasa Keuangan No.18/POJK.03/2014 Tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan OJK Regulation No. 18/POJK.03/2014 on Implementation of Integrated Governance for Financial Conglomerations
Perusahaan telah menaati Peraturan tersebut dengan membentuk Komite Tata Kelola Terintegrasi, menyusun Pedoman Tata Kelola Terintegrasi dan telah menyampaikan laporan penilaian pelaksanaan Tata Kelola Terintegrasi untuk posisi Desember 2015 kepada Otoritas Jasa Keuangan. The Company abides by these regulations through the Surat Edaran Otoritas Jasa Keuangan No.15/ establishment of the Integrated Governance Committee, SEOJK.03/2015 Tentang Penerapan Tata Kelola preparation of the Integrated Governance Implementation Terintegrasi Bagi Konglomerasi Keuangan Guideline, and submission of the Integrated Governance OJK Circular No. 15/SEOJK.03/2015 on Implementation Report for December 2015 to the OJK. of Integrated Governance for Financial Conglomerations
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04 Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
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Peraturan Bank Indonesia no.17/6/PBI/2015 Tentang Perubahan Atas Peraturan Bank Indonesia Nomor 16/16/ PBI/2014 Tentang Transaksi Valuta Asing Terhadap Rupiah Antara Bank Dengan Pihak Domestik Bank Indonesia Regulation No. 17/6/PBI/2015 on the Amendment to Bank Indonesia Regulation No. 16/16/ PBI/2014 on Foreign Exchange and Rupiah Transactions between Banks and Domestic Parties
6
Surat Edaran Bank Indonesia No.17/49/DPM Perihal Perubahan Keempat atas Surat Edaran Bank Indonesia Nomor 16/14/DPM tanggal 17 September 2014 perihal Transaksi Valuta Asing Terhadap Rupiah antara Bank dengan Pihak Domestik Bank Indonesia Circular No. 17/49/DPM on the Fourth Amendment to the Bank Indonesia Circular No. 16/14/ DPM dated 17 September 2014 on Foreign Exchange and Rupiah Transactions between Banks and Domestic Parties
7
Peraturan Bank Indonesia No. 17/3/PBI/2015 Tentang Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik Indonesia Bank Indonesia Regulation No. 17/3/PBI/2014 on the Obligation to Use the Rupiah in the Jurisdiction of the Republic of Indonesia
8
Surat Edaran Bank Indonesia no.17/11/DKSP Perihal Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik Indonesia Bank Indonesia Circular No. 17/11/DKSP on the Obligation to Use the Rupiah in the Jurisdiction of the Republic of Indonesia
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Perusahaan telah menaati Peraturan tersebut dan akan senantiasa melakukan pemantauan kepatuhan atas peraturan tersebut. The Company abides by these regulations and will continue to monitor its compliance with these regulations.
Perusahaan telah menaati Peraturan Tersebut dan akan senantiasa melakukan pemantauan kepatuhan atas peraturan tersebut. The Company abides by these regulations and will continue to monitor its compliance with these regulations.
Kebijakan Akuntansi
Accounting Policies
Perseroan telah menerapkan Pedoman Standar Akutansi Keuangan Indonesia dalam menerbitkan laporan keuangan tahunannya dan Bank telah menjelaskan kebijakan penting akutansi yang diterapkan pada catatan Laporan Keuangan per 31 Desember 2015 dan 2014 yang terdapat pada laporan ini.
The Bank has applied the Indonesian Generally Accepted Accounting Principles in preparing annual financial statements and the Company has disclosed significant accounting policies applied in the notes to Consolidated Financial Statements as of 31 December 2015 and 2014 as attached to this report.
Informasi Kelangsungan Usaha
Going Concern
Hal-Hal yang Berpengaruh Terhadap Kelangsungan Usaha
Signifikan
MNC Bank tidak menghadapi hal-hal yang berpengaruh signifikan terhadap kelangsungan usaha.
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Issues that Significantly Influence The Bank’s Going Concern
MNC Bank does not currently deal with issues that have a significant effect on its business continuity.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Assessment Manajemen atas Hal-Hal yang Berpengaruh Signifikan Terhadap Kelangsungan Usaha
Management’s Assessment of Issues that Significantly Influence The Bank’s Going Concern
Asumsi yang Digunakan Manajemen dalam Melakukan Assessment
Assumptions used in The Assessment by The Management
- Kinerja Keuangan yang terus membaik. - Solvabilitas yang meningkat dibandingkan tahun sebelumnya dan berada diatas ketentuan Bank Indonesia yang sebesar 8%. Hal ini menunjukkan kemampuan permodalan Bank yang semakin kuat untuk menunjang kegiatan operasional Bank. - Tidak terdapat masalah internal yang signifikan. - Tidak sedang menghadapi Perkara Hukum yang berpengaruh signifikan terhadap Bank.
- Financial performance that continues to improve. - Solvency that has increased from that of the previous year, above the requirement of Bank Indonesia, which is 8%. This demonstrates the Bank’s stronger capital capability to support its operations.
Perseroan telah berhasil meningkatkan kinerja keuangannya dari kondisi kerugian di 2014 menjadi keuntungan atau laba yang cukup signifikan. Hal ini menunjukkan bahwa adanya potensi untuk melanjutkan kelangsungan usaha di masa yang akan datang.
Beberapa Faktor yang menjadi pertimbangan manajemen dalam melakukan assessment terhadap kelangsungan usaha adalah sebagai berikut.
The Bank has managed to improve its financial performance from a state of loss in 2014 to record a significant amount of income. This suggests that there is potential to continue its business in the future.
The factors considered by the management in assessing the Bank’s business continuity is as follows.
- -
There are no significant internal problems. There are no litigations that are currently faced by the Bank which may significantly influence the Bank.
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Kilas Kinerja 2015
Performance Highlights 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
TATA KELOLA PERUSAHAAN Good Corporate Governance
Arti Penting Good Corporate Governance bagi MNC Bank The Important of Good Corporate Governance for MNC Bank
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Sistem Pengendalian Intern Internal Control System
188
Satuan Kerja Kepatuhan Compliance Working Unit
191 194
Dasar Penerapan GCG Legal Grounds for GCG Implementation
108
Governance Outcome Governance Outcome
110
Program Anti Pencucian Uang (APU) dan Pencegahan Pendanaan Terorisme (PPT) Anti-Money Laundering (APU) and Counter Terrorism Financing (PPT) Program
Peningkatan Kualitas GCG secara Berkelanjutan Sustainability GCG Quality Improvement
110
Code of Conduct Code of Conduct
195
Implementasi Penerapan Tata Kelola Terintegrasi The Implementation of an Integrated Good Corporate Governance Application
115
Whistleblowing System (WBS) Whistleblowing System (WBS)
196
Manajemen Teknologi Informasi Information Technology Management
201 204
Struktur dan Mekanisme GCG GCG Structure and Mechanism
117
Audit Internal Internal Audit
Akses Informasi Information Access
179
205
Akuntan Publik Public Accountant
Informasi Pemegang Saham Pengendali Controlling Shareholder Information
187
Perlakuan Yang Sama Terhadap Seluruh Pemegang Saham Equal Treatment to All Shareholders
206
Fungsi Manajemen Risiko Risk Management Function
206
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Kilas Kinerja 2015
Performance Highlights 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Good Corporate Governance (GCG) bukan sekadar langkah kepatuhan melainkan terjalinnya ikatan kuat antara praktik governance yang berkualitas dengan penciptaan nilai. Penerapan GCG telah dirasakan manfaatnya oleh MNC Bank yang terlihat dari peningkatan kinerja Bank di 2015. Good Corporate Governance (GCG) is not simply a compliance measure but it is a strong bonding between quality governance practices with value creation. The benefits of GCG implementation have been enjoyed by MNC Bank that evident in the improvement of the Bank’s performance in 2015.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
ARTI PENTING GOOD CORPORATE GOVERNANCE BAGI MNC BANK THE IMPORTANT OF GOOD CORPORATE GOVERNANCE FOR MNC BANK Sebagai perusahaan publik, Bank memiliki tujuan untuk memberikan nilai jangka panjang dan berkelanjutan untuk pemegang saham dan pemangku kepentingan. Tujuan tersebut diupayakan melalui setiap lini bisnis perbankan yang dikerjakan. Berlandaskan pada tujuan tersebut, Bank memiliki komitmen untuk menerapkan good corporate governance (GCG) dengan melaksanakan praktik bisnis yang sehat dan profesional.
As a public company, Bank has the goal to provide a sustainable and long-term value for all the shareholders and stakeholders through our main business activities. In order to achieve the goal, we have a commitment to maintain the highest good corporate governance and seek to instill a professional culture and ethic which values certain behavior that set an example, good awareness of the working environment, as well as personal and corporate integrity.
GCG bukan sekadar langkah kepatuhan melainkan terjalinnya ikatan kuat antara praktik governance yang berkualitas dengan penciptaan nilai. Untuk itu, dari awal kami telah mengambil langkah-langkah untuk memastikan bahwa telah terdapat dasar yang kuat dalam Bank untuk menerapkan prinsip-prinsip GCG yaitu transparansi, akuntabilitas, tanggung jawab, independensi, dan kewajaran serta kesetaraan.
Good Corporate Governance (GCG) is not only a compliance measures, moreover, there is a strong engagement between high quality corporate governance practices with value creation. Therefore, from the beginning we started the business, we have taken steps to ensure that there has been solid foundation for the Company to apply the principles of good corporate governance by the time we officially become a public company, namely: transparency, accountability, responsibility, independence, fairness, and equality.
Penerapan prinsip-prinsip GCG tersebut adalah sebagai wujud komitmen MNC Bank sebagai bagian dari misi Bank untuk meningkatkan daya saing perusahaan dan membangun bisnis utama di bidang perbankan dengan governance yang terstruktur dan profesional. Berlandaskan pedoman GCG perusahaan (good of corporate governance), MNC Bank melakukan prinsip-prinsip GCG yang dijabarkan dalam dua landasan sebagai bagian dari implementasi GCG Bank.
Implementation of the principles of good corporate governance is the Bank’s commitment and mission which aim at improving the Company’s competitiveness and building our core business in the banking industry with a structured and professional management system. Based on code of corporate governance, Bank is implementing the GCG principles outlined in two basic implementation of the Company’s corporate governance.
Landasan utama penerapan GCG yakni membangun governance structure yang kuat yaitu struktur Dewan Komisaris, Direksi dan jajaran manajemen yang lengkap dan solid; termasuk berfungsinya komite-komite baik di level Dewan Komisaris maupun Direksi yang mendukung pelaksanaan tugas dan tanggung jawab pengurus Bank.
The main basic GCG implementation of building a strong governance structure is the structure of the Board of Commissioners, the Board of Directors and management team are complete and solid; including the functioning of committees both at the level of the Board of Commissioners and the Board of Directors that support the implementation of the tasks and responsibilities of the Bank’s management.
Landasan kedua adalah governance commitment yaitu komitmen yang kuat untuk menjalankan prinsip-prinsip GCG dari organ perusahaan Rapat Umum Pemegang Saham, Dewan Komisaris, Direksi dan seluruh pemangku kepentingan. MNC Bank juga melakukan internalisasi prinsip-prinsip GCG kepada seluruh jajaran manajemen dan karyawan, mengenai pentingnya penerapan prinsip-prinsip GCG di masing-masing unit kerja yang dilakukan secara konsisten.
The second basic GCG implementation is the governance commitment which is a strong commitment to implement the principles of good corporate governance of the company’s organs: the General Meeting of Shareholders, the Board of Commissioners, Board of Directors and all stakeholders. We also strive to internalize the principles of good corporate governance to all management and employees of the importance of the principles of good corporate governance implementation in each unit done consistently.
Prinsip-prinsip GCG secara esensial juga telah diserap dalam nilai-nilai perusahaan Bank yang disosialisasikan secara sistematis. Hasil akhir yang diharapkan dari proses internalisasi/sosialisasi GCG dan budaya kerja adalah tumbuhnya perilaku yang mencerminkan budaya GCG.
GCG principles essentially have also been absorbed into main values of Bank corporate values that systematically disseminated. The final results are expected from the process of GCG internalization and socialization and working culture is the growth of a culture that reflects GCG behavior.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
DASAR PENERAPAN GCG
LEGAL GROUNDS FOR GCG IMPLEMENTATION
Sebagai Bank Umum, sudah menjadi keharusan bagi MNC Bank untuk menerapkan GCG sebagaimana yang tertuang dalam beberapa ketentuan yang berlaku, yakni: 1. Undang-undang Republik Indonesia No.10 tahun 1998 tentang perubahan atas Undang-undang No 7 tahun 1992 tentang Perbankan; 2. Undang-undang Republik Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas; 3. Peraturan Bank Indonesia No. 8/4/PBI/2006 tanggal 30 Januari 2006 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum, sebagaimana telah diubah dengan Peraturan Bank Indonesia No. 8/14/PBI/2006 tanggal 5 Oktober 2006 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum; 4. Surat Edaran Bank Indonesia No. 15/15/DPNP/tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum; 5. Peraturan Edaran Otoritas Jasa Keuangan No. 21/ SEOJK.04/2015 tanggal 16 November 2015 tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka; 6. Peraturan Otoritas Jasa Keuangan No. 17/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan; 7. Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan; 8. Surat Edaran Otoritas Jasa Keuangan No. 32/ SEOJK.04/2015 tanggal 17 November 2015 tentang Pedoman Tata Kelola Perusahaan Terbuka.
As a Commercial Bank, it is imperative for MNC Bank to implement GCG as set forth in the applicable provisions, namely: 1. Law of the Republic of Indonesia No.10 year 1998 concerning the amendment on Law No.7 year 1992 on Banking; 2. Law of the Republic of Indonesia No.40 year 2007 on Limited Liability Company (PT); 3. Bank Indonesia Regulation No.8/4/PBI/2006 dated 30 January 2006 on Implementation of Good Corporate Governance for Commercial Banks, as having been amended by Bank Indonesia Regulation No.8/14/ PBI/2006 dated 5 October 2006 on the Implementation of Good Corporate Governance for Commercial Banks.; 4. Bank Indonesia Circular Letter No.15/15/DPNP/dated 29 April 2013 on Implementation of Good Corporate Governance for Commercial Banks; 5. Financial Services Authority Circular Regulation No. 21/ SEOJK.04/2015 dated 16 November 2015 concerning the Application of Corporate Governance on Public Company; 6. Financial Services Authority Regulation No. 17/ POJK.03/2014 dated 18 November 2014 on Integrated Risk Management Implementation for Financial Conglomerate; 7. Financial Services Authority Regulation No. 18/ POJK.03/2014 dated 18 November 2014 on the Integrated Governance Implementation For Financial Conglomerate; 8. Financial Services Authority Circular Letter No. 32/ SEOJK.04/2015 dated 17 November 2014 of the Good Corporate Governance Guidance on Public Company.
Selain ketentuan yang diharuskan dari berbagai aturan perundang-undangan di atas, Bank juga mendasarkan pada pedoman-pedoman implementasi GCG sebagai berikut. 1. Prinsip-prinsip Corporate Governance yang dikembangkan oleh Organization for Economic Cooperation and Development (OECD); 2. ASEAN Corporate Governance Scorecard; 3. Pedoman GCG Indonesia yang dikembangkan oleh Komite Nasional Kebijakan Governance (KNKG); 4. Pedoman GCG Perbankan Indonesia yang dikembangkan oleh Komite Nasional Kebijakan Governance (KNKG); 5. Principles for Enhancing Corporate Governance yang diterbitkan oleh Basel Committee on Banking Supervision.
In addition to the required provisions of various laws and regulations aforementioned above, Bank Victoria also applies guidelines for the implementation of GCG as follows; 1. Corporate Governance Principles developed by the Organization for Economic Cooperation and Development (OECD); 2. ASEAN Corporate Governance Scorecard; 3. Indonesian GCG Guidelines developed by the National Committee on Governance (KNKG); 4. Indonesian Banking Sector GCG Guidelines developed by the National Committee on Governance (KNKG); 5. Principles for Enhancing Corporate Governance issued by the Basel Committee on Banking Supervision.
Internalisasi dari berbagai peraturan perundang-undangan dan pedoman di atas ke dalam kebijakan internal Bank merupakan komitmen dari Dewan Komisaris dan Direksi dan seluruh karyawan. Komitmen Bank terhadap penerapan GCG ditunjukkan dalam gambar di bawah ini.
It is the commitment of the Boards of Commissioners and Directors as well as all employees to internalize various aforementioned regulations and guidelines into the Bank’s internal policy. The Bank’s commitment to the implementation of GCG is shown in the figure below;
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Good Corporate Sustainability Proses GCG/GCG process • Komitmen terhadap penerapan tata kelola perusahaan yang baik secara berkelanjutan • Pemegang Saham dan RUPS/Pemilik Modal • Dewan Komisaris • Direksi • Pengungkapan Informasi dan transparasi Regulasi Regulation
• Commitment to sustainable good corporate governance implementation • Shareholders and General Meeting of Shareholders/Equity Owner • Board of Commissioners • Board of Directors • Information Disclosure and Transparancy
Praktek terbaik Best Practices
Infrastruktur Infrasctructure
Organ Utama MAIN ORGANS
• RUPS • Dewan Komisaris • Direksi • General Meeting of Shareholders • Board of Commissioners • Board of Directors
Organ Pendukung SUPPORTING ORGANS
• ORGAN PENDUKUNG DEWAN KOMISARIS • Komitmen Audit, Komite Remunerasi dan Nominasi, dan Komite Pemantau Resiko • ORGAN PENDUKUNG DIREKSI • Komite Manajeman Resiko, ALCO, Komite Pengarah Teknologi Informasi, CMO
Struktur GCG gcg structure
• BOARD OF COMMISSIONERS’ SUPPORTING ORGANS Audit Committee, Remuneration and Nomination Committee, and Risk Oversight Committee • BOARD OF DIRECTORS’ SUPPORTING ORGANS Risk Management Committee, ALCO, Information Technology Steering Committee, CMO
Prinsip GCG/gcg principle Transperency
Accountability
Responsibility
Independency
Fairness
Komitmen GCG/GCG commitment VISI Vision
MISI Mission
Nilai Budaya Perusahaan Corporate Culture Values
Komitmen Bank dalam menerapkan GCG terlihat dari visi, misi dan nilai-nilai budaya Bank. Visi MNC Bank untuk menjadi Bank Masa Depan yang memberikan layanan bintang lima, yang mengikuti gaya hidup nasabah berlandaskan teknologi terkini dan membuat semua transaksi keuangan menjadi mudah. Serta diwujudkan dalam misinya dan didasarkan pada nilai-nilai budaya Bank. Dalam mewujudkan visi dan menjalankan misinya, Bank senantiasa berpegang pada asasasas GCG yaitu Transparansi, Akuntabilitas, Responsibilitas, Independensi dan .
The Bank’s commitment in implementing GCG is evident from its vision, mission as well as corporate culture values of the Bank. The MNC Bank’s Vision to becamoe Bank for the Future that provides five-star service, which follow the lifestyle of the customer based on the latest technology and make all financial transactions easy. As well as embodied in its mission and is based on the Bank’s cultural values. In order to realize its vision and mission, the Bank always adhered to the principles of GCG, namely Transparency, Accountability, Responsibility, Independence and Fairness.
Berdasarkan asas-asas GCG, Bank mengembangkan struktur GCG yang meliputi GCG Organ Utama dan Organ Pendukung guna menjalankan mekanisme GCG sesuai peraturan perundang-undangan serta best practices yang ada. Dengan mendasarkan kegiatan usahanya berdasarkan prinsipprinsip GCG, diharapkan akan tercipta kesinambungan usaha dalam jangka panjang.
Based on the Good Corporate Governance principless, the Bank developed a GCG structure that includes Major Organs GCG and Supporting Organs to run the GCG mechanisms in accordance with the prevailing laws and best practices. By underlying its business activities on the Good Corporate Governance principles, the Bank expects to create long term sustainability of the business.
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Kilas Kinerja 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
GOVERNANCE OUTCOME GOVERNANCE OUTCOME
Bank berupaya keras untuk menyempurnakan dan melaksanakan praktik Good Corporate Governance (GCG), tidak hanya selaras dengan tuntutan regulasi namun juga sesuai dengan best practices. Upaya tersebut membuahkan hasil yang sangat memuaskan. Hal ini ditunjukkan dengan meningkatnya jumlah dana pihak ketiga yang berhasil dihimpun MNC Bank pada tahun 2015 sebesar 26,27%, sejalan dengan peningkatan dana pihak ketiga, jumlah kredit yang berhasil disalurkan oleh MNC Bank juga mengalami peningkatan sebesar 13,23%. Nilai NPL gross Bank mengalami penurunan dari 5,88% di tahun 2014 menjadi 2,97% di tahun 2015 hal ini dicapai atas kinerja dan fungsi Bank yang sudah berjalan dengan baik.
Banks strived to enhance and implement the Good Corporate Governance (GCG) practice, not only to be in line with the requirement of the regulations but also in accordance with best practices. That effort yielded very satisfactory results. This was shown by the increasing number of third party funds that have been collected by MNC Bank in 2015 amounted to 26.27%. Consequently, in line with the increase in third party funds, the amount of credit that were distributed by the MNC Bank also increased by 13.23%. The Bank’s gross NPL that decreased from 5.88% in 2014 to 2.97% in 2015 was achieved by the Bank’s performance and functions that already well underway.
Adanya peningkatan kinerja operasional berdampak pada peningkatan laba komprehensif MNC Bank di tahun 2015 yaitu sebesar Rp68,07 milyar dari total kerugian yang dialami pada tahun sebelumnya Rp38,02 milyar. Dari sisi total aset mengalami peningkatan sebesar 29% di tahun 2015, Selain itu, bentuk keberhasilan Bank dalam melaksanakan praktik GCG yaitu adanya peningkatan kapitalisasi pasar saham MNC Bank tahun 2015 pada triwulan ke III sebesar Rp1,07 triliun menjadi Rp1,34 triliun pada triwulan ke IV.
An improvement on the MNC Bank’s operational performance made in impact on the increment of the bank’s comprehensive income in 2015 amounting to Rp68.07 billion from total losses in the previous year of Rp38.02 billion. In terms of total assets, it increased by 29% in 2015. In addition, the Bank’s success in implementing Good Corporate Governance practices was shown by the increase in stock market capitalization in the third quarter 2015 amounted of Rp1.07 trillion to Rp1.34 trillion in the fourth quarter.
PENINGKATAN KUALITAS GCG SECARA BERKELANJUTAN SUSTAINABILITY GCG QUALITY IMPROVEMENT Pada prinsipnya pelaksanaan penerapan GCG di MNC Bank berjalan dengan baik dan dilaksanakan oleh Dewan Komisaris, Direksi, dan seluruh karyawan pada setiap kegiatan dengan tujuan untuk melindungi kepentingan Bank, shareholders dan stakeholders. Perseroan selalu berupaya agar perapan GCG senantiasa mengalami peningkatan secara berkelanjutan.
In principle, the GCG implementation at MNC Bank has been well executed by the Board of Commissioners, the Board of Directors, and all employees in every activity to protect the interests of the Bank, shareholders and stakeholders. The Company has always sought that the GCG implementation always experiencing sustainable improvement.
Mekanisme peningkatan kualitas implementasi GCG secara berkelanjutan digambarkan dalam siklus implementasi di bawah ini.
The mechanism of improving the quality of GCG implementation on an ongoing basis is described in the implementation cycle below.
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Standar Kualitas Implementasi GCG GCG Implementation Quality Standard
Peningkatan Kualitas Implementasi GCG dan Benchmarking GCG Implementation and Benchmarking Quality Improvement
Implementasi GCG GCG Implementation
Monitoring Implementasi GCG GCG Implementation Monitoring
Self Assessment Self Assessment
Penetapan Standar Kualitas Implementasi GCG
Setting Out Quality Standards On GCG Implementation
Acuan regulasi yang dijadikan standar penerapan GCG MNC Bank sesuai Peraturan Bank Indonesia (PBI) No. 8/4/ PBI/2006 tanggal 30 Januari 2006 tentang Pelaksanaan Good Corporate Governance bagi Bank Umum, sebagaimana telah diubah dengan Peraturan Bank Indonesia No. 8/14/ PBI/2006 tanggal 05 Oktober 2006 tentang Pelaksanaan Good Corporate Governance bagi Bank Umum dan Surat Edaran Bank Indonesia No. 15/15/DPNP/ tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Standar pelaksanaan GCG sesuai regulasi ini minimal meliputi 11 (sebelas) parameter, sebagai berikut:
The regulation that used as astandard in implementation of MNC Bank’s GCG is in line with the Bank Indonesia’s Regulation (PBI) No. 8/4/PBI/2006 dated January 30, 2006 on the Implementation of Good Corporate Governance for Commercial Banks, as amended by Bank Indonesia’s Regulation No. 8/14/PBI/2006 dated October 5, 2006 on Implementation of Good Corporate Governance for Commercial Banks and Bank Indonesia Circular Letter No. 15/15/DPNP/dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks. The GCG implementation standard accourding to this regulation consists of a minimum 11 (eleven) parameters, as follows:
1. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris; 2. Pelaksanaan Tugas dan Tanggung Jawab Direksi;
1. The execution of the Board of Commissioners’ Duties and Responsibilities; 2. The execution of the Board of Directors’ Duties and Responsibilities; 3. The Completeness and Execution of the Committee’s Duties; 4. The Handling of Conflict of Interest; 5. The Implementation of Compliance Function;
3. Kelengkapan dan Pelaksanaan Tugas Komite; 4. Penanganan Benturan Kepentingan; 5. Penerapan Fungsi Kepatuhan Bank;
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6. Penerapan Fungsi Audit Intern; 7. Penerapan Fungsi Audit Ekstern; 8. Penerapan Manajemen Risiko termasuk Sistem Pengendalian Intern; 9. Penyediaan Dana Kepada Pihak Terkait (Related Party) dan Debitur Besar (Large Exposure); 10. Transparansi Kondisi Keuangan dan Non Keuangan Bank, Laporan pelaksanaan GCG dan Pelaporan Internal;
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
11. Rencana Strategis Bank.
6. The Implementation of Internal Audit Function; 7. The Implementation of External Audit Function; 8. The Implementation of Risk Management including the Internal Control System; 9. The Provision of Funds to Related Parties and Large Exposure; 10. The Transparency of the Bank’s Financial and NonFinancial Condition, GCG Implementation Report and Internal Reporting; 11. The Bank’s Strategic Plan.
MNC Bankjuga menggunakan dasar Pedoman Tata Kelola Perusahaan yang dikeluarkan oleh Otoritas Jasa Keuangan di tahun 2015 yang tertuang dalam Surat Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 tanggal 17 November 2015 tentang Pedoman Tata Kelola Perusahaan Terbuka sebagai standar penerapan GCG, yaitu meliputi 5 (lima) aspek yang diturunkan ke dalam 8 (delapan) prinsip dan 25 (dua puluh lima) rekomendasi. Aspek-aspek dan prisip-prinsip tersebut adalah sebagai berikut:
MNC BANK also used a basic Corporate Governance Guidance issued by the Financial Services Authority in 2015 as stated in the Financial Services Authority Circular Letter No. 32/SEOJK.04/2015 dated 17 November 2015 of the Corporate Governance Guidance on Public Company as a GCG implementation standard, which includes 5 (five) aspects detailed to eight (8) principles and 25 (twenty five) recommendations. These Aspects and rinciples are as follows:
Aspek 1. Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-hak Pemegang Saham.
1st Aspect Public Company Relations with Shareholders in Ensuring the Rights of Shareholders.
Yang meliputi prinsip-prinsip sebagai berikut: 1. Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS). 2. Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.
Which includes the following principles: 1. Increase the Value of the General Meeting of Shareholders (GMS) Execution. 2. Improve the Communication Quality of Public Company with the Shareholders or Investors.
Aspek 2. Fungsi dan Peran Dewan Komisaris
2nd Aspect The function and role of the Board of Commissioners
Yang meliputi prinsip-prinsip sebagai berikut: 1. Memperkuat Keanggotaan dan Komposisi Dewan Komisari 2. Meningkatkan kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.
Which includes the following principles: 1. Strengthen the Board of Commissioner Membership and Composition 2. Improve the Quality the Board of Commissioners’s Duties and Responsibilities Execution.
Aspek 3. Fungsi dan Peran Direksi
3rd Aspect The Functions and Roles of the Board of Directors
Yang meliputi prinsip-prinsip sebagai berikut: 1. Memperkuat Keanggotaan dan Komposisi Direksi. 2. Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi.
Which includes the following principles: 1. Strengthen the Board of Directors’ Membership and Composition. 2. Improve the Quality of Board of Director’s Duties and Responsibilities Execution.
Aspek 4. Partisipasi Pemangku Kepentingan
4th Aspects The Stakeholder Participation
Yang meliputi prinsip: Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.
Which include the principle: Increase Corporate Governance Aspects through Stakeholder Participation.
Aspek 5. Keterbukaan Informasi
5th Aspects Information Disclosure
Yang meliputi prinsip: Keterbukaan Informasi
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Meningkatkan
Pelaksanaan
Which include the principle: Improve the Implementation of Information Disclosure
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Pelaksanaan dan Pemonitoran Implementasi GCG
Implementation and Monitoring of GCG Implementation
Pelaksanaan dan pemonitoran implementasi GCG memerlukan pembentukan dan penguatan GCG. Organ Bank dan Infrastruktur dapat didefinisikan sebagai suatu cara bagaimana aktivitas organisasi dibagi, diorganisir dan dikoordinasikan. Melalui pembentukan dan penguatan Organ Bank, maka peran dan fungsi masing-masing organ akan menjadi jelas dan tegas. Untuk menjamin bahwa standar yang telah ditetapkan dilaksanakan, dipenuhi, dievaluasi, dan ditingkatkan maka diperlukan monitoring dan evaluasi pelaksanaan.
The execution and monitoring of the GCG implementation requires the formation and reinforcement on GCG. The Bank’s Organs and Infrastructure can be defined as the way the organization’s activities are divided, organized and coordinated. Through the establishment and reinforcement the Bank’s Organ, the role and function of each organ will be clearly defined. To ensure that the set standards are implemented, met, evaluated, and improved, it is necessary to conduct implementation monitoring and evaluation.
Di dalam uraian Tugas dan Tanggung Jawab Dewan Komisaris dan Direksi salah satunya adalah memastikan terselenggaranya Pelaksanaan GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan organisasi, dan di dalam Rekomendasi Dewan Komisaris tahun 2015 salah satunya adalah memberikan arahan agar Pelaksanaan manajemen Risiko dan Tata kelola dalam rangka Konglomerasi Keuangan berpedoman pada peraturan yang berlaku.
In the description of the Board of Commissioners and Board of Directors’ Duties and Responsibilities, one of which was to ensure the GCG implementation in all business activities of the Bank at all levels of the organization, and in the Board of Commissioners’ Recommendation in 2015, one of them was to give directives so that the Implementation of Risk Management and Governance in terms of Financial Conglomerate will be guided by the applicable regulations.
Self Assessment
Self Assessment
MNC Bank secara periodik melakukan self assessment terhadap pelaksanaan GCG, yang mencerminkan Pelaksanaan GCG yang ada di Bank. Self assessment merupakan upaya sistematik untuk menghimpun dan mengolah data (fakta dan informasi) yang handal dan sahih sehingga dapat disimpulkan kenyataan yang dapat digunakan sebagai landasan tindakan manajemen agar pelaksanaan GCG dapat dilakukan secara efektif.
MNC Bank periodically perform a self assessment on GCG implementation, reflecting the GCG implementation at the Bank. Self assessment is a systematic measure to collect and process reliable and valid data (facts and information) so that facts can be concluded and used as the basis the Management’s actions to ensure that GCG implementation is effectively conducted.
Self assessment menjadi bagian dari mekanisme check and balances. Dengan evaluasi maka capaian kegiatan dapat diketahui dengan pasti dan tindakan lebih lanjut untuk memperbaiki kinerja suatu kegiatan dapat ditetapkan. Aspek self assessment meliputi governance structure, governance process, dan governance outcome.
Self assessment has become the part of check and balance mechanisms. By having such evaluation, the activity outcomes can be clearly determined and further measures to improve the activity performance can be established. The aspects of self assessment include governance structure, governance processes, and governance outcomes.
Berdasarkan Peraturan Bank Indonesia No. 8/4/PBI/2006 jo. Peraturan Bank Indonesia No. 8/14/PBI/2006 dan Surat Edaran Bank Indonesia No.15/15/DPNP/tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum, Bank wajib melakukan penilaian sendiri (self assessment) atas pelaksanaan GCG. Berkaitan dengan hal tersebut, MNC Bank telah melakukan self assessment GCG, dengan hasil untuk periode 2014 dan 2015 yang disajikan pada tabel berikut.
Based on Bank Indonesia Regulation No. 8/4/PBI/2006 jo. Bank Indonesia Regulation No. 8/14/PBI/2006 and Bank Indonesia Circular Letter No.15 /15/DPNP/dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks, the Bank shall conduct its own assessment (self-assessment) on the implementation of GCG. In this regard, MNC Bank has perform a GCG self assessment, with results for the period 2014 and 2015 are
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Tabel Hasil Self Assessment Table of Self Assessment Result
Nilai komposit
TAHUN 2015 YEAR 2015
TAHUN 2014 YEAR 2014
3
3
Uraian tentang hasil assessment 2015 dijelaskan sebagai berikut.
Composite score
The description on 2015 self assessment results were as follows:
HASIL PENILAIAN SENDIRI (SELF ASSESSMENT) PELAKSANAAN GCG GCG IMPLEMENTATION SELF ASSESSMENT PERINGKAT SCORE
Individual
3
DEFINISI PERINGKAT
SCORE EXPLANATION
Manajemen PT. MNC Bank Internasional, Tbk. (MNC Bank) telah melakukan penerapan Good Corporate Governance (GCG) yang secara umum cukup baik. Hal ini tercermin dari pemenuhan yang cukup memadai atas prinsip-prinsip GCG. Apabila terdapat kelemahan dalam penerapan prinsip GCG, maka secara umum kelemahan tersebut cukup signifikan dan memerlukan perhatian yang cukup dari manajemen MNC Bank
The management of PT. MNC International Bank, Tbk. (MNC Bank) in general was quite good in implementing Good Corporate Governance (GCG). This was reflected in the adequate fulfillment of the GCG principles of. If there were weaknesses in the application of the GCG principles, then generally the weakness was quite significant and require considerable attention from the management of MNC Bank
ANALISIS
ANALYSIS
Berdasarkan penilaian pelaksanaan GCG terhadap aspek Governance Structure, Governance Process, dan Governance Outcome pada 11 (sebelas) Faktor Penilaian GCG sebagaimana yang tertuang dalam Kertas Kerja Penilaian Sendiri (Self Assessment) GCG, maka dapat disimpulkan sebagai berikut.
Based on the assessment of GCG implementation on Governance Structure, Governance Process and Governance Outcome aspects at 11 (eleven) GCG Assessment Factors as set out in the GCG Self Assessment Working Paper, it could be concluded as follows:
1. Aspek Governance Structure Struktur dan Infrastruktur tata kelola Bank cukup memadai. Hal ini tercermin dari pemenuhan komposisi Komisaris, Direksi, Komite dan Satuan Kerja pada Bank yang telah sesuai dengan ketentuan yang berlaku, serta didukung oleh kebijakan dan prosedur yang telah sesuai dengan kebutuhan Bank berdasarkan kompleksitas usaha Bank.
1.
Governance Structure Aspect The Bank’s structure and Infrastructure governance was adequate. This was reflected in the fulfillment of the Bank’s Board of Commissioners, Board of Directors, Committees and Task Force’s composition that already in accordance with applicable regulations, and supported by policies and procedures appropriate to the Bank needs based on its complexity.
2. Aspek Governance Process Efektivitas pelaksanaan prinsip GCG yang didukung oleh struktur dan infrastuktur tata kelola Bank cukup memadai. Namun untuk meningkatkan efektivitas pelaksanaan prinsip GCG tersebut, Bank perlu melakukan beberapa hal, diantaranya meningkatkan kuantitas dan kualitas Sumber Daya Manusia (SDM) serta menerapkan kebijakan dan prosedur internal secara konsisten dan berkesinambungan dalam setiap pelaksanaan kegiatan usaha yang ada di Bank.
2.
Governance Process Aspect The effective implementation of GCG principles was supported by adequate Banks’ structure and governance. However, to improve the effectiveness of GCG principles, the Bank needs to do several things, including improving the quantity and quality of Human Resources (HR) and implement internal policies and procedures consistently and continuously in any business activities in the Bank.
3. Aspek Governance Outcome Manajemen Bank terus berupaya untuk meningkatkan tata kelola perusahaan, agar dapat menghasilkan outcome yang sesuai dengan harapan stakeholders Bank. Langkahlangkah perbaikan yang telah dilakukan oleh manajemen antara lain penyesuaian kuantitas dan peningkatan kualitas SDM, peningkatan budaya kepatuhan dan risk awareness melalui pemberian training/sosialisasi ketentuan internal dan eksternal yang berlaku serta penerapan budaya kerja yang sesuai dengan visi dan misi Bank.
3.
Governance Outcome Aspect The Bank management continues to strive to enhance the corporate governance, in order to produce outcomes that correspond to the expectations of the Bank’s stakeholders. The measures that have been taken by the management among other were adjustments to the quantity of and improving the quality of Human Resources, promoting a culture of compliance and risk awareness through the provision of training/applicable internal and external rules socialization and the implementation of appropriate work culture in line with the Bank’s vision and mission.
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ANALISIS
Manajemen Sumber Daya Manusia Human Resources Management
ANALYSIS
Kelemahan Pelaksanaan GCG: Terdapat kelemahan dalam kurangnya kuantitas Sumber Daya Manusia (SDM) dan kompetensi SDM atas penerapan kebijakan dan prosedur menjadi salah satu hambatan/ kendala dalam pelaksanaan prinsip GCG. Namun, manajemen Bank terus berupaya untuk melakukan perbaikan, sehingga pelaksanaan GCG dapat terus ditingkatkan.
The GCG Implementation Weaknesses: There was a weaknesses in the Human Resources (HR) quantity and HR competencies on the implementation of policies and procedures that became one of the barriers/ obstacles in the GCG implementation. However, the Bank’s management continues to strive to make improvements, so that GCG can be continuously improved.
Kekuatan Pelaksanaan GCG: Komitmen Bank untuk terus berupaya meningkatkan tata kelola perusahaan yang baik dalam setiap kegiatan usaha, antara lain melalui upaya peningkatan kualitas SDM serta peningkatan budaya kepatuhan dan risk awareness melalui training/sosialisasi serta penerapan budaya kerja yang sesuai dengan visi dan misi Bank. Kesadaran akan pentingnya pelaksanaan GCG dari seluruh jajaran organisasi yang ada, merupakan kekuatan yang dimiliki oleh Bank dalam melaksanakan tata kelola perusahaan yang baik.
The GCG Implementation Strength: The Bank’s commitment to continue working to improve good corporate governance in all business activities, including through improving the quality of Human Resources and promoting a culture of compliance and risk awareness through training/socialization as well as implementation of work culture in accordance with the Bank’s vision and mission. The awareness from the whole Company’s organs in GCG implementation was the strength of the Bank in implementing good corporate governance.
Peningkatan Kualitas dan Benchmarking
Quality Improvement and Benchmarking
Hasil dari evaluasi internal maupun eksternal serta ditambah dengan masukan dari seluruh stakeholders digunakan sebagai pertimbangan di dalam melakukan peningkatan kualitas implementasi GCG. Ada dua macam peningkatan kualitas yaitu peningkatan kualitas untuk mencapai standar kualitas yang ditetapkan dan peningkatan kualitas dalam konteks peningkatan standar kualitas yang telah dicapai melalui benchmarking.
The results of the internal and external evaluation along with the input from all stakeholders may be utilised as considerations in upgrading the quality of GCG implementation. There are two kinds of quality improvements: improvement in quality to achieve the defined quality standards and quality improvement within the context of improving the quality standards that have been achieved through benchmarking.
IMPLEMENTASI PENERAPAN TATA KELOLA TERINTEGRASI THE IMPLEMENTATION OF AN INTEGRATED GOOD CORPORATE GOVERNANCE APPLICATION Pada 18 November 2014, Otoritas Jasa Keuangan (OJK) telah menerbitkan POJK No.18/POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan, serta telah mengeluarkan Surat Edaran OJK No.15/SEOJK.03/2015 pada tanggal 25 Mei 2015.
In November 18, 2014, the Financial Services Authority (FSA) has published POJK No. 18/POJK.03/2014 on the Implementation of an Integrated Governance for Financial Conglomerate. The FSA also has issued Circular Letter No.15/SEOJK.03/2015 on 25th May 2015.
Latar belakang diterbitkannya peraturan mengenai Penerapan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan diantaranya adalah untuk 1. Menciptakan sektor jasa keuangan yang tumbuh berkelanjutan, stabil dan berdaya saing tinggi; 2. Adanya hubungan kepemilikan dan/atau pengendalian antar Lembaga Jasa Keuangan yang meningkatkan kompleksitas transaksi dan interaksi; serta 3. Meningkatkan kualitas tata kelola yang baik dalam konglomerasi keuangan.
The background of the issuance of the regulation on The Implementation on Integrated Governance for Financial Conglomeration was to 1. Create a financal services sector that grow sustainably, stable and highly competitive; 2. The existence of a relationship of ownership and/or control between Financial Services Institutions which increases the complexity of transactions and interactions; and 3. Improve the quality of good governance within financial conglomerates.
Tata kelola terintegrasi adalah suatu tata kelola yang menerapkan prinsip-pinsip keterbukaan (transparency), akuntabilitas (accountability), pertanggungjawaban (responsibility), independensi (independency) atau
An integrated governance is a governance that apply an integrated transparency, accountability, responsibility, independency or professional and fairness principles in the Financial Conglomerate. Financial Conglomeration is
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professional (professional) dan kewajaran (fairness) secara terintegrasi dalam Konglomerasi Keuangan. Adapun yang dimaksud dengan Konglomerasi Keuangan adalah Lembaga Jasa Keuangan yang berada dalam satu grup atau kelompok karena keterkaitan kepemilikan dan/atau pengendalian.
Financial Services Institutions that are within one group or groups due to the relationship of ownership and/or control.
Mengacu pada POJK No.18/POJK.02/2014, suatu Konglomerasi Keuangan wajib menerapkan Tata Kelola Terintegrasi secara komprehensif dan efektif serta memiliki struktur yang terdiri dari Entitas Utama dan Perusahaan Anak dan/atau Perusahaan Terelasi beserta perusahaan anaknya. Konglomerasi Keuangan yang dimaksud meliputi jenis Lembaga Jasa Keuangan seperti; Bank, Perusahaan Asuransi dan Reasuransi, Perusahan Efek dan/atau Perusahaan Pembiayaan.
Referring to POJK 18/POJK.02/2014, a Financial Conglomeration is obliged to apply Integrated Governance comprehensively and effectively, and has a structure consisting of Main and Subsidiary Entities and/or Affiliated Company with its subsidiaries. Financial Conglomerate includes Institute of Financial Services such as Banks, Insurance and Reinsurance Companies, Securities and/or Financing Companies.
Berdasarkan Surat Pemegang Saham Pengendali kepada Otoritas Jasa Keuangan No. 025/MNC-KI/DIR/III/2015 tanggal 27 Maret 2015 MNC Bank telah ditunjuk sebagai Entitas Utama dalam Konglomerasi Keuangan PT MNC Kapital Indonesia, Tbk. Mengacu pada Pasal 7 Peraturan OJK No.18/POJK.02/2014, maka MNC Bank selaku Entitas Utama diwajibkan untuk menerapkan Tata Kelola Terintegrasi. Beberapa hal yang telah dilakukan oleh MNC Bank terkait POJK No.18/POJK.02/2014 tersebut adalah sebagai berikut.
By virtue of the Controlling Shareholder Letter to the Financial Services Authority No. 025/MNC-KI/DIR/III/ 2015 dated March 27, 2015, MNC Bank has been appointed as the Main Entities in the Financial Conglomerate of PT MNC Kapital Indonesia, Tbk. Referring to Article 7 of the FSA Regulation No.18/POJK.02/2014, MNC Bank as Main Entity was required to implement the Integrated Governance. Some measures that have been done by the MNC Bank in pursuant of POJK 18/POJK.02/2014 were as follows.
1. Satuan Kerja Terintegrasi Entitas Utama wajib memiliki Satuan Kerja Manajemen Risiko Terintegrasi, Satuan Kerja Kepatuhan Terintegrasi, dan Satuan Kerja Audit Internal Terintegrasi yang bertugas memantau dan mengevaluasi pelaksanaan tata kelola terintegrasi dalam Konglomerasi Keuangan PT MNC Kapital Indonesia, Tbk.
1. Integrated Working Unit Main Entity shall have an Integrated Risk Management Unit, Integrated Compliance Unit, and Integrated Internal Audit Unit that responsible for monitoring and evaluating the implementation of integrated governance in the PT MNC Kapital Indonesia, Tbk. Financial Conglomerate.
Sehubungan dengan pengaturan tersebut, maka pelaksanaan tugas Satuan Kerja Terintegrasi dilakukan oleh Satuan Kerja Manajemen Risiko, Satuan Kerja Kepatuhan, dan Satuan Kerja Audit Internal yang telah ada pada Entitas Utama.
In connection with the arrangement, the Integrated Unit tasks performed by the Risk Management Unit, Integrated Compliance Unit and Internal Audit Unit that already existed on the Main Entity.
2. Penyusunan Pedoman Tata Kelola Terintegrasi Konglomerasi Keuangan PT MNC Kapital Indonesia, Tbk. Untuk mendorong tercapainya pertumbuhan konglomerasi keuangan yang sehat dan berkesinambungan serta mengoptimalkan nilai perusahaan, maka Entitas Utama telah menyusun Pedoman Tata Kelola Terintegrasi yang dikeluarkan dan berlaku pada bulan November 2015, yang mencakup: a. Kerangka Tata Kelola Terintegrasi bagi Entitas Utama; dan b. Kerangka Tata Kelola bagi LJK dalam Konglomerasi Keuangan.
2. The Preparation of Integrated Governance Guidelines for PT MNC Kapital Indonesia, Tbk. Financial Conglomerate. To encourage the achievement of a healthy and sustainable financial conglomerates growth and optimize the company’s value, then the Main Entity has prepared an Integrated Governance Guidelines that has been issued and in effect in November 2015, which includes: a. Integrated Governance Framework for Main Entity; and b. Governance Framework for LJK in the Finance Conglomeration.
3. Pembentukan Komite Tata Kelola Terintegrasi
3. The Establishment of Integrated Governance Committee Based on the Decree Letter of the Board of Directors of PT Bank MNC International, Tbk. No.SKEP-007/BABP/ DIR/12-15 on the Integrated Governance Committee on
Berdasarkan Surat Keputusan Direksi PT Bank MNC Internasional, Tbk. selaku Entitas Utama No. SKEP-007/ BABP/DIR/12-15 tentang Komite Tata Kelola Terintegrasi
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Konglomerasi Keuangan PT MNC Kapital Indonesia, Tbk. tanggal 15 Desember 2015, Direksi Entitas Utama telah menetapkan susunan keanggotaan Komite Tata Kelola Terintegrasi Konglomerasi Keuangan PT MNC Kapital Indonesia, Tbk. sebagai berikut: Jabatan dalam Komite Position in the Committee
Manajemen Sumber Daya Manusia Human Resources Management
Financial Conglomerate of PT MNC Kapital Indonesia, Tbk. dated December 15, 2015, the Board of Directors of Main Entity has established the membership of the Integrated Governance Committee for PT MNC Kapital Indonesia, Tbk Financial Conglomeration as follows.
Nama Name
Perusahaan Company
Ketua (merangkap Anggota)/ Chairman (concurrently as Member)
Eko B. Supriyanto
PT Bank MNC Internasional, Tbk
Anggota (merangkap Sekretaris)/ Member (concurrently as Secretary)
Dwi Sasongko
Pihak Independen di Komite Entitas Utama / Independent Party at Main Entity’s Committee
Anggota/Member
Alex Tangyong
PT MNC Finance
Anggota/Member
Hendra Michael Roy Sembel
PT MNC Life Assurance
Anggota/Member
Drs. Christ Soepontjo
PT MNC Securities
Anggota/Member
Prof. DR. Hj. Uswatun Khasanah
PT MNC Finance PT MNC Asset Management (Anggota DPS/a DPS Member)
4. Penyusunan Laporan Tata Kelola Terintegrasi Sesuai dengan Peraturan OJK No.18/POJK.03/2014, Entitas Utama wajib menyampaikan Laporan Pelaksanaan Tata Kelola Terintegrasi, yang terdiri dari : a. Laporan Penilaian Pelaksanaan Tata Kelola Terintegrasi, yang disusun setiap semester. Laporan Penilaian Pelaksanaan Tata Kelola Terintegrasi Konglomerasi Keuangan PT MNC Kapital Indonesia Tbk., pertama kali dilakukan untuk posisi Desember 2015. b. Laporan Tahunan Pelaksanaan Tata Kelola Terintegrasi.
4. The Preparation of Integrated Governance Report In accordance with FSA Regulation No. 18/POJK.03/2014, Main Entity shall submit a Report of Integrated Governance Implementation, which comprises: a. Report of Integrated Governance Implementation Assessment, prepared each semester. This Report of Integrated Governance Implementation Assessment for PT MNC Kapital Indonesia Tbk., Financial Conglomerate first prepared for December 2015 reporting b. Annual Report on Integrated Governance Implementation.
STRUKTUR DAN MEKANISME GCG GCG STRUCTURE AND MECHANISM
Berdasarkan Undang-Undang Republik Indonesia No. 40 tahun 2007 tentang Perseroan Terbatas (UU PT) dan Peraturan Bank Indonesia No. 8/14/PBI/2006 tanggal 5 Oktober 2006, Organ Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris dan Direksi. Sistem kepengurusan menganut sistem dua badan (two tier system), yaitu Dewan Komisaris dan Direksi, yang memiliki wewenang dan tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam anggaran dasar dan peraturan perundang-undangan. Namun demikian, keduanya mempunyai tanggung jawab untuk memelihara kesinambungan usaha Bank dalam jangka panjang. Oleh karena itu, Dewan Komisaris dan Direksi harus memiliki kesamaan persepsi terhadap visi, misi, dan nilai-nilai perusahaan.
Under the Law of the Republic of Indonesia Number 40 of 2007 on Limited Liability Companies and Bank Indonesia Regulation Number 8/14/PBI/2006 dated 5 October 2006, a Company’s organ consists of the General Meeting of Shareholders, Board of Commissioners, and Board of Directors. Management system applies two-tier system, namely the Board of Commissioners and Board of Directors, with clear authority and responsibility by their respective functions as mandated in the articles of association and the laws and regulations. However, the two organs are responsible for maintaining the company’s business continuity in the long run. Therefore, the Board of Commissioners and Board of Directors must have the same perception of the company’s vision, mission, and values.
Dalam melaksanakan kepengurusan MNC Bank, Direksi didukung oleh struktur manajemen yang efektif. Adapun dalam melaksanakan fungsi pengawasan dan kepenasehatan, Dewan Komisaris didukung oleh organ penunjang seperti Sekretaris Dewan Komisaris, Komite Audit, Komite Pemantau Risiko, Komite Remunerasi dan Nominasi.
In carrying out the management of MNC Bank, the Board of Directors is supported by an effective management structure. In performing supervisory and advisory functions, the Board of Commissioners is supported by supporting functions, such as the Audit Committee, Nomination and Remuneration Committee, and Risk Oversight Committee.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Struktur organ Perusahaan MNC Bank adalah sebagai berikut.
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
The corporate organ structure of Bank Victoria is as follow:
Organ utama mains organ
RUPS/GSM Komite Audit Audit committee Dewan komisaris board of commissioners Komite pemantau resiko Risk oversight Committee Direksi Board of directors komite nominasi & remunerasi nomination & remuneration committee
Auditor Independen Independent Auditor
Assets & liability committee (ALCO)
Satuan Kerja Audit internal (SKAI)/ Internal Audit
Manajemen Resiko Risk management
Change Management office (CMO) information & technology steering committee (iTSC)
Kepatuhan compliance
Risk Management Committee
Unit Independen mains organ
CREDIT COMMITTEE
Dalam pelaksanaannya, MNC Bank memiliki berbagai kebijakan/pedoman dalam menjalankan fungsi dan tugasnya yang disebut dengan infrastruktur GCG. Tujuan membangun infrastruktur GCG antara lain sebagai berikut. • Melengkapi kebijakan pendukung dalam penerapan GCG. • Menjadi pedoman bagi Bank dalam menjalankan aktivitas sehari-hari sesuai dengan budaya (corporate culture) yang diharapkan. • Merupakan bentuk komitmen tertulis bagi seluruh jajaran dan tingkatan organisasi Bank dalam rangka meningkatkan disiplin dan tanggung jawab organ perusahaan dalam rangka menjaga kepentingan stakeholders sesuai dengan tanggung jawab masingmasing.
In its implementation, MNC Bank has various policies/ guidelines on performing its functions and tasks called GCG softstructure. The objectives of establishing GCG softstructure among others are: • To complement the supporting policy on GCG implementation. • To become a guideline for the Bank in conducting daily activities according to the expected corporate culture.
Infrastruktur GCG yang telah dimiliki oleh MNC Bank antara lain adalah:
GCG infrastructure that have been applied by MNC Bank includes:
1. Piagam Tata Kelola Perusahaan PT. Bank MNC Internasional, Tbk. yang disahkan pada bulan Maret 2015 dan dikeluarkan serta berlaku pada tanggal 14 April 2015. 2. Standar etik dan kebijakan pertentangan kepentingan PT. Bank MNC Internasional, Tbk. yang dikeluarkan dan berlaku pada Bulan Maret 2015. 3. Pedoman dan Tata Tertib Kerja Dewan Komisaris yang telah disahkan melalui Keputusan Dewan Komisaris pada tanggal 2 Desember 2009. 4. Pedoman dan Tata Tertib Kerja Direksi yang telah disahkan melalui Keputusan Direksi pada tanggal 2 Desember 2009.
1. PT. MNC Bank Internasional Tbk. Corporate Governance Charter endorsed in March 2015, issued and valid since April 14, 2015.
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• To serve as a written commitment of all levels of the Bank’s management and employees as well as the responsibilities of the corporate organs to preserve the interests of stakeholders by their respective responsibilities.
2. Standards of conduct and conflict of interest policies of PT. Bank MNC Internasional, Tbk. issued and valid in March, 2015. 3. Work Guidelines and Rules of the Board of Commissioners endorsed by the decision of the Board of Commissioners on December 2, 2009. 4. Work Guidelines and Rules of the Board of Directors endorsed by the decision of the Board of Directors on December 2, 2009.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
5. Piagam Komite Audit PT Bank MNC Internasional, Tbk yang telah disahkan oleh Dewan Komisaris pada tanggal 31 Maret 2015. 6. Piagam Komite Pemantau Risiko PT. Bank MNC Internasional, Tbk. yang telah disahkan oleh Dewan Komisaris pada tanggal 31 Maret 2015. 7. Piagam Komite Nominasi dan Remunerasi PT. Bank MNC Internasional, Tbk. yang telah disahkan oleh Dewan Komisaris pada Mei 2015.
5. The Audit Committee Charter of PT. Bank MNC Internasional, Tbk., endorsed by the decision of the Board of Commissioners on March 31, 2015. 6. The Risk Oversight Committee Charter of PT. Bank MNC Internasional, Tbk., endorsed by the decision of the Board of Commissioners on March 31, 2015. 7. Nomination and Remuneration Committee Charter of PT. Bank MNC Internasional, Tbk., endorsed by the decision of the Board of Commissioners on May 2015.
Rapat Umum Pemegang Saham
General Meeting of Shareholders (GMS)
RUPS adalah organ Bank yang memegang kekuasaan tertinggi dan memegang segala kewenangan yang tidak dapat didelegasikan atau diserahkan kepada Direksi dan Dewan Komisaris. RUPS sebagai organ Bank merupakan wadah para pemegang saham untuk mengambil keputusan penting berkaitan dengan modal yang ditanam dalam Bank, dengan memperhatikan ketentuan Anggaran Dasar dan Undang-undang Perseroan Terbatas. Selain itu RUPS juga berfungsi sebagai forum pertanggungjawaban kepengurusan Direksi dan Komisaris atas hasil kinerjanya dalam kurun waktu yang telah ditentukan.
The General Meeting (GMS) is a corporate organ holding the highest power and authority unassigned to the Board of Directors and Board of Commissioners. GMS is a place for shareholders to make important decisions on all shares by observing the Articles of Association and Law on Limited Liability Companies. In addition, the GMS also serves as a forum for the Board of Directors and Commissioners to convey their responsibilities for the Company’s performance in the stipulated period.
RUPS mempunyai kewenangan yang tidak diberikan kepada Direksi atau Dewan Komisaris, dalam batas yang ditentukan oleh Undang-Undang atau anggaran dasar antara lain: 1. Menyetujui atau tidak menyetujui laporan tahunan yang disampaikan oleh Direksi 2. Penunjukan Akuntan Publik. 3. Pengangkatan Direksi dan/atau Dewan Komisaris
GMS has the authority that not given to the Board of Directors or Board of Commissioners, within the limits prescribed by the Law or the articles of association, among others: 1. Approve or not approve the annual report submitted by the Board of Directors 2. Appointment of Public Accountant. 3. Appointment of Board of Directors and/or Board of Commissioners
Keputusan yang diambil dalam RUPS didasari pada kepentingan usaha Bank jangka panjang. RUPS dan atau pemegang saham tidak melakukan intervensi terhadap tugas, fungsi dan wewenang Dewan Komisaris dan Direksi dengan tidak mengurangi wewenang RUPS untuk menjalankan hak sesuai dengan Anggaran Dasar dan peraturan perundangundangan. Pengambilan keputusan RUPS dilakukan secara wajar dan transparan.
Decisions made in the GMS are solely based on the corporate business interest in the long run. The GMS and or shareholders may not intervene in the tasks, functions, and authority of the Board of Commissioners and Board of Directors without prejudice to the GMS authority to enforce its rights under the Articles of Association and the laws and regulations. Decisions of the GMS are made in a reasonable and transparent manner.
Dalam penyelenggaraan RUPS, upaya yang telah dilakukan MNC Bank adalah: 1. Pemegang saham diberikan kesempatan untuk mengajukan usul mata acara RUPS sesuai dengan peraturan perundang-undangan. Panggilan RUPS telah mencakup informasi mengenai mata acara, tanggal, waktu dan tempat RUPS; 2. Bahan mengenai setiap mata acara yang tercantum dalam panggilan RUPS tersedia di kantor MNC Bank sejak tanggal panggilan RUPS, sehingga memungkinkan pemegang saham berpartisipasi aktif dalam RUPS dan memberikan suara secara bertanggung jawab. Jika bahan tersebut belum tersedia saat dilakukan panggilan untuk RUPS, maka bahan itu disediakan sebelum RUPS diselenggarakan;
In convening a GMS, efforts made by MNC Bank are as follows: 1. Shareholders are provided with an opportunity to propose the GMS agenda under the laws and regulations. A GMS notice includes information on the agenda, date, time, and venue of the GMS; 2. Materials pertaining to the agenda set out in a GMS notice are available at the office of MNC Bank as from the notice date, there by allowing shareholders to actively participate in the GMS and vote with full responsibility. If the materials are unavailable upon the GMS notice, such materials must be made available before the GMS is held;
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
3. Risalah RUPS tersedia di kantor MNC Bank, dan MNC Bank menyediakan fasilitas agar pemegang saham dapat membaca risalah tersebut.
3. Minutes of GMS will be available at the office of MNC Bank, which provides facilities to allow shareholders to read such minutes of meeting.
RUPS MNC Bank terdiri dari RUPS Tahunan dan RUPS Luar Biasa. Proses pengumuman dan pemanggilan RUPS dilakukan sesuai dengan ketentuan yang berlaku, baik RUPS Tahunan maupun RUPS Luar Biasa (RUPS LB). Pada tahun 2015, MNC Bank telah menyelenggarakan 1 (satu) kali RUPS Tahunan dan menyelenggarakan 2 (dua) kali RUPS Luar Biasa.
GMS of MNS Bank consists of Annual GMS (AGMS) and Extraordinary GMS (EGMS). The process of GMS announcement and notice is carried out under the applicable provisions, both for the AGMS and for the EGMS. In 2014, MNC Bank convened 1 (one) AGMS and 2 (two) EGMS.
Pelaksanaan RUPS Tahunan 2015
GMS Implementation In 2015
Tahapan pelaksanaan Rapat Umum Pemegang Saham Tahunan MNC Bank di 2015 tergambar dalam tabel berikut.
Phases of the General Meeting of Shareholders (GMS) of MNC Bank in 2015 are reflected in the following table.
Tabel Pelaksanaan RUPS Tahunan 2015 Table of AGMS Implementation in 2015 PENGUMUMAN ANNOUNCEMENT
UNDANGAN INVITATION
PELAKSANAAN IMPLEMENTATION
HASIL RUPS GMS RESULT
Diumumkan pada tanggal 20 Maret 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Diumumkan pada tanggal 6 April 2015 melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
RUPS tahunan dilaksanakan pada 28 April 2015 pada pukul 14.40 WB – 15.50 WIB, bertempat di MNC Tower, Auditorium Lantai B2. Jl. Kebon Sirih No. 17-19. Jakarta Pusat
Diumumkan pada tanggal 30 April 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Announced on March 20, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Announced on April 6, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website
Annual General Meeting of Shareholders was held on 28 April 2015 at 14:40 - 15:50 pm, located in the MNC Tower, Floor Auditorium B2. Jl. Kebon Sirih No. 17-19. Central Jakarta
Announced on April 30, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website
Agenda dan Keputusan RUPS Tahunan tanggal 28 April 2015 adalah sebagai berikut.
The Agenda and Decisions of AGMS on April 28, 2015 were as follows.
Agenda RUPS Tahunan 2015
2015 GMS Agenda
1. Laporan Tahunan Direksi Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2014. 2. Persetujuan dan Pengesahan Laporan Keuangan Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2014, serta memberikan pembebasan tanggungjawab sepenuhnya kepada Dewan Komisaris dan Direksi Perseroan atas tindakan pengawasan dan pengurusan yang mereka lakukan dalam Tahun Buku yang berakhir pada tanggal 31 Desember 2014 (acquit et de charge). 3. Persetujuan atas penggunaan keuntungan Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2014. 4. Persetujuan perubahan susunan pengurus Perseroan. 5. Penunjukan Akuntan Publik Independen untuk mengaudit buku-buku Perseroan untuk Tahun Buku yang akan berakhir pada tanggal 31 Desember 2015 dan pemberian wewenang kepada Direksi Perseroan untuk menetapkan honorarium Akuntan Publik tersebut serta persyaratan lain penunjukannya. 6. Penetapan besarnya gaji dan/atau honorarium serta tunjangan lain bagi anggota Dewan Komisaris dan Direksi Perseroan. 7. Penyampaian realisasi penggunaan dana hasil Penawaran Umum Terbatas III Perseroan sesuai
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1. The Bank Annual Report from the Board of Directors for the fiscal year ended December 31, 2014. 2. Approval and Endorsement of the Company’s Financial Statements for the Fiscal Year ended December 31, 2014, and to fully release the responsibilities of the Board of Commissioners and Board of Directors for the supervision and management they did in the Fiscal Year ended December 31, 2014 (acquit et de charge). 3. Approval of the Company’s net cinome usage for the Fiscal Year ended December 31, 2014. 4. Approval of changes in the Company’ organization structure. 5. The appointment of Public Accountant to audit the Bank’s books for the Fiscal Year ended at December 31, 2015 and granting authority to the Board of Directors to determine the Public Accountant’s honorarium and other appointment requirements. 6. The determination of salary and/or honorarium and other allowances for the members of the Board of Commissioners and Board of Directors. 7. Submission of the realization of the use of proceeds from the Company’s Limited Public Offering III pursuant to
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Ketentuan Peraturan Bapepam No. X.K.4 lampiran dari Surat Keputusan Ketua Bapepam No. Kep 27/PM/2003 tanggal 17 Juli 2003.
Manajemen Sumber Daya Manusia Human Resources Management
Bapepam Regulation No. X.K.4 attachment of Bapepam Chairman Decree Letter No. Kep 27/PM/2003 dated July 17, 2003.
Keputusan RUPS Tahunan 2015
2015 AGMS Decisions
Pertama Menyetujui dan menerima baik Laporan Tahunan Direksi Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2014.
First Approved the Company’s Annual Report from the Board of Directors for the Fiscal Year ended December 31, 2014.
Kedua Menyetujui dan mengesahkan Laporan Keuangan Perseroan untuk Tahun buku yang berakhir pada tanggal 31 Desember 2014, serta memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et de charge) kepada Dewan Komisaris MNC Bank (termasuk Ibu Ria Budiweni Sumiati Pardede dan Bapak Dato’ Mat Amir Bin Jaffar yang pengunduran dirinya masing-masing berlaku efektif pada penutupan Rapat Umum Pemegang Saham Luar Biasa tanggal 20 Juni 2014 dan Rapat Umum Pemegang Saham Luar Biasa tanggal 12 November 2014 (selanjutnya disebut RUPSLB tanggal 12 November 2014) serta Bapak Lim Teong Liat yang pemberhentiannya berlaku efektif pada penutupan RUPSLB tanggal 12 November 2014) atas tindakan pengawasan dan Direksi MNC Bank (termasuk Bapak Eddy Rainal Sinulingga yang telah mengundurkan diri efektif pada tanggal 12 November 2014) atas pengurusan yang mereka lakukan dalam Tahun buku yang berakhir pada tanggal 31 Desember 2014, sejauh tindakan tersebut tercermin dalam Laporan Tahunan dan Laporan Keuangan Perseroan tahun buku 2014 tersebut, kecuali untuk perbuatan penggelapan, penipuan dan tindak pidana lainnya.
Second Approved and endorsed the Company’s Financial Statements for the Fiscal Year ended December 31, 2014, as well as provided release and discharge full responsibility (acquit et de charge) to the MNC Bank Bord of Commissioner (including Ms. Ria Budiweni Sumiati Pardede and Mr Dato ‘Mat Amir Bin Jaffar whose resignation was effective at the close of the Extraordinary General Meeting of Shareholders dated June 20, 2014 and the Extraordinary General Meeting of Shareholders dated 12 November 2014 (hereinafter called the EGMS dated 12 November 2014) and Mr. Lim Teong Liat whose dismissal becomes effective at the closing of the EGMS dated 12 November 2014) on supervisory activity and MNC Bank Board of Directors (including Mr. Eddy Rainal Sinulingga who has resigned effective on November 12, 2014) on the management in the Fiscal year ended on December 31, 2014, so long as all their action were reflected in the Company’s Annual Report and Financial Statements for the fiscal year 2014, except for any embezzlement, fraud and other criminal acts.
Ketiga Menetapkan tidak ada pembagian dividen kepada para pemegang saham Perseroan untuk tahun buku 2014 (dua ribu empat belas).
Third Established that no dividend would be distributed to the Company’s shareholders for the financial year 2014 (two thousand and fourteen).
Keempat 1. Memberikan penghargaan kepada segenap anggota Dewan Komisaris Perseroan yang telah berakhir masa jabatannya terhitung sejak ditutupnya RUPST ini, dengan ucapan terima kasih atas segala jasa dan pengabdian yang telah mereka berikan kepada Perseroan selama masa jabatannya; 2. Memberikan penghargaan kepada segenap anggota Direksi Perseroan yang telah berakhir masa jabatannya terhitung sejak ditutupnya RUPST ini, dengan ucapan terima kasih atas segala jasa dan pengabdian yang telah mereka berikan kepada Perseroan selama masa jabatannya; 3. Mengangkat kembali Bapak Bambang Ratmanto sebagai Presiden Komisaris (merangkap Komisaris Independen) Perseroan, Bapak Purnadi Harjono sebagai Komisaris Perseroan dan Bapak Eko B. Supriyanto sebagai Komisaris Independen Perseroan dengan masa
Fourth 1. Gave appreciation to all members of the Board of Commissioners that has ended their term as of the closing of this AGM, with gratitude for their services and dedication they have given to the Company during their tenure;
Pada tanggal 28 April 2015, MNC Bank telah menyelenggarakan Rapat Umum Pemegang Saham Tahunan (RUPST) dengan keputusan sebagai berikut.
On 28 April 2015, MNC Bank has organized an Annual General Meeting of Shareholders (AGM) with the following decisions.
2. Gave appreciation to all members of the Board of Directors who has ended their term as of the closing of this AGM, with gratitude for their services and dedication they have given to the Company during their tenure;
3. Re-appointed Mr. Bambang Ratmanto as the President Commissioner (concurrently as Independent Commissioner) of the Company, Mr. Purnadi Harjono as a Commissioner and Mr. Eko B. Supriyanto as an Independent Commissioner with a new term from the
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Management Report
Profil Perusahaan Company Profile
jabatan yang baru terhitung sejak ditutupnya RUPST ini sampai dengan penutupan RUPST Tahunan Perseroan yang diselenggarakan pada tahun 2018 dengan tidak mengurangi hak RUPST Umum Pemegang Saham untuk memberhentikannya sewaktu-waktu sebelum masa jabatannya tersebut berakhir sesuai dengan ketentuan Pasal 119 juncto Pasal 105 UUPT;
Sehingga susunan Dewan Komisaris Perseroan terhitung sejak ditutupnya RUPST ini sampai dengan penutupan RUPST Tahunan Perseroan yang diselenggarakan pada tahun 2018 adalah:
Dewan Komisaris Presiden Komisaris (merangkap Komisaris Independen) Komisaris Komisaris Independen
: : Bapak Bambang Ratmanto
: Bapak Purnadi Harjono : Bapak Eko B. Supriyanto
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
closing of this AGM until the closing of the Company’s Annual General AGM of Shareholders held in 2018, without prejudice to the right of the General AGM of Shareholders to dismiss them at any time before their term ended in accordance with the provisions of Article 119 and Article 105 of the Company Law;
So that the composition of the Board of Commissioners as of the closing of this AGM until the closing of the Company’s Annual General AGM held in 2018 are:
Board of Commissioners : President Commissioner : Mr. Bambang Ratmanto (Independent Commissioner) Commissioner : Mr. Purnadi Harjono Independent Commissioner : Mr. Eko B. Supriyanto
4. Mengangkat kembali Bapak Benny Purnomo sebagai Presiden Direktur Perseroan, Bapak Benny Helman, Ibu Nerfita Primasari dan Bapak Widiatama Bunarto, masingmasing sebagai Direktur Perseroan serta Ibu Tjit Siat Fun sebagai Direktur Perseroan yang membawahkan Fungsi Kepatuhan dengan masa jabatan yang baru terhitung sejak di tutupnya RUPST ini sampai dengan penutupan RUPST Tahunan Perseroan yang diselengarakan pada tahun 2020 dengan tidak mengurangi hak RUPST Umum Pemegang Saham untuk memberhentikannya sewaktuwaktu sebelum masa jabatannya tersebut berakhir sesuai dengan ketentuan Pasal 105 UUPT;
4. To appoint Mr. Benny Purnomo back as President Director of the Company, Mr. Benny Helman, Mom and Dad Widiatama Nerfita Primasari Bunarto, each Director of the Company and Mrs. Tjit Siat Fun as a Director of the Company which is in charge of Compliance Function to a new term starting from in the lid of this AGM until the closing of the Company’s Annual General AGM held in 2020, without prejudice to the right of the General AGM of Shareholders to dismiss them at any time before his term ended in accordance with the provisions of Article 105 of the Company Law;
5. Mengukuhkan Bapak Widiatama Bunarto sebagai Direktur Independen, sesuai ketentuan Romawi V.4 Peraturan Bursa Efek Indonesia No. I-A tentang Pencatatan Saham dan Efek Bersifat Ekuitas Selain Saham Yang Diterbitkan Oleh Perusahaan Tercatat yang merupakan lampiran I Keputusan Direksi PT. Bursa Efek Indonesia No. Kep-00001/BEI/01-2014 tanggal 20 Januari 2014, menggantikan Bapak Sindbad Rijadi Hardjodipuro yang berakhir masa jabatannya pada penutupan RUPST ini;
5. Reaffirms Mr. Widiatama Bunarto as Independent Directors, pursuant to the Roman V.4 Indonesia Stock Exchange Regulation No. I-A of the Registration of Shares and Equity In addition Shares Issued by the Listed Company which is an appendix I to Decision of the Board of PT. Indonesia Stock Exchange No. Kep-00001/BEI/012014 dated January 20, 2014, replacing Mr. Sindbad Rijadi Hardjodipuro the end of his tenure at the close of this AGM;
Sehingga susunan Direksi Perseroan terhitung sejak ditutupnya RUPST ini sampai dengan penutupan RUPST Tahunan Perseroan yang diselenggarakan pada tahun 2020 adalah:
Direksi: Presiden Direktur Direktur Direktur Direktur Kepatuhan Direktur Independen
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: Bapak Benny Purnomo : Bapak Benny Helman : Ibu Nerfita Primasari : Ibu Tjit Siat Fun : Bapak Widiatama Bunarto
Thus, the composition of the Company’s Board of Directors as of the closing of this AGM until the closing of the Company’s Annual General AGM of Shreaholders held in 2020 are:
Board of Directors: President Director Director Compliance Director Independent Director
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
: Mr. Benny Purnomo : Mr. Benny Helman : Mrs. Nerfita Primasari : Mrs. Tjit Siat Fun : Mr. Widiatama Bunarto
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kelima 1. Memberikan wewenang kepada Direksi Perseroan dengan persetujuan Dewan Komisaris Perseroan dalam menentukan Akuntan Publik Independen Perseroan yang akan mengaudit laporan keuangan Perseroan untuk Tahun Buku yang berakhir pada tanggal 31 Desember 2015; 2. Pelimpahan wewenang kepada Direksi Perseroan untuk menetapkan besarnya jumlah honorarium dan persyaratan lain sehubungan dengan penunjukan Akuntan Publik tersebut.
Fifth 1. Authorized the Board of Directors with the approval of the Board of Commissioners in determining the Company’s Independent Public Accountant to audit the Company’s financial statements for the Fiscal Year ended December 31, 2015;
Keenam Melimpahkan wewenang kepada Dewan Komisaris untuk menetapkan gaji dan tunjangan bagi anggota Direksi Perseroan dan untuk menetapkan besarnya honorarium bagi seluruh anggota Dewan Komisaris Perseroan untuk tahun buku 2015 dengan memperhatikan saran/pendapat dari Komite Remunerasi.
Sixth Delegated authority to the Board of Commissioners to determine the salaries and allowances for members of the Company’s Board of Directors and to determine the honorarium for the Board of Commissioners for the Fiscal Year 2015 by taking into account the advice/opinion of the Remuneration Committee.
Ketujuh Pada Mata Acara Rapat Ketujuh karena bersifat laporan maka tidak dilakukan sesi tanya jawab serta tidak dilakukan pengambilan keputusan.
Seventh Because the Seventh Meeting was a reporting in nature, there was no question and answer session as well as no decision was taken.
Paparan Mata Acara Rapat Ketujuh:
Notes from the Seventh Meeting:
Pada tahun 2014 Perseroan telah melaksanakan Penawaran Umum Terbatas III Tahun 2014 (selanjutnya disingkat PUT III Tahun 2014). Sesuai dengan ketentuan Peraturan Bapepam No. X.K.4 lampiran Surat Keputusan Keputusan Ketua Bapepam No. Kep. 27/PM/2003 tanggal 17 Juli 2003, Perseroan berkewajiban menyampaikan laporan realisasi penggunaan dana hasil PUT III Tahun 2014 sebagai berikut:Hasil PUT III Tahun 2014 adalah sebesar Rp. 804.624.852.700,- (delapan ratus empat milyar enam ratus dua puluh empat juta delapan ratus lima puluh dua ribu tujuh ratus Rupiah) dengan realisasi penggunaan dana adalah sebagai berikut: 1. Untuk pengembangan usaha sebesar Rp. 802.408.377.742,- (delapan ratus dua milyar empat ratus delapan juta tiga ratus tujuh puluh tujuh ribu tujuh ratus empat puluh dua Rupiah), hal ini sesuai dengan rencana penggunaan dana sebagaimana dicantumkan dalam Prospektus PUT III Tahun 2014 yaitu dana hasil PUT III Tahun 2014 seluruhnya digunakan untuk memperkuat struktur permodalan guna pengembangan usaha yaitu untuk menunjang pertumbuhan kredit;
In 2014 the Company conducted Limited Public Offering III 2014 (hereinafter called PUT III of 2014). In accordance with the provisions of Bapepam No. X.K.4 attachment Decree Letter of the Chairman of Bapepam No. Kep. 27/PM/2003 dated July 17, 2003, the Company was required to report actual use of proceeds from PUT III of 2014 as follows: Results of PUT III of 2014 was Rp 804,624,852,700, - (eight hundred and four billion six hundred and twenty-four million eight hundred and fifty-two thousand seven hundred Rupiah) with the realization of the use of funds was as follows:
2. Biaya Emisi sebesar Rp. 2.216.474.958,- (dua milyar dua ratus enam belas juta empat ratus tujuh puluh empat ribu sembilan ratus lima puluh delapan Rupiah) dengan perincian sebagai berikut:
2. Issuance Costs of Rp2,216,474,958, - (two billion two hundred and sixteen million four hundred and seventyfour thousand nine hundred and fifty-eight Rupiah) with the following details:
2. Delegated authority to the Board of Directors to determine the amount of the honorarium and other requirements relating to the appointment of the Public Accountant.
1. For business development Rp802,408,377,742, - (eight hundred two billion four hundred eight million, three hundred and seventy-seven thousand seven hundred and forty-two Rupiah), which is in line with the planned use of funds as provided in the PUT III Prospectus 2014 that all proceeds from PUT III 2014 would be used to strengthen the capital structure for the business development by supporting the credit growth;
Biaya Jasa Penyelenggaraan
Management Fee
Biaya Jasa Penjualan
265.526.093
Selling Fee
Biaya Jasa Profesi Penunjang Pasar Modal
934.560.000
Capital Market Supporting Profession Fee
Biaya Jasa Lembaga Penunjang Pasar Modal
275.000.000
Capital Market Supporting Institution Fee
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Biaya Jasa Penyelenggaraan
Management Fee
Biaya Jasa Konsultasi Keuangan
400.000.000
Financial Advisory Fee
341.388.865
Other fee attributed directly as issuance costs
2.216.474.958
TOTAL
Biaya lain-lain yang dapat diatribusikan langsung sebagai biaya emisi JUMLAH
Laporan realisasi penggunaan dana hasil PUT III Tahun 2014 telah disampaikan oleh Perseroan kepada Otoritas Jasa Keuangan setiap periode pelaporan terakhir dengan Surat Nomor 194/BABP/DIR/IV/2015 tanggal 15 April 2015 dan di unggah pada websitesite PT. Bursa Efek Indonesia pada tanggal yang sama;
Realization report the use of proceeds from PUT III of 2014 have been submitted by the Company to the Financial Services Authority every last reporting period with Letter No. 194/BABP/DIR/IV/2015 dated 15 April 2015 and uploaded to the PT. Indonesia Stock Exchange website on the same date;
Pelaksanaan RUPS Luar Biasa Tahun 2015 ke 1
The First 2015 Extraordinary General Meeting of Shareholders Executino
Tahapan pelaksanaan Rapat Umum Pemegang Saham Luar Biasa MNC Bank di 2015 tergambar dalam tabel berikut.
Stages of the MNC Bank Extraordinary General Meeting of Shareholders execution in 2015 were reflected in the following table.
PENGUMUMAN ANNOUNCEMENT
UNDANGAN INVITATION
PELAKSANAAN IMPLEMENTATION
HASIL RUPS RUPS RESULT
Diumumkan pada tanggal 20 Maret 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Diumumkan pada tanggal 6 April 2015 melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
RUPS tahunan dilaksanakan pada 28 April 2015 pada pukul 16.11 WB – 16.37 WIB, bertempat di MNC Tower, Auditorium Lantai B2. Jl. Kebon Sirih No. 17 – 19. Jakarta Pusat.
Diumumkan pada tanggal 30 April 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Announced on March 20, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Announced on April 6, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Annual General Meeting of Shareholders was held on 28 April 2015 at 16:11 - 16:37 WIB, located at the MNC Tower, Floor Auditorium B2. Jl. Kebon Sirih No. 17 - 19. Jakarta Pusat
Announced on April 30, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Diumumkan pada tanggal 19 Agustus, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Diumumkan pada tanggal 3 September 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
RUPS tahunan dilaksanakan pada 25 September 2015 pada pukul 14.20 WB – 14.44 WIB, bertempat di MNC Tower, Ruang Bima Lantai B2. Jl. Kebon Sirih No. 17 – 19. Jakarta Pusat.
Diumumkan pada tanggal 29 April 2015, melalui surat kabar harian berbahasa Indonesia yang berperedaran nasional, situs Website Bursa Efek dan situs website MNC Bank.
Announced on August 19, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Announced on September 3, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Annual General Meeting held on 25 September 2015 at 16:11 - 16:37 pm, located at the MNC Tower, Floor Auditorium B2. Jl. Kebon Sirih No. 17 - 19. Jakarta Pusat.
Announced on April 29, 2015, through Indonesian newspapers with national circulation, the Stock Exchange website and MNC Bank website.
Agenda dan Keputusan RUPS Luar Biasa tanggal 28 April 2015 adalah sebagai berikut.
The Agenda and Decision of the Extraordinary General Meeting of Shareholders dated 28 April 2015 were as follows.
Agenda RUPS Luar Biasa 2015 ke 1
The First Extraordinary General Meeting of Shareholders Agenda
1. Menegaskan kembali pemberian wewenang dan kuasa kepada Direksi MNC Bank tentang pelaksanaan Management and Employee Stock Option Program (MESOP) yang telah diterbitkan MNC Bank; 2. Menegaskan kembali persetujuan penambahan modal MNC Bank sebanyak-banyaknya sebesar 10% (sepuluh persen) dari modal disetor Tanpa Hak Memesan Efek
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1. ReaffirmED authorization to the Board of Directors of MNC Bank on the implementation of the Management and Employee Stock Option Program (Programme) which has been published by MNC Bank; 2. Reaffirmed approval of MNC Bank capital increase by as much as 10% (ten percent) of the paid-up capital Without Pre-emptive Rights with regard to the provisions of
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Terlebih Dahulu dengan memperhatikan ketentuan peraturan perundang-undangan dan peraturan yang berlaku dibidang pasar modal khususnya peraturan Otoritas Jasa Keuangan No.38/POJK.04/2014; 3. Perubahan Anggaran Dasar Perseroan.
Keputusan RUPS Luar Biasa 2015 ke 1 Pertama 1. Menyetujui untuk menegaskan kembali pemberian wewenang dan kuasa kepada Direksi Perseroan dengan persetujuan Dewan Komisaris Perseroan untuk mengeluarkan saham baru Perseroan terkait dengan pelaksanaan MESOP yang diterbitkan Perseroan; 2. Menyetujui pemberian wewenang dan kuasa kepada Direksi Perseroan untuk melakukan segala tindakan yang diperlukan sehubungan dengan pelaksanaan MESOP tersebut, termasuk tetapi tidak terbatas pada penyesuaian atas jumlah Hak Opsi yang diterbitkan Perseroan dan harga pelaksanaan MESOP bilamana Perseroan melakukan tindakan korporasi (corporate action) yang dapat mengakibatkan perubahan nilai nominal saham, penggabungan usaha maupun bentukbentuk reorganisasi atau restrukturisasi Perseroan yang dapat mempengaruhi permodalan Perseroan. Kedua 1. Menyetujui untuk menegaskan kembali persetujuan penambahan modal Tanpa Hak Memesan Efek Terlebih Dahulu dengan cara mengeluarkan setinggi-tingginya 10% (sepuluh persen) dari modal disetor Perseroan, masing-masing dengan nilai nominal Rp 100,- (seratus Rupiah) per saham kepada investor-investor dengan memperhatikan ketentuan peraturan perundangundangan dan peraturan yang berlaku dibidang pasar modal khususnya peraturan Otoritas Jasa Keuangan No. 38/POJK.04/2014; 2. Menyetujui untuk menegaskan kembali pemberian wewenang dan kuasa kepada Direksi Perseroan dengan persetujuan Dewan Komisaris Perseroan untuk melakukan segala tindakan yang diperlukan sehubungan dengan peningkatan modal Tanpa Hak Memesan Efek Terlebih Dahulu tersebut di atas, termasuk tetapi tidak terbatas dalam menentukan jumlah saham dan harga pelaksanaan penambahan modal Tanpa Hak Memesan Efek Terlebih Dahulu yang dianggap baik oleh Direksi, membuat dan/atau minta dibuatkan segala dokumen berkaitan dengan peningkatan modal tersebut serta meminta persetujuan dan/atau melaporkan serta melakukan pendaftaran yang diperlukan kepada pihak yang berwenang berkaitan dengan peningkatan modal Tanpa Hak Memesan Efek Terlebih Dahulu, satu dan lain hal tanpa ada pengecualian dengan mengingat ketentuan peraturan perundang-undangan yang berlaku termasuk peraturan di bidang Pasar Modal.
Manajemen Sumber Daya Manusia Human Resources Management
legislation and regulations in the field of capital market regulations especially the Financial Services Authority 38 /POJK.04/2014; 3. Amendment to the Articles of Association.
The First Extraordinary General Meeting of Shareholders Decision
First 1. Approved to reaffirm authorization to the Board of Directors with the approval of the Board of Commissioners to issue the Company’s new shares related to the implementation of MESOP issued by the Company; 2. Approved authority to the Board of Directors to perform all necessary measures in connection with the MESOP implementation, including but not limited to adjustments to the number of Option Rights issued by the Company and the MESOP exercise price if the Company executed corporate actions which resulting in changes in the share’s nominal value, merger or other forms of Company’s reorganization or restructuring that may affect the Company’s capital.
Second 1. Approved the reaffirm the approval for increasing capital Without Pre-emptive Rights by issuing a maximum of 10% (ten percent) of the Company’s paid-up capital, each with a nominal value of Rp 100, - (one hundred Rupiah) per share to the investors by considering the provisions of applicable laws and regulations in the capital market especially the Financial Services Authority No. 38/ POJK.04/2014;
2. Approved to reaffirm the authorization to the Board of Directors with the approval of the Board of Commissioners to perform all necessary measurements in connection with the capital increase Without Preemptive Rights mentioned above, including but not limited to determine the number of shares and the exercise price of the additional capital Without Preemptive Right that considered good by the Board of Directors, prepare and/or asked for all documents relating to the capital increase and ask for approval and/or report and make the necessary registration to the authorities relating to the capital increase Without Pre-emptive Rights, one thing without any exception to the provisions of the legislation in force, including regulations in the capital market.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Ketiga 1. Menyetujui perubahan Anggaran Dasar Perseroan sehubungan dengan diberlakukannya Peraturan Otoritas Jasa Keuangan dan menyatakan kembali perubahanperubahan Anggaran Dasar Perseroan dengan detail susunan kalimat masing-masing pasal perubahannya sebagaimana tertuang dalam materi Rapat yang telah dibagikan kepada para pemegang saham sebelum Rapat ini; 2. Menyetujui pemberian kuasa kepada Direksi Perseroan dengan hak subtitusi, untuk menyatakan kembali keputusan Rapat berkenaan dengan perubahanperubahan Anggaran Dasar Perseroan dalam akta Notaris dan selanjutnya menyampaikan pemberitahuan dan/atau mengajukan permohonan persetujuan kepada pihak yang berwenang termasuk tetapi tidak terbatas pada Kementrian Hukum dan Hak Asasi Manusia Republik Indonesia, mendaftarkannya dalam Tanda Daftar Perusahaan serta melakukan segala tindakan yang diperlukan sesuai dengan peraturan perundangundangan di negara Republik Indonesia. Agenda dan Keputusan RUPS Luar Biasa tanggal 25 September 2015 adalah sebagai berikut.
Third 1. Approved the amendment of the Company’s Article of Association in connection with the application of the Regulation of Financial Services Authority and reiterated changes to the Articles of Association with details of the sentence structure and every amendments, as set out in the Meeting materials that have been distributed to the shareholders prior to the Meeting; 2. Approved the authorization to the Board of Directors with the substitution right, to restate the decision of the Meeting with regard to changes in the Articles of Association in a notarial deed and then give notice and/ or to apply for approval to the relevant authorities, including but not limited to the Ministry of Law and Human Rights of the Republic of Indonesia, register with the Company Registry and perform all necessary actions in accordance with the legislation of the Republic of Indonesia.
Agenda RUPS Luar Biasa 2015 ke 2
The Second Extraordinary General Meeting of Shareholders Agenda
Persetujuan penambahan modal Perseroan melalui mekanisme Hak Memesan Efek Terlebih Dahulu (HMETD) sesuai dengan ketentuan dalam Peraturan Bapepam IX.D.1 tentang Hak Memesan Efek Terlebih Dahulu, Lampiran Keputusan Ketua Bapepam No. KEP-26/PM/2003 tanggal 17 Juli 2003.
Keputusan RUPS Luar Biasa 2015 ke 2 Menyetujui penambahan modal Perseroan melalui mekanisme Hak Memesan Efek Terlebih Dahulu (HMETD) sesuai dengan ketentuan dalam Peraturan Bapepam IX.D.1 tentang Hak Memesan Efek Terlebih Dahulu, Lampiran Keputusan Ketua Bapepam No.KEP-26/PM/2003 tanggal 17 Juli 2003, dengan rincian bahwa penambahan modal disetor dan ditempatkan Perseroan dengan jumlah sebanyakbanyaknya 6.744.407.924 (enam miliar tujuh ratus empat puluh empat juta empat ratus tujuh ribu sembilan ratus dua puluh empat) saham baru dengan nilai nominal Rp100 (seratus Rupiah) setiap saham dengan harga pelaksanaan Rp100 (seratus Rupiah) setiap saham serta menyetujui pemberian wewenang dan kuasa kepada Direksi Perseroan dengan persetujuan Dewan Komisaris Perseroan untuk mengeluarkan saham-saham baru Perseroan dan untuk melakukan segala tindakan yang diperlukan sehubungan dengan pelaksanaan HMETD yang diterbitkan Perseroan dalam rangka pelaksanaan Penawaran Umum Terbatas IV.
The Agenda and Decision of the Extraordinary General Meeting of Shareholders dated 25 September 2015 were as follows.
Approval of the Company’s capital increase through the mechanism of Pre-emptive Rights (ER) in accordance with the provisions of Bapepam Regulation IX.D.1 about the Preemptive Rights, Attachment Decision of the Chairman of Bapepam No. KEP-26/PM/2003 dated July 17, 2003.
The Second Extraordinary General Meeting of Shareholders Decision
Approved the Company’s capital increase through the mechanism of Pre-emptive Rights (ER) in accordance with the provisions of Bapepam Regulation IX.D.1 about Preemptive Rights, Attachment of Bapepam Chairman Decree No. KEP-26/PM/2003 dated July 17, 2003, with details that the capital increase the Company’s issued and paid up was amounting to 6,744,407,924 (six billion, seven hundred and forty-four million four hundred seven thousand nine hundred twenty four) new shares with a nominal value of Rp100 (one hundred Rupiah) per share at a price execution of Rp100 (one hundred Rupiah) per share and approved the authority and power of the Board of Directors with the approval of the Company’s Board of Commissioners to issue the Company’s new shares and to perform all acts necessary in connection with the exercise of Pre-emptive Rights issued by the Company in the framework of Limited Public Offering IV.
Dewan Komisaris
Board of Commissioners
Dewan Komisaris adalah organ Bank yang bertugas melakukan pengawasan secara umum dan/atau khusus sesuai dengan Anggaran Dasar serta memberi nasihat kepada Direksi. Dewan komisaris melakukan pengawasan atas kebijakan pengurusan, jalannya pengurusan pada
A Board of Commissioners is the Bank’s organ that is in charge of supervising in general and/or special in accordance with the Article of Association as well as giving advice to the Board of Directors. The Board of Commissioners supervise the management policy, the management in general, both of
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05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
umumnya, baik mengenai pihak yang bertugas atau berfungsi melakukan pengawasan dan memberikan nasihat kepada Direksi untuk kepentingan Bank dan Pemegang Saham khususnya serta pemangku kepentingan (stakeholder) pada umumnya. Hal tersebut untuk memastikan Bank dikelola oleh Direksi sesuai dengan harapan Pemegang Saham.
the parties that has the duty or function of supervising and advising the Board of Directors for the benefit of the Bank and the Shareholders in particular and the Stakeholders (stakeholders) in general. This is to ensure the Bank is managed by the Board of Directors in accordance with the expectations of the Shareholders.
Setiap anggota Dewan Komisaris harus memiliki integritas yang tinggi, pengetahuan, kemampuan dan komitmen untuk menyediakan waktu dalam menjalankan tugasnya. dengan demikian, peran Dewan Komisaris sangat strategis. Oleh karena itu, komposisi Dewan Komisaris Bank harus memungkinkan pengambil keputusan yang efektif, tepat dan cepat. Selain itu, Dewan Komisaris juga dituntut untuk dapat bertindak secara independen, dalam arti tidak mempunyai benturan kepentingan (conflict of interest) yang dapat menganggu kemampuannya untuk melaksanakan tugas secara mandiri dan kritis, baik dalam hubungan satu sama lain maupun hubungan terhadap direksi.
Each member of the Board of Commissioners must have high integrity, knowledge, ability and commitment to provide time in managing their duties. Thus, the role of the Board of Commissioners is very strategic. Therefore, the composition of the Board of Commissioners should enable effective, precise and fast decision making. In addition, the Board of Commissioners is also required to be able to act independently, in the sense not having any conflict of interest that may interfere with their ability to perform tasks independently and critically, both in relation to each other and the relationship of the Board of Directors.
Tugas dan Tanggung Jawab Dewan Komisaris
Tasks and Responsibilitiesof The Board of Commissioners
Dewan Komisaris memiliki fungsi, tugas dan tanggung jawab yang jelas sesuai dengan anggaran dasar dan wewenang yang diberikan oleh RUPS, yang tertuang dalam Pedoman Kerja Dewan Komisaris. Dewan Komisaris bertanggung jawab kepada pemegang saham dalam hal mengawasi kebijakan Direksi terhadap operasional Bank secara umum yang mengacu kepada rencana bisnis yang telah disetujui Dewan Komisaris dan Bank Indonesia, serta memastikan kepatuhan terhadap seluruh peraturan dan perundangundangan yang berlaku. Secara rinci, tugas pokok Dewan Komisaris yang berhubungan dengan pengawasan adalah: a. Melaksanakan tugas dan tanggung jawab secara independen. b. Melakukan pengawasan atas kebijakan pengurusan dan jalannya pengurusan perusahaan dan memberi nasehat kepada Direksi c. Melakukan fungsi pengawasan dengan cara mengarahkan, memantau dan mengevaluasi pelaksanaan kebijakan strategis Bank. d. Memastikan terselenggaranya pelaksanaan GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan organisasi yang mencakup 7 (tujuh) aspek pelaksanaan GCG. e. Tidak terlibat di dalam pengambilan keputusan kegiatan operasional bank, kecuali hal-hal khusus yang telah diatur oleh Bank Indonesia dan Anggaran Dasar Perseroan. f. Melakukan pengawasan aktif atas penerapan manajemen risiko yang melekat pada seluruh aktivitas Bank yang mencakup: • Menyetujui dan mengevaluasi kebijakan manajemen risiko. • Mengevaluasi pertanggungjawaban Direksi atas pelaksanaan kebijakan menajemen risiko. • Mengevaluasi dan memutuskan permohonan Direksi yang berkaitan dengan transaksi yang memerlukan persetujuan Dewan Komisaris.
The Board of Commissioners has clear functions, tasks, and responsibilities under the Articles Of Association and the authority granted by the GM as specified in the Work Guideline of the Board of Commissioners. The Board of Commissioners is responsible to shareholders to supervise the policy of the Board of Directors on the Bank’s operation in general, which refers to the business plan approved by the Board of Commissioners and Bank Indonesia, and to ensure compliance with the applicable laws and regulations.
The Board of Commissioners’ Duties and Responsibilities Description: a. Duties and responsibilities independently. b. Exercise supervision over the course of policy management and maintenance of the company and advise the Board of Directors. c. Exercising oversight by directing, monitoring and evaluating the implementation of the Bank’s strategic policy. d. Ensure the implementation of GCG in all business activities of the Bank at all levels of the organization which includes seven (7) aspects of the implementation of GCG. e. Not involved in the decision-making activities of the bank’s operations, except for special things that have been set by Bank Indonesia and the Articles of Association of the company. f. Actively supervise the implementation of risk management inherent in all the Bank’s activities include: •
Approve and evaluate the risk management policy.
•
Evaluate the accountability of the Board of Directors for the implementation of risk management policies. Evaluate and decide petition the Board of Directors in respect of transactions which require the approval of the Board of Commissioners.
•
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
g. Memastikan bahwa Direksi telah menindaklanjuti temuan audit dan rekomendasi dari SKAI, auditor eksternal, hasil pengawasan Bank Indonesia dan/atau hasil pengawasan otoritas lainnya. h. Memberitahukan kepada Bank Indonesia paling lambat 7 (tujuh) hari kerja sejak ditemukannya pelanggaran peraturan dibidang keuangan/perbankan dan keadaan atau perkiraan keadaan yang dapat membahayakan kelangsungan usaha bank. i. Dewan Komisaris berdasarkan keputusan Rapat Dewan Komisaris berhak memberhentikan untuk sementara anggota Direksi sesuai ketentuan Pasal 106 UUPT dan dengan memperhatikan peraturan perundang undangan di bidang Pasar Modal. j. Dalam menjalankan fungsi pengawasan Dewan Komisaris dibantu oleh Komite Audit, Komite Pemantau Risiko dan Komite Nominasi dan Remunerasi. Komitekomite tersebut telah melaksanakan rapat komite secara periodik sebelum rapat Dewan Komisaris dan hasil keputusannya dilaporkan kepada Dewan Komisaris dalam Rapat Dewan Komisaris
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
g. Ensure that the Board of Directors has followed up on audit findings and recommendations of the Internal Audit Unit, the external auditors, monitoring results or outcomes of Bank Indonesia and other supervisory authorities. h. Inform Bank Indonesia within 7 (seven) working days after the discovery of violations of regulations in finance/ banking and state or state estimates that could jeopardize survival of a bank. i. Based on the meeting of the Board of Commissioners, BoC reserves the right to lay off for a while members of the Board of Directors pursuant to Article 106 of the Company Law and with due regard to the laws and regulations in the capital market. i. In carrying out supervisory functions of the Board of Commissioners is assisted by the Audit Committee, Risk Oversight Committee and the Nomination & Remuneration Committee. These committees have conducted periodic committee meeting before the meeting of the Board of Commissioners and the results are reported to the Board of Commissioners decision in a meeting of the Board of Commissioners.
Pedoman dan Tata Tertib Kerja Dewan Komisaris
The Board of Commissioners’ Work Guidelines and Rules
Pedoman kerja Dewan Komisaris diatur dalam Pedoman dan Tata Tertib Kerja Dewan Komisaris. Pedoman dan Tata Tertib antara lain berisi tentang petunjuk tata laksana kerja Dewan Komisaris, serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Dewan Komisaris dalam melaksanakan tugas masingmasing untuk mencapai visi dan misi perusahaan. Dengan adanya Tata Tertib diharapkan akan tercapai standar kerja yang tinggi, selaras dengan prinsip-prinsip GCG. Tata Tertib Dewan Komisaris telah disahkan melalui Keputusan Nomor 004/BABP/KOM/XII/09.
The Board of Commissioner Guidelines stipulated in the Board of Commissioner Working Guidelines and Rules. The Guidelines and Rules among others contain instructions on the Board of Commissioners’ duties, as well as the phases of activity in a structured, systematic, easy to understand and can be run with a consistent, it can be a reference for the Board of Commissioners in carrying out their respective duties to achieve the Company’s vision and mission. With the existence of the Rules, it is expected to achieve high work standards, in line with the GCG principles. The Board of Commissioners’ rules has been endorsed with the Decree No. 004/BABP/KOM/XII/09.
Hak dan Wewenang Dewan Komisaris
The Board OD Commissioners’s Rights and Privileges
1. Dewan Komisaris melakukan pengawasan atau kebijakan pengurusan dan memberi nasihat kepada Direksi sesuai ketentuan Pasal; 108 UUPT. 2. a. Dalam melaksanakan tugasnya Dewan Komisaris berhak meminta bantuan tenaga ahli dalam jangka waktu terbatas, serta wajib membentuk Komite Audit, Komite Pemantau Risiko, dan Komite Remunerasi dan Nominasi atas tanggungan Perseroan. b. Pengangkatan anggota Komite dilakukan Direksi sesuai keputusan Dewan Komisaris.
oleh
c. Komite tersebut bertanggungjawab kepada Dewan Komisaris. 3. Direksi dan setiap anggota Direksi wajib untuk memberikan penjelasan tentang segala hal yang ditanyakan oleh Dewan Komisaris yang berkenaan dengan Perseroan sebagaimana diperlukan oleh Dewan Komisaris untuk melaksanakan tugas mereka. 128
1. The Board of Commissioners supervises on the Management’s policy and give advise to the Board of Directors pursuant to article 108 of the Company Law. 2. a. In performing its duties, the Board of Commissioners are entitled to request an expert assistance for a limited period, and shall establish the Audit Committee, Risk Oversight Committee, and the Remuneration and Nomination Committee shall be borne by the Company. b. Appointment of members of the Committee will be done by the Board of Directors according to the decision made by the Board of Commissioners. c. These committees are responsible to the Board of Commissioners. 3. The Board of Directors and each member of the Board of Directors is obliged to provide an explanation of all things asked by the Board of Commissioners with respect to the Company as required by the Board of Commissioners in carrying out their duties.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
4. Dewan Komisaris setiap waktu dalam jam kerja Kantor Perseroan berhak memasuki gedung, kantor dan halaman atau tempat lain yang dipergunakan atau yang dikuasai oleh Perseroan dan berhak untuk memeriksa catatan dan dokumen serta kekayaan Perseroan untuk melaksanakan kewajiban mereka. 5. Dewan Komisaris berdasarkan keputusan Rapat Dewan Komisaris berhak memberhentikan untuk sementara anggota Direksi sesuai ketentuan Pasal 106 UUPT dan memperhatikan peraturan perundang-undangan di bidang Pasar Modal. 6. Dalam hal terdapat anggota Direksi yang diberhentikan sementara oleh Dewan Komisaris, maka Perseroan wajib menyelenggarakan RUPS dalam jangka waktu paling lambat 45 (empat puluh lima) hari setelah tanggal pemberhentian sementara untuk memutuskan mencabut ata menguatkan keputusan pemberhentian sementara tersebut. Dalam hal Perseroan tidak menyelenggarakan RUPS dalam jangka waktu 45 (empat puluh lima) hari setelah tanggal pemberhentian sementara atau RUPS tidak dapat mengambil keputusan, maka pemberhentian sementara anggota Direksi tersebut menjadi batal. 7. Dalam hal Dewan Komisaris melakukan tindakan kepengurusan Perseroan dalam keadaan tertentu dan untuk jangka waktu tertentu berlaku ketentuan Pasal 108 ayat (2) UUPT. 8. Dalam hal hanya ada seorang anggota Dewan Komisaris maka segala tugas dan wewenang yang diberikan kepada Presiden Komisaris atau anggota Dewan Komisaris lainnya dalam Anggaran Dasar ini berlaku pula baginya.
4. The Board of Commissioners at any time within the Company’s office working hours are entitled to enter the building, office and yard or other place used or controlled by the Company and are entitled to inspect records and documents as well as the Company’s assets to meet their obligations. 5. The Board of Commissioners by decision of Board of Commissioners’ Meeting reserves the right to temporarily lay off members of the Board of Directors in accordance with Article 106 of the Company Law and with attention to the prevailing legislation in the capital market. 6. In the event of a member of the Board of Directors who has been suspended by the Board of Commissioners, the Company is obliged to held an AGM at the latest within a period of 45 (forty five) days after the date of suspension to decide or strengthen the temporary dismissal.
Kewajiban Dewan Komisaris
The Obligation of The Board of Commissioners
Dewan Komisaris melakukan pengawasan atas kebijakan pengurusan dan memberikan nasihat kepada Direksi dalam menjalankan kegiatan perusahaan.
In the event that the Company does not hold any GMS within 45 (forty five) days after the date of suspension or GMS can not take a decision, then the suspension of members of the Board of Directors will be canceled.
7. In the case of Board of Commissioners take over the management of the Company in certain circumstances and for a certain period of time, then the provisions of Article 108 paragraph (2) of the Company Law will be applied. 8. In the event that there is only one member of the Board of Commissioners then all the duties and authority granted to the Presidet Commissioners or other members of the Board of Commissioners in these Articles would also apply to him.
The Board of Commissioners conduct supervision on the Managemet’s policy and give advise to the Board of Directors in running the company.
Kebijakan Keberagaman Komposisi Dewan Komisaris
The Policy of The Board of Commissioners’ Composition Diversity
Dalam rekomendasi Otoritas Jasa Keuangan yang dituangkan dalam Lampiran Surat Edaran Otoritas Jasa Keuangan Nomor 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka dinyatakan komposisi Dewan Komisaris memperhatikan keberagaman komposisi Dewan Komisaris. Keberagaman komposisi Dewan Komisaris merupakan kombinasi karakteristik baik dari segi Dewan Komisaris maupun anggota Dewan Komisaris secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut dapat tercermin dalam penentuan keahlian, pengetahuan, dan pengalaman yang dibutuhkan dalam pelaksanaan tugas pengawasan dan pemberian nasihat oleh Dewan Komisaris Perusahaan Terbuka. Komposisi yang telah memperhatikan kebutuhan Perusahaan Terbuka merupakan suatu hal yang positif, khususnya terkait pengambilan keputusan dalam rangka pelaksanaan fungsi pengawasan yang dilakukan dengan mempertimbangkan berbagai aspek yang lebih luas.
In the Financial Services Authority recommendation as outlined in Appendix Financial Services Authority Circular Letter No. 32/SEOJK.04/2015 of the Public Company Governance Guideline, it is stated that the composition of the Board of Commissioners should give attention to the diversity of the composition. The diversity of the Board of Commissioners’ composition is a combination of characteristics in terms of both the Board of Commissioners and the Board of Commissioners individually, according to the needs of the Public Company. These characteristics are reflected in the determination of expertise, knowledge, and experience needed in the implementation of supervisory and advisory duties by the Board of Commissioners of a Public Company. The composition that put into consideration of the needs of a Public Company is a positive thing, particularly related to decision making in the implementation of the supervisory function by considering various aspects wider.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Pada periode 2015, keberagaman komposisi Dewan Komisaris yang tercermin dalam pendidikan, pengalaman kerja, usia dan jenis kelamin, dapat dilihat sebagaimana dalam tabel di bawah ini:
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
In 2015, the diversity of the Board of Commissioners’ composition that reflected in the education, work experience, age and gender, could be seen in the table below:
NAMA DEWAN KOMISARIS / THE NAME OF THE BOARD OF COMMISSIONER
Bambang Ratmanto
USIA/AGE
57 Tahun/57 years
JENIS KELAMIN/GENDER
Laki-laki/Male
PENDIDIKAN/EDUCATION
Sarjana Ekonomi Fakultas Ekonomi jurusan Akuntansi dan Pascasarjana bidang studi Manajemen di Sekolah Tinggi Manajemen Prasetya Mulya./Bachelor of Economy, Economy Faculty, Accountancy Major and Post Graduate with major in Management at Sekolah Tinggi Manajemen Prasetya Mulya.
PENGALAMAN KERJA/ WORK EXPERIENCES
Presiden Komisaris merangkap Komisaris Independen (November 2014-sekarang). Komisaris Independen Bank MNC (Desember 2013-November 2014), Head of Credit and Operationd Policy PT Bank CIMB Niaga Tbk (Agustus 2010-November 2013), Head of Strategic and Centralized Operations PT Bank CIMB Niaga Tbk (Januari 2009-Agustus 2010), Head of Operation and Administration PT Bank CIMB Niaga Tbk (Mei 2007-Januari 2009), Chief Audit Executive PT Bank Niaga (Maret 2002-April 2007), Finance and Accounting Group Head PT Bank Niaga Tbk (Januari 2000-Desember 2001), System and Operation Policies Group Head PT Bank Niaga Tbk (Juli 1998-Januari 2000), Area I Jakarta Operation Head PT Bank Niaga Tbk (Desember 1997-Juli 1998), Area I Human Resouces Head PT Bank Niaga Tbk (Maret 1997-Desember 1997), Area II Surabaya Operation Head PT Bank Niaga Tbk (Juni 1994-Maret 1997), Branch Manager Malang PT Bank Niaga Tbk (Januari 1992-Mei 1993), Risk Assets Audit Division Head PT Bank Niaga Tbk (Februari 1991-Desember 1992), Operation and Administration Audit Division Head PT Bank Niaga Tbk (Juni 1989-Januari 1991), Internal Auditor PT Bank Niaga Tbk (Mei 1985-Mei 1989) dan Executive Development Program-Trainee PT Bank Niaga Tbk. Chairman concurrently as an Independent Commissioner (November 2014-current). Independent Commissioner of Bank MNC (December 2013-November 2014), Head of Credit and Operationd Policy of PT Bank CIMB Niaga Tbk (August 2010 - November 2013), Head of the Strategic and Centralized Operations of PT Bank CIMB Niaga Tbk (January 2009-August 2010), Head of Operation and Administration of PT Bank CIMB Niaga Tbk (May 2007-January 2009), Chief Audit Executive of PT Bank Niaga (March 2002-April 2007), Finance and Accounting Group Head of PT Bank Niaga Tbk (January 2000-December 2001), System and Operation Policies Group Head of PT Bank Niaga Tbk (July 1998-January 2000), Area I Jakarta Operation Head of PT Bank Niaga Tbk (December 1997-July 1998), Area I Human Resouces Head of PT Bank Niaga Tbk (March 1997-December 1997), Area II Surabaya Operation Head of PT Bank Niaga Tbk (June 1994-March 1997), Branch Manager Malang of PT Bank Niaga Tbk (January 1992-May 1993), Risk Assets Audit Division Head of PT Bank Niaga Tbk (February 1991-December 1992), Operation and Administration Audit Division Head of PT Bank Niaga Tbk (June 1989-January 1991), Internal Auditor of PT Bank Niaga Tbk (May 1985-May 1989) and the Executive Development Program-Trainee of PT Bank Niaga Tbk.
NAMA DEWAN KOMISARIS / THE NAME OF THE BOARD OF COMMISSIONER
Purnadi Harjono
USIA/AGE
53 Tahun/53 years
JENIS KELAMIN/GENDER
Laki-laki/Male
PENDIDIKAN/EDUCATION
Bachelor of Business Administration dari bidang studi Business Information System University of Wisconsin, Madison, Amerika Serikat/Bachelor of Business Administration with major in Business Information System University of Wisconsin, Madison, Uniteed States of America
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PENGALAMAN KERJA/ WORK EXPERIENCES
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Direktur PT MNC Kapital Indonesia (April 2014-sekarang), Komisaris Utama PT MNC Asuransi Indonesia (Desember 2011-Mei 2014), Komisaris PT MNC Life Assurance (November 2010-Mei 2014), Direktur Utama MNC Finance (April 2008-Juli 2014), Direktur PT MNC Kapital Indonesia Tbk (2007-oktober 2012), Wakil Direktur Utama MNC Finance (November 2003-April 2008), Direktur PT. Inti Ragam Olifindo (Juni 2002-Agustus 2014), Kepala Biro Marketing and Business Development PT Bank Unibank Tbk, HO Jakarta (April 2000-oktober 2001), Kepala Biro Kredit dan Legal PT Unibank Tbk, HO Jakarta (Juli 1999-April 200), Head of Corporate Banking PT Bank Unibank, HO Jakarta (November 1997-Juli 1999), Senior Vice President PT Bank Central Dagang (Maret 1991-November 1997), Deputy General Manager-Credit Division PT Bank Danamon Indonesia (Desember 1990-Maret 1991), Branch Manager-Main Branch Kebon Sirih PT Bank Danamon Indonesia (Juni 1988-Desember 1990), Manager Corporate Banking PT Bank Internasional Indonesia (November 1987-Juni 1988), Assistant Manager Credit Marketing PT Bank Internasional Indonesia (Mei 1987-November 1987), Bank Officer Program Trainee PT Bank Internasional Indonesia. Director of PT MNC Kapital Indonesia (April 2014-present), President Commissioner of PT MNC Asuransi Indonesia (December 2011-May 2014), Commissioner of PT MNC Life Assurance (November 2010-May 2014), President Director of MNC Finance (April 2008-July 2014), Director of PT MNC Kapital Indonesia Tbk (2007 - October 2012), Vice President Director of MNC Finance (November 2003 - April 2008), Director of PT. Inti Ragam Olifindo (June 2002-August 2014), Head of Marketing and Business Development of PT Bank Unibank Tbk, HO Jakarta (April 2000-October 2001), Head of Credit and Legal Bureau of PT Unibank Tbk, HO Jakarta (July 1999-April 200), Head of Corporate Banking of PT Bank Unibank, HO Jakarta (November 1997-July 1999), Senior Vice President of PT Bank Central Dagang (March 1991-November 1997), Deputy General Manager-Credit Division of PT Bank Danamon Indonesia (December 1990-March 1991), Branch Manager-Main Branch Kebon Sirih of PT Bank Danamon Indonesia (June 1988-December 1990), Manager of Corporate Banking of PT Bank Internasional Indonesia (November 1987-June 1988), Assistant Manager Credit Marketing of PT Bank Internasional Indonesia (May 1987-November 1987), Bank Officer Trainee Program of PT Bank Internasional Indonesia.
NAMA DEWAN KOMISARIS / THE NAME OF THE BOARD OF COMMISSIONER
Eko B. Supriyanto
USIA/AGE
52 Tahun/52 years
JENIS KELAMIN/GENDER
Laki-laki/Male
PENDIDIKAN/EDUCATION
Pascasarjana dari bidang studi Manajemen Umum di Universitas Trisakti Post Graduate with major in Management at Trisakti University
PENGALAMAN KERJA/ WORK EXPERIENCES
Direktur Utama PT Infoartha Pratama (April 2015-sekarang), Anggota Bidang Riset, Pengkajian dan Publikasi Ikatan Bankir Indonesia (IBI) (2015-Sekarang), Komisaris Independen PT Infoarta Pratama (Agustus 2013 – April 2015), Bendahara Umum Forum Pimpinan Redaksi (2012-sekarang), Anggota Bidang Publikasi dan hubungan IBI (2012-2015), Ketua Komite Remunerasi dan Nominasi PT. Bank Mutiara Tbk (oktober 20112014), Ketua Komite Audit PT Bank Mutiara Tbk (2009-2011), Komisaris Independen PT Bank Mutiara Tbk (2009-2014), Direktur Utama PT Infoarta Pratama (2007-2013), Anggota Bidan Publikasi dan Hubungan ISEI (2006-sekarang), Direktur PT Indonesia Media Network (2004-2009), Direktur Biro Riset Info Bank (20002013), Direktur PT Infoarta Pratama (Penerbit Majalah Infobank) (2000-2007), Penanggung Jawab dan Wakil Pimpinan Redaksi Majalah Infobank (2000-2013), Redaktur Pelaksana dan Manager Produksi PT Infoarta Pratama (1995-2000), Redaktur Pelaksana Muda Infobank (1991-1995), Redaktur Infobank (1990-1991), Reporter Infobank (1987-1990). President Director of PT Infoartha Pratama (April 2015-present), Member of Research, Assessment and Publication of the Indonesian Bankers Association (IBI) (2015-Present), Independent Commissioner of PT Infoarta Pratama (August 2013 - April 2015), General Treasurer of Forum Editor in Chief (2012 - present), Member of Publication and Relationships IBI (2012-2015), Chairman of the Remuneration and Nomination Committee of PT. Bank Mutiara Tbk (October 2011-2014), Chairman of the Audit Committee of PT Bank Mutiara Tbk (2009-2011), Independent Commissioner of PT Bank Mutiara Tbk (2009-2014), President Director of PT Infoarta Pratama (2007-2013), Member of Publications and Relations ISEI (2006-present), Director of PT Indonesia Media Network (2004-2009), Director of the Research Bureau of Info Bank (20002013), Director of PT Infoarta Pratama (Publishers of Infobank Magazine) (2000-2007), Caretaker and Deputy Chief Editor of Infobank Magazine (2000-2013), Managing Editor and Production Manager of PT Infoarta Pratama (1995-2000), Junior Managing Editor of Infobank (1991-1995), Editor of Infobank (19901991), Reporter of Infobank (1987-1990).
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Pembidangan Tugas Pengawasan Dewan Komisaris
Management Discussion and Analysis
Field of Supervisory Taks of The Board of Commissioners
Dalam melaksanakan tugasnya, Dewan Komisaris dibagi atas bidang tugas sebagai berikut.
In performing its task, the Board of Commissioners divides such tasks into the following fields.
Tabel Pembidangan Tugas Dewan Komisaris Table of Field of Taks of the Board of Commissioners DEWAN KOMISARIS BOARD OF COMMISSIONERS
NAMA NAME
BIDANG TUGAS FIELD OF TASK
Presiden Komisaris/ Komisaris Independen President Commissioner Commissioner Independent
Bambang Ratmanto
Mengawasi fungsi Audit, Manajemen Risiko Supervise Audit, Risk Management functions
Komisaris Commissioner
Purnadi Harjono
Mengawasi Manajemen Risiko dan Sumber Daya Manusia Supervise Risk Management and Human Resources
Komisaris Independen Commissioner Independent
Eko B. Supriyanto
Mengawasi fungsi Audit, Manajemen Risiko Supervise Audit, Risk Management functions
Dewan Komisaris selalu mengawasi kebijakan yang diambil Direksi berdasarkan laporan yang diterima atau temuan langsung di lapangan. Untuk membantu tugas-tugas Dewan Komisaris dalam melaksanakan penerapan kebijakan GCG tersebut, Dewan Komisaris telah membentuk Komite Audit, Komite Pemantau Risiko, Komite Nominasi dan Remunerasi yang ditetapkan dalam suatu Surat Keputusan dengan tugasnya adalah melakukan pemantauan, evaluasi, dan memberikan rekomendasi kepada Dewan Komisaris.
The Board of Commissioners always supervised the measures taken by the Board of Directors based on reports received or findings in the field. To assist the Board of Commissioners’ duties in the implementation of GCG policy, the Board of Commissioners has established an Audit Committee, Risk Oversight Committee, Nomination and Remuneration Committee that stipulated in a Decree Letter detailed with the job decription to monitor, evaluate, and provide recommendations to the Board.
Jumlah dan Komposisi Dewan Komisaris
The Composition of The Board of Commissioners
Per 31 Desember 2015 Dewan Komisaris berjumlah 3 (tiga) orang terdiri dari 1 (satu) orang Presiden Komisaris sekaligus Komisaris Independen, 1 (satu) orang Komisaris dan 1 (satu) orang Komisaris Independen. Seluruh anggota Dewan Komisaris berdomisili di wilayah kerja Kantor Pusat MNC Bank.
As of December 31, 2015 the Board of Commissioners consisted of 3 (three) persons, namely 1 (one) Chairman concurrently as Independent Commissioner, 1 (one) Commissioner and 1 (one) Independent Commissioner. All members of the Board of Commissioners are domiciled in the territory of MNC Bank Head Office.
Tabel Komposisi Dewan Komisaris The Table of the Composition of the Board of Commissioners NAMA NAME
JABATAN POSITION
DOMISILI DOMICILED
TANGGAL PENGANGKATAN APPOINTMENT DATE
TANGGAL EFEKTIF EFFECTIVE DATE
Bambang Ratmanto
Presiden Komisaris/Komisaris Independen President Commissioner/Indpendent Commissioner
Indonesia
12 November 2014 November 12, 2014
2 Januari 2015 January 2, 2015
Purnadi Harjono
Komisaris Commissioner
Indonesia
21 April 2014 April 21, 2014
9 Juni 2014 June 9, 2014
Eko B. Supriyanto
Komisaris Independen Indpendent Commissioner
Indonesia
12 November 2014 November 12, 2014
2 Januari 2015 January 2, 2015
Kriteria Anggota Dewan Komisaris Dalam Anggaran Dasar Perseroan kriteria Anggota Dewan Komisaris diangkat oleh RUPS dari calon yang memenuhi syarat sebagai berikut. 1. Cakap melakukan perbuatan hukum; dan 2. Dalam waktu 5 tahun sebelum pengangkatannya belum pernah:
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The Criteria For The Board of Commissioner’s Members
In the Articles of Association, the criteria for the Board of Commissioner’s members appointed by the AGM from eligible candidates who meet the following requirements: 1. Proficient in taking legal actions; and 2. Within 5 years prior to his appointment had never been:
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
(i) Dinyatakan pailit; (ii) Menjadi anggota Direksi atau anggota Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu Perseroan dinyatakan pailit; atau (iii) Dihukum karena melakukan tindak pidana yang merugikan keuangan negara dan/atau yang berkaitan dengan sektor keuangan (antara lain lembaga keuangan bank dan non bank, pasar modal dan sektor lain yang berkaitandengan penghimpunan dan pengelolaan dana masyarakat).
Penilaian Kemampuan dan Kepatutan
PBI No. 12/23/PBI/2010 tentang Uji Kemampuan dan Kepatutan (fit and proper test) menyebutkan bahwa calon anggota Dewan Komisaris wajib lulus fit and proper test dan memperoleh persetujuan dari Bank Indonesia sebelum menjalankan tugas dan fungsi dalam jabatannya. Seluruh anggota Dewan Komisaris telah lulus fit and proper tanpa catatan dan telah mendapat persetujuan dari Bank Indonesia, yang mengindikasikan bahwa setiap anggota Dewan Komisaris memiliki integritas, kompetensi dan reputasi keuangan yang memadai.
Manajemen Sumber Daya Manusia Human Resources Management
(I) Declared bankrupt; (Ii) Being a member of the Board of Directors or the Board of Commissioners who were found guilty for causing a company to go bankrupt; or (Iii) Convicted of committing criminal offenses that detrimental to the country’s financial and/or related to the financial sector (among other bank and nonbank financial institutions, capital markets and other sectors relate to the collection and management of public funds).
Fit and Proper Test
BI Regulation Number 12/23/PBI/2010 on Fit and Proper Tests sets forth that candidates of members of Board of Commissioners must pass a fit and proper test and obtain the approval of Bank Indonesia prior to performing their tasks and functions. All members of the Board of Commissioners successfully passing the fit and proper test and obtaining the approval of Bank Indonesia indicate that each of the members have sufficient financial integrity, competence, and reputation.
Tabel Penilaian Kemampuan dan Kepatutan Table of Fit and Proper Tests NAMA NAME
PELAKSANA EVALUATION ADMINISTRATOR
HASIL RESULT
Bambang Ratmanto
Otoritas Jasa Keuangan (Financial Service Authority)
Lulus (Pass)
Purnadi Harjono
Otoritas Jasa Keuangan (Financial Service Authority)
Lulus (Pass)
Eko B. Supriyanto
Otoritas Jasa Keuangan (Financial Service Authority)
Lulus (Pass)
Komisaris Independen
Independent Commissioner
Kriteria Komisaris Independen
The Criteria for Independent Commissioner
Komisaris Independen Bank ditetapkan paling kurang 50% (lima puluh persen) dari jumlah anggota Dewan Komisaris. Komposisi Dewan Komisaris Bank Per 31 Desember 2015 berjumlah 2 Orang sebagai Komisaris Independen yang berarti 67% dari Komisaris yang ada dan telah memenuhi ketentuan Bank Indonesia/OJK.
Kriteria anggota Dewan Komisaris yang juga merupakan Komisaris Independen sesuai Surat Edaran PBI No 15/15/ DPNP perihal Pelaksanaan Good Corporate Governance bagi Bank Umum, Komisaris Independen adalah anggota Dewan Komisaris yang tidak memiliki hubungan keuangan, hubungan kepengurusan, hubungan kepemilikan saham, dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen.
The Bank’s Independent Commissioner shall be at least 50% (fifty percent) of the total number of the Board of Commissioners. The Composition of the Bank’s Board of Commissioners as of December 31, 2015 were 2 People as Independent Commissioner, which means that 67% of the Board of Commissioners are Independent and complied with Bank Indonesia/FSA regulation.
The criteria for members of the Board of Commissioners that also an Independent Commissioner was in accordance with Circular Letter of PBI No. 15/15/DPNP concerning the Implementation of Good Corporate Governance for Commercial Banks, Independent Commissioner is a member of the Board of Commissioners who does not have a financial relationship, management relationship, stock ownership relationship, and/or family relationship with members of the Board of Commissioners, Board of Directors and/or Controlling Shareholders or relationship with the Bank, which could affect its ability to act independently.
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Management Report
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
Pernyataan Komisaris Independen Surat Pernyataan
The Statement of an Independent Commissioner
Saya, yang bertanda tangan di bawah ini:
I, the undersigned, below:
Nama Tempat/tanggal lahir Alamat domisili
Name: Date of birth Domicile address
Independen
: : :
The Independent Statement
: :
Nomor telepon rumah : Nomor Handphone : Jabatan : Nama Perusahaan : Nomor telepon Perusahaan :
Home phone number : Mobile phone number : Position : Company name : Company phone number :
Dengan ini menyatakan bahwa saya: 1. Tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuan saya untuk bertindak independen sebagaimana diatur dalam ketentuan Pelaksanaan Good Corporate Governance bagi Bank Umum. 2. Apabila dikemudian hari, saya ditemukan memiliki hubungan-hubungan sebagaimana dimaksud pada butir 1 diatas, maka saya bersedia melepaskan jabatan Komisaris Independen saya dan bersedia untuk diganti.
Hereby declare that : 1. Do not have any financial relationship, management relationship, share ownership and/or family relationship with members of the Board of Commissioners, Board of Directors and/or Controlling Shareholders or relationship with the Bank, which may affect my ability to act independently as stipulated in the regulation of the Good Corporate Governance for Commercial Banks Implementation. 2. If in the future, I found to have the relationships referred to in item 1 above, then I am willing to give up the post of my Independent Commissioner and willing to be replaced.
Demikian pernyataan independensi saya, yang telah saya buat dengan sebenar-benarnya.
This statement of my independence has been made truthfully.
Hubungan Afiliasi Dewan Komisaris
The Board of Commisioners’ Affiliate Relationship
Kriteria hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Pengendali meliputi: •
Hubungan afiliasi antara anggota Direksi dengan anggota Direksi lainnya.
•
Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris.
•
Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau pengendali.
•
Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan
•
Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.
Hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Pengendali, dapat dilihat sebagaimana tabel di bawah ini:
134
The criteria for affiliate relationship between the members of the Board of Directors, Board of Commissioners, and the Controlling Shareholders include: • The affiliate relationship between the members of the Board of Directors with members of the Board of Directors. • The affiliate relationship between the members of the Board of Directors and members of the Board of Commissioners. • The affiliate relationship between the members of the Board of Directors with Major Shareholder and/or controllers. • The affiliate relationship between the members of the Board of Commissioners with members of other Commissioners; and • The affiliate relationship between the members of the Board of Commissioners with Major Shareholder and/or controllers. The affiliate relationship between the members of the Board of Directors, Board of Commissioners, and the Controlling Shareholders, can be seen as the table below:
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
Tabel Hubungan Afiliasi Dewan Komisaris Table of Affiliate Relationship of the Board of Comissioners HUBUNGAN KEUANGAN DAN KELUARGA KOMISARIS FINANCIAL RELATIONSHIP WITH THE BOARD OF COMMISSIONERS’ FAMILY HUBUNGAN KEUANGAN DENGAN FINANCIAL RELATION WITH KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER
DEWAN KOMISARIS BOARD OF COMMISSIONERS YA YES
TIDAK NO
DIREKSI BOARD OF DIRECTORS YA YES
TIDAK NO
HUBUNGAN KELUARGA DENGAN FAMILY RELATION WITH
PEMEGANG SAHAM PENGENDALI CONTROLLING SHAREHOLDER YA YES
DEWAN KOMISARIS BOARD OF COMMISSIONERS
TIDAK NO
YA YES
DIREKSI BOARD OF DIRECTORS
TIDAK NO
YA YES
TIDAK NO
PEMEGANG SAHAM PENGENDALI CONTROLLING SHAREHOLDER YA YES
TIDAK NO
Bambang Ratmanto
√
√
√
√
√
√
Eko B. Supriyanto
√
√
√
√
√
√
Kepemilikan Saham Dewan Komisaris
Share Ownership of The Board of Commissioners
Tabel Kepemilikan Saham Dewan Komisaris Table of Share Ownership of the Board of Commissioners NAMA NAME
KEPEMILIKAN SAHAM SHARE OWNERSHIP MNC BANK MNC BANK
BANK LAIN OTHER BANK
LEMBAGA KEUANGAN NON BANK NON BANK FINANCIAL INSTITUTION
PERUSAHAAN LAIN OTHER COMPANY
Bambang Ratmanto
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Purnadi Harjono
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Eko B. Supriyanto
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Rangkap Jabatan dan Benturan Kepentingan Dewan Komisaris
Dewan Komisaris telah mengungkapkan jabatan rangkap yang dimilikinya. Jabatan rangkap Dewan Komisaris dapat dilihat pada tabel di bawah ini sebagai berikut.
Concurrent Positions and Conflict of Interest of The Board of Commissioners
The Board of Commissioners has revealed the concurrent positions they hold. Concurrent positions of the Board of Commissioners may be seen in the following table:
Tabel Rangkap Jabatan Dewan Komisaris Table of Concurrent Positions of the Board of Commissioners JABATAN POSITION
JABATAN PADA PERUSAHAAN/ INSTANSI LAIN POSITION IN ANOTHER COMPANY/INSTITUTION
Presiden Komisaris/ Komisaris Independen President Commissioner/ Independent Commisioner
-
Purnadi Harjono
Komisaris Commissioner
Direksi Board of Directores
Eko B. Supriyanto
Komisaris Independen Independent Commisioner
Direktur Utama President Director
NAMA NAME
Bambang Ratmanto
Dalam hal terjadi benturan kepentingan, anggota Dewan Komisaris, Direksi dan Pejabat Eksekutif Bank dilarang mengambil tindakan yang dapat merugikan Bank atau mengurangi keuntungan Bank dan wajib mengungkapkan benturan kepentingan dimaksud dalam setiap keputusannya. Benturan kepentingan adalah suatu kondisi kepentingan ekonomis Bank berbenturan dengan kepentingan ekonomis Pribadi. Atas hal tersebut, maka Anggota Komisaris hendaknya senantiasa harus:
NAMA PERUSAHAAN/ INSTANSI LAIN NAME OF ANOTHER COMPANY/INSTITUTION -
PT. MNC Kapital Indonesia, Tbk PT. Info Artha Pratama (Infobank)
In the event of any conflict of interest, the Board of Commissioners, Directors and Executive Officers of the Bank are prohibited from taking actions that may harm the Bank or reduce the Bank’s profits and must disclose the conflicts of interest referred to in any decision. Conflict of interest is a condition where the Bank’s economic interests clash with personal economic interests. Thus, the member of the Commissioner should:
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
1. Mengutamakan kepentingan Perseroan dan tidak mengurangi keuangan Perseroan dalam hal terjadi benturan kepentingan. 2. Menghindari diri dari pengambilan keputusan dalam situasi dan kondisi adanya benturan kepentingan. 3. Melakukan pengungkapan hubungan kekeluargaan, hubungan keuangan, hubungan kepengurusan, hubungan kepemilikan dengan Anggota Komisaris lain dan/atau anggota Direksi dan/atau pemegang saham pengendali Bank dan/atau pihak lainnya dalam rangka bisnis Perseroan. 4. Melakukan pengungkapan dalam hal pengambilan keputusan tetap harus diambil pada kondisi adanya benturan kepentingan.
1. Gives priority to the Company’s interests and does not reduce the Company’s financial in the event of conflict of interest. 2. Avoid from making decisions in conflict of interest circumstances. 3. Discloe any family, financial, management relationship, ownership with the member of the Banks’ Commissioner and/or Directors and/or controlling shareholders and/ or other parties in the framework of the Company’s business.
Rekomendasi/Pelaksanaan Tugas Dewan Komisaris
Recommendation/Execution of The Board Commissioners’ Task
g. Memberikan arahan kepada manajemen dalam rangka pertumbuhan kredit dan penyelesaian kredit bermasalah. h. Memberikan arahan untuk dilakukannya review terhadap pemenuhan SDM yang disesuaikan dengan rencana bisnis. i. Melakukan evaluasi terhadap target RBB yang terkait dengan pertumbuhan bisnis. j. Memberikan arahan untuk dilakukan evaluasi terhadap kebijakan dan infrastruktur di bidang perkreditan. k. Memberikan arahan agar dilakukan evaluasi terhadap peningakatan security dalam bidang Teknologi Informasi. l. Memberikan arahan untuk menghindari terjadinya konsentrasi Dana Pihak Ketiga dari Group besar dan penyediaan dana kepada sektor usaha tertentu. m. Memberikan arahan untuk dilakukan evaluasi terhadap biaya operasional yang masih relatif tinggi.
h. Provided directives to undertake a review of the fulfillment of Human Resources that are tailored to the business plan. i. Evaluated the Business Plan targets related to the business growth. j. Provided directives for the evaluation of the credit policies and infrastructure. k. Provided directives in order to evaluate the security enhancements in the field of Information Technology. l. Provided directives to avoid the concentration of large Group’s Third Party Fund and provision of funds to certain business sectors. m. Provided directives for the evaluation of operational costs that were still relatively high.
Dalam melaksanakan tugas pengawasan Bank selama tahun 2015, Dewan Komisaris telah memberikan rekomendasi antara lain: a. Memberikan arahan untuk peningkatan kinerja perusahaan dalam rangka pencapaian Rencana Bisnis Bank; b. Memberikan arahan agar proses rekuitmen SDM di unit bisnis dan front liner harus lebih mempertimbangkan aspek kompetensi. c. Memberikan arahan tentang langkah langkah perbaikan dalam pelaksanaan Risk Based Audit. d. Memberikan arahan agar strategi bisnis yang dilakukan manajemen sesuai dengan target market yang telah disampaikan dalam RBB. e. Rekomendasi untuk dilakukan evaluasi terhadap Piagam Komite Audit dan Komite Pemantau Risiko f. Memberikan arahan agar pelaksanaan Manajemen Risiko dan Tata Kelola dalam rangka Konglomerasi Keuangan berpedoman pada peraturan yang berlaku.
Rapat Dewan Komisaris
Rapat Dewan Komisaris wajib dilakukan secara berkala paling kurang 4 (empat) kali dalam setahun. Untuk rapat Dewan Komisaris yang wajib dihadiri oleh seluruh anggota Dewan Komisaris secara fisik paling kurang 2 (dua) kali
136
4. Disclose any decisions that remain to be taken in conditions of conflict of interest.
In carrying out the Bank’s supervisory duties during 2015, the Board of Commissioners have given recommendation among other things: a. Provided directives to improve the Company’s performance in order to achieve the Bank’s Business Plan; b. Gave directives so that the HR recruitment processes in business units and front liner should consider more of competence aspect. c. Provided directives on the improvement steps in the implementation of Risk Based Audit. d. Gave directives to the business strategy dne by management in accordance with the target market that has been delivered in RBB. e. Recommendations for evaluation of the Charter of the Audit Committee and Risk Oversight Committee f. Provided directives for the implementation of the Risk Management and Governance in the framework of the Financial Conglomerate based on the prevailing regulations. g. Provided directives to the management in loan growth and settlement of non-performing loans.
The Board Of Commissioners’ Meetings
The Board of Commissioners’ meetings shall be conducted periodically at least four (4) times a year. For the Board of Commissioner’ meetings that must be attended by all members of the Board of Commissioners physically at least
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
dalam setahun. Rapat Dewan Komisaris dilaksanakan oleh anggota Dewan Komisaris sendiri ataupun dapat dihadiri oleh anggota Direksi sesuai undangan. Dewan Komisaris mengadakan rapat dengan Direksi untuk memperoleh laporan evaluasi kinerja periode bulanan, pencapaian Rencana Bisnis Bank, dan hal-hal lain yang memerlukan keputusan dari Dewan Komisaris dan/atau arahan serta pandangan dari Dewan Komisaris.
two (2) times a year. The Board of Commissioners’ meeting held by members of the Board of Commissioners on their own or can be attended by members of the Board of Directors in accordance invitation. The Board of Commissioners held a meeting with the Board of Directors to obtain the performance evaluation report monthly period, the achievement of the Bank’s Business Plan and other matters that require a decision of the Board of Commissioners and or referrals as well as the views of the Board of Commissioners.
Frekuensi dan Kehadiran Rapat
Meeting Frequency and Attendance
Sepanjang tahun 2015, Dewan Komisaris MNC Bank telah menyelenggarakan Rapat Dewan Komisaris sebanyak 8 (delapan) kali dan rapat gabungan Dewan Komisaris dengan Direksi sebanyak 4 (empat) kali. Adapun tabel kehadiran masing-masing anggota Dewan Komisaris dalam rapat disajikan pada tabel berikut.
Throughout 2015, the MNC Bank Board of Commissioners have held 8 (eight) Board Meetings and 4 (four) joint meetings with the Board of Directors The tables of attendance of each member of the Board of Commissioners in the meeting is presented in the following table.
Tabel Rapat Dewan Komisaris Table of the Board of Commisioners’ Meetings
NAMA NAME
JABATAN POSITION
RAPAT DEWAN KOMISARIS MEETING OF THE BOARD OF COMMISSIONERS
RAPAT GABUNGAN DEWAN KOMISARIS DENGAN DIREKSI JOINT MEETING BETWEEN THE BOARD OF COMMISSIONERS AND THE BOARD OF DIRECTORS
JUMLAH DAN (%) KEHADIRAN AMOUNT AND (%) ATTENDANCE
JUMLAH DAN (%) KEHADIRAN AMOUNT AND (%) ATTENDANCE
JUMLAH JUMLAH RAPAT* KEHADIRAN TOTAL TOTAL MEETINGS* ATTENDANCE
%
JUMLAH RAPAT TOTAL MEETINGS
JUMLAH KEHADIRAN TOTAL ATTENDANCE
%
Bambang Ratmanto
Presiden Komisaris/ Komisaris Independen President Commissioner Commissioner Independent
12
12
100%
4
4
100%
Purnadi Harjono
Komisaris Commissioner
12
11
91,67%
4
4
100%
Eko B. Supriyanto
Komisaris Independen Commissioner Independent
12
12
100%
4
4
100%
* Termasuk Rapat Gabungan sebanyak 4 kali * Including 4 Joint Meeting
Keputusan Dewan Komisaris
Sebagai bagian dari pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris terus mendorong pelaksanaan keputusan pengawasan dan penasehatan yang semakin efektif. Selama 2015, Dewan Komisaris telah mengeluarkan beberapa kebijakan, antara lain: 1. Dalam pelaksanaan Penawaran Umum Terbatas IV (PUT IV) yang telah disetujui Rapat Umum Pemegang Saham: • Menyetujui Direksi untuk melaksanakan peningkatan modal ditempatkan dan disetor penuh Perseroan dalam menjalankan Penawaran Umum Terbatas IV (PUT IV) yang disetujui oleh Rapat Umum Pemegang Saham. • Menyetujui Direksi untuk melakukan Perubahan Pasal 4 ayat (2) dan ayat (3) Anggaran Dasar Perseroan sehubungan dengan pelaksanaan peningkatan modal ditempatkan dan disetor penuh Perseroan dalam PUT IV yang disetujui Rapat Umum Pemegang Saham.
Decision of The Board of Commissioners
As part of the implementation of its tasks and responsibilities, the Board of Commissioners continues to encourage the execution of more effective monitoring and advisory decisions. During 2015, the Board of Commissioners has issued several policies such as: 1. In the Limited Public Offering IV (LPO IV) which has been approved by the General Meeting of Shareholders: • - Approved the Board of Directors to increase the Company’s issued and fully paid capital by conducting Limited Public Offering IV (LPO IV) that has been approved by the General Meeting of Shareholders. •
Approved the Board of Directors to perform Amendment to Article 4 (2) and (3) of the Articles of Association in connection with the execution of increasing the Company’s issued and fully paid capital in LPO IV that has been approved General Meeting of Shareholders.
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Kilas Kinerja 2015
Performance Highlights 2015
•
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Menyetujui Direksi untuk menegaskan kembali susunan pemegang saham Perseroan hasil pelaksanaan dari PUT IV yang disetujui oleh Rapat Umum Pemegang Saham
•
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Approved the Board of Directors to reaffirm the Company’s shareholders as the results of the implementation of the LPO IV that has been approved by the General Meeting of Shareholders
Memberikan Kuasa dan wewenang kepada Direksi MNC Bank dengan hak substitusi, untuk melakukan segala tindakan yang diperlukan sehubungan dengan halhal yang diputuskan dalam rangka pelaksanaan serta efektifnya hal-hal yang diputuskan dalam Keputusan tersebut, seluruhnya tanpa ada yang dikecualikan, termasuk tetapi tidak terbatas pada menyatakan kembali Keputusan ini, baik sebagian maupun seluruhnya, dalam bentuk akta notaris, menghadap dihadapan pihak atau pejabat yang berwenang termasuk Notaris. 2. Mengangkat Saudari Laily Fitri, menjadi sekretaris merangkap anggota Komite Remunerasi dan Nominasi terhitung sejak tanggal 2 Maret 2015 sehingga susunan Komite Remunerasi dan Nominasi menjadi sebagai berikut: Komite Remunerasi dan Nominasi Ketua merangkap anggota : Eko B. Supriyanto, Komisaris Independen Sekretaris merangkap anggota : Laily Fitri, Human Resource Group Head Anggota : Purnadi Harjono, Komisaris
2. Appointed Ms. Laily Fitri as the secretary and member of the Remuneration and Nomination Committee since March 2, 2015 so that the composition of the Remuneration and Nomination Committee would be as follows: Remuneration and Nomination Committee Chairman concurrently as member : Eko B. Supriyanto, Independent Commissioner Secretary concurrently as member : Laily Fitri, Human Resource Group Head Member : Purnadi Harjono, Commissioner
Pengembangan Kompetensi Dewan Komisaris
Competence Development of The Board of Commissioners
Sepanjang tahun 2015, anggota Dewan Komisaris Perseroan telah mengikuti berbagai program peningkatan kompetensi berupa pelatihan, workshop, konferensi, seminar, sebagaimana tabel berikut ini:
Provided Power and authority to the Board of Directors of MNC Banks with right of substitution, to take whatever action required with respect to the framework of the implementation and the effectiveness of the decisions contained in the Decree, all without any exclusion, including but not limited to restateing this Decision, in part or as a whole, in the form of a notarial deed, in front or competent authorities including the notary.
Throughout 2015, the Board of Commissioners has attended various programs to increase their competence in the form of training, workshops, conferences, seminars, as stated in the following table:
Tabel Pengembangan Kompetensi Dewan Komisaris Table of the Board of Commissioners’ Competence Development KOMISARIS COMMISSIONER Bambang Ratmanto
MATERI PENGEMBANGAN KOMPETENSI /PELATIHAN COMPETENCE DEVELOPMENT/TRAINING MATERIAL - Workshop Internal Audit - The 2015 IIA Indonesia National Conference
Purnadi Harjono
Eko B. Supriyanto
138
WAKTU PELAKSANAAN TIME AND VENUE - 29 Januari 2015 January 29, 2015 - 19-20 Agustus 2015 Agustus 19-20, 2015
JENIS PELATIHAN DAN PENYELENGGARA TYPE OF TRAINING AND ORGANIZER - MNC Bank - The Institute of Internal Auditors Indonesia
Seminar Menyambut Pelonggaran Kebijakan LTV dan Realisasi Proyek-proyek Pemerintah Seminar on Welcoming Easig LTV Policy and the Relaization of Government Projects
06 Agustus 2015 August 6, 2015
Infobank
Workshop Internal Audit
29 Januari 2015 January 29, 2015
MNC Bank
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Sertifikasi Manajemen Risiko
Di samping program peningkatan kompetensi di atas, Dewan Komisaris juga mengikuti program Sertifikasi Manajemen Risiko. Pada periode 2015, Dewan Komisaris yang telah lulus sertifikasi manajemen risiko sebagai berikut.
Manajemen Sumber Daya Manusia Human Resources Management
Risk Management Certification
In addition to theabove competence development programs, the Board of Commissioners also attended the Risk Management Certification program. In 2015, the Board of Commissioners have passed the Risk Management Certification of as follows.
Tabel Sertifikasi Manajemen Risiko Dewan Komisaris Table of the Board of Commissioners’ Management Certification LEVEL level
DEWAN KOMISARIS BOARD OF COMMISSIONERS
Sertifikasi Regular/Regular Certification I
-
II
-
III
-
IV
-
V
2
Sertifikasi bagi Komisaris/Certification for Commissioner I
1
II
-
Total
3
*) Komisaris hanya diwajibkan Sertifikasi Manajemen Risiko (Khusus Komisaris) yaitu level 1 dan level 2 *) Commissioner only obliged to take Risk Management Certification (Especially for Commissioner) for level 1 and level 2
Penilaian Kinerja Dewan Komisaris Penilaian kinerja Dewan Komisaris dilaksanakan berdasarkan pelaksanaan tugas dan tanggung jawab sebagaimana telah tercantum dalam Anggaran Dasar Bank serta Pedoman dan Tata Kerja Dewan Komisaris. Penilaian kinerja Dewan Komisaris dilaksanakan oleh Pemegang Saham dalam Rapat Umum Pemegang Saham (RUPS).
Evaluation of The Board of Commissioners Performance
The performance of the Board of Commissioners was evaluated based on its duties and responsibilities as stated in the Bank’s Articles of Association as well as the the Board of Commissioners’ Guidelines and Rules. The Board of Commissioners performance assessment carried out by the Shareholders in the General Meeting of Shareholders (GMS).
Selain itu Dewan Komisaris juga melakukan self assessment atas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris sebagaimana diatur dalam SE BI No. 15/15/ DPNP tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Adapun kriteria Self Assessment Dewan Komisaris terkait pelaksanaan GCG dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 14 indikator, Governance Process terdiri dari 17 indikator sedangkan governance outcome terdiri dari 6 indikator.
In addition, the Board of Commissioners also performed a self assessment on its Duties and Responsibilities as stipulated in the Circular Letter No. 15/15/DPNP dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks. The criteria for Board of Commissioners’ Self Assessment in relation to the GCG implementation was divided into 3 (three) groups: Governance Structure, Governance Process and Governance Outcome. Governance structure is composed of 14 indicators, Governance Process is composed of 17 indicators while Governance Outcome consists of 6 indicators.
Berdasarkan hasil self assessment tersebut disimpulkan bahwa Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris Tahun 2015 telah berjalan cukup baik.
Based on the results of the self assessment, it was concluded that the Duties and Responsibilities of the Board of Commissioners in 2015 has been well execute.
Kebijakan Remunerasi Dewan Komisaris
Remuneration Policy of The Board of Commissioners
Prosedur Penetapan Remunerasi
Komite Nominasi dan Remunerasi melakukan penelaahanpenelahaan yang diperlukan. Selanjutnya Komite akan memberikan rekomendasi mengenai remunerasi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.
Remuneration Stipulation Procedure
Nomination and Remuneration Committee conducted necessary review-evaluation. The Committee will provide recommendations regarding the Board of Commissioners’ remuneration to be submitted to the General Meeting of Shareholders.
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Struktur Remunerasi Anggota Dewan Komisaris
Management Discussion and Analysis
Remuneration Structure Commissioners
of
The
Board
of
Tabel Struktur Remunerasi Dewan Komisaris Table of Remuneration Structure of the Board of Commissioners KOMPONEN COMPONENT
RINCIAN DETAILS
Annual Basic Guaranteed
- Basic Salary - THR
Benefits
- Health care medical insurance - BPJS Ketenagakerjaan/ Kesehatan - Life Insurance
Incentive
- D&O Liability Insurance - Leave - Credit Card
- MESOP
Jenis remunerasi dan fasilitas lain bagi seluruh anggota Dewan Komisaris yang mencakup jumlah anggota Dewan Komisaris dan jumlah seluruh paket/kebijakan remunerasi dan fasilitas lain, adalah:
The types of remuneration and other facilities for all members of the Board of Commissioners that includes the whole Board of Commissioners and the total number of remuneration packages/policyies and other facilities, are:
Tabel Remunerasi Dewan Komisaris Table of Remuneration of the Board of Commissioners
JENIS REMUNERASI DAN FASILITAS LAIN
JUMLAH YANG DITERIMA DEWAN KOMISARIS DALAM 1 TAHUN AMOUNT RECEVIED BY THE BOARD OF COMMISSIONER IN 1 YEAR ORANG PEOPLE
JUMLAH (DALAM JUTA Rupiah) AMOUNT (IN MILLIOH Rupiah)
3
1,757
1. Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non-natura) 2. Fasilitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya) yang :
REMUNERATION TYPES AND OTHER FACILITIES
1. Remuneration (salary, bonus, routine allowaces, tantiem, and other nonnatura facilities) 2. Other natura facilities (housing, transportation, health insurance, etc.) which
a. dapat dimiliki
-
-
a. can be owned
b. tidak dapat dimiliki
-
-
b. cannot be owned
TOTAL
1,757
Remunerasi dalam satu tahun dikelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut. JUMLAH REMUNERASI
TOTAL
The remuneration within one year in the is classified in the following range on income levels:
JUMLAH KOMISARIS NUMBER OF BOARD OF COMMISSIONERS
REMUNERATION AMOUNT
Di atas Rp. 2 Milyar
-
Over Rp2 Billion
Di atas Rp. 1 Milyar - Rp. 2 Milyar
-
Over Rp1 Billion – Rp2 Billion
Di atas Rp. 500 juta - Rp. 1 Milyar
3
Over Rp500 million – Rp1 Billion
Rp. 500 juta kebawah
-
Under Rp500 million
Mekanisme Pengunduran Diri dan Pemberhentian Dewan Komisaris
a. Anggota Dewan Komisaris berhak mengundurkan diri dari jabatannya dengan memberitahukan secara tertulis mengenai maksudnya tersebut kepada Perseroan dengan memperhatikan ketentuan huruf b di bawah ini. b. Perseroan wajib menyelenggarakan RUPS dalam jangka waktu paling lambat 60 (enam puluh) hari setelah diterimanya surat pengunduran diri untuk memutuskan permohonan pengunduran diri anggota Dewan Komisaris yang bersangkutan. 140
The Mechanism of The Board of Commissioners’ Resignation and Dismissal
a. Members of the Board of Commissioners are entitled to resign by giving written notification to the Company of their intention by considering the provisions of paragraph b below. b. The Company shall organize a GMS within the period of 60 (sixty) days after receipt of the resignation letter to decide on the resignation of members of the Board of Commissioners.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
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Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
c. Dalam hal Perseroan tidak menyelenggarakan RUPS dalam jangka waktu 60 (enam puluh) hari setelah diterimanya surat pengunduran diri, maka dengan lampaunya kurun waktu tersebut, pengunduran diri anggota Dewan Komisaris menjadi sah tanpa memerlukan persetujuan RUPS. d. Terhadap anggota Dewan Komisaris yang mengundurkan diri tetap dapat dimintakan pertanggung-jawabannya sebagai anggota Dewan Komisaris hingga tanggal pengunduran dirinya sebagai anggota Dewan Komisaris dalam RUPS Tahunan berikutnya. Jabatan anggota Dewan Komisaris berakhir apabila anggota Dewan Komisaris tersebut: a. mengundurkan diri; b. tidak lagi memenuhi persyaratan peraturan perundangundangan; c. meninggal dunia; d. diberhentikan berdasarkan keputusan RUPS; e. masa jabatannya berakhir.
Manajemen Sumber Daya Manusia Human Resources Management
c. In the event that the Company does not organize a GMS within 60 (sixty) days after receipt of the resignation letter, then by the lapse of the period, the resignation of members of the Board of Commissioners is considered to be valid without requiring the approval of the GMS. d. Towards the members of the Board of Commissioners who resigned, the Company is still entitled to ask for their accountability as a member of the Board of Commissioners to the date of their resignation as a member of the Board of Commissioners in the next Annual General Meeting of Shareholders. The term of office of the Board of Commissioners ended when members of the Board of Commissioners are: a. resign; b. no longer meets the requirements of the legislation; c. passed away; d. dismissed by the GMS; e. term of office expires.
Direksi
Board of Directors
Direksi adalah Organ Bank yang berwenang dan bertanggung jawab penuh atas pengurusan Bank untuk kepentingan Bank, sesuai dengan maksud dan tujuan Bank serta mewakili Bank, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan anggaran dasar.
The Board of Directors is a corporate organs fully responsible for the Bank’s management for the benefit of the Bank, in accordance with the Bank’s purposes and objectives and to represent the Bank, both in and out of Court in accordance with the provisions of the articles of association.
Tugas dan Tanggung Jawab Direksi
Tasks And Responsibilities of The Board of Directors
Direksi adalah organ Bank yang secara umum bertugas menjalankan segala tindakan yang berkaitan dengan pengurusan dan bertanggung jawab atas pengurusan Bank untuk kepentingan Bank sesuai dengan maksud dan tujuan Bank serta mewakili Bank baik di dalam maupun di luar Pengadilan tentang segala hal dan segala kejadian dengan pembatasan-pembatasan sebagaimana diatur dalam peraturan perundang-undangan, Anggaran Dasar dan/atau Keputusan RUPS. 1. Menjalankan kepengurusan Bank dengan itikad baik dan penuh tanggung jawab untuk kepentingan Bank sesuai dengan maksud dan tujuan perseroan serta mewakili perseroan baik di dalam maupun di luar pengadilan sesuai Anggaran Dasar dan peraturan perundang undangan yang berlaku; 2. Setiap anggota Direksi bertanggung jawab penuh secara pribadi atas kerugian Bank apabila yang bersangkutan bersalah atau lalai menjalankan tugasnya dengan itikad baik dan penuh tanggung jawab sebagaimana diatur dalam pasal 97 UUPT; 3. Menjaga kelangsungan usaha Bank, mengimplementasikan visi, misi, strategi, sasaran usaha serta rencana jangka panjang dan jangka pendek, terpeliharanya kesehatan Bank sesuai dengan prinsip kehati hatian, terlaksananya pengendalian internal dan manajemen risiko, terlindunginya kepentingan stakeholders secara wajar dan terpenuhinya prinsip-
The Board of Directors is the Bank’s organ that generally in charge of running all decision relating to the Bank’s management and is responsible for managing the Bank’s interest of the Bank in accordance with the Bank’s intent and purpose and represent the Bank both inside and outside the Court on all matters and all the events with restrictions as stipulated in the laws, statutes and/or decisions of Shareholders.
1. Running the maintenance of the Bank in good faith and full responsibility for the interests of the Bank in accordance with the aims and objectives of the Bank and represent the Bank both in and out of court in accordance Statutes and regulations; 2. Each member of the Board of Directors are fully responsible personally for damages if the relevant Bank of guilt or neglect their duties in good faith and full responsibility as stipulated in Article 97 of the Company Law; 3. Maintain the continuity of the Bank, to implement the vision, mission, strategy, business objectives and longterm plans and short-term, maintaining the health of the Bank in accordance with the precautionary principle, the implementation of internal control and risk management, protection of the interests of stakeholders fairly and in fulfillment of the principles of good corporate
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prinsip GCG dalam pengambilan keputusan dan pengurusan MNC Bank; 4. Menetapkan suatu sistem pengawasan internal yang efektif untuk tercapainya kepastian berkenaan dengan keberadaan informasi keuangan, efektivitas dan efisiensi proses pengelolaan Bank dan kepatuhan pada peraturan perundang undangan yang berlaku dengan tujuan mengamankan investasi dan asset Bank; 5. Menindaklanjuti temuan audit dan rekomendasi Internal Audit Group, auditor eksternal, hasil pengawasan Bank Indonesia dan atau hasil pengawasan otoritas lainnya; 6. Melakukan pengawasan aktif atas penerapan manajemen risiko yang melekat pada seluruh aktivitas Bank, yang mencakup: • Menyusun kebijakan dan strategi manajemen risiko dan eksposure risiko; • Bertanggung jawab atas pelaksanaan manajemen risiko dan eksposure risiko; • Mengevaluasi dan memutuskan transaksi yang memerlukan persetujuan Direksi; • Mengembangkan budaya faham risiko pada seluruh jenjang organisasi; • Memastikan peningkatan kompetensi sumberdaya manusia yang terkait dengan manajemen risiko; • Memastikan fungsi manajemen risiko telah beroperasi secara independen. 7. Menyusun Rencana Kerja dan Anggaran Tahunan (RKAT) setiap awal tahun sesuai peraturan perundang - undangan dan ditandatangani oleh semua anggota Direksi dan Dewan Komisaris; 8. Menyusun Laporan Keuangan tahunan sesuai peraturan perundang-undangan yang ditandatangani oleh semua anggota Direksi dan Dewan Komisaris untuk diajukan dan mendapat pengesahan dalam RUPS Tahunan; 9. Menyelenggarakan RUPS tahunan paling lambat 6 (enam) bulan setelah tahun buku berakhir dan RUPS Luar Biasa berdasarkan kebutuhan untuk kepentingan Bank; 10. Dalam menjalankan tugasnya Direksi dibantu oleh komite komite eksekutif yaitu : Komite Manajemen Risiko, Komite ALCO, Komite Pengarah Teknologi Informasi dan Komite Produk dan Layanan;
11. Direksi juga melakukan kunjungan kerja ke cabangcabang guna memberi dukungan atas pencapaian rencana kerja Bank, yang antara lain dalam bentuk bertemu dengan prospek nasabah di cabang-cabang. Selain itu, Direksi juga melakukan internalisasi/sosialisasi atas penerapan prinsip-prinsip tata kelola perusahaan dan nilai – nilai utama budaya kerja (core values) kepada jajaran pegawai.
Pedoman dan Tata Tertib Kerja Direksi Pedoman kerja Direksi diatur dalam Pedoman dan Tata Tertib Kerja Direksi. Tata Tertib Kerja Direksi berisi tentang petunjuk tata laksana kerja Direksi, serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah
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governance in decision-making and management of the Bank; 4. Establish an effective system of internal control to achieve certainty with respect to the existence of financial information, the effectiveness and efficiency of bank management processes and compliance with laws and regulations in force with the aim of securing investments and assets of the Bank; 5. Following up on audit findings and recommendations of the Internal Audit Group, external auditors, monitoring results or outcomes of Bank Indonesia and other authorities pengawsasan; 6. Actively supervise the implementation of risk management inherent in all the Bank’s activities, which include: • Develop policies and strategies for risk management and risk exposure; • Responsible for the implementation of risk management and risk exposure; • Evaluate and decide which transactions require the approval of the Board of Directors; • Develop a risk aware culture at all levels of the organization; • Ensure increased competence of human resources associated with risk management; • Ensure risk management functions operate independently. 7. Develop Annual Work Plan and Budget on the beginning of each year according to the legislation and signed by all members of the Board of Directors and the Board of Commissioners; 8. Develop annual financial statements in accordance legislation signed by all members of the Board of Directors and Board of Commissioners for the proposed and approved by the Annual General Meeting; 9. Organizes the Annual General Meeting Shareholders not later than 6 (six) months after the end of the fiscal year and the Extraordinary 10. General Meeting Shareholders by the need for Banks; In performing its duties the Board of Directors is assisted by the executive committees, namely: Risk Management Committee, ALMA Committee, Steering Committee Information Technology and the Committee on Products & Services; 11. Directors also made a working visit to the branches in order to provide support to the business plan Bank, among others in the form of meeting with prospective clients in the branches. In addition, the Board of Directors also internalize/socialization of the application of the principles of corporate governance and the main cultural values of work (core values) to the ranks of employees.
Work Guidelines And Rules of The Board of Directors
The Board of Directors’ Work Guidelines stated in the Board of Directors’ Work Guidelines and Rules. The Board of Directors’ Work Rules contains instructions on work administration of the Board of Directors, as well as the
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
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Manajemen Sumber Daya Manusia Human Resources Management
dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Direksi dalam melaksanakan tugas masing-masing untuk mencapai visi dan misi perusahaan. Dengan adanya Tata Tertib diharapkan akan tercapai standar kerja yang tinggi, selaras dengan prinsip-prinsip GCG. Tata Tertib Direksi telah disahkan oleh Direksi pada 1 Desember 2009.
phases of activity in a structured, systematic, easy to understand manners and can be consistently implemented, and mau serve as a reference for the Board of Directors in carrying out their respective duties to achieve the Bank’s vision and mission. With the Rule, theBank is expected to achieve high standards of work, in line with the principles of GCG. The Board of Directors’ Rule was approved by the Board of Directors on December 1, 2009.
Tugas dan Wewenang Direksi
Duties and Authorities of The Directors
1. Direksi mengurus Perseroan sesuai ketentuan Pasal 92 UUPT. 2. Di dalam menjalankan pengurusan sebagaimana dimaksud dalam ayat 1, Direksi wajib menjalankan tugasnya dengan itikad baik dan penuh tanggung jawab sesuai ketentuan Pasal 97 UUPT. 3. Direksi berhak mewakili Perseroan di dalam dan di luar Pengadilan tentang segala hal dan dalam segala kejadian, mengikat Perseroan dengan pihak lain dan pihak lain dengan Perseroan, serta menjalankan segala tindakan, baik yang mengenai kepengurusan maupun kepemimpinan, akan tetapi dengan pembatasan bahwa: 1) Untuk melakukan tindakan tersebut dibawah ini disyaratkan persetujuan dari Dewan Komisaris, yakni: a. Untuk meminjamkan uang atau memberikan fasilitas kredit atau fasilitas perbankan lainnya yang menyerupai atau mengakibatkan timbulnya hak penagihan pinjaman uang kepada pihak terkait/terafiliasi sesuai ketentuan yang ditetapkan oleh Bank Indonesia. b. Untuk membeli atau dengan cara lain memperoleh/mendapatkan barang tidak bergerak (termasuk hak atas tanah dan/atau bangunan) dan/atau perusahaan. c. Untuk menjual atau dengan cara lain memindahkan hak atas barang tidak bergerak (termasuk hak atas tanah dan/atau bangunan) dan/atau perusahaan. d. Untuk membebani hak tanggungan, menggadaikan atau dengan cara lain menjaminkan/mengagunkan kekayaan milik Perseroan. e. Mendirikan perusahaan baru, melakukan penyertaan modal atau penambahan penyertaan modal, termasuk menyetujui keputusan tentang dividen saham (stock dividen) yang menyebabkan penambahan penyertaan modal atau melepaskan penyertaan modal atau pengurangan penyertaan modal dalam perusahaan lain sesuai dengan peraturan perundang-undangan. 2) Untuk melakukan tindakan tersebut di bawah ini Direksi wajib berpedoman pada ketentuan dan batas yang dari waktu ke waktu ditetapkan oleh Dewan Komisaris, yakni: a. Untuk meminjamkan uang atau memberikan fasilitas kredit atu fasilitas perbankan lainnya yang menyerupai atau mengakibatkan timbulnya hak penagihan pinjaman uang kepada pihak
1. The Board of Directors manage the Company in accordance with the provisions of Article 92 of Company Law. 2. In carrying out the management as referred to in paragraph 1, the Board of Directors shall carry out their duties in good faith and responsibly in accordance with Article 97 of the Company Law. 3. The Board of Directors reserves the right to represent the Company within and outside the Court on all matters and in any event, bind the Company with the other party and the other party to the Company, and perform all actions, both regarding management and leadership, but with the restriction that: 1) To perform the following actions, the Board of Directors required the approval of the Board of Commissioners, namely: a. To lend money or provide credit facilities or other banking facilities that resemble or result in the emergence of a loan collection rights to the related/affiliated party in accordance with the provisions stipulated by Bank Indonesia. b. To purchase or otherwise acquire/obtain immovable goods (including rights to land and/ or buildings) and/or company. c. To sell or otherwise transfer rights over immovable goods (including rights to land and/ or buildings) and/or company. d. Burden the deed of encumber, pledge or otherwise guaranteed/collateralized the Company’s assets. e. Established a new company, invested capital or made additional capital investment, including approving the decision on stock dividend which led to an increase in capital or releasing or reduce equity participation in other companies in accordance with the legislation.
2) To perform the following actions, the Board of Directors shall be guided by the provisions and limitation from time to time determined by the Board of Commissioners, namely: a. To lend money or provide credit facilities or other banking facilities that resemble or lead to the emergence of money loan collection rights to other parties, whether banks, non-bank financial
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lain, baik bank, lembaga keuangan non bank, perorangan atau pihak lainnya baik di dalam maupun di luar negeri. b. Untuk mengeluarkan surat jaminan bank atau dengan cara lain menjadi penjamin atau avalist untuk menjamin pembayaran hutang tau kewajiban keuangan pihak lain. c. Menghapus bukukan/mengeluarkan piutang Perseroan dari pembukuan dan melepaskan hak Perseroan untuk menagih piutang macet yang telah dihapuskan bukukan. 4. Direksi wajib meminta persetujuan RUPS untuk mengalihkan, melepaskan hak, atau menjadikan jaminan hutang kekayaan Perseroan yang merupakan lebih dari 50% jumlah kekayaan bersih Perseroan sesuai ketentuan Pasal 102 UUPT dan peraturan perundangundangan di bidang pasar modal. 5. Presiden Direktur bersama-sama dengan seorang Direktur; atau 2 orang Direktur secara bersama-sama; berhak dan berwenang bertindak untuk dan atau nama Direksi serta mewakili Perseroan. 6. Pembagian tugas dan wewenang di antara anggota Direksi ditetapkan oleh RUPS. Dalam hal RUPS tidak menetapkan, pembagian tugas dan wewenang tersebut ditetapkan berdasarkan keputusan Direksi. 7. Untuk melakukan perbuatan hukum berupa transaksi yang memuat benturan kepentingan ekonomis pribadi anggota Direksi, Dewan Komisaris atau Pemegang Saham Utama, dengan kepentingan ekonomis Perseroan, Direksi memerlukan persetujuan RUPS dan pemegang saham yang tidak mempunyai benturan kepentingan sebagaimana dimaksud dalam Pasal 12 ayat 8 huruf a, b, c, dan d. 8. Dalam hal hanya ada seorang anggota Direksi maka segala tugas dan wewenang yang diberikan kepada Presiden Direktur atau anggota Direksi lainnya dalam Anggaran Dasar berlaku pula baginya.
Kebijakan Keberagaman Komposisi Direksi Dalam rekomendasi Otoritas Jasa Keuangan yang dituangkan dalam Lampiran Surat Edaran Otoritas Jasa Keuangan Nomor 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka dinyatakan komposisi anggota Direksi memperhatikan keberagaman komposisi anggota Direksi. Keberagaman komposisi anggota Direksi merupakan kombinasi karakteristik yang diinginkan baik dari segi organ Direksi maupun anggota Direksi secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Kombinasi tersebut ditentukan dengan cara memperhatikan keahlian, pengetahuan dan pengalaman yang sesuai pada pembagian tugas dan fungsi jabatan Direksi dalam mencapai tujuan Perusahaan Terbuka. Dengan demikian, pertimbangan kombinasi karakteristik dimaksud akan berdampak dalam ketepatan proses pencalonan dan penunjukkan individual anggota Direksi ataupun Direksi secara kolegial.
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institutions, individuals or other parties both inside and outside the country. b. To issue a bank guarantee or by other means became a guarantor or avalist to guarantee repayment of loan or financial liabilities to other party. c. Written off/remove the Bank’s accounts receivable from its record and release the Company from the its rights to collect written-off bad debt. 4. The Board of Directors shall request approval from the GMS to transfer, relinquish the rights or colateralized the Company’s assets that constitute more than 50% of the Company’s net assets pursuant to Article 102 of the Company Law and legislation in the capital markets. 5. The Chairman along with with a Director; or 2 Directors jointly; entitled and authorized to act for or on behalf of the Board of Directors and represent the Company. 6. The division of duties and responsibilities among members of the Board of Directors determined by the GMS. In the case it is not stipulated in the GMS, the division of duties and responsibilities shall be determined by the Board’s decision. 7. To take legal actions in the form of a transaction that includes a personal conflict of economic interest of the members of the Board of Directors, Board of Commissioners or Majority Shareholder with the economic interest of the Company, the Board of Directors require the approval of the GMS and shareholders who do not have a conflict of interest as referred to in Article 12, paragraph 8 letter a , b, c, and d. 8. In the event that there is only one surviving member of the Board of Directors, then all duties and authorities granted to the Chairman or other members of the Board of Directors in the Articles of Association shall be applicable to him.
Diversity Policy of The Board of Directors Composition
In the Financial Services Authority recommendation as outlined in Appendix of Financial Services Authority Circular Letter No. 32/SEOJK.04/2015 on the Guidelines of Public Company Governance stated that the composition of the Board of Directors members shall pay attention to its diversity. The diversity of the composition of the members of the Board of Directors is a combination of the desired characteristics in terms of the Board of Directors organs as well as individual members of the Board of Directors, according to the needs of the Public Company. The combination is determined by considering the skills, knowledge and experience relevant to the duties and functions of the Board of Directors in achieving the objectives of the Public Company. Thus, the combination of characteristics considerations will impact the accuracy of the nomination process and appointment of individual members of the Board of Directors or collegially.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
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Pada periode 2015, keberagaman komposisi Direksi yang tercermin dalam pendidikan, pengalaman kerja dan usia, dapat dilihat sebagaimana dalam tabel di bawah ini:
Manajemen Sumber Daya Manusia Human Resources Management
In 2015, the diversity of the Board of Directors composition which reflected in education, work experience and age, can be seen in the table below:
Nama Direksi / THE NAME OF THE BOARD OF Director
Benny Purnomo
USIA/AGE
49 Tahun/49 years
PENDIDIKAN/EDUCATION
Pascasarjana dari bidang studi Manajemen di UNIKA Atmajaya/Post graduate from Management major at UNIKA Atmajaya
PENGALAMAN KERJA/ WORK EXPERIENCES
Wakil Presiden Direktur MNC Bank (Juni 2014-Februari 2014), Direktur PT Bank Mutiara Tbk (Mei 2009-Februari 2014), Consumer Channel Division Head PT Bank NISP Tbk (2007-2009), Product Management Senior PT BCA Tbk (Februari 2003-Januari 2006), Priority Service Management Manager PT BCA Tbk (20002003), Special Account Management Deputy Manager PT BCA Tbk (2000), Product Management Deputy manager PT BCA Tbk (April 1997-November 2000), System Development Deputy Manager PT BCA Tbk (November 1996-Maret 1997), Branch Support Assistant Manager PT BCA Tbk (Desember 1992-Oktober 1996), Branch Support Pro Manager PT BCA Tbk (Maret 1992-November 1992), Marketing Officer Intikom Berlian Mustika (Mei 1991-Februari 1992), Programmer Inti Salim Corpora (November 1989-April 1991). Vice President Director of MNC Bank (June 2014-February 2014), Director of PT Bank Mutiara Tbk (May 2009-February 2014), Consumer Chabbel Division Head of PT Bank NISP Tbk (2007-2009), Product Management Senior of PT BCA Tbk (February 2003-January 2006), Priority Service Management Manager of PT BCA Tbk (2000-2003), Special Account Management Deputy Manager of PT BCA Tbk (2000), Product Management Deputy Manager of PT BCA Tbk (April 1997-November 2000), System Development Deputy Manager of PT BCA Tbk (November 1996-March 1997), Branch Support Assistant Manager of PT BCA Tbk (December 1992-October 1996), Branch Support Pro Manager of PT BCA Tbk (March 1992-November 1992), Marketing Officer of Intikom Berlian Mustika (May 1991-February 1992 ), Programmer of Inti Salim Corpora (November 1989-April 1991).
Nama Direksi / THE NAME OF THE BOARD OF Director
Benny Helman
USIA/AGE
42 Tahun/42 years
PENDIDIKAN/EDUCATION
Sarjana Ekonomi Fakultas Ekonomi Jurusan Akuntansi dari Universitas Trisakti/Bachelor of Economics from Economic Faculty, Accounting Major at Trisakti University
PENGALAMAN KERJA/ WORK EXPERIENCES
Head of Financial Control MNC Bank (Januari 2014-Juni 2014), Direktur-Head of Finance System and Project Implementation Citibank Australia and New Zealand (September 2011-Agustus 2013), Business Controller Director for Downstream Centre Golden Agri Resources Ltd (Mei 2011-Juli 2011), Direktur-Country Financial Controller Citibank Indonesia (Februari 2010-Juni 2011), Senior Vice President Country Financial Controller Citibank Indonesia (Februari 2007-Januari 2010), Vice President Financial Controller of Corporate and Investment Banking Citibank Indonesia (Februari 2003-Januari 2007), Assistant Vice President Head Of Head Office Reporting and Project Manager for all Finance System Implementation Citibank Indonesia (Oktober 2000-Januari 2003), Manager-Business Planning and Analysis Officer Citibank Indonesia (November 1999-September 2000), Internal Audit Manage Nexus Group (Oktober 1997-Oktober 1999), Supervisor Audit Eksternal Kantor Akuntan Publik Prasetio Utomo (Februari 1995-September 1997). Head of Financial Control of MNC Bank (January 2014-June 2014), Director-Head of Finance System and Project Implementation of Citibank Australia and New Zealand (September 2011-August 2013), Business Controller Director for Downstream Centre Golden Agri Resources Ltd (May 2011- July 2011), DirectorCountry Financial Controller of Citibank Indonesia (February 2010-June 2011), Senior Vice President of Country Financial Controller of Citibank Indonesia (February 2007-January 2010), Vice President Financial Controller of Corporate and Investment Banking of Citibank Indonesia (February 2003- January 2007), Assistant Vice President Head Of Head Office Reporting and Project Manager for all Finance System Implementation of Citibank Indonesia (October 2000-January 2003), Manager-Business Planning and Analysis Officer of Citibank Indonesia (November 1999-September 2000), Internal Audit Manage of Nexus Group (October 1997-October 1999), External Audit Supervisor of Prasetio Utomo Public Accountant (February 1995-September 1997).
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Nama Direksi / THE NAME OF THE BOARD OF Director
Nerfita Primasari
USIA/AGE
44 Tahun/44 years
PENDIDIKAN/EDUCATION
Pascasarjana dari bidang studi Manajemen di Universitas Gadjah Mada/Post graduate from Nanagement major at Universitas Gadjah Mada
PENGALAMAN KERJA/ WORK EXPERIENCES
Senior Vice President-Human Resources, Global Consumer Bank-HR Head PT Citibank N.A. Jakarta (oktober 2013-Juli 2014), Senior Vice President-Human Resources, Intitutional Client Group-HR Head (Acting) PT Citibank N.A Jakarta (Januari 2012-Desember 2012), Vice President-Human Resource Generalist PT Citibank N.A Jakarta (Januari 2008-Desember 2011), Assistant Vice President-Human Resource Generalist PT Citibank N.A Jakarta (Januari 2006-Desember 2007), South East Asia Total Reward-HR Program Manager PT Citibank N.A Jakarta (April 2004-Desember 2005), Country Human Resources Manager PT SAP Indonesia (Juli 2003-April 2004), Human Resources Senior Advisor Hewlett Packard Indonesia (1999-Juni 2003), Human Resource Representative PT Digital Astra Nusantara (Maret 1996-1999). Senior Vice President-Human Resources, Global Consumer Bank Head-HR of PT Citibank N.A. Jakarta (October 2013-July 2014), Senior Vice President-Human Resources, Institutional Client Group-HR Head (Acting) of PT Citibank NA Jakarta (January 2012-December 2012), Vice President-Human Resource Generalist of PT Citibank NA Jakarta (January 2008 -December 2011), Assistant Vice President-Human Resource Generalist of PT Citibank NA Jakarta (January 2006-December 2007), South East Asia Total Reward-HR Program Manager of PT Citibank NA Jakarta (April 2004-December 2005), Country Human Resources Manager of PT SAP Indonesia (July 2003-April 2004), Human Resources Senior Advisor of Hewlett Packard Indonesia (1999-June 2003), Human Resource Representative of PT Digital Astra Nusantara (March 1996-1999).
Nama Direksi / THE NAME OF THE BOARD OF Director
Widiatama Bunarto
USIA/AGE
50 Tahun/50 years
PENDIDIKAN/EDUCATION
Pascasarjana dari bidang studi Manajemen Umum di Institut Pengembangan Manajemen Indonesia (IPMI)/ Post graduate from General Management major at Institut Pengembangan Manajemen Indonesia (IPMI)
PENGALAMAN KERJA/ WORK EXPERIENCES
Direktur MNC Bank (Oktober 2014-April 2015), Head of national Branch Operation PT CIMB Niaga Tbk (Juni 2012-September 2014), Head of HR Service and Planning PT. CIMB Niaga Tbk (Februari 2010-Juni 2012), Operations Department Head PT Citibank N.A (November 2008-Februari 2010), Country Continuity of Business Head PT Citibank NA (Agustus 1999-Februari 2010), Technology Department Head and Information Security Officer PT Citibank NA (Agustus 1999-Februari 2010), Global Service Resource Head PT IBM Indonesia Tbk (Januari 1997-Agustus 1999), Global Service Head PT IBM Indonesia Tbk (Januari 1994-Januari 1997), Banking, Finance, and Securities PT IBM Indonesia Tbk (Desember 1990-Januari 1994), Wireline Service Schlumberger Wireline Service (Juni 1990-September 1990). Director of MNC Bank (October 2014-April 2015), Head of national Branch Operation of PT CIMB Niaga Tbk (June 2012-September 2014), Head of HR Service and Planning of PT. CIMB Niaga Tbk (February 2010-June 2012), Operations Department Head of PT Citibank NA (November 2008-February 2010), Country Continuity of Business Head of PT Citibank NA (August 1999-February 2010), Technology Department Head and Information Security Officer of PT Citibank NA (August 1999-February 2010), Global Service Resource Head of PT IBM Indonesia Tbk (January 1997-August 1999), Global Service Head of PT IBM Indonesia Tbk (January 1994-January 1997), Banking, Finance, and Securities of PT IBM Indonesia Tbk (December 1990-January 1994), Wireline Service of Schlumberger Wireline Service (June 1990-September 1990).
Dengan demikian komposisi Direksi sangat beragam baik dari sisi pendidikan, pengalaman kerja dan jenis kelamin.
Thus the composition of the Board of Directors is very diverse both in terms of education, work experience and gender.
Ruang Lingkup Pekerjaan dan Tanggung Jawab Masing-Masing Anggota Direksi
Scope of Work and Responsibilities of Each Member of The Board of Directors
Pembagian Tugas dan Wewenang Direksi
The Division of Duties And Responsibilities Of The Board of Directors
Dalam melaksanakan tugasnya, Direksi dibagi atas bidang tugas sebagai berikut.
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In performing its duties, the Board of Directors is divided into the following field of tasks.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tabel Pembagian Tugas dan Wewenang Direksi Table of Division of Duties and Responsibilities of the Board of Directors NO.
NAMA DIREKSI DIRECTOR’S NAME
1.
Benny Purnomo
2.
Benny Helman
3.
Nerfita Primasari
4.
JABATAN POSITION
BIDANG TUGAS
FIELD OF TASK
Membawahi Audit, Corporate Secretary, Credit Review, Wholesale dan SME, Business Banking
In charge of Audit, Corporate Secretary, Credit Review, Wholesale and SME, Business Banking
Direktur Director
Keuangan, Tresuri, dan Corporate Planning & Strategic
In charge of Finance, Treasury, and Corporate Planning & Strategic
Direktur/Plt Direktur Kepatuhan Director/Compliance Director Act
SDM, General Services, Kepatuhan, dan Manajemen Risiko
In charge of HR and General Services, Compliance, and Risk Management
Direktur Independen Independent Director
Centralized Banking Operation, Branch & e-Channel, Credit Adminitration, Special Asset Management, Legal Counsel, Litigasi, dan Teknologi Informasi
Centralized Banking Operation, Branch & e-Channel, Credit Adminitration, Special Asset Management, Legal Counsel, Litigation, and Information Technology
Presiden Direktur President Director
Widiatama Bunarto
Jumlah dan Komposisi Direksi Jumlah dan komposisi Direksi disajikan dalam tabel di bawah ini.
The Amount and Composition of The Board of Directors
The amount and composition of the Board of Directors are presented in the table below.
Tabel Jumlah dan Komposisi Direksi Table of the Amount and Composition of the Board of Directors NO.
NAMA DIREKSI DIRECTOR’S NAME
JABATAN POSITION
DOMISILI DOMICILE
TANGGAL PENGANGKATAN APPOINTMENT DATE
TANGGAL EFEKTIF EFFECTIVE DATE
Presiden Direktur President Director
Indonesia
12 November 2014 November 12, 2014
9 Juni 2014 June 9, 2014
1.
Benny Purnomo
2.
Benny Helman
Direktur Director
Indonesia
21 April 2014 April 21,2014
9 Juni 2014 June 9, 2014
3.
Nerfita Primasari
Direktur Director
Indonesia
21 Novemberr 2014 November 21, 2014
24 Juli 2014 July 24, 2014
4.
Widiatama Bunarto
Direktur Independen Independent Director
Indonesia
12 November 2014 November 12, 2014
6 Oktober 2014 October 6, 2014
Dasar Pengangkatan Anggota Direksi Anggota Direksi diangkat berdasarkan akta persetujuan rapat RUPS. Dasar pengangkatan tiap-tiap anggota Direksi adalah sebagai berikut.
Basis of Appointment of Members of Directors
Members of the Board of Directors are appointed basedon the Deed of Meeting Agreement of GMS. The Basis of appointment for each member of the Board of Directors are as follows:
Tabel Dasar Pengangkatan Direksi Table Basis of Appointment of Directors NO.
NAMA DIREKSI DIRECTOR’S NAME
JABATAN POSITION
DASAR PENGANGKATAN
BASIS FOR APPOINTMENT
Presiden Direktur President Director
Rapat Umum Pemegang Saham
General Meeting od Shareholders
1.
Benny Purnomo
2.
Benny Helman
Direktur Director
Rapat Umum Pemegang Saham
General Meeting od Shareholders
3.
Nerfita Primasari
Direktur Director
Rapat Umum Pemegang Saham
General Meeting od Shareholders
4.
Widiatama Bunarto
Direktur Independen Independent Director
Rapat Umum Pemegang Saham
General Meeting od Shareholders
Penilaian Kemampuan dan Kepatutan
PBI Nomor 12/23/PBI/2010 tentang Uji Kemampuan dan Kepatutan (fit and proper test) menyebutkan bahwa calon anggota Direksi wajib lulus fit and proper test dan memperoleh persetujuan dari Bank Indonesia sebelum
Evaluation of Fitness and Properness
BI Regulation Number 12/23/PBI/2010 on Fit and Proper Tests sets forth that candidates of members of Board of Directors must pass a fit and proper test and obtain the approval of Bank Indonesia prior to performing their tasks
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
menjalankan tugas dan fungsi dalam jabatannya. Seluruh anggota Direksi telah lulus fit and proper tanpa catatan dan telah mendapat persetujuan dari Bank Indonesia, yang mengindikasikan bahwa setiap anggota Direksi memiliki integritas, kompetensi dan reputasi keuangan yang memadai.
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
and functions. All members of Board of Directors successfully passing the fit and proper test and obtaining the approval of Bank Indonesia indicate that each of the members have sufficient financial integrity, competence, and reputation.
Tabel Penilaian Kemampuan dan Kepatutan Direksi Table of Fit and Proper Test for the Board of Directors NAMA NAME
PELAKSANA EVALUATION ADMINISTRATOR
HASIL result
Benny Purnomo
Otoritas Jasa Keuangan Financial Service Authority
Lulus (Pass)
Benny Helman
Otoritas Jasa Keuangan Financial Service Authority
Lulus (Pass)
Nerfita Primasari
Otoritas Jasa Keuangan Financial Service Authority
Lulus (Pass)
Widiatama Bunarto
Otoritas Jasa Keuangan Financial Service Authority
Lulus (Pass)
Kriteria Direksi
Sesuai dengan Anggaran Dasar Perseroan kriteria menjadi anggota Direksi Perseroan adalah orang perseorangan yang memenuhi persyaratan pada saat diangkat dan selama menjabat: 1. Cakap melakukan perbuatan hukum; 2. Dalam 5 (lima) tahun sebelum pengangkatan dan selama menjabat: a. tidak pernah dinyatakan pailit; b. tidak pernah menjadi anggota Direksi dan/atau anggota Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu perusahaan dinyatakan pailit; c. tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara dan/atau yang berkaitan dengan sektor keuangan.
Hubungan Afiliasi Direksi Direksi senantiasa bertindak independen, dalam arti tidak mempunyai benturan kepentingan yang dapat mengganggu kemampuannya untuk melaksanakan tugas secara mandiri dan kritis, baik dalam hubungan satu sama lain maupun hubungan terhadap Dewan Komisaris.
The Criteria For The Board of Directors
In accordance with the Company’s Articles of Association, the criteria to be the member of tThe Board of Directors is any individual who meets the requirements upon appointment and during his tenure: 1. Proficient in taking legal actions; 2. Within five (5) years prior to appointment and during his tenure: a. have not been declared bankrupt; b. never become a member of the Board of Directors and/or member of the Board of Commissioners who were found guilty for causing a company to go bankrupt; c. never been sentenced for a criminal offense that is detrimental to the country’s financial and/or related to the financial sector.
Affiliate Relationship of The Board of Directors
The Board of Directors always act independently, meaning they don’t have any conflict of interest that could interfere with their ability to perform their duties independently and critically, both in relation to each other and the relationship of the Board of Commissioners.
Direksi tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, sehingga, dapat melaksanakan tugas dan tanggung jawabnya secara independen.
The Board of Directors do not have a financial relationship, management relationship, share ownership and/or family relationship with members of the Board of Commissioners, Board of Directors and/or Controlling Shareholders or relationship with the Bank, so they can carry out their duties and responsibilities independently.
Direksi tidak memangku jabatan rangkap sebagai Direktur Utama atau Direktur lainnya pada Badan Usaha Milik Negara, Daerah dan Swasta atau jabatan lain yang berhubungan dengan pengelolaan Perseroan, maupun jabatan struktural, dan jabatan fungsional lainnya pada instansi/lembaga pemerintah pusat dan pemerintah daerah, serta jabatan lainnya sesuai dengan ketentuan Anggaran Dasar Perseroan dan peraturan perundang-undangan lainnya yang berlaku.
The Board of Directors do not hold another position as the President Director or other Directors on the State-Owned, Regional and Private Enterprises or another position relating to the management of a Company, as well as structural position and other functional position in any central and local governments institutions/agencies, as well as other positions in accordance with the Company’s Articles of Association and other legislation in force.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Human Resources Management
Keterangan hubungan afiliasi antara anggota Direksi, Dewan Komisaris, dan Pemegang Saham Utama dan/atau pengendali, meliputi: • Hubungan afiliasi antara anggota Direksi dengan anggota Direksi lainnya. • Hubungan afiliasi antara anggota Direksi dan anggota Dewan Komisaris. • •
•
Manajemen Sumber Daya Manusia
Hubungan afiliasi antara anggota Direksi dengan Pemegang Saham Utama dan/atau pengendali. Hubungan afiliasi antara anggota Dewan Komisaris dengan anggota Komisaris lainnya; dan Hubungan afiliasi antara anggota Dewan Komisaris dengan Pemegang Saham Utama dan/atau pengendali.
The description of affiliation between the members of the Board of Directors, Board of Commissioners, and the Main Shareholders and/or controllers, include: • Affiliate relationship between the members of the Board of Directors with members of the Board of Directors. • Affiliate relationship between the members of the Board of Directors and members of the Board of Commissioners. • Affiliate relationship between the members of the Board of Directors with Major Shareholder and/or controllers. • Affiliate relationship between the members of the Board of Commissioners with members of other Commissioners; and • Affiliate relationship between the members of the Board of Commissioners affiliation with Major Shareholder and/or controllers.
Tabel Hubungan Afiliasi Direksi Table of Affiliate Relationship of the Board of Directors HUBUNGAN KEUANGAN DAN KELUARGA DIREKSI FINANCIAL AND FAMILY RELATIONSHIP OF THE BOARD OF DIRECTORS HUBUNGAN KEUANGAN DENGAN FINANCIAL RELATIONSHIP WITH
DIREKSI The Board of Directors
DEWAN KOMISARIS THE BOARD OF COMMSSIONERS
YA YES
TIDAK NO
HUBUNGAN KELUARGA DENGAN FAMILY RELATIONSHIP WITH
DIREKSI THE BOARD OF DIRECTORS
PEMEGANG SAHAM PENGENDALI CONTROLLING SHAREHOLDERS
YA YES
YA YES
TIDAK NO
TIDAK NO
DEWAN KOMISARIS THE BOARD OF COMMSSIONERS
YA YES
TIDAK NO
DIREKSI THE BOARD OF DIRECTORS
PEMEGANG SAHAM PENGENDALI CONTROLLING SHAREHOLDERS
YA YES
YA YES
TIDAK NO
TIDAK NO
HUBUNGAN KEPENGURUSAN DENGAN PERUSAHAAN LAIN MANAGEMENT RELATIONSHIP WITH ANOTHER COMPANY
YA YES
TIDAK NO
Benny Purnomo
√
√
√
√
√
√
√
Benny Helman
√
√
√
√
√
√
√
Nerfita Primasari
√
√
√
√
√
√
√
Widiatama Bunarto
√
√
√
√
√
√
√
Kepemilikan Saham Direksi
Share Ownership of Board of Directors
Tabel Kepemilikan Saham Direksi Table of Share Ownership of Board of Directors
Nama Name
Kepemilikan Saham (dalam lembar) Share Ownership (in shares)
MNC Bank
Bank Lain Other Bank
Lembaga Keuangan Non Bank Non Bank Financial Institution
Perusahaan Lain Other Company
Benny Purnomo
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Benny Helman
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Nerfita Primasari
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Widiatama Bunarto
Nihil/None
Nihil/None
Nihil/None
Nihil/None
Rangkap Jabatan dan Benturan Kepentingan Direksi
Seluruh Direksi tidak memiliki rangkap jabatan sebagai Komisaris, Direksi atau Pejabat Eksekutif pada bank, perusahaan dan atau lembaga lain, sesuai ketentuan.
Concurrent Positions and Conflict of Interest of Board of Directors
All members of the Board of Directors do not hold concurrent position as the Board of Commissioner, the Board of Directors or Executive Officers of banks, company and/or other institutions, according to regulations.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
149
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tabel Rangkap Jabatan Direksi Table of Concurrent Positions of the Board of Directors JABATAN DI MNC BANK POSITION AT MNC BANK
JABATAN PADA PERUSAHAAN/ INSTANSI LAIN POSITION AT OTHER COMPANY/INSTITUTION
NAMA PERUSAHAAN/ INSTANSI LAIN OTHER COMPANY/INSTITUTION
Presiden Direktur President Director
Tidak Ada/None
Tidak Ada/None
Benny Helman
Direktur Director
Tidak Ada/None
Tidak Ada/None
Nerfita Primasari
Direktur Director
Tidak Ada/None
Tidak Ada/None
Direktur Independen Independent Director
Tidak Ada/None
Tidak Ada/None
NAMA NAME Benny Purnomo
Widiatama Bunarto
Pengelolaan Benturan Kepentingan 1. Direksi untuk melakukan perbuatan hukum berupa transaksi yang memuat benturan kepentingan ekonomis pribadi anggota Direksi, Dewan Komisaris atau pemegang Saham Utama, dengan kepentingan ekonomis Perseroan, wajib memperoleh persetujuan RUPS dari pemegang saham yang tidak mempunya benturan kepentingan. 2. Seorang anggota Direksi yang secara pribadi dengan cara apapun, baik secara langsung maupun secara tidak langsung, mempunyai kepentingan dalam suatu transaksi atau kontrak yang diusulkan, dalam mana Perseroan menjadi salah satu pihaknya, harus menyatakan sifat kepentingannya dalam Rapat Direksi dan dia tidak berhak untuk ikut dalam pengambilan suara mengenai hal yang berhubungan dengan transaksi atau kontrak tersebut, kecuali jika rapat Direksi menentukan lain. 3. Anggota Direksi tidak berwenang mewakili Perseroan apabila: a. Terjadi perkara di pengadilan antara Perseroan dengan anggota Direksi yang bersangkutan; atau b. Anggota Direksi yang bersangkutan mempunyai benturan kepentingan dengan Perseroan.
Conflict Of Interest Management 1. For the Board of Directors to take legal actions in the form of a transaction that includes a conflict of personal economic interest from members of the Board of Directors, the Board of Commissioners or Main Shareholders with economic interest of the Company, it must be approved by the GMS who do not have any conflict of interest. 2. A member of the Board of Directors that personally, whether directly or indirectly, has an interest in a transaction or proposed contract, in which the Company is one of the party, must declare the nature of their interest in the Board of Directors Meeting and he is not entitled to participate in voting on the matters relating to the transaction or the contract, unless the meeting of the Board of Directors decides otherwise.
Pelaksanaan Tugas dan Tanggung Jawab Direksi 2015
The Board of Directors’ Duties and Responsibility Implementation In 2015
Selama 2015, Direksi telah melaksanakan tugas pengurusan MNC Bank sesuai peraturan perundang-undangan yang berlaku dan Anggaran Dasar, antara lain: 1. Menjalankan kepengurusan Bank dengan itikad baik dan penuh tanggung jawab untuk kepentingan Bank sesuai dengan maksud dan tujuan perseroan serta mewakili perseroan baik di dalam maupun di luar pengadilan sesuai Anggaran Dasar dan peraturan perundang undangan yang berlaku; 2. Setiap anggota Direksi bertanggung jawab penuh secara pribadi atas kerugian Bank apabila yang bersangkutan bersalah atau lalai menjalankan tugasnya dengan itikad baik dan penuh tanggung jawab sebagaimana diatur dalam pasal 97 UUPT; 3. Menjaga kelangsungan usaha Bank, mengimplementasikan visi, misi, strategi, sasaran usaha serta rencana jangka panjang dan jangka pendek, terpeliharanya kesehatan Bank sesuai dengan prinsip kehati hatian, terlaksananya pengendalian internal
150
3. Member of the Board of Directors is not authorized to represent the Company if: a. Occurred a litigation between the Company and the relevant members of the Board of Directors; or b. Related member of the Board of Directors have conflict of interest with the Company.
During 2015, the Board of Directors has undertaken the task of managing MNC Bank according to applicable rules and the Articles of Association, among others: 1. Ran the management of the Bank in good faith and full responsibility for the benefit of the Bank in accordance with the Company’s purposes and objectives and to represent the company both inside and outside the Court in accordance Statutes and the applicable laws and regulations; 2. Each member of the Board of Directors was fully responsible personally for the Bank’s damages if the relevant member at fault or negligent in carrying out their duties in good faith and full responsibility as stipulated in article 97 of the Company Law; 3. Maintained the sustainability of the Bank’s business, implement the vision, mission, strategy, business targets and long-term and short-term plans, maintaining the health of the Bank in accordance with prudent banking principles, the implementation of internal control
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
dan manajemen risiko, terlindunginya kepentingan stakeholders secara wajar dan terpenuhinya prinsipprinsip GCG dalam pengambilan keputusan dan pengurusan Perseroan; 4. Menetapkan suatu sistem pengawasan internal yang efektif untuk tercapainya kepastian berkenaan dengan keberadaan informasi keuangan, efektivitas dan efisiensi proses pengelolaan Bank dan kepatuhan pada peraturan perundang undangan yang berlaku dengan tujuan mengamankan investasi dan asset Bank; 5. Menindaklanjuti temuan audit dan rekomendasi Internal Audit Group, auditor eksternal, hasil pengawasan Bank Indonesia dan atau hasil pengawsasan otoritas lainnya; 6. Melakukan pengawasan aktif atas penerapan manajemen risiko yang melekat pada seluruh aktivitas Bank, yang mencakup: • Menyusun kebijakan dan strategi manajemen risiko dan eksposur risiko; • Bertanggung jawab atas pelaksanaan manajemen risiko dan eksposur risiko; • Mengevaluasi dan memutuskan transaksi yang memerlukan persetujuan Direksi; • Mengembangkan budaya faham risiko pada seluruh jenjang organisasi; • Memastikan peningkatan kompetensi sumberdaya manusia yang terkait dengan manajemen risiko; • Memastikan fungsi manajemen risiko telah beroperasi secara independen. 7. Menyusun Rencana Kerja dan Anggaran Tahunan (RKAT) setiap awal tahun sesuai peraturan perundang - undangan dan ditandatangani oleh semua anggota Direksi dan Dewan Komisaris; 8. Menyusun Laporan Keuangan tahunan sesuai peraturan perundang-undangan yang ditandatangani oleh semua anggota Direksi dan Dewan Komisaris untuk diajukan dan mendapat pengesahan dalam RUPS Tahunan; 9. Menyelenggarakan RUPS tahunan paling lambat 6 (enam) bulan setelah tahun buku berakhir dan RUPS Luar Biasa berdasarkan kebutuhan untuk kepentingan Bank; 10. Dalam menjalankan tugasnya Direksi dibantu oleh komite komite eksekutif yaitu : Komite Manajemen Risiko, Komite ALMA, Komite Pengarah Teknologi Informasi dan Change Management Office;
Manajemen Sumber Daya Manusia Human Resources Management
4.
5.
6.
7.
8.
9.
and risk management, protection of the interests of stakeholders are reasonable and the fulfillment of the GCG principles in the Company’s decision-making and management; Establishd an effective system of internal control to achieve certainty with respect to the existence of financial information, the effectiveness and efficiency of the Bank’s management process and compliance with applicable laws and regulations with the aim of securing the Bank’s investments and assets; Followed up on audit findings and recommendations from Group Internal Audit, external auditors, monitoring reports from Bank Indonesia and other authorities or pengawsasan results; Conduct active supervision over the implementation of risk management that inherent in all activities of the Bank, which include: • Developed risk management and risk exposure policies and strategies; • Responsible for the implementation of risk management and risk exposure; • Evaluated and took decision on transactions that require approval by the Board of Directors; • Developed a culture of risk awareness at all levels of the organization; • Ensured increased human resources competence associated with risk management; • Ensured risk management functions operate independently. Prepared a Business Plan and Annual Budget (RKAT) every beginning of the year in accordance to laws and signed by all the members of the Board of Directors and Board of Commissioners; Prepared the annual financial statements in accordance with legislation signed by all the members of the Board of Directors and Board of Commissioners to be submitted and approved by the Annual General Meeting; Held GMS no later than 6 (six) months after the end of the fiscal year and the Extraordinary GMS based on the Banks’s need;
11. Direksi juga melakukan kunjungan kerja ke cabangcabang guna memberi dukungan atas pencapaian rencana kerja Bank, yang antara lain dalam bentuk bertemu dengan prospek nasabah di cabang-cabang. Selain itu, Direksi juga melakukan internalisasi/sosialisasi atas penerapan prinsip-prinsip tata kelola perusahaan dan nilai-nilai utama budaya kerja (core values) kepada jajaran pegawai.
10. In performing its duties, the Board of Directors was assisted by several executive committees: Risk Management Committee, ALMA Committee, the Steering Committee on Information Technology and Change Management Office; 11. The Board of Directors also made visits to the branches in order to give support to the achievement of the Bank’s work plan, which among other things in the form of meeting with prospective customers in the branches. In addition, the Board of Directors also internalized/ socialized the application of the corporate governance principles and the core values of work culture to all employees.
Rapat Direksi
Meeting of The Board of Directors
Frekuensi dan Kehadiran Rapat Direksi Sepanjang tahun 2015, Direksi MNC Bank telah menyelenggarakan Rapat Direksi sebanyak 44 (empat puluh
Meeting Frequency and Attendance of The Board of Directors Throughout 2015, the Board of Directors OF MNC Bank convened meetings with the Board of Directors for 44 (forty-
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
empat) kali. Adapun tabel kehadiran masing-masing anggota Direksi dalam rapat disajikan pada tabel berikut.
Management Discussion and Analysis
four) times. Attendance of each member of the Board of Directors is presented in the table below:
Tabel Frekuensi dan Kehadiran Rapat Direksi Table of Meeting Frequency and Meeting of the Board of Directors
NAMA NAME
NO.
JABATAN POSITION
RAPAT DIREKSI MEETING OF THE BOARD OF DIRECTORS PERIODE JUMLAH RAPAT DIREKSI TOTAL MEETING OF THE BOARD OF DIRECTORS
TINGKAT KEHADIRAN RAPAT MEETING FREQUENCY
PERSENTASE TINGKAT KEHADIRAN ATTENDANCE PERCENTAGE
Presiden Direktur President Director
46
43
93,48%
1.
Benny Purnomo
2.
Benny Helman
Direktur Director
46
41
89,13%
3.
Nerfita Primasari
Direktur Director
46
40
86,96%
4.
Widiatama Bunarto
Direktur Independen Independent Director
46
44
95,65%
Pengembangan Kompetensi Direksi PENGEMBANGAN KOMPENTENSI DIREKSI Sepanjang tahun 2015, anggota Direksi Perseroan telah mengikuti berbagai program peningkatan kompetensi berupa pelatihan, workshop, konferensi, seminar, sebagaimana tabel berikut ini:
Competence Development of The Board of Directors Compentence Development of The Board of Directors
Throughout 2015, the Board of Directors have participated in various programs to increase their competence in the form of training, workshops, conferences, seminars, as describe in the following table:
Tabel Pelatihan Direksi Table of Bord of Director’s Training DIREKSI BOARD OF DIRECTORS Benny Purnomo
MATERI PENGEMBANGAN KOMPETENSI /PELATIHAN MATERIAL DEVELOPMENT COMPETENCE/TRAINING - National Economic Perspectives - Manager Forum XXII - Corporate Culture - Manager Forum XX - International Risk Management Refreshment Program Executives - Team Thinking and Lateral Thinking - Menyambut Pelonggaran Kebijakan LTV dan Realisasi Proyek-proyek Pemerintah/Welcoming the LTV Policy Easing and Government Projects Realization
Benny Helman
- Corporate Culture - Manager Forum XX - National Economic Perspectives - Manager Forum XXII - Training PSAK - Pushing Indonesia’s Economy Forward and Beyond - Banking and Digital Economy Summit 2015 - Team Thinking and Lateral Thinking
Nerfita Primasari
- Corporate Culture - Manager Forum XX - National Economic Perspectives - Manager Forum XXII - Team Thinking and Lateral Thinking - Train the Trainers (TTT) on Assessment and Leadership Training
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WAKTU PELAKSANAAN TIME AND PLACE IMPLEMENTATION
JENIS PELATIHAN DAN PENYELENGGARA TYPE OF TRAINING AND ORGANIZER
- 3 Juli 2015/July 3, 2015 - 12 Januari 2015/January 12, 2015 - 5 November 2015/ November 5, 2015 - 30 Oktober 2015/October 30, 2015 - 6 Agustus 2015/August 6, 2015
- MNC Group - MNC Group
- 12 Januari 2015/January 12, 2015 - 3 Juli 2015/July 3, 2015 - 9 Juni 2015/June 9, 2015 - 24 November 2015/ November 24, 2015 - 5 November 2015/ November 5, 2015 - 30 Oktober 2015/October 30, 2015
- MNC Group
- 12 Januari 2015/January 12, 2015 - 3 Juli 2015/July 3, 2015 - 5 November 2015/ November 5, 2015 - 30 Oktober 2015/October 30, 2015
- MNC Group
- MMUGM Yogyakarta Campus - Inspirasi Indonesia Sejahtera - Infobank
- MNC Group - MNC BANK - Deloitte - Silverlake - Inspirasi Indonesia Sejahtera
- MNC Group - Silverlake - Inspirasi Indonesia Sejahtera
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
DIREKSI BOARD OF DIRECTORS Widiatama Bunarto
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
MATERI PENGEMBANGAN KOMPETENSI /PELATIHAN MATERIAL DEVELOPMENT COMPETENCE/TRAINING - Corporate Culture - Manager Forum XX - National Economic Perspectives - Manager Forum XXII - Team Thinking and Lateral Thinking - Train the Trainers (TTT) on Assessment and Leadership Training
Sertifikasi Manajemen Risiko
Disamping program peningkatan kompetensi di atas, Direksi juga mengikuti program Sertifikasi Manajemen Risiko. Pada periode 2015, Direksi yang telah lulus sertifikasi manajemen risiko sebagai berikut.
WAKTU PELAKSANAAN TIME AND PLACE IMPLEMENTATION
JENIS PELATIHAN DAN PENYELENGGARA TYPE OF TRAINING AND ORGANIZER
- 12 Januari 2015/January 12, 2015 - 3 Juli 2015/July 3, 2015 - 5 November 2015/ November 5, 2015 - 30 Oktober 2015/October 30, 2015
- MNC Group - MNC Group - Silverlake - Inspirasi Indonesia Sejahtera
Risk Management Certification
Besides the program above to improve the competence , the Board of Directors also attended the Risk Management Certification program. In 2015, the Board of Directors who have passed the certification of risk management were as follows.
Tabel Sertifikasi Manajemen Risiko Direksi Table of Risk Management Certification of the Board of Directors Level Level
Direksi The Board of Directors
Sertifikasi Regular/Reguler Certification I
-
II
-
III
-
IV
3
V
1
Penilaian Kinerja Direksi Penilaian kinerja Direksi dilaksanakan berdasarkan Key Performance Indicators (KPI) dan dievaluasi secara berkala. KPI Direksi dievaluasi oleh Dewan Komisaris, dan juga merupakan media penilaian pertanggungjawaban Direksi dalam RUPS.
Evaluation of Performance
The
Board
of
Directors
Performance evaluation for the Board of Directors was carried out based on Key Performance Indicators (KPI) and evaluated periodically. The Board of Directors’ KPI is evaluated by the Board of Commissioners, and also a media for accountability used by the Board of Directors at the GMS.
Selain itu Direksi juga melakukan self assessment atas Pelaksanaan Tugas dan Tanggung Jawab Direksi sebagaimana diatur dalam SE BI No. 15/15/DPNP tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Kriteria Self Assessment Direksi terkait pelaksanaan GCG dibagi menjadi 3 (tiga) kelompok yaitu Governance Structure, Governance Process dan Governance Outcome. Governance structure terdiri dari 16 indikator, Governance Process terdiri dari 14 indikator sedangkan Governance Outcome terdiri dari 10 indikator.
In addition, the Board of Directors also performed a self-assessment on their Duties and Responsibilities as stipulated in Circular Letter No. 15/15/DPNP dated 29 April 2013 regarding the implementation of Good Corporate Governance for Commercial Banks. The Criteria of Self Assessment for the Board of Directors related to the implementation of GCG is divided into three (3) groups: Governance Structure, Governance Process and Governance Outcome. Governance Structure is composed of 16 indicators, Governance Process is composed of 14 indicators, while Governance Outcome consists of 10 indicators.
Berdasarkan hasil self assessment tersebut disimpulkan bahwa Pelaksanaan Tugas dan Tanggung Jawab Direksi Tahun 2015 telah berjalan cukup baik.
Based on the results of the self assessment, it was concluded that the Duties and Responsibilities of the Board of Directors in 2015 went quite good.
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Company Profile
Kebijakan Remunerasi Direksi
Management Discussion and Analysis
Remuneration Policy of The Board of Directors
Prosedur Penetapan Remunerasi
Remuneration Determination Procedure
Komite Nominasi dan Remunerasi melakukan penelahaan yang diperlukan dan selanjutnya memberikan rekomendasi mengenai remunerasi kepada Dewan Komisaris untuk disampaikan kepada Rapat Umum Pemegang Saham.
The Nomination and Remuneration Committee conducted necessary review and then make recommendations on the Board of Commissioners’ remuneration to be submitted to the General Meeting of Shareholders.
Struktur Remunerasi Direksi
The Board of Directors’ Remuneration Structure
COMPONENT COMPONENT
NO.
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
RINCIAN DETAILS
Annual Basic Guaranteed
- Basic Salary - THR
2
Benefits
- COP - Loans - Health care/medical insurance - BPJS Ketenagakerjaan/ Kesehatan
3
Incentive
- Performance Bonus - MESOP
1
Struktur remunerasi dan fasilitas lain bagi Dewan Komisaris dan Direksi dapat disampaikan sebagai berikut:
- Life Insurence - D&0 Liability Insurance - Leave - Credit Card
The remuneration structure and other facilities for the Board of Commissioners and Board of Directors can be described as follows:
Tabel Struktur Remunerasi Direksi Table of Remuneration Structure of the Board of Directors
JENIS REMUNERASI DAN FASILITAS LAIN 1. Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non-natura)
JUMLAH YANG DITERIMA DIREKSI DALAM 1 TAHUN AMOUNT RECEIVED BY DIRECTORS IN 1 YEAR ORANG* PERSON*
JUMLAH (DALAM JUTA Rupiah) AMOUNT (IN MILLION Rupiah)
6
9.763
2. Fasilitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya) yang:
TYPE OF REMUNERATION AND OTHER FACILITIES 1. Remuneration (salary, bonus, routine allowance, tantiem, and other nonnatura facilities) 2. Other natura facilities (housing, transportation, health insurance, etc.) which
a. dapat dimiliki
-
b. tidak dapat dimiliki
-
TOTAL
6
a. can be owned b. cannot be owned 9.763
*) Jumlah Direksi dan Remunerasi termasuk kepada 1anggota Direksi yang berakhir masa jabatan di bulan April dan 1 orang Direksi yang mengundurkan diri efektif di bulan Desember *) The number of Directors and Remuneration Committee includes 1 (one) Director that ended his tenure in April and 1 (one) Director who resigned effective in December
Remuneration within one year is classified in the following range of income levels as follows.
Remunerasi dalam satu tahun dikelompokkan dalam kisaran tingkat penghasilan adalah sebagai berikut. JUMLAH REMUNERASI
JUMLAH DIREKSI Number of Directors
TOTAL REMUNERATION
Di atas Rp. 2 Milyar
1
Over Rp2 Billion
Di atas Rp. 1 Milyar - Rp. 2 Milyar
4
Over Rp1 Billion – Rp2 Billion
Di atas Rp. 500 juta - Rp. 1 Milyar
1
Over Rp500 million – Rp1 Billion
Rp. 500 juta kebawah
-
Below Rp500 million
*) Jumlah Direksi dan Remunerasi termasuk kepada 1anggota Direksi yang berakhir masa jabatan di bulan April dan 1 orang Direksi yang mengundurkan diri efektif di bulan Desember *) The number of Directors and Remuneration Committee includes 1 (one) Director that ended his tenure in April and 1 (one) Director who resigned effective in December
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05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Mekanisme Pengunduran Diri dan Pemberhentian Direksi
The Mechanism of The Board of Directors’ Resignation and Dismissal
b. Perseroan wajib menyelenggarakan RUPS dalam jangka waktu paling lambat 60 (enam puluh) hari setelah diterimanya surat pengunduran diri untuk memutuskan permohonan pengunduran diri anggota Direksi yang bersangkutan. c. Dalam hal Perseroan tidak menyelenggarakan RUPS dalam jangka waktu 60 (enam puluh) hari setelah diterimanya surat pengunduran diri, maka dengan lampaunya kurun waktu tersebut, pengunduran diri angota Direksi menjadi sah tanpa memerlukan persetujuan RUPS. d. Terhadap anggota Direksi yang mengundurkan diri tetap dapat dimintakan pertanggungjawabannya sebagai anggota Direksi hingga tanggal pengunduran dirinya sebagai anggota Direksi dalam RUPS tahunan berikutnya.
c. In the event that the Company does not organize a GMS within 60 (sixty) days after receipt of the resignation letter, then by the lapse of the period, the resignation of members of the Board of Directors is considered to be valid without requiring the approval of the GMS.
A. Anggota Direksi berhak mengundurkan diri dari jabatannya dengan memberitahukan secara tertulis mengenai maksudnya tersebut kepada Perseroan.
a. Members of the Board of Directors are entitled to resign by giving written notification to the Company of their intention by considering the provisions of paragraph b below. b. The Company shall organize a GMS within the period of 60 (sixty) days after receipt of the resignation letter to decide on the resignation of members of the Board of Directors.
d. Towards the members of the Board of Directors who resigned, the Company is still entitled to ask for their accountability as a member of the Board of Commissioners to the date of their resignation as a member of the Board of Directors in the next Annual General Meeting of Shareholders.
Jabatan anggota Direksi berakhir apabila anggota Direksi tersebut: a. Mengundurkan diri. b. Tidak lagi memenuhi persyaratan peraturan perundangundangan c. Meninggal dunia d. Diberhentikan berdasarkan keputusan RUPS e. Masa jabatan berakhir
The term of office of the Board of Directors ended when members of the Board of Directors are: a. resign; b. no longer meets the requirements of the legislation;
Komite di Bawah Dewan Komisaris
Committee Under The Board of Commissioners
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Remunerasi dan Nominasi, serta Komite Pemantau Risiko.
In performing its duties, the Board of Commissioners is assisted by the Audit Committee, Remuneration and Nomination Committee and the Risk Oversight Committee.
Komite Audit
Audit Committee
Dasar Pembentukan Komite Audit
Basis of Formation Of The Audit Committee
Komite Audit adalah komite yang dibentuk oleh dan bertanggung jawab kepada dan bertanggung jawab kepada Dewan Komisaris untuk membantu Dewan Komisaris melakukan pemeriksaan atau penelitian yang dianggap perlu terhadap pelaksanaan fungsi Direksi dalam mengelola perusahaan sehingga pada gilirannya dapat meningkatkan pelaksanaan penerapan Good Corporate Governance.
Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit dilakukan berdasarkan ketentuan Peraturan BI (PBI) No.8/ PBI/2006 tanggal 30 Januari 2006 tentang Pelaksanaan Good Corporate Governance bagi Bank Umum, sebagaimana telah diubah dengan PBI No.8/14/PBI/2006 tanggal 5 Oktober 2006 serta peraturan pelaksanaannya sebagaimana dimuat dalam Surat Edaran BI No.15/15/DPNP tanggal 29 April 2013 perihal Pelaksanaan GCG bagi Bank Umum Konvensional. Perseroan juga mengacu kepada Peraturan Bapepam dan
c. passed away; d. dismissed by the GMS; e. term of office expires.
The Audit Committee is a committee established by and responsible to the Board of Commissioners to assist the Board of Commissioners in conducting examination or investigation that are considered necessary to the execution of the Board of Directors’ functions of in managing the company, which in turn can improve the implementation of Good Corporate Governance.
Establishment and Implementation Guidance of the Audit Committee conducted under the provisions of Regulation BI (PBI) 8/PBI/2006 dated January 30, 2006 on Implementation of Good Corporate Governance for Banks, as amended by PBI No.8/14/PBI/2006 dated October 5, 2006 and its implementing regulations as stipulated in Bank Indonesia Circular Letter No.15/15/DPNP dated 29 April 2013 regarding the implementation of GCG for conventional commercial bank. The Company also refers to Bapepam
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
LK No.IX.I.5, lampiran Keputusan Ketua Bapepam dan LK No.Kep-643/BL/2012 tanggal 7 Desember 2012 yang kemudian diubah dengan Peraturan Otoritas Jasa Keuangan (OJK) Nomor 55/POJK.04/2015 tanggal 23 Desember 2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit, dan Peraturan Bursa Efek Indonesia No. I-A tentang Pencatatan Saham dan Efek Bersifat Ekuitas Selain Saham yang Diterbitkan oleh Perusahaan Tercatat, lampiran Keputusan Direksi Bursa Efek Indonesia No. Kep-00001/ BEI/01-2014 tanggal 20 Januari 2014.
and LK No.IX.I.5, attachment Bapepam Chairman Decree No. Kep-643/BL/2012 dated December 7, 2012.as amended by the Financial Services Authority (FSA) Regulation No. 55/POJK.04/2015 dated December 23, 2015 on the Establishment and Implementation Guidance of the Audit Committee, and the Indonesia Stock Exchange Regulations No. I-A of the Shares Registration and Equity Securities other than Shares Issued by Listed Companies, an attachment of the Indonesia Stock Exchange Board of Directors Decision No. Kep-00001/BEI/01-2014 dated January 20, 2014.
Piagam Komite Audit
Audit Committee Charter
Tugas dan Tanggung Jawab
Tasks and Responsibilities
Komite Audit melaksanakan tugas dan tanggung jawabnya berdasarkan Piagam Komite Audit Perseroan (Audit Committee Charter) yang diperbarui pada tanggal 31 Maret 2015. Pada Piagam Komite Audit ini telah dijabarkan sasaran kerja, struktur dan komposisi Komite Audit, syarat-syarat keanggotaan, tugas dan tanggung jawab, kewenangan, rapat, pelaporan dan evaluasi kinerja serta masa tugas dan honorarium Komite Audit.
Dalam melaksanakan fungsinya, Komite Audit memiliki tugas dan tanggung jawabnya antara lain sebagai berikut: 1. Melakukan penelaahan atas informasi keuangan yang akan dikeluarkan Perusahaan kepada publik dan/atau pihak otoritas, antara lain laporan keuangan, proyeksi, dan laporan lainnya terkait dengan informasi keuangan Perusahaan, termasuk kepatuhan terhadap standar dan kebijakan akuntansi dalam proses penyusunannya; 2. Melakukan penelaahan atas kepatuhan terhadap peraturan perundang-undangan yang berhubungan dengan kegiatan Perusahaan; 3. Memberikan pendapat independen dalam hal terjadi perbedaan pendapat antara Manajemen dan Auditor Eksternal atas jasa yang diberikan oleh Auditor Eksternal; 4. Memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukan Auditor Eksternal yang didasarkan pada independensi, ruang Iingkup penugasan/perikatan, dan biaya jasa (fee); 5. Mendorong terbentuknya sistem pengendalian Intern yang memadai dalam pengelolaan Perusahaan, dengan melakukan evaluasi dan memberikan rekomendasi mengenai penyempurnaan sistem pengendalian internal Perusahaan dan implementasinya; 6. Melakukan penelaahan atas kualitas pekerjaan dan independensi Auditor Internal dan Auditor Eksternal; 7. Melakukan penelaahan tingkat kecukupan upaya Manajemen dalam menindaklanjuti rekomendasi dari hasil pengawasan oleh regulator seperti Otoritas Jasa Keuangan (OJK) atau pengawas lainnya; 8. Melakukan penelaahan terhadap aktivitas pengelolaan manajemen risiko dan implementasi GCG yang dilakukan Perusahaan; 9. Melakukan penelaahan atas pengaduan oleh pemangku kepentingan (stakeholders) terhadap Perusahaan, termasuk yang terkait dengan proses akuntansi dan pelaporan keuangan Perusahaan, serta atas hal-hal lain yang dianggap penting oleh Dewan Komisaris;
156
The Audit Committee duties and responsibilities under the Charter of the Audit Committee (Audit Committee Charter) as amended on March 31, 2015. At this Audit Committee Charter has been defined work objectives, structure and composition of the Audit Committee, the terms of membership, duties and responsibilities , authority, meetings, reporting and performance evaluation and future duties and emoluments of the Audit Committee.
In carrying out its functions, the Audit Committee has duties and responsibilities are as follows: 1. Reviews the financial information that will be issued by the Company to the public and/or authorities, including financial statements, projections, and other reports relating to the Company’s financial information, including adherence to the standards and accounting policy in the drafting process; 2. Reviews compliance with laws and regulations relating to the Company’s activities; 3.
Provides independent opinion in the event of disagreements between the Management and the External Auditor for services provided by the External Auditor; 4. Provides recommendations to the Board of Commissioners regarding the appointment of the External Auditor based on independence, scope of the assignment/engagement, and cost of services (fee); 5. Encourages the establishment of an adequate Internal control systems in managing the Company by evaluating and giving recommendations on improvement of the Company’s internal control system and its implementation; 6. Reviews the work quality and the independence of the Internal Auditor and the External Auditor; 7. Reviews the adequacy of Management efforts in following up the recommendations of the results of supervision by regulators such as the Financial Services Authority (FSA) or other supervisor bodies; 8. Reviews the activities of risk management and GCG implementation done by the Company; 9. Reviews complaints made by the stakeholders against the Company, including those related to the Company’s accounting process and financial reporting, as well as on other matters that are considered important by the Board of Commissioners;
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
10. Melakukan penelaahan dan memberikan saran kepada Dewan Komisaris terkait dengan adanya potensi benturan kepentingan Perusahaan; 11. Menjaga kerahasiaan dokumen, data dan informasi Perusahaan; dan 12. Melaksanakan tugas lain dari Dewan Komisaris terkait dengan peran dan tanggung jawab Dewan Komisaris.
10. Reviews and provides advice to the Board of Commissioners in relation to the potential conflict of interest of the Company; 11. Maintains the confidentiality of the Company’s documents, data and information; and 12. Carry out other tasks given by the Board of Commissioners in relation to the roles and responsibilities of the Board of Commissioners.
Wewenang Komite Audit
Authority of The Audit Committee
Struktur, Keanggotaan dan Keahlian Komite Audit
Structure, Membership, and Skills of The Audit Committee
1. Komite Audit berwenang untuk mengakses dokumen, data, dan informasi Bank tentang karyawan, dana, aset, dan sumber daya Bank yang berkaitan dengan pelaksanaan tugasnya. 2. Berkomunikasi langsung dengan karyawan termasuk Direksi dan pihak yang menjalankan audit internal, manajemen risiko, dan Kantor Akuntan Publik terkait tugas dan tanggung jawab Komite Audit. 3. Melibatkan pihak independen di luar anggota Komite Audit yang diperlukan untuk membantu pelaksanaan tugasnya (jika diperlukan). 4. Melakukan kewenangan lain yang diberikan oleh Dewan Komisaris.
Ketua merangkap Anggota : Bambang Ratmanto Sekretaris merangkap Anggota : Soenarso Soemodiwirjo Anggota Anggota
1. The Audit Committee is authorized to access the documents, data, and information about the Bank’s employees, funds, assets, and resources related to the Bank’s performance of its duties. 2. Communicate directly with the Board of Directors and employees including those who run the internal audit, risk management, and public accounting firm related to the duties and responsibilities of the Audit Committee. 3. Involve independent outside members of the Audit Committee required to assist the implementation of the duties (if required). 4. Perform other powers granted by the Board of Commissioners.
Chairman concurrently as Member : Bambang Ratmanto Secretary concurrently as Member : Soenarso Soemodiwirjo Member : Eko B. Supriyanto Member : Dwi Sasongko
: Eko B. Supriyanto : Dwi Sasongko
Profil Komite Audit
The Audit Committee Profile
Soenarso Soemodiwirjo Sekretaris merangkap Anggota 70 tahun, Warga Negara Indonesia, meraih gelar Sarjana Akuntan dari Institut Ilmu Keuangan Departemen Keuangan Jakarta pada tahun 1974. Menjabat sebagai Sekretaris Komite Audit merangkap sebagai Anggota Komite Audit Perseroan sejak Maret 2005. Jabatan karir yang masih dijalankan sampai saat ini adalah sebagai Financial dan Adminstratie Director HSC, Sekretaris Dewan Komisaris PT Papua Power Indonesia, Anggota Komite Audit PT Nusa Konstruksi Enjiniring Tbk. Perjalanan karir sebelumnya adalah sebagai Anggota Komite Audit PT Danareksa (2002-2010), Anggota Komite Audit PT Sucofindo (2000-2002), Anggota Komite Audit Bank Niaga (2007-2008), Anggota Komite Audit PT Bakrieland (2009-2013), Anggota Komite Audit dan Komite Keuangan PT ELNUSA Tbk (2011-2013)dan pernah menjabat sebagai Komisaris di 4 (empat) Bank Perkreditan Rakyat (1990-1997). Beliau juga pernah bekerja di PT Sentra Agro Loka Holding Company Group Bank AGRO dengan jabatan
Soenarso Soemodiwirjo Secretary concurrently as a Member 70 years old, Indonesian Citizen, holds a Bachelor of Accounting from the Institut Ilmu Keuangan, Department of Finance Jakarta in 1974. He has served as Secretary of the Audit Committee concurrently as Member of the Audit Committee of the Company since March 2005. Positions still held until today are as a Financial and Adminstratie Director HSC, Secretary to the Board of Commissioners of PT Papua Power Indonesia, a member of the Audit Committee of PT Nusa Construction Engineering Tbk. His previous career was as a Member of the Audit Committee of PT Danareksa (20022010), Member of the Audit Committee of PT Sucofindo (2000-2002), Member of the Audit Committee of Bank Niaga (2007-2008), Member of the Audit Committee of PT Bakrieland (2009-2013), Member of the Audit Committee and the Finance Committee of PT ELNUSA Tbk (2011-2013) and served as Commissioner a 4 (four) Bank Perkreditan Rakyat (1990-1997). He had also worked at PT Sentra Loka
Bambang Ratmanto Ketua merangkap Anggota Profil Bambang Ratmanto sebagaimana telah diuraikan dalam profil Dewan Komisaris.
Bambang Ratmanto Chairman concurrently as Member The Profile for Bambang Ratmanto as described in the Board of Commissioner’ profile.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
terakhir sebagai Direktur (1990), sebelumnya sebagai pegawai Direktorat Akuntan Negara, yaitu tahun 1974-1983 menjadi Auditor di Bank Pemerintah (BUMN ) serta Auditor Proyek 2 dalam APBN.
Agro Holding Company Group Bank AGRO with his last position as Director (1990), previously as an employee of the Directorate of State Accountant, in 1974-1983 as an auditor at the Government Bank and the Auditor Project 2 in the State Budget.
Eko B. Supriyanto Komisaris Independen Profil Eko B Supiryanto sebagaimana telah diuraikan dalam profil Dewan Komisaris.
Eko B. Supriyanto Independent Commissioner The Profile for Eko B. Supriyanto as described in the Board of Commissioner’ profile.
Dwi Sasongko Anggota 51 tahun, Warga negara Indonesia. Meraih gelar Sarjana Ekonomi dan Akuntan dari Universitas Diponegoro pada tahun 1987, serta mendapatkan gelar Certified Internal Auditor (CIA) dari the Institute of Internal Auditor/ IIA dan Certified Bank Auditor (CBA) dari the Bank Administration Institute dan Risk Management Certification, level IV– BMSR. Menjabat sebagai anggota Komite Audit Perseroan sejak Desember 2014. Jabatan lain yang masih dipegang hinga saat ini adalah sebagai anggota Komite Audit di PT Radana Bhaskara Finance, Tbk., anggota Komite Audit di PT Chandra Sakti Utama Leasing, Ketua Yayasan Pendidikan Asa Fatiha Indonesia, serta menjadi pengajar/konsultan di Internal Audit Training Centre YPIA. Perjalanan karir sebelumnya adalah sebagai Direktur PT Elang Machindo (2012-2014), sebagai VP/Head of Internal Audit PT Bank Permata, Tbk. (2006-2011), Karyawan Pimpinan di PT Bank CIMB Niaga, Tbk. (1990-2006) dengan jabatan terakhir sebagai Head Office Audit Division Head; serta sebagai Finance and Accounting Manager PT Ika Muda Rotanindo (1988-1989); dan sebelumnya sebagai Auditor di KAP Drs. Tahrir Hidayat, Akt. (1987-1988). Aktif di organisasi profesi internal auditor baik di Ikatan Auditor Intern Bank (IAIB), sebagai Ketua Bidang Organisasi IAIB (2011-2014), dan Wasekjen IAIB (2008-2011), maupun sebelumnya di Ikatan Auditor Perbankan Indonesia (IAPI) sebagai Ketua Bidang Sertifikasi IAPI (2006-2008).
Dwi Sasongko Member 51 years old, Indonesian Citizen. He holds a Bachelor of Economics and Accounting from the University of Diponegoro in 1987, and earned a Certified Internal Auditor (CIA) from the Institute of Internal Auditors/IIA and Certified Bank Auditor (CBA) from the Bank Administration Institute and Risk Management Certification, level IV– BMSR. Served as a member of the Audit Committee of the Company since December 2014. Other positions that are still held until today are a member of the Audit Committee at PT Radana Bhaskara Finance, Tbk., a member of the Audit Committee at PT Chandra Sakti Utama Leasing, Chairman of the Education Foundation of Asa Fatiha Indonesia, as well as a lecturer/ consultant in Internal Audit Training Centre YPIA. His previous careers included as a Director of PT Elang Machindo (20122014), VP/Head of Internal Audit of PT Bank Permata Tbk. (2006-2011), Chairman Employees at PT Bank CIMB Niaga Tbk. (1990-2006) with his last position as Head Office Audit Division Head; as well as Finance and Accounting Manager of PT Ika Muda Rotanindo (1988-1989); and previously as an Auditor with Drs. Tahrir Hidayat, Akt. Public Accountant Firm (1987-1988). Active in internal auditor organizations in the Institute of Ikatan Auditor Intern Bank (IAIB), as Chairman of the IAIB Organization Field (2011-2014), and Vice Secretary General IAIB (2008-2011), as well as previously in Ikatan Auditor Perbankan Indonesia (Certified) as Chairman of IAPI Certification (2006-2008).
Independensi Komite Audit
The Audit Committee Independence
Independensi anggota Komite Audit tercermin dalam tabel dengan aspek sebagai berikut.
The Audit Committee Independence was reflected at the table below with the following aspects:
ASPEK INDEPENDENSI
BAMBANG RATMANTO
SOENARSO SOEMODIWIRJO
Eko B. Supriyanto
DWI SASONGKO
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
√
√
√
√
Do not have a financial relationship with the Board of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi
√
√
√
√
No relationship management in the company, subsidiaries or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan
√
√
√
√
No relationship stake in the company
√
Does not have any family relationship with the Board of Commissioners, Directors, and/ or fellow members of the Audit Committee
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Audit
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√
√
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
√
Aspects of Independence
05 Tata Kelola Perusahaan Corporate Governance
ASPEK INDEPENDENSI
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
BAMBANG RATMANTO
SOENARSO SOEMODIWIRJO
Eko B. Supriyanto
DWI SASONGKO
√
√
√
√
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah
Aspects of Independence Not serve on the board of political parties, government officials and
Keterangan/Notes : √ = Independen/Independent X = Tidak Independen/Not Independent
Laporan Pelaksanaan (Realisasi) Kegiatan Komite Audit
Report on The Execution (Realization) Of The Audit Committee Activities
1. Laporan Keuangan PT MNC Bank Internasional, Tbk.
Sepanjang tahun 2015, Komite Audit telah melaksanakan (merealisasikan) berbagai kegiatan, sebagai berikut.
In 2015, the Audit Committee performed (realized) the following works:
Laporan Keuangan PT MNC Bank Internasional, Tbk tahun 2015, sebagaimana tercantum dalam Laporan Tahunan 2015 telah diaudit oleh Kantor Akuntan Publik Osman Bing Satrio dan Rekan, anggota afiliasi Deloitte Touche Tohmatsu Limited, yang dalam laporannya tertanggal 22 Maret 2016 menyatakan bahwa laporan keuangan 2015 Bank telah disajikan secara wajar sesuai dengan prinsip-prinsip akuntansi yang berlaku umum di Indonesia yang juga dalam proses konvergensi ke International Financial Reporting Standard (IFRS).
1. PT Bank MNC Internasional, Tbk.’s 2015 Financial Statements PT Bank MNC Internasional, Tbk.’s 2015 Financial Statements, as attached in 2014 annual report has been audited by Osman Bing Satrio & Rekan, and member of Deloitte Touche Tohmatsu Limited, which the auditor’s report dated March 16, 2015, stated that 2014 financial statements of the Bank present fairly in all material respects, and in conformity with generally accepted accounting in Indonesia, which also in process of convergence into International Financial Reporting Standard (IFRS).
Komite Audit tidak menemukan adanya salah saji yang material dalam laporan keuangan dan berpendapat bahwa seluruh penyesuaian audit yang material sebagaimana diusulkan oleh Kantor Akuntan Publik Osman Bing Satrio dan Rekan , telah diakomodasi dalam laporan keuangan 2015.
Audit Committee did not found any material misstatement in financial statement and in opinion that all material audit adjustments as proposed by Osman Bing Satrio & Rekan, and member of Deloitte Touche Tohmatsu Limited, which the auditor’s report has been taken into account in 2014 financial statements.
2. Pengendalian Internal Review Hasil Audit SKAI Hasil Audit dari SKAI dibahas dengan Komite Audit pada kesempatan jadwal meeting periodik Komite Audit setiap bulan. Resume hasil pembahasan tersebut, dikomunikasikan oleh ketua komite audit kepada BOC dalam kesempatan jadwal meeting BOC.
2. Internal Control Review on SKAI’s audit results SKAI audit results are discussed with Audit Committee on monthly Audit Committee meeting. The summary of such meeting is communicated by AC Chairman to the Board of Commisioners on BoC meeting.
3. Auditor Eksternal Review efektivitas Auditor Independen. Review dilakukan terhadap efektivitas Independen Auditor, dengan melakukan evaluasi pelaksanaan audit terutama independensi dan ketaatan pada jadwal penyelesaian audit terkait sesuai dengan ketentuan Otoritas Jasa Keuangan.
3. External Auditor Review on Independent Auditor (PSS) effectiveness Review on the Independent Auditor effectivity is by evaluating the audit execution especially on the independency and meeting the audit deadline in accordance with Bapepam-LK regulation.
Kantor Akuntan Publik yang ditunjuk/ditetapkan untuk Audit Laporan Keuangan 31 Desember 2015 PT MNC Bank telah terdaftar di Bank Indonesia dan Otoritas Jasa Keuangan (OJK).
4. Auditor Internal Review Audit Plan SKAI Audit Plan SKAI tahun 2015, sebagaimana tahun-tahun sebelumnya telah dikomunikasikan oleh SKAI dengan Komite Audit sebelum dilaksanakan. Pembahasan yang dilakukan mencakup cakupan audit, prioritas auditable
Public Accountant appointed for Financial Report Audited December 31, 2014 PT Bank MNC Internasional Tbk has been registered in Bank Indonesia and Bapepam-LK.
4. Internal Auditor Review on SKAI’s Audit Plan 2014 SKAI Audit Plan, as previous years, has been communicated between SKAI and Audit Committee before commenced. Discussion on the audit plan included audit scope, priority of auditable universe
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
universe dengan memperhatikan tingkat risiko, hasil temuan Bank Indonesia, temuan hasil audit SKAI tahun sebelumnya serta beberapa kejadian yang perlu ditindak lanjuti.
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
based on risks level, OJK’s and SKAI’s audit finding from previous audit incidents that needs to be followed up.
Selain cakupan audit juga dibahas penyediaan sumber daya (tenaga dan waktu) untuk audit, program peningkatan kompetensi Auditor, efisiensi biaya audit dan efektivitas audit.
Besides the audit scope, discussion also covers human resource availability (manpower and time) for audit, improvement competency program, audit cost efficiency and audit effectiveness.
Review Laporan Kegiatan SKAI ke Bank Indonesia (OJK). Laporan Kegiatan SKAI ke Bank Indonesia (OJK) setiap semester, dilakukan review oleh audit komite, mengenai namun tidak terbatas kepada kepatuhan kepada ketentuan yang berlaku misalnya jadwal penyampaian Laporan dan format Laporan serta konsistensi dan kelengkapannya.
Review on SKAI’s activity report to Bank Indonesia SKAI activity report to Bank Indonesia which is due every semester is reviewed by Audit Committee, related to but not only to comply with the regulation, for example the compliance over the deadline of the report, format of the report and consistency and completeness of the report.
5. Kepatuhan terhadap peraturan dan perundangundangan Kepatuhan Bank terhadap peraturan dan perundangundangan yang berlaku selalu dibahas pada saat rapat Komite Audit bulanan. Dalam pembahasan tersebut, Komite Audit selalu menyarankan agar Manajemen selalu memperhatikan dan mengutamakan kepatuhan terhadap peraturan dan perundang-undangan yang berlaku dalam menjalankan kegiatan operasional perbankan.
5. Compliance over laws and regulations
6. Penyusunan konsep Laporan Pengawasan Pelaksanaan RBB Setiap semester, Komite Audit membantu menyiapkan konsep Laporan Dewan Komisaris mengenai Pengawasan Pelaksanaan RBB ke Bank Indonesia. Laporan telah disampaikan tepat waktu dan telah diterima tanggapan dari Bank Indonesia
6. Preparation of draft of BoC’s monitoring report on RBB’s implementation Every semester, Audit Committee helps to prepare draft of BoC’s regarding Monitoring Implementation of Bank Business Plan to to Bank Indonesia. The report has been submitted on time and has received the response from Bank Indonesia.
Rekomendasi Dalam rangka peningkatan pengelolaan MNC Bank, Komite Audit merekomendasikan namun tidak terbatas hal-hal sebagai berikut. 1. Agar Dewan Komisaris selalu mengingatkan kepada BOD untuk selalu meningkatkan akuntabilitas Bank. 2. Mendorong BOD selalu menyesuaikan SOP sesuai dengan kondisi terkini dan melengkapi SOP apabila diperlukan. 3. Mendorong BOD untuk meningkatkan kualitas pemberian kredit, mulai dari inisiasi kredit sampai dengan pelunasan kredit. 4. Mendorong BOD selalu memantau profil risiko dan meningkatkan pengelolaan risikonya. 5. Mendorong BOD senantiasa memperhatikan pencapaian target yang ditetapkan dalam RBB. 6. Mendorong BOD untuk selalu melaksanakan pengarahan dari BI setelah pelepasan status pengawasan intensif, baik melalui tindak lanjut atas temuan audit BI maupun action plan yang disampaikan pada BI. 7. Mendorong BOD untuk selalu memperhatikan hasil audit SKAI, terutama masalah-masalah yang krusial
Recommendations In order to improve the management of PT Bank MNC Internasional Tbk Audit Committee recommend but not only to these matters: 1. BoC always remind BoD improve its accountability.
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Bank’s Compliance over laws and regulations is always discussed at the monthly Audit Committee meeting. The Audit Committee is always suggested that management should always pay attention and give priority to comply with laws and regulations in force in carrying out banking operations.
2. Encourage BoD always commit to improve the quality of reporting LHBU/LBU. 3. Encourage BoD always update the standards policies in accordance with the current situation and complete the policies if necessary. 4. Encourage BoD to improve the quality of credit process, starting from credit initiation until the collection. 5. Encourage BoD to monitor the risk profile and improvement the risk management. 6. Encourage BoD always monitor Encourage BoD always implement the direction from BI after the release status of intensive supervision, through follow up on BI findings and action plans delivered to BI. 7. Bank could maintained BI supervision status that has been released from Intensive Supervision, Encourage
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
dan belum terselesaikan, memonitor tindak lanjutnya, meningkatkan pengendalian internal dan mencegah agar temuan-temuan internal audit tidak terulang lagi sehingga menjadi temuan BI. 8. Agar Dewan Komisaris selalu mengingatkan BOD untuk selalu meningkatkan integritas Bank. 9. Mendorong BOD untuk meningkatkan peran dan Fungsi Kepatuhan serta satuan kerja kepatuhan sehingga potensi risiko kegiatan usaha Bank dapat diantisipasi lebih dini. 10. Mendorong BOD untuk meningkatkan manajemen sumber daya manusia, dari mulai rekrutmen, peningkatan kompetensi hingga manajemen kinerja. 11. SKAI untuk terus meningkatkan kualitas laporan audit agar dapat memberikan nilai tambah, dengan laporan yang lebih komprehensif, lebih kritis dan spesifik, serta memberikan rekomendasi yang tepat sehingga temuan audit internal tidak akan terulang kembali.
9. Encourage BoD to enhance the role and the Compliance Function and also the Compliance Unit so that the potential risks of the Bank’s business activities can be anticipated early. 10. Encourage BoC to improve management of human resource, starting from recruitment process, competency improvement, and performance management. 11. SKAI to continuously improve the quality of audit of audit reports in order to provide added value with a more comprehensive report, more critical and specific, and give appropriate recommendations so that the internal audit findings are not likely to recur.
Rapat Komite Audit
Audit Committee Meetings
Frekuensi dan Tingkat Kehadiran Rapat Komite Audit
Meeting Frequency and Attendance Rate of The Audit Committee
Komite Audit secara berkala melakukan rapat rutin internal dan rapat gabungan bersama Direksi dan/atau Dewan Komisaris untuk membahas laporan auditor internal dan pemantauan tindak lanjutnya serta efektivitas pelaksanaan tugas auditor internal, hasil audit OJK/BI dan monitor pelaksanaan tindak lanjutnya, hasil audit dari Kantor Akuntan Publik dan kesesuaian pelaksanaan audit tersebut dengan standar audit yang berlaku, ketaatan kepada pWeraturan perundang-undangan, mengindentifikasi hal-hal yang memerlukan perhatian Dewan Komisaris, langkah-langkah peningkatan pengendalian dalam pencapaian kinerja serta implementasi Good Corporate Governance (GCG).
Sesuai dengan Piagam Komite Audit, Komite Audit menyelenggarakan rapat sebanyak 11 Kali selama tahun 2015.
BoD always notice SKAI’s audit result, especially the crucial issues which are not resolved and monitor the follow up, improve the internal control and prevent the findings not to be found by BI. 8. BoC always remind BoD to improve Banks’s integrity.
The Audit Committee regularly conducts internal regular meetings and joint meetings together with the Board of Directors and/or Board of Commissioners to discuss the internal auditor reports and monitor the follow-up and effective implementation of the duties of internal auditors, the FSA/BI audit and monitor the implementation of the follow-up, the audit results of the Public Accounting Firm and appropriateness of the audit with the applicable audit standards, adherence to laws and regulations, identify matters that require the attention of the Board of Commissioners, measures to increase control in the achievement of the performance and the implementation of Good Corporate Governance (GCG).
In accordance with its Charter, the Audit Committee held meeting as many as 11 times during 2015.
Tabel Tingkat Kehadiran Rapat Komite Audit Table of Audit Committee’s Meeting Attendance Rate NAMA NAME Bambang Ratmanto
JABATAN POSITION
JUMLAH DAN FREKUENSI (%) KEHADIRAN RAPAT KOMITE AUDIT NUMBER AND ATTENDANCE FREQUENCY (%) OF THE AUDIT COMMITTEE MEETINGS JUMLAH RAPAT NUMBER OF MEETINGS
JUMLAH KEHADIRAN ATTENDANCE NUMBER
TINGKAT KEHADIRAN (%) ATTENDANCE RATE (%) 90,91%
Ketua/Chairman
11
10
Sekretaris/Secretary
11
10
90,91%
Eko B. Supriyanto
Anggota/Member
11
10
90,91%
Dwi Sasongko
Anggota/Member
11
11
100%
Soenarso Soemodiwirjo
Pengembangan Kompetensi Komite Audit
Selama 2015, anggota Komite Audit diberikan kesempatan untuk mengikuti dan berpartisipasi dalam berbagai pelatihan serta seminar sebagai berikut.
Audit Committee Competence Development
During 2015, members of the Audit Committee were given the opportunity to follow and participate in various trainings and seminars as follows:
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tabel Tingkat Kehadiran Rapat Komite Audit Table of Audit Committee’s Meeting Attendance Rate PESERTA DARI ANGGOTA KOMITE PARTICIPANT FROM THE AUDIT COMMITTEE
MATERI PELATIHAN TRAINING MATERIAL
TANGGAL PELATIHAN TRAINING DATE
PELAKSANA ORGANIZERS
Bambang Ratmanto
- Workshop Internal Audit - The 2015 IIA Indonesia National Conference
- 29 Januari 2015/ January 29, 2015 - 19-20 Agustus 2015/ August 19-20, 2015
- MNC Bank - The Institute of Internal Auditors Indonesia
Eko B. Supriyanto
Workshop Internal Audit
29 Januari 2015 / January 29, 2015
MNC Bank
Komite Remunerasi Dan Nominasi
Nomination and Remuneration Committee
Dasar Pembentukan Komite Remunerasi dan Nominasi
Basis of The Nomination and Remuneration’s Formation
Piagam Komite Remunerasi dan Nominasi
Charter Of The Nomination and Remuneration
Tugas Dan Tanggung Jawab Komite Remunerasi dan Nominasi
Tasks And Responsibilities of The Nomination and Remuneration Committee
Tugas dan tanggung jawab Komite Remunerisasi:
The tasks and responsibilities of the Remuneration Committee: a. Evaluate the remuneration policy, develop a system of remuneration and allowances as well as a recommendation to the shareholders about: - Assessment of the system, - Options granted, among other options on shares,
Dalam melaksanakan tugas dan tanggung jawabanya Komite Remunerasi dan Nominasi dilakukan berdasarkan Peraturan BI No.8/4/PBI/2006 tanggal 30 Januari 2006 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum, Peraturan BI No.8/14/PBI/2006 tanggal 5 Oktober 2006 tentang Perubahan Atas Peraturan BI No.8/4/ PBI/2006 serta Peraturan OJK NO. 34/POJK.04/2014 tanggal 8 Desember 2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.
Dalam melaksanakan tugas dan tanggung jawabnya, Komite Remunerasi dan Nominasi MNC Bank telah dilengkapi pedoman kerja yang ditetapkan dalam Piagam Komite Remunerasi dan Nominasi. Piagam Komite Remunerasi dan Nominasi tersebut disusun berdasarkan peraturan dan perundang-undangan yang berlaku dan senantiasa ditinjau ulang secara berkala dan telah disahkan oleh Dewan Komisaris pada Mei 2015.
Tugas dan tanggung jawab Komite Nominasi: a. Menyusun dan memberikan rekomendasi mengenai sistem dan prosedur pemilihan dan/atau penggantian anggota Dewan Komisaris dan Direksi kepada Dewan Komisaris untuk disampaikan kepada RUPS, b. Membuat sistem penilaian dan memberikan rekomendasi mengenai calon anggota Dewan Komisaris dan/atau Direksi kepada Dewan Komisaris untuk disampaikan kepada RUPS, c. Melaporkan hasil pelaksanaan tugasnya termasuk memberikan rekomendasi kepada Dewan Komisaris.
a. Melakukan evaluasi terhadap kebijakan remunerasi, menyusun sistem penggajian dan pemberian tunjangan serta rekomendasi kepada pemegang saham tentang: - Penilaian terhadap sistem tersebut, - Opsi yang diberikan, antara lain opsi atas saham,
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In carrying out the duties and responsibilities of the Remuneration and Nomination Committee based on BI Regulation No. 8/4/PBI/2006 dated January 30, 2006 on the Implementation of Good Corporate Governance for Commercial Bank, BI Regulation No. 8/14/PBI/2006 dated October 5 2006 concerning Amendment to Regulation of Bank Indonesia No. 8/4/PBI/2006 and Regulation FSA NO. 34/ POJK.04/2014 dated December 8, 2014 on the Nomination and Remuneration Committee of a Public Company.
In carrying out its duties and responsibilities, the Remuneration and Nomination MNC Bank completed work guidelines set out in the Charter of the Remuneration and Nomination Committee. Remuneration and Nomination Committee Charter was formulated based on the regulations and legislation in force and continue to be periodically reviewed and has been approved by the Board of Commissioners on May 2015.
The tasks and responsibilities of the Nomination Committee: a. Develop and provide recommendations on systems and procedures and/or replacement of members of the Board of Commissioners and Board of Directors to the Board of Commissioners to be submitted to the GMS, b. Develop a scoring system and provide recommendations on prospective members of the Board of Commissioners and/or Board of Directors to the Board of Commissioners to be submitted to the GMS, c. Report the results of the tasks implementation including provide recommendations to the Board of Commissioners.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
- Sistem pensiun, dan - Sistem kompensasi serta manfaat lainnya. b. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi bagi anggota Dewan Komisaris dan Direksi untuk disampaikan kepada RUPS. c. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijakan remunerasi bagi pejabat eksekutif dan karyawan secara keseluruhan untuk disampaikan kepada Direksi. d. Melaporkan hasil pelaksanaan tugasnya termasuk memberikan rekomendasi kepada Dewan Komisaris.
Struktur dan Keanggotaan Komite Remunerasi dan Nominasi
Berdasarkan Keputusan Direksi No.SKEP-002/BABP/DIR/0415 pada tanggal 1 April 2015 susunan anggota Komite Remunerasi dan Nominasi Perseroan menjadi sebagai berikut: Ketua : Eko B. Supriyanto Anggota : Purnadi Harjono Sekretaris merangkap anggota : Laily Fitri
Profil Komite Remunerasi dan Nominasi Eko B. Supriyanto Komisaris Independen Profil Eko B. Supriyanto sebagaimana telah diuraikan dalam profil Dewan Komisaris.
Manajemen Sumber Daya Manusia Human Resources Management
- Pension systems, and - The system of compensation and other benefits. b. Provide recommendations to the Board of Commissioners regarding the remuneration policy for members of the Board of Commissioners and Board of Directors to be submitted to the GMS. c. Provide recommendations to the Board of Commissioners regarding the remuneration policy for executive officers and employees to be submitted to the Board of Directors. d. Report the results of the tasks implementation including provide recommendations to the Board of Commissioners.
Nomination And Remuneration Committee Structure And Membership
Based on the Board of Directors Decision No. KEP-002/BAPP/ DIR/04-15 on 1 April 2015 the members of the Remuneration and Nomination Committee shall be as follows: Chairman : Eko B. Supriyanto Members : Purnadi Harjono Secretary cum member : Laily Fitri
Nomination and Remuneration Committee Profiles
Eko B. Supriyanto Independent Commissioner The Profile for Eko B. Supriyanto as described in the Board of Commissioner’ profile.
Purnadi Harjono Komisaris Profil Purnadi Harjono sebagaimana telah diuraikan dalam profil Dewan Komisaris.
Purnadi Harjono Commissioner The Profile for Purnadi Harjono as described in the Board of Commissioner’ profile.
Laily Fitri Sekretaris merangkap anggota Laily Fitri, 45 tahun, lahir tanggal 4 Desember 1970 di kota Malang. Saat ini bertanggung-jawab sebagai sebagai Human Resource Group Head serta menjadi anggota merangkap Sekretaris Komite Nominasi dan Remunerasi sejak 1 Maret 2015 di Bank MNC Internasional.
Laily Fitri Secretary and member Laily Fitri, 45 years old, born on December 4, 1970 in Malang. Currently responsible as Human Resource Group Head as well as a member concurrently as Secretary of the Nomination and Remuneration Committee since March 1, 2015 at the Bank MNC International.
Meraih gelar Sarjana Akuntansi Universitas Brawijaya Malang, yang bersangkutan pernah menjabat berbagai posisi di Human Resource Division - Citibank N.A. Indonesia (1996-2014) termasuk di dalamnya sebagai Pengurus Dana Pensiun Citibank N.A. Sebelum bergabung dengan Bank MNC Internasional, Tbk. yang bersangkutan juga berkarir di PT. Trakindo Utama sebagai Human Capital Shared Services (HCSS) Senior Manager. Sebelum memasuki industri perbankan, yang bersangkutan juga sempat menjabat sebagai Auditor dan Tax Analyst di Kantor Akuntan Publik (1992-1996).
She holds a Bachelor of Accounting at Universitas Brawijaya, and has held various positions in Human Resource Division - Citibank N.A. Indonesia (1996-2014) including as Pension Fund Management at Citibank N.A.. Before joining the Bank MNC International, Tbk. He was also involved in a career in PT. Top Trakindo for 1 (one) year as Human Capital Shared Services (HCSS) Senior Manager. Before entering the banking industry, he also had served as an Auditor and Tax Analyst in a Public Accountants Firm (1992-1996).
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Independensi Komite Remunerasi dan Nominasi
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Independence of The Nomitation and Remuneration Committee
Tabel Independensi Komite Remunerasi dan Nominasi Table of Independence of the Nomination and Remuneration Committee EKO B. SUPRIYANTO
PURNADI HARJONO
LAILY FITRI
√
√
√
Does not have a financial relationship with the Board of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi
√
√
√
Does not have any management relationship in the company, subsidiaries or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan
√
√
√
Does not have any share ownership relationship in the company
√
√
√
Does not have any family relationship with the Board of Commissioners, Directors, and/or fellow members of the Audit Committee
√
√
√
Does not serve as a political parties and government officials
ASPEK INDEPENSI Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/ atau sesama anggota Komite Audit Tidak menjabat sebagai pengurus partai politik, pejabat dan Pemerintah
Laporan Pelaksanaan (Realisasi) Kegiatan Komite Remunerasi dan Nominasi Secara keseluruhan dalam rapat Komite Nominasi dan Remunerasi selama tahun 2015 telah dilakukan hal-hal sebagai berikut. 1. Melakukan pembahasan atas inisiatif strategis Human Resource ditahun 2015, diantaranya adalah: a. Pemenuhan kebutuhan karyawan sesuai dengan model bisnis dan perencanaan kapasitas. b. Pengembangan sumber daya manusia, diantaranya melalui Sistem Penilaian Kinerja, Pelatihan dan pengembangan individu karyawan dan lain-lain. c. Retaining karyawan melalui pendekatan total reward, pay for performace dan market practice. d. Membangun budaya kerja melalui proses internalisasi nilai budaya kerja MNC Bank. 2. Melakukan evaluasi atas Key Performance Indicator (KPI) untuk anggota Direksi tahun 2015, termasuk kriteria evaluasi kinerja bagi anggota Direksi yang dikaitkan dengan Financial Measurement.
3. Secara berkala melakukan review atas pemenuhan KPI anggota Direksi serta memberikan masukan dan saran untuk mempercepat pemenuhan KPI. 4. Memberikan usulan dan rekomendasi kepada Dewan Komisaris untuk disampaikan pada RUPS Tahunan tanggal 28 April 2015 atas: a. Pengangkatan dan komposisi BOC serta BOD PT. Bank MNC Internasional, Tbk. b. Pengangkatan Direktur Independen PT. Bank MNC Internasional, Tbk 5. Melakukan evaluasi atas kebijakan remunerasi yang diterima oleh Dewan Komisaris dan Direksi serta memberikan usulan untuk dilakukan kajian dengan melihat besarnya tanggung jawab dan market practice/ survei.
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ASPECTS OF INDEPENDENCE
Report on The Execution (Realization) of The Nomination and Remuneration Committee’s Activities
Overall, the Nomination and Remuneration Committee meetings during 2015 have implemented the following tasks. 1. Conducted discussions on strategic Human Resource initiatives in 2015, including: a. Met the employees needs in accordance with the business model and capacity planning. b. Human resource development, among others through the Performance Appraisal System, Training and Development of individual employees and others. c. Retained employees through total reward approach, pay for performance and market practice. d. Built a working culture through a process of internalization of the MNC Bank work culture. 2. Evaluated the Key Performance Indicator (KPI) for the members of the Board of Directors in 2015, including performance evaluation criteria for the members of the Board of Directors that is associated with the Financial Measurement. 3. Periodically review the fulfillment of the Board of Directors’ KPI and provided feedback and suggestions to accelerate the achievement of KPIs. 4. Provided suggestions and recommendations to the Board of Commissioners to be submitted to the Annual General Meeting of Shareholders dated 28 April 2015 on: a. Appointment and composition of the BOC and BOD of PT. Bank MNC International, Tbk. b. Appointment of Independent Director of PT. Bank MNC International, Tbk. 5. Evaluated the remuneration policy adopted by the Board of Commissioners and Board of Directors as well as gave proposal to do a study to see the magnitude of the responsibility and market practice/survey.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
6. Melakukan evaluasi atas perubahan skema kompensasi bagi Dewan Komisaris, Direksi dan seluruh karyawan.
7. Memberikan rekomendasi dalam hal SDM agar fokus pada pemenuhan posisi-posisi kunci dan yang berkaitan dengan penjualan. 8. Melakukan review dan memberikan rekomendasi kepada Dewan Komisaris untuk disampaikan kepada RUPS atas calon pengganti Direktur Kepatuhan yang telah mengundurkan diri di akhir tahun 2015.
6. Evaluated the change in the compensation scheme for the Board of Commissioners, Board of Directors and all employees. 7. Provided recommendations in Human Resources to focus on meeting key positions and relating to the sales. 8. Reviewed and provided recommendations to the Board of Commissioners to be submitted to the GMS on the candidate for Compliance Director, who resigned at the end of 2015.
The Nomination and Remuneration Committee’s Meeting
Rapat Komite Remunerasi dan Nominasi
Meeting Frequency and Attendance Rate of The Nomination and Remuneraion Committee
Frekuensi dan Tingkat Kehadiran Rapat Komite Remunerasi dan Nominasi Tabel Tingkat Kehadiran Rapat Komite Audit Table of Audit Committee’s Meeting Attendance Rate
NAMA NAME
Jumlah dan Frekuensi (%) Tingkat Kehadiran Rapat Komite Remunerasi dan Nominasi Number and Frequency (%) of Meeting Attendance Rate of the Nomination and Remuneration Committee
JABATAN POSITION
JUMLAH RAPAT NUMBER OF MEETINGS
JUMLAH KEHADIRAN ATTENDANCE NUMBER
TINGKAT KEHADIRAN (%) ATTENDANCE RATE (%)
Eko B. Supriyanto
Ketua/Chairman
6
6
100%
Purnadi Harjono
Anggota/Member
6
6
100%
Sekretaris/Anggota/ Secretary/Member
4
4
100%
Laily Fitri*
*) yang bersangkutan menjadi anggota Komite Nominasi dan Remunerasi efektif per – 01 Maret 2015 *) has become a member of the Nomination and Remuneration Committee effective per - March 1, 2015
Pengembangan Kompetensi Komite Nominasi dan Remunerasi
Selama 2015, anggota Komite Nominasi dan Remunerasi diberikan kesempatan untuk mengikuti dan berpartisipasi dalam berbagai pelatihan serta seminar sebagai berikut.
The Nomination and Remuneration Committee Competence Development
During 2015, the Nomination and Remuneration Committee members are given the opportunity to attend and participate in various trainings and seminars as follows.
Tabel Pengembangan Kompetensi Komite Nominasi dan Remunerasi Table of Audit Committee’s Competence Nomination and Remuneration Committee PESERTA DARI ANGGOTA KOMITE PARTICIPANT FROM THE AUDIT COMMITTEE
MATERI PELATIHAN TRAINING MATERIAL
TANGGAL PELATIHAN TRAINING DATE
PELAKSANA ORGANIZERS
Eko B. Supriyanto
Workshop Internal Audit
29 Januari 2015 / January 29, 2015
MNC Bank
Purnadi Harjono
Seminar Menyambut Pelonggaran Kebijakan LTV dan Realisasi Proyekproyek Pemerintah/Seminar on Welcoming Easing LTV Policy and the Relaization of Government Projects
6 Agustus 2015 / August 6, 2015
InfoBank
Laily Fitri
Komite Pemantau Risiko
Peran Komite Remunerasi dan 17 September 2015 / Nominasi dalam Rangka Pengawasan September 17, 2015 Aktif Dewan Komisaris
Komite Pemantau Risiko adalah komite yang dibentuk oleh Dewan Komisaris dalam rangka mendukung efektivitas pelaksanaan tugas dan tanggung jawab Dewan Komisaris yang berhubungan dengan penyusunan dan penerapan manajemen risiko di Bank, membantu Dewan Komisaris melakukan pengawasan, mengarahkan, memantau dan mengevaluasi pelaksanaan kebijakan strategis.
RMI
Risk Oversight Committee
Risk Oversight Committee is a committee established by the Board of Commissioners in order to support effective implementation of the tasks and responsibilities of the Board of Commissioners relating to the preparation and implementation of the Bank’s risk management, to assist the Board of Commissioners to supervise, direct, monitor and evaluate the implementation of strategic policies.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Dasar Pembentukan Komite Pemantau Risiko
Basis of Risk Oversight Committee Formation
Piagam Komite Pemantau Risiko
Risk Oversight Committee Charter
Tugas dan Tanggung Jawab Komite Pemantau Risiko
Tasks and Responsibilities of Risk Oversight Committee
Komite Pemantau Risiko dibentuk sesuai peraturan Bank Indonesia No. 5/8/PBI/2003 tanggal 19 Mei 2003, Surat Edaran Bank Indonesia No. 5/21/DPNP tanggal 29 September 2003. PBI No. 8/4/PBI/2006 tanggal 30 Januari 2006, No. 8/14/PBI/2006 tanggal 5 Oktober 2006 dan SEBI No. 15/15/DPNP tanggal 29 April 2013 perihal pelaksanaan Good Corporate Governance bagi Bank Umum Konvensional.
Dalam melaksanakan tugas dan tanggung jawab pengawasan pengendalian intern, Komite Pemantau Risiko MNC Bank telah dilengkapi dengan pedoman kerja yang ditetapkan dalam Piagam Komite Pemantau Risiko. Piagam Komite Pemantau Risiko tersebut disusun berdasarkan peraturan dan perundang-undangan yang berlaku dan senantiasa ditinjau ulang secara berkala dan telah disahkan pada tanggal 31 Maret 2015.
Komite Pemantau Risiko melaksanakan tugas dan tanggung jawabnya berdasarkan Piagam Komite Pemantau Risiko PT Bank MNC Internasional, Tbk.. Fungsi utama Komite Pemantau Risiko adalah membantu pelaksanaan tugas dan tanggungjawab Dewan Komisaris melakukan pengawasan aktif sehubungan dengan pelaksanaan manajemen risiko dan Good Corporate Governance di Bank, dengan cakupan tanggung jawab pada pengawasan terhadap: 1. Kesesuaian antara kebijakan manajemen risiko dengan pelaksanaan kebijakan untuk memastikan bahwa Bank telah mengelola risiko-risiko secara memadai; 2. Pemantauan dan evaluasi pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko, untuk selanjutnya memberikan rekomendasi kepada Dekom guna peningkatan efektivitas pelaksanaan manajemen risiko Bank; 3. Pengawasan aktif terhadap kebijakan yang telah diambil oleh Direksi berkaitan dengan manajemen risiko mencakup kebijakan-kebijakan yang terkait dengan risiko kredit, risiko operasional, risiko pasar, risiko likuiditas, risiko stratejik, kepatuhan, hukum dan reputasi, serta menyampaikan rekomendasi dan saran hasil evaluasinya kepada Dekom; 4. Situasi yang diperkirakan dapat membahayakan kelangsungan usaha Bank sebagai akibat perubahan indikator-indikator pasar misalkan suku bunga, nilai tukar, regulasi serta perubahan situasi yang diperkirakan dapat mempengaruhi Tingkat Kesehatan Bank, agar Dekom dapat melaporkan kepada regulator dalam kurun waktu yang ditetapkan;
Struktur dan Keanggotaan Komite Pemantau Risiko
Berdasarkan Keputusan Direksi No.1275/SK/HRG/VI/2014 pada tanggal 24 Juni 2014, struktur dan keanggotaan Komite Pemantau Risiko adalah sebagai berikut:
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The Risk Oversight Committee established according to Bank Indonesia Regulation No. 5/8/PBI/2003 dated May 19, 2003, Bank Indonesia Circular Letter No. 5/21/DPNP on 29 September 2003. PBI 8/4/PBI/2006 dated January 30, 2006, No. 8/14/PBI/2006 dated October 5, 2006 and SEBI No. 15/15/ DPNP dated 29 April 2013 regarding the implementation of Good Corporate Governance for Conventional Commercial Bank.
In carrying out its tasks and responsibilities on internal control monitoring, MNC Bank Risk Oversight Committee has been equipped with guidelines set out in the Risk Oversight Committee Charter. The Risk Oversight Committee Charter is based on prevailing rules and regulations and continue to be reviewed at regular interals and was approved on March 31, 2015.
The Risk Oversight Committee carry out its tasks and responsibilities under PT Bank MNC International, Tbk. Risk Oversight Committee Charter. The main function of the Risk Committee Committee is to assist the implementation of the Board of Commissioners’ tasks and responsibilities in conducting active supervision in connection with the implementation of risk management and good corporate governance in the Bank, with scope of supervision responsibility covers the following: 1. Conformity between the risk management policies and the implementation of policies to ensure that the Bank has been managing the risks adequately; 2. Monitoring and evaluation of the implementation of the Risk Management Committee and Risk Management Working Unit’s tasks, to provide recommendations to the Board of Commissioner in order to improve the effectiveness of the implementation of the Bank’s risk management; 3. Active supervision of the policies that have been taken by the Board of Directors with regard to risk management includes policies related to credit risk, operational risk, market risk, liquidity risk, strategic risk, compliance risk, legal and reputation risk, as well as providing recommendations and advice of its evaluation to the Board of Commissioner; 4. The situation that is expected to jeopardize the Bank as a result of changes in market indicators eg interest rates, exchange rates, regulatory and changes in circumstances that can influence the Bank’s Health Level, so that the the Board of Commissioner able to report it to the regulator within the time frame specified;
Structure snd Membership of Risk Oversight Committee
Based on the Board of Directors Decision No. 1275/SK/HRG/ VI/2014 dated June 24, 2014, the structure and membership of the Risk Oversight Committee are as follows:
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Ketua merangkap Anggota : Bambang Ratmanto Sekretaris merangkap Anggota : Arifin S. Haris Anggota : Mohammad Sumarsono Anggota : Purnadi Harjono
Chairman and member Secretary and member Members Members
Profil Komite Pemantau Risiko
Risk Oversight Committee Profiles
Purnadi Harjono Anggota Profil Purnadi Harjono sebagaimana telah diuraikan dalam profil Dewan Komisaris.
Purnadi Harjono Member The Profile for Purnadi Harjono as described in the Board of Commissioner’ profile.
Arifin S. Haris Sekretaris merangkap Anggota 71 tahun, Warga negara Indonesia menjadi Anggota Komite Pemantau Risiko sejak 2007. Latar belakang pendidikan formal Baccaleureat I Universitas Gajah Mada dan Sarjana Ilmu Ekonomi dari Universitas Muhammadiyah pada tahun 1972, berbagai pendidikan profesi perbankan dalam dan luar negeri. Pengalaman bekerja lebih dari 15 tahun di bidang keuangan dan manajemen perbankan khususnya Manajemen Risiko, sebagai Assistant Manager Bank American Express (1986-1988), Branch Manager di Bank BSB Jakarta (1988-1991), Direktur Manajemen Risiko PT. ING Bank Jakarta (1995-1998), Direktur Risk Management Bank BNN (1998-1999), Managing Director AAJ Batavia Financial Consultant (2000-2002), Deputy Chief Risk Officer di Bank Commonwealth Indonesia (2006-2007). Memliki sertifikasi Instruktur Manajemen Risiko dan Manajemen Risiko dari BSMR (2006).
S. Arifin Haris Secretary and concurrent Member 71 years, Indonesian Citizen become a Member of the Risk Oversight Committee since 2007. Background of formal education was Baccaleureat I Gajah Mada University and a Bachelor of Economics from the University of Muhammadiyah in 1972, a variety of banking professional education domestic and abroad. Has experiences of working more than 15 years in finance and banking management industry, especially in Risk Management, as an Assistant Manager of American Express Bank (1986-1988), Branch Manager at Bank BSB Jakarta (1988-1991), Director of Risk Management at PT. ING Bank Jakarta (1995-1998), Director of Risk Management at Bank BNN (1998-1999), Managing Director at AAJ Batavia Financial Consultant (2000-2002), Deputy Chief Risk Officer at Commonwealth Bank Indonesia (2006-2007). Has a Risk Management Instructor certification in Risk Management from BSMR (2006).
Mohammad Sumarsono Anggota 53 Tahun, Warga negara Indonesia. Mengawali karir di perbankan tahun 1985. Posisi di operasional yang pernah ditempati diantaranya bidang kredit, customer service (front office), Akuntansi (back office) dan Internal Control. Tahun 1999 dipercaya sebagai bagian dari Tim Merger Bank Mandiri bidang Akuntansi. Tahun 2000 hingga hingga 2013 bergabung dengan Kantor Akuntan Publik yang cukup dikenal yang memiliki klien BUMN-BUMN sebagai Senior Konsultan, disamping itu juga dari tahun 2000 tersebut telah memulai karir sebagai Dosen di beberapa perguruan tinggi dan Instruktur di beberapa pelatihan publik. Tahun 2013 hingga saat ini masuk dalam jabatan struktural di Perbanas Institute sebagai Kepala Biro. Memiliki background pendidikan bidang Akuntansi yang pada tahun 1985 sampai dengan 1987 mendapatkan pendalaman/pendidikan Akuntansi di Lembaga Manajemen Fakultas Ekonomi Universitas Indonesia.
Mohammad Sumarno Member 53 Years, Indonesian Citizen. He began his banking career in 1985. Some of the operational positions he held were in credit area, customer service (front office), Accounting (back office) and Internal Control. He was trusted to be part of Bank Mandiri Merger Team in Accounting in 1999. In 2000 up to 2013, he worked at a Public Accounting Firm with BUMN client as a Senior Consultant, and also from 2000 has started a career as a lecturer at several universities and instructors at several public training. Since 2013 until present, he holds structural positions in PERBANAS Institute as Bureau Chief. He has educational background in accounting and in 1985 to 1987 get further ccounting education at Lembaga Manajemen Fakultas Ekonomi, University of Indonesia.
Menjabat sebagai Anggota Komite Audit PT. Bank MNC Internasional, Tbk. sejak tahun 2013-2014, sebagai Anggota Komite Pemantau Risiko, tahun 2013-2015.
He has served as a Member of the Audit Committee of PT. Bank MNC International, Tbk. since 2013-2014, as a Member of the Risk Oversight Committee, in 2013-2015.
Bambang Ratmanto Ketua merangkap Anggota Profil Bambang Ratmanto sebagaimana telah diuraikan dalam profil Dewan Komisaris.
: Bambang Ratmanto : Arifin S. Haris : Mohammad Sumarsono : Purnadi Harjono
Bambang Ratmanto Chairman concurrently Member The Profile for Bambang Ratmanto as described in the Board of Commissioner’ profile.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Independensi Komite Pemantau Risiko
Management Discussion and Analysis
Independence of Risk Monitorting Committee
Tabel Independensi Komite Pemantau Risiko Table of Independence of Risk Oversight Committee Bambang Ratmanto
Arifin S. Haris
Mohammad Sumarsono
Purnadi Harjono
Aspects of Independence
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
√
√
√
√
Does not have any financial relationship with the Board of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi
√
√
√
√
Does not have any management relationship in the company, subsidiaries or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan
√
√
√
√
Does not have any stakehlding relationship in the company
Aspek Indepensi
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/ atau sesama anggota Komite Audit
√
√
√
√
Does not have any family relationship with the Board of Commissioners, Board of Directors, and/or fellow members of the Audit Committee
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah
√
√
√
√
Does not serve as a political party officials and government officials
Pelaksanaan Tugas dan Tanggung Jawab Komite Pemantau Risiko
Report on The Execution (Realizatin) of The Risk Monitroting Committee’s Activities
Dalam pelaksanaan tugas dan tanggung jawabnya, ROC memfokuskan pemantauannya pada credit risk, liquidity risk, operational risk termasuk IT risk dan strategic risk dengan tanpa mengabaikan pemantauan terhadap risiko lainnya.
In the execution of its duties and responsibilities, ROC focused its monitoring on credit risk, liquidity risk, operational risk, including IT risk and strategic risk without ignoring monitoring of other risks.
Pemantauan dan pembahasan yang telah dilakukan: 1. Risk profile bank Self assessment profil risiko dilakukan terhadap 8 (delapan) jenis risiko, penilaian komposit profil risiko posisi 31 Desember 2015 berada pada peringkat 3 (tiga)
Monitoring and discussion that have been undertaken were: 1. Risk profile bank Self assessment of the risk profile conducted on 8 (eight) types of risks, assessment on the risk profile composite at December 31, 2015 ranked third
2. Tingkat kesehatan bank/RBBR Secara umum kondisi PT. Bank MNC Internasional Tbk. sampai dengan Semester II 2015: SEHAT, Self Assessment profil risiko dilakukan terhadap 8 (delapan) jenis risiko yang secara komposit berada di Peringkat “2”. Berdasarkan penilaian aspek pelaksanaan GCG: governance structure, governance process dan governance outccome, governance bank berjalan dengan “Baik”. Kinerja Rentabilitas dinilai “Cukup Memadai”, dari self assessment permodalan, Bank memiliki kualitas dan kecukupan permodalan yang “Memadai”.
2. The level of bank health / RBBR Generally, the condition of PT. Bank MNC Internasional Tbk. until the second half of 2015: HEALTHY, Self Assessment conducted on the risk profile of 8 (eight) types of risks that compositely ranked second. Based on the assessment of GCG implementation aspects: governance structure, governance process and governance outccome, bank governance ranked “Good”. Profitability performance rated “Self-sufficient” based on capital self assessment, the Bank has “Adequate” quality and capital adequacy.
3. Perkembangan kualitas kredit Untuk menjaga dan memperbaiki kualitas kredit, antara lain telah dilakukan pembahasan-pembahasan atas: a. kondisi portofolio kredit secara bankwide b. monitoring NPL termasuk kepatuhan terhadap limit rasio NPL maksimum dan target recovery & potensi NPL atas kredit dalam perhatian khusus c. loan performance TOP 25 Borrowers d. joint finance performance
3. The development of credit quality Maintained and improved the quality of credit, the Company has conducted discussions on: a. bankwide loan portfolio conditions b. NPL monitoring including compliance with the maximum NPL ratio limit as well as target recovery and potential NPL on credits under special attention c. Loan performance on TOP 25 Borrowers d. finance joint performance
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
4. Pemantauan atas Proses kredit Untuk memenuhi target perkembangan portofolio kredit dan menghindari kemungkinan terjadinya penurunan kualitas kredit: a. analisa kredit consumer loan dan konsistensi penerapan prudential banking principle b. alur kerja proses kredit c. kepatuhan terhadap ketentuan tentang BMPK, mencakup perbaikan SOP, pengkinian kelengkapan data pihak terkait group PT. MNC Kapital Indonesia Tbk. dan peningkatan sistem monitoring d. peningkatan 3 (tiga) pilar pertahanan
4. Credit process monitoring Met the credit portfolio target growth and avoid the possibility of a decline in credit quality:
5. Kebijakan risk management a. Kecukupan dan efektifitas pengelolaan risiko di Bank Untuk meningkatkan kualitas proses manajemen risiko manajemen telah melakukan perubahan organisasi dalam Risk Manajemen Group. Kebijakan-kebijakan yang ada di evaluasi dan sebagian besar telah dilakukan perubahan/perbaikan disesuaikan dengan kondisi yang dihadapi bank. Secara keseluruhan Bank telah memiliki kelengkapan organ yang memiliki tugas dalam pengawasan dan pengendalian risiko. b. Pelaksanaan tugas SKMR & KMR Selain melakukan perbaikan dalam organisasinya baik secara struktur dan kompetensi personil, RMG selaku SKMR secara berkala melakukan koordinasi dengan ROC melalui rapat-rapat khusus terkait tindak lanjut yang terdapat dalam matter arising serta konfirmasi dalam rangka persiapan penyajian materi agenda rapat bulanan.
5. The risk management policy a. Adequacy and effectiveness of risk management at the Bank Improved the quality of the risk management process, the Management has made organizational changes within the Risk Management Group. Existed policies were evaluated and have made changes/improvements on most policies in accordance with the conditions faced by Bank. Overall the Bank has had complete organs wits tasks in risk monitoring and controlling.
Komite Manajemen Risiko telah mulai aktif menyelenggarakan rapat untuk perbaikan proses manajemen risiko.
6. Pemantauan kegiatan ALCO & likuidity risk a. konsentrasi 50 top depositor b. pertumbuhan DPK melalui diversifikasi ke non group segmen c. monitoring komposisi portofolio deposito dan Cost of Fund d. dilakukan stress test likuiditas untuk skenario GMC dan BSC e. aktivitas dan rekomendasi ALCO serta pelaksanaannya;
6. Monitored ALCO activities & liquidity risk a. concentration of 50 top depositors b. deposit growth through diversification into nongroup segment c. monitored the composition of deposit portfolio and Cost of Fund d. conducted liquidity stress test for GMC and BSC scenarios e. ALCO activities and recommendations and their implementation;
7. Pembahasan operation & IT Risk a. Jumlah Penalty dari OJK, b. nominal tuntutan hukum c. meningkatkan alignment antara bisnis unit dengan RMG d. strategi dan upaya peningkatan feebase income e. pelaksanaan efisiensi biaya untuk penurunan BOPO f. sales force g. keharusan kunjungan berkala dan pembuatan call report h. efektivitas penerapan sistem pengendalian intern (internal control)
7. Discussion of operation & IT Risk a. penalty number from the FSA, b. the amount of lawsuits c. improved alignment between business units with RMG d. strategies and efforts to increase the income feebase e. execution of cost efficiency to decrease BOPO f. sales force g. regular visits and preparation of call report
a. a consumer loan credit analysis and the consistency in the implementation of prudential banking principle b. credit process workflow c. compliance with the provisions on BMPK, including correction on SOP, updating the data completeness of related party of PT. MNC Kapital Indonesia Tbk. group and improved monitoring systems d. improvement of 3 (three) pillars of defense
b. Execution of tasks SKMR & KMR In addition to making improvements in the organization both structurally and personnel competence, RMG as SKMR regularly coordinated with the ROC through special meetings on follow-up on matter arising as well as confirmation in preparing monthly meeting agenda material.
The Risk Management Committee has begun to actively hold meetings for the improvement of risk management processes.
h. effectiveness of internal control systems
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
i. kondisi E-Banking dan penyempurnaan IT Security system j. follow-up terhadap CIF ganda k. keharusan tersedianya policy dan control untuk setiap kegiatan;
i. E-Banking conditions and improvement of IT Security system j. follow-up to the CIF double k. the availability of policy and control for each activity;
8. Progress CMO Memantau progress dan realisas 5 workstream program CMO terkait dengan pencapaian RBB, pemantauan aktivitas kegiatan usaha bank terhadap reputasi bank, termasuk reputasi group;
8. CMO Progress Monitored progress and the realization of 5 CMO program workstreams linked to the achievement of RBB, monitored the bank’s business activities to the bank’s reputation, including the group’s reputation;
9. Pemantauan lainnya: a. Persiapan pelaksanaan MNC Bank selaku Entitas Utama dari konglomerasi Jasa Keuangan PT MNC Kapital Indonesia Tbk., pelaksanaan Rapat Komite Tata Kelola Terintegrasi dan Rapat DEKOM Entitas Utama pada bulan Desember 2015;
9. Other Monitoring: a. Preparation the implementation of MNC Bank as the Main Entity of PT MNC Kapital Indonesia Tbk. Financial Services Conglomerate, The implementation of Integrated Governance Committee Meeting and the Meeting of Major Entities Board of Commissioners in December 2015; b. Monitoring Risk Appetite and Risk Tolerance Col 2 c. Calculation of CKPN d. Approval loans above 10 billion e. Impact of changes in Risk Appetite and Risk Tolerance and action undertaken f. Monitoring the implementation of loan collateral: g. The Implementation of credit stress test h. Updating policies include mortgage limit
b. c. d. e.
Monitoring Risk Appetite & Risk Tolerance Kol 2 Perhitungan CKPN Persetujuan kredit diatas 10 milyar Dampak perubahan Risk Appetite & Risk Tolerance dan action yang dilakukan f. Pelaksanaan monitoring jaminan kredit: g. Pelaksanaan credit stress test h. Pengkinian kebijakan termasuk batasan/limit mortgage i. Kaji ulang klasifikasi multifinance dan mekanisme internal controlnya j. Revisi kebijakan wewenang persetujuan kredit k. Monitoring terhadap penyimpangan persyaratan kredit berikut langkah perbaikan yang telah dilakukan l. Monitoring penyelesaian TBO diutamakan yang high risk m. Pengkinian kebijakan termasuk batasan/limit
Rapat Komite Pemantau Risiko
A. Komite Pemantau Risiko mengadakan rapat sekurangkurangnya 6 (enam) kali dalam setahun yang dipimpin langsung oleh Ketua Komite Pemantau Risiko atau anggota Komite Pemantau Risiko yang ditunjuk berdasarkan kesepakatan anggota yang hadir, apabila Ketua Komite Pemantau Risiko berhalangan hadir. b. Rapat Komite Pemantau Risiko sekurang-kurangnya dihadiri 2/3 (dua per tiga) dari jumlah anggota anggota termasuk seorang Komisaris Independen. c. Direktur Risk Management dan Compliance selalu hadir dalam rapat dan apabila berhalangan hadir dapat diwakilkan kepada Risk Management Group Head (RMGH). d. ROC dapat mengundang Direksi, dan/atau Group Head, Pejabat Eksekutif terkait dengan masalah yang akan dibahas dalam rapat Komite Pemantau Risiko.
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i. Review the classification of multifinance and its internal control mechanisms j. Revision on credit approval authority policy k. Monitoring the deviation on credit requirements as well as steps that have been taken l. Monitoring the completion of TBO especially the ones with high risk m. Updating policies include limits
Risk Oversight Committee Meetings
a. The Risk Oversight Committee convenes at least 6 (six) times a year, led by the Chairman of the Risk Oversight Committee or member of the Risk Oversight Committee that appointed by agreement of the members present, if the Chairman of the Risk Oversight Committee was unable to attend. b. The Risk Oversight Committee Meeting is attended by at least 2/3 (two thirds) of the members including an Independent Commissioner. c. Director of Risk Management and Compliance is always present at the meeting and when unable to attend may be represented by the Risk Management Group Head (RMGH). d. The Risk Oversight Committee can invite the Board of Directors and/or the Group Head, Executive Officer relating to issues to be discussed in the meeting of the Risk Oversight Committee.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
e. Pengambilan keputusan berdasarkan musyawarah mufakat dan apabila tidak terdapat musyawarah mufakat maka keputusan rapat harus disetujui oleh lebih dari 50% (lima puluh persen) jumlah anggota Komite Pemantau Risiko yang hadir. f. Agenda rapat berdasarkan pada rencana Komite Pemantau Risiko dan hal-hal yang dianggap penting untuk dibahas. g. Hasil rapat dicatat dalam Minutes of Meeting (MoM) dan disampaikan kepada Dewan Komisaris. Minutes of Meeting (MoM) berisi antara lain Agenda Rapat dan pendapat dari berbagai pihak yang hadir. Perbedaan pendapat “disenting opinion” yang terjadi wajib dicantumkan secara jelas dalam minutes of meeting beserta alasan perbedaan pendapat tersebut. h. Pendapat dari berbagai pihak yang hadir antara lain mencakup pendapat terhadap laporan hasil “self assessment” yang dibuat oleh Satuan Kerja Manajemen Risiko tentang Tingkat Kesehatan Bank/RBBR dan pendapat lain terkait dengan pembahasan didalam agenda rapat. i. Minutes of Meeting harus ditandatangani oleh semua anggota Komite Pemantau Risiko yang hadir dan yang tidak hadir. Semua salinan Minutes of Meeting harus disampaikan kepada para anggota Komite Manajemen Risiko, Direksi dan Dewan Komisaris. Asli Minutes of Meeting disimpan di sekretaris Komite Pemantau Risiko.
e. Decision-making is based on consensus and if there is no consensus then the decision of the meeting must be approved by more than 50% (fifty percent) of the Risk Oversight Committee members that are present.
Frekuensi dan Tingkat Kehadiran Rapat Komite Pemantau Risiko
Frequency and Meeting Attendance Rate of The Risk Oversight Committee
f. The meeting agenda is based on the plan of the Risk Oversight Committee and the things that are important to discuss. g. The results of the meeting are recorded in the Minutes of Meeting (MoM) and submitted to the Board of Commissioners. The Minutes of Meeting (MoM) among others contains the Meeting Agenda and the opinion of the parties present. “Dissenting opinion” that occurred shall be clearly stated in the minutes of the meeting and the reasons for such dissent. h. Opinions from various parties that are present, among others, include an opinion on the report of “self assessment” made by the Risk Management Unit on the Bank’s Health/RBBR and other opinion related to the discussion on the meeting agenda. i. Minutes of Meeting shall be signed by all present and absent members of the Risk Oversight Committee. All copies of the Minutes of Meeting must be delivered to the members of the Risk Management Committee, the Board of Directors and Board of Commissioners. The original Minutes of Meeting is stored in the secretary of the Risk Oversight Committee.
Tabel Frekuensi dan Tingkat Kehadiran Rapat Komite Pemantau Risiko Table of The Risk Oversight Committee’s Meeting Frequency and Attendance Rate
NAMA NAME
Bambang Ratmanto
JABATAN POSITION
Jumlah dan Frekuensi (%) Tingkat Kehadiran Rapat Komite Pemantau Risiko The Number and Frequency (%) of the Risk Oversight Committee’s Meeting JUMLAH RAPAT NUMBER OF MEETINGS
JUMLAH KEHADIRAN ATTENDANCE NUMBER
TINGKAT KEHADIRAN (%) ATTENDANCE RATE (%)
Ketua/Chairman
11
10
90,91%
Sekretaris/Anggota/ Secretary/Member
11
11
100%
Mohammad Sumarsono
Anggota/Member
11
10
90,91%
Purnadi Harjono
Anggota/Member
11
10
90,91%
Arifin S. Haris
Rekomendasi yang diberikan selama tahun 2015 antara lain: a. Dalam melakukan ekspansi kredit manajemen wajib mengikuti ketentuan intern Kebijakan Perkreditan Bank yang berlaku serta wajib menerapkan prinsip kehatihatian dalam persetujuan kredit, dengan mencacu pada SEBI No 5/21/DPNP 29 September 2003 Bab III poin 1.d dan 1.e, b. Terus menerus melakukan peningkatan dan perbaikan kualitas pelaksanaan tata kelola perusahaan; c. Untuk mencegah terjadinya perburukan maka para account officer wajib menangani debitur kol-2 yang menjadi tanggung jawabnya segera tanpa ditunda;
Recommendations given in 2015 included: a. In expanding credit management, the Bank obliged to follow applicable internal rules on Bank Credit Policy and must apply the precautionary principle in the credit agreement, referred to the SEBI No. 5/21/DPNP dated 29 September 2003 Chapter III points 1.d and 1.e, b. Constantly upgraded and improved the quality of corporate governance; c. To prevent worsening situation, the account officers was required to handle the debtor kol-2 in their responsibility as soon as possible without delay;
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
d. Divisi Special Assets Management supaya menyusun kembali program penyelesaian AYDA dengan mengelompokkannya berdasar kategori tingkat kesulitan; e. Meningkatkan kompetensi dan kualitas credit reviewer melalui rekruitmen/pelatihan intern maupun eksternal dalam rangka pelaksanaan prinsip kehati-hatian dalam ekspansi kredit; f. Meningkatkan kualitas account management para account officers dan memasukan kualitas penanganan file kredit dalam Key Performance Indicator (KPI); g. Meningkatkan kualitas pemantauannya terhadap debitur Multi Finance melalui system teknologi informasi; h. Melaksanakan proses penerapan Manajemen Risiko yang mencakup identifikasi-pengukuran dan pengawasan, antara lain proses penerapan Manajemen Risiko pada Teknologi Informasi dan Credit Card; i. Memastikan Kecukupan Kebijakan-Pelaksanaan dan Pengawasan terhadap Penerapan Manajemen Risiko Terintegrasi Konglomerasi Keuangan. Pengawasan mencakup transparansi, benturan kepentingan, pemenuhan peraturan perundangan dan penyalahgunaan wewenang.
Pengembangan Kompetensi Komite Pemantau Risiko
Selama 2015, anggota Komite Pemantau Risiko diberikan kesempatan untuk mengikuti dan berpartisipasi dalam berbagai pelatihan serta seminar sebagai berikut.
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
d. Special Assets Management Division was rodered to reconstruct the AYDA settlement program by grouping them by level of difficulty category; e. Improved the competence and quality of credit reviewer through internal and external recruitment/training in order to implement the principle of prudence in credit expansion; f. Improved the account management quality of the account officers and incorporated credit file handling quality into the Key Performance Indicator (KPI); g. Improved the monitoring quality of the Multi Finance debtor through information technology system; h. Executed Risk Management implementation process that includes – measurement and monitoring identification, among others, to the implementation process of Risk Management on Information Technology and Credit Card; i. Ensuried the adequacy of Implementation and Monitoring Policies on the Implementation of Integrated Risk Management of Financial Conglomerate. Supervision includes transparency, conflicts of interest, compliance with laws and abuse of authority.
The Risk Oversight Committee Competence Development
During 2015, members of the Risk Oversight Committee were given the opportunity to follow and participate in various trainings and seminars as follows:
Tabel Pengembangan Kompetensi Komite Pemantau Risiko Table of the Risk Oversight Committee’s Competence Development PESERTA DARI ANGGOTA KOMITE PARTICIPANT FROM THE AUDIT COMMITTEE Bambang Ratmanto
Purnadi Harjono
MATERI PELATIHAN TRAINING MATERIAL
TANGGAL PELATIHAN TRAINING DATE
- Workshop Internal Audit
-
-
-
The 2015 IIA Indonesia National Conference
Seminar Menyambut Pelonggaran Kebijakan LTV dan Realisasi Proyekproyek Pemerintah/Seminar on Welcoming Easig LTV Policy and the Relaization of Government Projects
9 Januari 2015/ January 9, 2015 19-20 Agustus 2015/ August 19-20 2015
6 Agustus 2015 / August 6, 2015
PELAKSANA ORGANIZERS -
MNC Bank
-
The Institute of Internal Auditors Indonesia
InfoBank
Sekretaris Perusahaan
Corporate Secretary
Sebagai perusahaan publik, Perseroan harus membangun dan memelihara komunikasi dengan regulator, kalangan pasar modal, investor maupun masyarakat umum. Hal ini dilakukan dalam rangka keterbukaan informasi sesuai dengan prinsip GCG dan dalam rangka menjaga dan/atau meningkatkan kepercayaan Publik terhadap Bank.
As a public company, the Company must establish and maintain communication with the regulatory bodies, capital market circle, investors, and the general public. It is conducted for information openness in line with GCG principles and for the Bank’s public image.
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Sejalan dengan persyaratan ketentuan tentang keterbukaan informasi perusahaan, Perseroan telah menunjuk Sekretaris Perusahaan. Sekretaris Perusahaan bertugas dan bertanggung jawab atas kegiatan publikasi mengenai aktivitas Perseroan dan memelihara kewajaran, konsistensi dan transparansi mengenai hal-hal terkait kinerja tata kelola perusahaan dan tindakan korporasi. Sekretaris Perusahaan juga bertanggung jawab memonitor kepatuhan Perseroan terhadap peraturan dan ketentuan pasar modal serta sebagai penghubung antara Perseroan dengan stakeholders.
In compliance with the requirements for corporate information openness, the Company appoints a Corporate Secretary. The Corporate Secretary is responsible for publication of the Bank’s activities and maintenance of fairness, consistency, and transparency of matters connected with corporate governance and actions. The Corporate Secretary is also responsible for monitoring of the Bank’s compliance with the regulations on capital markets and the Corporate Secretary also functions to liaise between the Company and the stakeholders.
Fungsi dan Tugas Sekretaris Perusahaan
The Tasks and Responsibility of The Corporate Secretary
1. Mengikuti perkembangan Pasar Modal khususnya peraturan perundang-undangan yang berlaku di bidang Pasar Modal; 2. Memberikan masukan kepada Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik untuk mematuhi ketentuan peraturan perundang-undangan di bidang Pasar Modal; 3. Membantu Direksi dan Dewan Komisaris dalam pelaksanaan tata kelola perusahaan yang meliputi: a. Keterbukaan informasi kepada masyarakat, termasuk ketersediaan informasi pada Situs Website Emiten atau Perusahaan Publik; b. Penyampaian laporan kepada Otoritas Jasa Keuangan tepat waktu; c. Penyelenggaraan dan dokumentasi Rapat Umum Pemegang Saham; d. Penyelenggaraan dan dokumentasi rapat Direksi dan/atau Dewan Komisaris; dan e. Pelaksanaan program orientasi terhadap perusahaan bagi Direksi dan/atau Dewan Komisaris.
1. Following the development of Capital Markets, especially the legislation in force in the capital market; 2. To provide input to the Board of Directors and Board of Commissioners of Public Company to comply with the provisions of the legislation in the Capital Market; 3. Assist the Board of Directors and the Board of Commissioners in the implementation of corporate governance which include: a. Disclosure of information to the public, including the availability of information on a Public Company’s trusted Website; b. Submission reports to the Financial Services Authority on a timely basis; c. Implementation and documentation of the General Meeting of Shareholders; d. Implementation and documentation of the Board of Directors and/or Board of Commissioners Meeting; and e. Implementation of the Company’s orientation program for the Board of Directors and/or Board of Commissioners.
Profil Sekretaris Perusahaan
Corpporate Secretary Profile
Program Peningkatan Kompetensi Sekretaris Perusahaan
Competence Development Program Of The Company Secretary
Andri Latif, 46, Warga Negara Indonesia, memperoleh gelar Magister Hukum dari Fakultas Hukum Universitas Indonesia pada tahun 2009. Posisi yang pernah dijabat sebelumnya di dalam Bank adalah sebagai Corporate Legal and Corporate Affair Head Bank (Maret 2013 – Maret 2014); Corporate Legal Officer Bank (September 2012- Maret 2013); Treasury, Int’l Banking, Trade Finance and Non credit Transaction Legal (Desember 2011 – September 2012); Commercial Credit and Corporate Legal Business Department Head, Commercial and Corporate Business Legal Officer (Mei2005 – Juni 2008).
2015 - Training Manajemen Risiko Perbankan Level III 2015 - Sertifikasi Manajemen Risiko Level III
Andri Latif, 46, Indonesian Citizen, holds a Master of Law from the Faculty of Law, University of Indonesia in 2009. Positions held before in the Bank were as Corporate Legal & Corporate Affairs Head of the Bank (March 2013 - March 2014); Corporate Legal Officer of the Company (September 2012-March 2013); Treasury, Int’l Banking, Trade Finance & Non Credit Transaction Legal (December 2011 - September 2012); Commercial Credit & Corporate Legal Busines Department Head, Commercial & Corporate Business Legal Officer (May 2005 - June 2008).
2015 - Banking Risk Management Training Level III 2015 - Risk Management Certification Level III
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Struktur Sekretaris Perusahaan
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Structure of Corporate Secretary PRESIDENT DIRECTOR CORPORATE secretary
CORPORATE communication division head
CORPORATE aFFAIRS & cORPORATE lEGAL division head CORPORATE aFFAIR
cORPORATE lEGAL
sEKRETARIS dIREKSI
aDMINISTRATION
CORPORATE communication
Task Implementation of Corporate Secretary
Pelaksanaan Tugas Sekretaris Perusahaan 2015
Sepanjang tahun 2015, Sekretaris Perusahaan menjalani tugasnya sesuai dengan tugas dan tanggung jawabnya. Secara lebih rinci, pelaksanaan kegiatan Sekretaris Perusahaan adalah:
Throughout 2015, Corporate Secretary carry out their duties in accordance with the duties and responsibilities. In more detail, the implementation of the Corporate Secretary are:
Tabel Pelaksanaan Tugas Sekretaris Perusahaan Table of the Taks Implementation of the Corporate Secretary Kegiatan
Jumlah number
Activities
RUPS Tahunan
1
RUPS Luar Biasa
2
AGMS EGMS
Penawaran Umum Terbatas
1
Limited Public Offering
Laporan Keuangan Kuartalan
4
Quarterly Financial Report
Laporan Tahunan
1
Annual Report
Paparan Publik
1
Public Expose
Komite di Bawah Direksi
Committees Under The Board Of Directors
Dalam melaksanaan tugas kepengurusannya, Direksi membentuk komite-komite di tingkat Direksi sesuai dengan kebutuhan bisnis MNC Bank dan ketentuan regulasi, yang diharapkan dapat menciptakan efektivitas dan efisiensi operasional, di antaranya: - Komite Manajemen Risiko - Komite Pengarah Teknologi Informasi - Asset and Liability Management Committee (Komite ALMA) - Change Management Office
In carrying out its management duties, the Board of Directors established committees at the level of the Board of Directors in accordance with MNC Bank business needs and regulatory provisions, which expected to create operational effectiveness and efficiency, namely: - Risk Management Committee - Information Technology Steering Committee - Asset and Liability Management Committee (ALMA) - Change Management Office
Komite Manajemen Risiko
Risk Management Committee
Dalam rangka pelaksanaan proses dan sistem Manajemen Risiko yang efektif, Bank mempunyai Risk Management Committe (RMC) dan SKMR yang independen. RMC merupakan komite tingkat Direksi yang mengimplementasikan penerapan kebijakan Manajemen Risiko dan keseluruhan eksposur risiko yang diambil oleh Bank.
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In the implementation process and effective Risk Management system, the Bank has a Risk Management Committee (RMC) and SKMR independent. RMC is the Board of Directors level committee that implements the application of risk management policy and the overall exposure to the risks taken by the Bank.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Struktur dan Keanggotaan
Structure and Membership
Uraian Tugas dan Tanggung Jawab
The Job Description and Responsibilities
Struktur dan keanggotaan dari RMC terdiri dari Ketua yang dijabat oleh Direktur yang membawahi fungsi Manajemen Risiko, Sekretaris merangkap anggota yang dijabat oleh Pejabat Eksekutif yang memimpin Satuan Kerja Manajemen Risiko serta anggota-anggota yang terdiri dari Direksi dan Pejabat Eksekutif yang diangkat berdasarkan Surat Keputusan Direksi terakhir dengan Surat Keputusan Nomor SKEP-016C/BABP/DIR/11-14 tanggal 17 Nopember 2014.
Wewenang dan tanggung jawab RMC adalah melakukan evaluasi dan memberikan rekomendasi kepada Presiden Direktur terkait Manajemen Risiko yang paling kurang meliputi: 1. Menetapkan arah proses manajemen risiko Bank, konsep kebijakan, risk appetite dan toleransi risiko Bank, termasuk strategi manajemen risiko. 2. Melakukan pembahasan dan memutuskan isu-isu yang ada pada profil risiko yang dikirimkan ke Otoritas Jasa Keuangan (OJK). 3. Menegakkan kepatuhan terhadap semua kebijakan Bank yang berlaku. 4. Melakukan penelaahan atas penerapan manajemen perkreditan dan operasional. 5. Mendefinisikan sistem pengendalian internal yang paling baik diterapkan pada Bank. 6. Evaluasi atas konsistensi antara kebijakan-kebijakan pemberian kredit, risiko pasar dan likuiditas, operasional dengan pelaksanaan kebijakan-kebijakan tersebut. 7. Memantau dan mengevaluasi pelaksanaan dari tugastugas unit Pengelolaan Risiko. 8. Membuat struktur untuk proses manajemen risiko Bank yang efisien dan selalu melakukan perbaikan. 9. Memahami risiko yang paling signifikan dan manajemen atas krisis.
Pelaksanaan Tugas dan Frekuensi Rapat Sepanjang tahun 2015, Komite Manajemen Risiko telah menjalankan tugas sebagaimana telah dijabarkan dalam tugas dan tanggung jawab Komite Manajemen Risiko dengan mengadakan rapat sebanyak 7 kali rapat.
Komite Pengarah Teknologi Informasi
Komite Pengarah Teknologi Informasi memberikan rekomendasi kepada Direksi yang mencakup rencana strategi TI yang sesuai dengan rencana Bank jangka panjang dan jangka pendek yang mencakup rencana pelaksanaan dan sumber daya yang diperlukan, perumusan kebijakan dan prosedur TI, pemantauan kinerja TI serta upaya peningkatannya, penyelesaian berbagai masalah TI yang tidak dapat diselesaikan oleh satuan kerja pengguna dan satuan kerja penyelenggara dan pemantauan proyek-proyek TI yang disetujui.
The structure and membership of RMC consists of the Chairman of the chaired by the Director in charge of Risks Management Functions, a Secretary concurrently as member held by an Executive Officer who led the Risks Management Unit and members comprising the Board of Directors and Executive Officers appointed under Decree Letters of the Board of Directors, most current by Decree Letter No. SKEP016C/BABP/DIR/11-14, dated November 17, 2014.
The authority and responsibilities of RMC is to evaluate and provide recommendations to the President Director on the Risk Management that at least includes: 1. Define the Bank’s risk management process, the concept of policy, risk appetite and the Bank’s risk tolerance, including risk management strategies. 2. Conduct discussions and decide the issues that exist in the risk profile to be sent to the Financial Services Authority (FSA). 3. Enforce compliance with all applicable Bank policies. 4. Review the implementation of credit and operations management. 5. Define the best internal control system to be applied in the Bank. 6. Evaluation of consistency between the credit policies, market and liquidity risk, operational with the implementation of those policies. 7. Monitor and evaluate the implementation of the Risk Management Unit’s tasks. 8. Create a structure for an efficient Bank’s risk management process and always make improvements. 9. Understand the most significant risk and crisis management.
The Implementation of The Tasks And Meeting Frequency
Throughout 2015, the Risk Management Committee has duties as set out in the duties and responsibilities of the Risk Management Committee to convene a meeting as much as 7 times.
Information Technology Steering Committee
Information Technology Steering Committee provides recommendations to the Board of Directors which includes plans IT strategy in accordance with the Bank’s plan longterm and short-term that includes the implementation plan and the necessary resources, the formulation of policies and procedures for IT, monitoring the performance of IT as well as efforts increase, the completion of various IT issues that can not be solved by the working unit and unit labor organizer and monitoring of IT projects approved
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Struktur dan Keanggotaan
Structure and Membership
Uraian Tugas dan Tanggung Jawab 1. Menyiapkan dan merekomendasikan kepada Direksi
The Job Description and Responsibilities
Struktur dan keanggotaan dari Komite Pengarah Teknologi Informasi terdiri dari Ketua yang dijabat oleh Direktur yang membawahi bidang Teknologi Informasi, Sekretaris merangkap anggota yang dijabat oleh Pejabat Eksekutif yang memimpin Satuan Kerja Teknologi Informasi serta anggotaanggota yang terdiri dari Direksi dan Pejabat Eksekutif yang diangkat berdasarkan Surat Keputusan Direksi terakhir dengan Surat Keputusan Nomor SKEP-005/BABP/DIR/10-15 tanggal 2 Oktober 2015.
proposal tentang IT Business Plan pada setiap tahun anggaran dan IT Blue Print minimal untuk 5 (lima) tahun kedepan. 2. Mengusulkan dan merekomendasikan kepada Direksi atas usulan suatu proyek atau kegiatan atau inisiatif TI baru (baik perangkat keras, perangkat lunak dan pendukung TI yang tepat guna bagi Bank) baik yang sudah dianggarkan maupun yang belum dianggarkan, untuk dilaksanakan dengan batasan limit biaya Dewan Komisaris. 3. Mengevaluasi secara berkala seluruh pelaksanaan rencana TI yang sudah ditetapkan dan biaya-biaya yang terealisasi berkenaan dengan TI serta memutuskan tindakan-tindakan yang diperlukan untuk pelaksanaan berikutnya. 4. Membahas current issue seputar teknologi terkini sehingga dapat dilakukan perubahan dimana perlu yang akan meningkatkan pertumbuhan bisnis.
The structure and membership of the Information Technology Steering Committee consists of a Chairman held by the Director which oversees the area of Information Technology, a Secretary concurrently as member held by an Executive Officer leading the Information Technology Working Unit and members consists of the Board of Directors and Executive Officers appointed by Decree Letters of the Board of Directors, most current by Decree Letter No. SKEP005/BABP/DIR/10-15 dated October 2, 2015.
1. Prepare and recommend to the Board of Directors a proposal about IT Business Plan for each fiscal year and IT Blue Print for at least 5 (five) years. 2. Propose and recommend to the Board of Directors on new IT project or activity or a initiatives (both hardware, software and IT appropriate for the Bank) either already budgeted and that have not been budgeted, to be implemented with cost constraints limitation set by the Board of Commissioners. 3. Periodically evaluate the implementation of IT plans that have been defined and realized costs with regard to IT and decide any measures necessary for the next implementation. 4. Discussing current issue around latest technology so that changes can be made if necessary which will improve the business growth.
Pelaksanaan Tugas dan Frekuensi Rapat
Task Execution and Meeting Frequency
Selama tahun 2015, Komite Pengarah Teknologi Informasi menyelenggarakan rapat berkala 3 bulanan sebanyak 4 kali yang dihadiri oleh Direktur yang membawahkan satuan kerja Teknologi Informasi, Direktur lain serta pejabat tertinggi yang membawahi satuan kerja penyelenggara TI dan satuan kerja pengguna TI.
During 2015, the Information Technology Steering Committee held quarterly regular meetings 4 times, which was attended by the Director who heads the Information Technology working unit, another Director as well as the highest official in charge of IT organizer working unit and its IT user.
Tiap rapat dibuat Risalah Rapat dan dirumuskan hal-hal penting dalam rapat yang perlu untuk segera ditindaklanjuti dengan menunjuk petugas penanggung jawab dan menetapkan target waktu penyelesaiannya. Hal-hal penting yang diidentifikasi dalam rapat tersebut ditindaklanjuti dan dipantau eksekusinya.
Meeting Minutes of each meeting were made and formulated the important things in meetings that need to be followed up by appointing the person in charge, and set a turnaround time target. Important things identified in the meeting followed up and monitored.
Komite ini memberikan rekomendasi kepada direksi yang mencakup rencana strategi TI yang sesuai dengan rencana Bank jangka panjang dan jangka pendek yang mencakup rencana pelaksanaan dan sumber daya yang diperlukan, perumusan kebijakan dan prosedur TI, pemantauan kinerja TI serta upaya peningkatannya, penyelesaian berbagai masalah TI yang tidak dapat diselesaikan oleh satuan kerja pengguna dan satuan kerja penyelenggara dan pemantauan proyek-proyek TI yang disetujui.
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This Committee provides recommendations to the Board of Directors that includes an IT strategy plan in accordance with the Bank’s long-term and short-term plans that includes the implementation plan and the necessary resources, the formulation of IT policies and procedures, monitoring the IT performance as well as any efforts to improve it, the settlement of various IT issues that can not be solved by the working unit and approved IT projects organizer and monitoring unit.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Komite Pengarah Teknologi Informasi menyampaikan beberapa rekomendasi: 1. Perubahan struktur organisasi Teknologi Informasi sehingga satuan kerja penyelenggara Teknologi Informasi mempunyai sumber daya yang cakap yang bisa mendukung dan mengimplementasikan visi Bank kedepan berikut rencana jangka panjang dan pendek. 2. Melakukan peningkatan kapasitas dan keandalan jaringan komunikasi data “Disaster Recovery Center” sehingga dapat dilakukan uji coba (Drill) sama dengan kondisi operasional sehari-hari. 3. Melakukan peningkatan kapasitas dan standarisasi jaringan komunikasi data semua cabang sehingga memberikan waktu respon yang cepat dalam memproses transaksi nasabah yang tinggi. 4. Melakukan penambahan keamanan jaringan Internet dengan implementasi peralatan keamanan yang lebih teruji. 5. Pelaksanaan dan sosialisasi Information Security Awarness kepada semua staff Bank dalam mengerti dan memahami keamanan TI sehingga dapat mencegah terjadinya hal-hal yang merugikan staff secara pribadi dan Bank secara keseluruhan.
The Information Technology Steering Committee conveyed some recommendations: 1. Changes in the Information Technology organizational structure so that the Information Technology organizer working unit have accomplished resources that can support and implement the Bank’s vision in the future as well as the long and short term plans. 2. To increase the capacity and reliability of data communication networks “Disaster Recovery Center” so that it can be tested similar to the daily operating conditions. 3. To increase the capacity and standardization of data communication networks of all branches to provide a fast response time in processing large customer transactions. 4. To improve the Internet network security with the implementation of more tested security equipment.
Asset and Liability Management Committe (Alco)
Asset and Liability Management Committe (Alco)
Struktur dan Keanggotaan
Structure and Membership
Uraian Tugas dan Tanggung Jawab
Job Description and Responsibility
Struktur dan keanggotaan dari ALCO terdiri dari Ketua yang dijabat oleh Presiden Direktur, Sekretaris merangkap anggota yang dijabat oleh Pejabat Eksekutif yang memimpin Satuan Tresuri serta anggota-anggota yang terdiri dari Direksi dan Pejabat Eksekutif yang diangkat berdasarkan Surat Keputusan Direksi terakhir dengan Surat Keputusan Nomor SKEP-016A/BABP/DIR/11-14 tanggal 17 Nopember 2014.
1. Sekretaris ALCO menyiapkan agenda Rapat ALCO 2. Sekretaris ALCO bersama-sama dengan seluruh anggota ALCO (kecuali anggota Komite yang berasal dari Direksi) menyiapkan data keuangan dan informasi lainnya yang relevan dengan agenda rapat ALCO 3. Membahas kinerja keuangan Bank dibandingkan dengan Rencana Bisnis dan realisasi kinerja keuangan bulan sebelumnya 4. Melakukan simulasi-simulasi posisi keuangan agar dapat diambil keputusan/arahan posisi keuangan Bank yang selalu terjaga kualitas dan profitabilitasnya sesuai ketentuan dan peraturan-peraturan yang berlaku 5. Menetapkan kebijakan (policy) antara lain tentang: a. Investasi di surat-surat berharga dan/atau investasi jangka pendek b. Konsentrasi kredit, exsisting dan pipe line kredit, pemenuhan PPAP c. Likuiditas dan konsentrasi pendanaan dan suku bunga kredit d. Pengembangan produk/layanan dan program markting untuk mendukung kinerja sesuai strategi (action plan)
5. The Implementation and socialization of Information Security Awarness to all Bank’ staff so they understand and comprehend the IT security to prevent things that will harm them personally and the Bank’s staff as a whole.
The structure and membership of ALCO consists of the Chairman which is held by the President Director, a Secretary concurrently as member held by an Executive Officer who lead the Treasury Unit and members consisting of Directors and Executive Officers appointed Decree Letters of the Board of Directors, most current by Decree Letter No. SKEP016A/BABP/DIR/11-14, dated November 17, 2014.
1. The ALCO Secretary prepares ALCO meeting genda 2. The ALCO Secretary with all members of the ALCO (except members of the Committee from the Board of Directors) prepare financial data and other information relevant to the ALCO meeting agenda 3. Discusses the Bank’s financial performance in comparison with the business plan and the realization of previous month financial performance 4. Performs financial position simulations to take a decision/ direction of the Bank’s financial position that always maintained its quality and profitability according to the applicable provisions and regulations 5. Establishes policies, among other things: a. Investments in securities and/or short-term investments b. Concentration of credit, exsisting and pipe line of credit, PPAP compliance c. Liquidity and funding concentrations and lending rates d. Development of products/services and marketing programs to support performance according the action plan
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
e. Penetapan suku bunga pendanaan dan suku bungan kredit f. NOP g. Capital/CAR h. Fee Based Income i. Profitability j. Growth plan 6 (enam) bulan kedepan 6. ALCO merumuskan action plan untuk 1 (satu) sampai dengan 3 (tiga) bulan kedepan. 7. ALCO merancang target kinerja 2 (dua) periode kedepan beserta publikasinya. 8. Keputusan ALCO yang berkaitan dengan policy harus dibuat secara tertulis dan ditandatangani oleh Ketua ALCO dan disosialisasikan oleh Sekretaris Komite ALMA kepada unit kerja terkait.
e. Determination of funding rates and loan interest rates f. NOP g. Capital/CAR h. Fee Based Income i. Profitability j. Growth plan for 6 (six) months ahead 6. ALCO formulates an action plan for 1 (one) to 3 (three) months ahead. 7. ALCO designs performance targets 2 (two) periods ahead and its future publication. 8. ALCO’s decision relating to a policy must be made in writing and signed by the Chairman ALCO and distributed by the Secretary of the ALMA Committee to related working units.
Pelaksanaan Tugas dan Frekuensi Rapat
The Implementation of Tasks and Meeting Frequency
Sepanjang tahun 2015, ALCO telah menjalankan tugas sebagaimana telah dijabarkan dalam tugas dan tanggung jawab dengan mengadakan rapat sebanyak 12 kali rapat.
Throughout 2015, ALCO has run its duties as set out in the tasks and responsibility by convene as many as 12 meetings.
Change Management Office Committe
Change Management Office Committe
Struktur dan Keanggotaan
Structure and Membership
Uraian Tugas dan Tanggung Jawab
Job Description and Responsibility
Bapak Moh. Didi Suatmadijaya sebagai Change management Office Committe yang bertanggung jawab dan melapor langsung kepada Presiden Direktur.
1. Mengembangkan dan mengelola perubahan termasuk mengelola dan mengatur pertemuan rutin dengan Steering Committe dan Project Manager. 2. Mengembangkan strategi, pendekatan dan metodologi manajemen perubahan. 3. Mengidentifikasi potensi risiko dan mengembangkan rencana spesifik untuk mengurangi maupun mengatasi masalah yang timbul. 4. Mendukung kerja Project Manager untuk mengembangkan rencana perubahan. 5. Membuat dan mengelola sistem penilaian untuk mengukur kemampuan perubahan setiap individu. 6. Mengidentifikasi resistensi dan kesenjangan yang timbul untuk mengembangkan dan mengimplementasikan tindakan korektif. 7. Bekerja dengan tim proyek untuk mengintegrasikan kegiatan manajemen perubahan ke dalam rencana proyek secara keseluruhan. 8. Bekerja sama dengan konsultan dan Project Manager terkait persiapan, kesiapan operasional, dan pelaksanaan proyek.
Pelaksanaan Tugas dan Frekuensi Rapat Sepanjang tahun 2015, Change Management Office telah menjalankan tugas sebagaimana telah dijabarkan dalam tugas dan tanggung jawab dengan mengadakan rapat sebanyak 10 kali rapat.
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Mr Moh. Didi Suatmadijaya as a Change Management Office Committee was responsible and report directly to the President Director.
1. Develops and manages changes, including managing and organizing regular meetings with the Steering Committee and Project Manager. 2. Develops a strategy, approach and change management methodology. 3. Identifies potential risks and develops a specific plan to reduce or overcome the problems. 4. Supports the Project Manager to develop change plans. 5. Creates and manages the assessment system to measure the ability of each individual changes. 6. Identifies resistance and gaps that arise to develop and implement corrective actions. 7. Works with the project team to integrate change management activities into the overall project plan. 8. Works with consultant and Project Manager on the preparation, operational readiness, and project implementation.
The Implementation of Tasks and Meeting Frequency
Throughout 2015, Change Management Office had executed its tasks as has been described in the tasks and responsibilities by convene a meeting as many as 10 times.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Komite Kredit
Credit Committee
Untuk menerapkan sistem Manajemen Risiko yang efektif dalam proses pemberian fasilitas kredit , Bank mempunyai Komite Kredit yang merupakan komite dibawah Direksi yang bertugas untuk memberikan keputusan kredit dalam batas Wewenang Persetujuan Kredit yang dimilikinya berdasarkan Kebijakan Kredit dan Pendegalasian Wewenang Limit Kredit yang berlaku dengan memperhatikan prinsip tata kelola perusahaan yang baik dan prinsip kehati-hatian.
To implement an effective Risk Management system in the process of credit facilities, the Bank has a Credit Committee under the Board of Directors which is responsible for providing credit decisions within the limits of its Credit Approval Authority based on applicable Credit Policy and Credit Limit Authority Delegation with regard to principles of good corporate governance and prudent principle.
Struktur dan Keanggotaan
Structure and Membership
Komite Kredit terdiri dari Business Unit dan Supporting Unit, Struktur dan keanggotan Komite Kredit daitur dalam Kebijakan Kewenangan Kredit yang berlaku dan diangkat dengan Surat Keputusan Direksi yang terdiri dari Ketua Komite Kredit adalah Direktur yang membidangi Business Banking dan Sekretaris Komite Kredit adalah Pejabat Eksekutif yang memimpin satuan kerja Credit Review serta anggota-anggota yang terdiri dari Direksi dan Pejabat Eksekutif yang diangkat berdasarkan Surat Keputusan Direksi.
The Credit Committee comprised of Business Units and Supporting Unit, the structure and membership of the Credit Committee regulated in the Loans Authority Policy in force and appointed by Decree Letter of the Board of Directors. The Credit Committee consists of a Chairman that also the Director in charge of Business Banking and Secretary of the Credit Committee is an Executive Officer who led the Credit Review unit and members comprising the Board of Directors and Executive Officers appointed by the Decree Letter of the Board of Directors.
Uraian Tugas dan Tanggung Jawab
Description Of Duties and Responsibilities
Pelaksanaan Tugas dan Frekuensi Rapat
Duties Execution and Meeting Frequency
Komite Kredit dalam menjalankan fungsi dan tugasnya mengacu kepada prosedur dan ketentuan yang diatur dalam Kebijakan Umum Kredit yang berlaku pada Bank serta ketentuan wewenang limit kredit yang diatur dari waktu kewaktu oleh Direksi berdasarkan Surat Keputusan Direksi.
Sepanjang tahun 2015, Komite Kredit telah menjalankan tugas sebagaimana telah dijabarkan dalam tugas dan tanggung jawab Komite Komite Kredit dengan mengadakan rapat sebanyak 7 kali rapat.
The Credit Committee in carrying out its functions and duties referred to the procedure and conditions set forth in the Credit General Regulations applicable to the Bank and provisions on credit limit authority set from time to time by the Board of Directors pursuant to the Decree Letter of the Board of Directors.
Throughout 2015, the Credit Committee has executed its duties as set out in the duties and responsibilities of the Credit Committee by convene 7 meetings.
AUDIT INTERNAL INTERNAL AUDIT
Audit Internal adalah bagian dari pengendalian internal, yang secara garis besar bertujuan membantu manajemen merealisasikan objektif/sasarannya melalui pemeriksaan kecukupan dan pelaksanaan proses pengendalian internal, manajemen risiko dan tata kelola perusahaan.
Internal Audit is part of internal control, which is broadly aimed at helping management to realize the Company’s objective/target through examination of the adequacy and implementation of internal control processes, riskmanagement and corporate governance.
Ruang lingkup audit meliputi seluruh aspek dan unsur kegiatan Bank yang langsung ataupun tidak langsung diperkirakan dapat mempengaruhi terselenggaranya kepentingan Bank dan masyarakat.
The scope of the audit included all aspects and elements of the Bank’s activities that directly or indirectly can influence the implementation of the Bank and the public interest.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Struktur Organisasi dan Ketua Audit Internal
Organization Structure and Internal Audit Chairman
Kedudukan Audit Internal dalam Struktur Organisasi
Internal Audit Position in The Organization Structure
Audit Internal merupakan bagian dari struktur organisasi bank yang mempunyai fungsi independen dan bertanggung jawab serta melaporkan langsung kepada Direktur Utama dan Dewan Komisaris melalui Komite Audit. Dalam menjalankan fungsinya, Audit Internal memiliki Piagam Audit (Audit Internal Charter) yang disahkan oleh Direktur Utama dan Dewan Komisaris, hal ini selain diatur oleh Bank Indonesia melalui SPFAIB (Standar Pelaksanaan Fungsi Audit Internal Bank), juga sesuai dengan standar internasional yang bersumber pada The Professional Practice Framework dari Institute of Internal Auditors. Kedudukan Audit Internal tercermin dalam struktur organisasi sebagai berikut.
Internal Audit is part of the bank’s organizational structure which has an independent function and responsible and report directly to the President Director and the Board of Commissioners through the Audit Committee. In carrying out its functions, the Internal Audit has an Internal Audit Charter adopted by the President Director and the Board of Commissioners, aside from regulated by Bank Indonesia through SPFAIB (Bank Internal Audit Function Implementation Standards), also in accordance with international standards that originates in The Professional Practice Framework of the Institute of Internal Auditors. The position of Internal Audit are reflected in the organization structure as follows.
PRESIDENT DIRECTOR
Audit Committee
INTERNAL AUDIT group head
Quality Assurance
FRAUD & Investigation unit
BUSINESS UNIT division HEAD
OPERATION & INFORMATION TECHNOLOGY division HEAD pandu
HEAD OFFICE AUDIT division HEAD
AUDIT TEAM MEMBERS
AUDIT TEAM MEMBERS
AUDIT TEAM MEMBERS
Profil Kepala Audit Internal
Edi Alpian Warga Negara Indonesia, 47 tahun. Menjabat sebagai Kepala Satuan Kerja Audit Internal PT. MNC Bank Internasional, Tbk sejak tahun 2011. Selain memiliki latar belakang pendidikan Sarjana Ekonomi bidang Akuntansi, beliau juga memegang sertifikasi profesi internasional dari GARP, maupun sertifikasi profesi nasional (QIA, Manajemen Risiko level 3). Sebelum bergabung di MNC Bank Internasional, pernah berkarir di PT. Bank Internasional Indonesia (BII – 2004 – 2007), Badan Penyehatan Perbankan Nasional/BPPN (1999 – 2004), PT. Bank Dana Asia (1995 – 1999) dan PT. Bank Indo Monex (1993 – 1995), yang sebagian besar dalam bidang Audit Internal.
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Head of Internal Audit Profile
Edi Alpian Indonesian citizen, 47 years. Head of Internal Audit Unit Bank. In addition to having an educational background in Accounting Bachelor of Economics, he also has international certification (Certified in Banking Risk and Regulation - GARP) and national (QIA, BSMR level 3). Prior to joining International MNC Bank, he had a career in PT. Bank Internasional Indonesia (BII - 2004 to 2007), the Indonesian Bank Restructuring Agency/BPPN (1999-2004), PT. Bank Asia Fund (1995 - 1999), PT. Bank Indo Monex (1993 - 1995), which are all in the field of Internal Audit.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Pihak yang Mengangkat dan Memberhentikan Ketua Audit Internal
Authorized People Who Appoint and Dismiss The Head of Internal Audit
Sesuai Standar Pelaksanaan Fungsi Audit Internal Bank Umum (SPFAIB), yang merupakan bagian dari Peraturan Bank Indonesia No.1/6/PBI/1999 tanggal 29 September 1999 tentang Penugasan Direktur Kepatuhan dan Penerapan Standar Pelaksanaan Fungsi Audit Internal Bank Umum, maka kepala Audit Internal /SKAI diangkat dan diberhentikan oleh Direksi Bank dengan persetujuan dari Dewan Komisaris dan dilaporkan kepada Bank Indonesia.
In accordance with the Internal Audit Function Implementation Standards for Commercial Bank (SPFAIB), which is part of Bank Indonesia Regulation No. 1/6/PBI/1999 dated 29 September 1999 on the Assignment of Compliance Director and Implementation of Internal Audit Standards for Commercial Banks, the head of the Internal Audit/SKAI appointed and dismissed by the Board of Directors of the Bank with the approval of the Board of Commissioners and reported to Bank Indonesia.
Komposisi Personil Audit Internal
Composition of Internal Audit Personnel
Pada tahun 2015 , Auditor Internal berjumlah 18 (delapan belas) orang yang terbagi dalam dalam 4 (empat) divisi dan 1 (satu) Quality Assurance sebagai berikut. a. Business Audit b. Head Office Audit c. Operation and Information Technology Audit d. Special Audit /Fraud Investigation e. Quality Assurance
In 2015, personnil in the Internal Auditor consisted of 18 (eighteen) people that divided into four (4) divisions and one (1) Quality Assurance as follows. a. Business Audit b. Head Office Audit c. Operation and Information Technology Audit d. Special Audit/Fraud Investigation e. Quality Assurance
Sertifikasi Profesi Audit Internal
Internal Audit Profession Certification
Untuk meningkatkan kompetensi Audit Internal secara berkesinambungan sehingga memberikan nilai tambah (value added) bagi perusahaan, maka selama tahun 2015 seluruh Auditor telah diikut sertakan dalam program pelatihan dan sertifikasi.
To improve the competence of the Internal Audit on an ongoing basis to provide added value for the company, then during 2015 all personnels have followed various training and certification program.
Sampai dengan tahun 2015, Audit Internal telah memperoleh berbagai sertifikasi kompetensi baik internasional maupun nasional sebagai berikut.
Until 2015, the Internal Audit has obtained various competence certifications, both international and national, as follows.
Tabel Sertifikasi Profesi Audit Internal Table of Internal Audit Profession Certification Sertifikasi Profesi
Jumlah Auditor Number of Auditor
Profession Certification
International in Banking Risk and Regulation CBRR
1
Qualified of Internal Audit (QIA)
2
International in Banking Risk and Regulation CBRR Qualified of Internal Audit (QIA)
Sertifikasi Manajemen Risiko (BSMR /LSPP)
18
Risk Management Certification (BSMR /LSPP)
Tugas dan Tanggung Jawab Audit Internal
Tasks and Responsibilities of Internal Audit
1. Menyusun dan melaksankan rencana audit internal tahunan. 2. Menguji dan mengevaluasi pelaksanaan pengendalian intern dan sistem manajemen risiko sesuai dengan kebijakan Bank.
1. Develops and implements an annual internal audit plan. 2. Examines and evaluates the implementation of internal control and risk management system in accordance with the Bank’s policy.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
3. Melakukan pemeriksaan, baik pemeriksaan langsung maupun pengawasan secara tidak langsung dalam rangka penilaian atas efisiensi dan efektivitas di bidang keuangan, akuntansi, operasional, sumber daya manusia, pemasaran, teknologi informasi dan kegiatan lainnya. 4. Memberikan saran perbaikan dan informasi yang obyektif tentang kegiatan yang diperiksa pada semua tingkat manajemen, guna meningkatkan efisiensi penggunaan sumber daya manusia dan dana. 5. Membuat Laporan Hasil Audit (LHA) dan menyampaikan laporan tersebut kepada President Director dan Dewan Komisaris dengan tembusan kepada Compliance, Legal dan Risk Management Director. 6. Memantau, menganalisis dan melaporkan pelaksanaan tindak lanjut perbaikan yang telah disarankan. 7. Menyusun program untuk mengevaluasi mutu kegiatan audit internal yang dilakukannya. 8. Melakukan pemeriksaan khusus apabila diperlukan. 9. Menjalin kerja sama dengan Komite Audit.
3. Conducts examinations, eitherr directly or indirect supervision to assess the efficiency and effectiveness of finance, accounting, operations, human resources, marketing, information technology departments and other activities.
Pedoman Audit Internal
Internal Audit Guideline
Dalam menjalankan fungsinya, Audit Internal memiliki Piagam Audit (Audit Internal Charter) yang disahkan oleh Direktur Utama dan Dewan Komisaris, hal ini selain diatur oleh Bank Indonesia melalui SPFAIB (Standar Pelaksanaan Fungsi Audit Internal Bank), juga sesuai dengan standar internasional yang bersumber pada The Professional Practice Framework dari Institute of Internal Auditors.
In performing its tasks, the Internal Audit is equipped with an Internal Audit Charter endorsed by the President Director and the Board of Commissioners, aside from regulated by Bank Indonesia through SPFAIB (Bank Internal Audit Function Implementation Standards), also in accordance with international standards that originates in The Professional Practice Framework of the Institute of Internal Auditors.
Kode Etik Auditor
Auditor’s Code of Ethic
Prinsip No.1: INTEGRITAS. Aturan perilaku berkenaan dengan prinsip INTEGRITAS:
Principle No. 1: INTEGRITY. Rules of conduct with regard to the principle of INTEGRITY: 1. Auditor shall perform his work honestly, sincerely and responsibly. 2. Auditor should comply with the law and provide an explanation as expected by the law and the profession.
1. Auditor harus melakukan pekerjaannya dengan jujur, sungguh-sungguh, dan bertanggung jawab. 2. Auditor harus mematuhi hukum dan memberikan penjelasan sesuai dengan yang diharapkan oleh ketentuan hukum dan profesi. 3. Auditor dilarang, secara sadar terlibat dalam kegiatan ilegal, atau kegiatan yang dapat mendiskreditkan profesi audit internal ataupun organisasi tempat bekerjanya. 4. Auditor harus menghormati dan memberikan dukungan kepada tujuan organisasi yang sah dan etis. Prinsip No.2: OBYEKTIVITAS. Aturan perilaku berkenaan dengan prinsip OBYEKTIVITAS: 1. Auditor tidak boleh berpartisipasi dalam kegiatan atau hubungan apapun yang dapat, atau patut diduga dapat, mengurangi kemampuannya untuk melakukan penilaian (assessment) secara objektif. Termasuk dalam hal ini adalah kegiatan atau hubungan apapun yang dapat menimbulkan pertentangan kepentingan dengan organisasinya.
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4. Provides recommendations for improvements and objective information about the activities examined at all levels of management, in order to improve the efficient use of human and financial resources. 5. Prepares the Audit Report (LHA) and submits the report to the President Director and the Board of Commissioners with a copy to the Compliance, Legal and Risk Management Director. 6. Monitors, analyzes and reports the implementation of improvements follow up that have been suggested. 7. Develops programs to evaluate the quality of the internal audit activities. 8. Conducts special inspections if necessary. 9. Establishes cooperation with the Audit Committee.
3. Auditor is prohibited knowingly engage in illegal activities or activities that may discredit the profession of internal audit or organization where they work. 4. Auditor shall respect and provide support to the legitimate and ethical organization’s goals. Principle No. 2: OBJECTIVITY. Rules of conduct with regard to the principle OBJECTIVITY: 1. Auditor must not participate in activities or relationships that might, or reasonably suspected to be, reducing its ability to make an assessment objectively. Included in this is an activity or relationships that might pose a conflict of interests with his organization.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
2. Auditor dilarang menerima apapun, yang dapat atau patut diduga dapat, mempengaruhi pertimbangan profesionalnya. 3. Auditor harus mengungkapkan semua fakta penting yang diketahuinya, yaitu fakta yang jika tidak diungkapkan, dapat mendistorsi laporan atas kegiatan yang diperiksa.
Manajemen Sumber Daya Manusia Human Resources Management
2. Auditor is prohibited from receiving anything that can or expected to affect professional judgment. 3. Auditor should disclose all important facts known by him/her, namely the fact that, if not disclosed, may distort the report of reviewed activities.
Prinsip No.3: KERAHASIAAN. Aturan perilaku berkenaan dengan prinsip KERAHASIAAN: 1. Auditor harus bersikap hati-hati (prudent) dalam menggunakan dan menjaga informasi yang diperolehnya selama melaksanakan tugas. 2. Auditor dilarang menggunakan informasi, untuk mendapatkan keuntungan pribadi, atau dengan cara apapun yang bertentangan dengan hukum atau merugikan tujuan organisasi yang sah dan etis.
Principle No. 3: CONFIDENTIALITY. Rules of conduct with regard to the principle CONFIDENTIALITY: 1. Auditor should be prudent in using and keeping information obtained during the exeuction of their task.
Prinsip No.4: KOMPETENSI. Aturan perilaku berkenaan dengan prinsip KOMPETENSI:
Principle No. 4: COMPETENCE. Rules of conduct with regard to the principle COMPETENCE: 1. Auditor will only provide services that can be carried out with the knowledge, skills, and experiences he/she had.
1. Auditor hanya akan memberikan jasa yang dapat dilaksanakan dengan pengetahuan, keahlian, dan pengalaman penting yang dimilikinya. 2. Auditor harus memberikan layanan jasa audit internal sesuai dengan Standar Profesi Audit Internal.
3. Auditor harus senantiasa meningkatkan keahlian dan efektivitas, serta kualitas jasa yang diberikannya.
2. Auditor is prohibited from using the information for personal gain, or in any way contrary to the law or detrimental to the legitimate and ethical organization’s goals.
2. Auditor should provide internal audit services in accordance with the Internal Audit Professional Standards. 3. Auditor must constantly improve skills and effectiveness, as well as the quality of services rendered.
Laporan Singkat Pelaksanaan Kegiatan Audit Internal 2015
Brief Report on The Execution of Internal Audit Activities in 2015
Dalam menjalankan fungsinya, Audit Internal memiliki Piagam Audit (Audit Internal Charter) yang disahkan oleh Direktur Utama dan Dewan Komisaris, hal ini selain diatur oleh Bank Indonesia melalui SPFAIB (Standar Pelaksanaan Fungsi Audit Internal Bank), juga sesuai dengan standar internasional yang bersumber pada The Professional Practice Framework dari Institute of Internal Auditors.
In carrying out its functions, the Internal Audit has an Internal Audit Charter endorsed by the President Director and the Board of Commissioners, aside regulated by Bank Indonesia through SPFAIB (Bank Internal Audit Function Implementation Standards), also in accordance with international standards that originates in The professional Practice Framework of the Institute of Internal Auditors.
Dalam menentukan rencana auditnya, Audit Internal telah menggunakan audit berbasis risiko (Risk Based Audit), dimana dari seluruh aktivitas bank terlebih dahulu dilakukan assessment untuk menetapkan prioritas obyek audit yang akan diperiksa.
In determining the audit plan, Internal Audit has been using a Risk Based Audit, where they conducted prior assessment to all the Bank’s activities to set priorities for audit objects.
Pada tahun 2015, telah menyelesaikan 28 penugasan audit, baik dalam bentuk regular audit maupun audit khusus/ investigasi.
In 2015, it has completed 28 audits, either in the form of regular audit or special audit/investigation.
Selain melakukan audit regular dan investigasi, Audit Internal juga memberikan peran konsultatif kepada unit kerja lain, dimana selama tahun 2015 telah diterbitkan memo hasil review/konsultatif audit sebanyak 10 memo. Dalam rangka meningkatkan kompetensi SDM di unit kerja lain, Audit Internal juga turut serta memberikan konstribusi dalam bentuk “sharing knowledge”.
In addition to performing regular audits and investigations, Internal Audit also provides consultative role to other working units, which during 2015 has issued 10 memo on a review/audit consultative. In order to improve the Human Resources’s competence in other work units, Internal Audit also give contributione in the form of “sharing knowledge”.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Audit Internal juga ditunjuk sebagai unit kerja yang memonitor tindak lanjut hasil pemeriksaan OJK maupun pihak Eksternal lainnya, dimana tindak lanjut yang dilakukan oleh Auditee/unit kerja terperiksa merupakan salah satu agenda yang dilaporkan kepada Direktur Utama dan Komisaris (melalui Komite Audit) serta Direktur Kepatuhan.
Internal Audit was also designated as a working unit to monitor the follow-up the FSA and other External institutions examniations, where the actions taken by the auditee/ unit examinee is one of agendas that was reported to the President Director and Board of Commissioner (through the Audit Committee) as well as the Director of Compliance.
Sehubungan dengan Peraturan OJK No. 17/POJK.03/2014 tentang Penerapan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan dan Peraturan OJK No. 18/ POJK.03/2014 tentang Penerapan Tata Kelola Terintegrasi, maka PT. MNC Bank Internasional, Tbk telah ditunjuk sebagai Entitas Utama dalam Struktur Konglomerasi Keuangan MNC Group, sehingga secara otomatis Audit MNC Bank menjadi Satuan Kerja Audit Internal (SKAI) terintegrasi yang melakukan koordinasi dengan SKAI pada Lembaga Jasa Keuangan lainnya di lingkungan MNC Group.
In connection with the FSA Regulation No. 17/POJK.03/2014 on the Application of Integrated Risk Management for Financial Conglomerate and FSA Regulation No. 18/ POJK.03/2014 on the Application of Integrated Governance, PT. MNC Bank Internasional, Tbk has been appointed as the Main Entity in Finance Conglomerate Structural at MNC Group, thus automatically MNC Bank Audit Internal became integrated Internal Audit Unit (SKAI) that coordinate with the Internal Audit Unit at other Financial Services Institutes in the MNC Group environment.
Program Kerja Internal Audit Group
Internal Audit Group Work Program
Dalam rangka peningkatan peran dan fungsi Internal Audit, pada tahun 2015 telah dilakukan beberapa hal sebagai berikut. 1. Melakukan perubahan organisasi di Internal Audit Group termasuk job coverage yang disesuaikan dengan RBB Bank tahun 2015. 2. Membuat GAP analysis terhadap organisasi Internal Audit maupun sumber dayanya, sehingga hasilnya menjadi dasar dalam pengajuan perbaikan kepada Manajemen. Beberapa hal yang menjadi GAP dalam organisasi Internal Audit antara lain sebagai berikut. • Preliminary audit (audit pendahuluan) masih dilakukan secara manual, sehingga akan mempengaruhi kualitas maupun SLA dari proses audit. Terhadap kondisi ini akan diusulkan dalam Audit operating plan 2016 untuk mengadakan Audit Tools yang dapat digunakan sebagai peningkatan dalam melakukan preliminary audit. Hal ini juga merupakan salah satu tahapan dalam melakukan proses continuous audit. • Man Power, pada awal tahun 2015 jumlah auditor pada Internal Audit Group sudah cukup memadai dengan total auditor sebanyak 20 (dua puluh) orang yang terbagi atas 4 (empat) divisi (Business Audit, IT and Operation Audit, Head Office Audit dan Anti Fraud ) dan 1 (satu) Quality Assurance), namun selama tahun 2015 terdapat 3 auditor yang resign, sehingga direncanakan pada tahun 2016 akan dilakukan rekrutmen kembali khusus auditor yang membidangi perkreditan, Treasury dan Manajemen Risiko serta IT. • Perbaikan audit rating system yang disesuaikan dengan perkembangan bisnis Bank dan perubahan struktur organisasi Bank. Sehingga diharapkan dapat memberikan informasi terkait dengan hasil evaluasi pengendalian internal kepada Manajemen Bank secara lebih baik dan informatif.
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In order to increase the role and function of Internal Audit, there has been some decision taken in 2015 as follow. 1. Made some organization changes in the Internal Audit Group including job coverage that adjusted to the Bank’s RBB in 2015. 2. Made a GAP analysis of the Internal Audit organization and its resources, so that it becomes the basis to give recommendation of improvements to the Management.
Some things that has became a GAP in the Internal Audit organization were as follows. • Preliminary audit was still done manually, so it will affect the quality and SLA of the audit process. Against these conditions, there was a proposal to conduct 2016 Audit operating plan to produce Audit Tools that can be used as an improvement in conducting the preliminary audit. It was also one step in the process of continuous auditing.
• Man Power, in early 2015 the number of auditors in the Internal Audit Group was already adequate with a total of 20 (twenty) auditors, divided into four (4) divisions (Business Audit, IT and Operations Audit, Head Office of Audit and Anti-Fraud ) and 1 (one) Quality Assurance), but during 2015 three auditors resigned, so it was planned that in 2016 there will be a recruitment of a special auditor to handle credit, Treasury and Risk Management, and IT.
• Improvement to audit rating system tailored to the Bank’s business development and changes in the Bank’s organizational structure. In that way, the system could provide better and more informative evaluation results of internal controls to the Bank’s management.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
•
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Perbaikan kualitas laporan hasil audit (LHA), sehingga hasil audit yang dilaporkan mempunyai value added bagi para pemangku kepentingan (Direksi dan Komisaris) dalam menentukan langkah perbaikan strategis operasional Bank.
Manajemen Sumber Daya Manusia Human Resources Management
• Improved quality of the audit report (LHA), so that the reported audit results have value added to the stakeholders (the Board of Directors and Board of Commissioners) in determining the strategic steps to improve the Bank’s operations.
Metode Audit
Audit Method
Pelaksanaan Audit
Audit Execution
Efektivitas dan Cakupan Pelaksanaan Audit Intern
Effectivity and Scope of Internal Audit Taks
Dalam menentukan rencana auditnya, Audit Internal telah menggunakan audit berbasis risiko (Risk Based Audit), dari seluruh aktivitas bank terlebih dahulu dilakukan assessment untuk menetapkan prioritas obyek audit yang akan diperiksa.
Pada tahun 2015, Audit Internal Group yang didukung 18 Auditor telah menyelesaikan 28 penugasan audit, baik dalam bentuk regular audit maupun special audit/ investigasi. Selain melakukan audit regular dan investigasi, Audit Internal juga memberikan peran konsultatif kepada unit kerja lain. Selama tahun 2015 telah diterbitkan memo hasil review/konsultatif audit sebanyak 10 memo. Dalam rangka meningkatkan kompetensi SDM di unit kerja lain, Audit Internal juga turut serta memberikan konstribusi dalam bentuk “sharing knowledge”.
In determining the audit plan, Internal Audit has been using a Risk Based Audit, where they conducted prior assessment to all the Bank’s activities to set priorities for audit objects.
In addition to performing regular audits and investigations, Internal Audit also provides consultative role to other working units, which during 2015 has issued 10 memo on a review/audit consultative. In order to improve the Human Resources’s competence in other work units, Internal Audit also give contributione in the form of “sharing knowledge”.
Pada dasarnya pelaksanaan audit yang dilakukan oleh Audit Intern MNC Bank mencakup beberapa hal sebagai berikut. 1. Melakukan evaluasi terhadap kecukupan proses pengendalian internal manajemen risiko dan tata kelola perusahaan; 2. Melakukan monitoring terhadap tindak lanjut hasil audit (internal dan eksternal) 3. Memberikan kesimpulan dan rekomendasi perbaikan sehingga auditee dapat merealisasikan tujuan organisasi sesuai dengan yang telah ditetapkan oleh manajemen.
Basically the audit conducted by MNC Bank Internal Audit included some of the following. 1. Evaluated the adequacy of the risk management internal control process and corporate governance;
Pelaksanaan audit dilakukan melalui pembuatan rencana kerja audit tahunan terlebih dahulu, dimana pada saat ini telah dilakukan melalui pendekatan audit berbasis risiko dengan beberapa pendekatan seperti: 1) hasil pemeriksaan sebelumnya; 2) tingkat pertumbuhan kredit; 3) Non Performing Loan; 4) Pertumbuhan dana Pihak Ketiga; 5) Kompleksitas transaksi; 6) Perubahan organisasi; 7) Kondisi Ekonomi Makro dan informasi lainnya.
The audit was done through the creation of an annual audit work plan in advance, which currently has been conducted through a risk-based audit approach with multiple approaches such as: 1) results of previous examination; 2) credit growth rate; 3) Non-performing loans; 4) Third Party fund growth; 5) The complexity of transactions; 6) Changes in the organization; 7) Macroeconomic conditions and other information.
Pengembangan Kompetensi Internal Audit Group (IAD)
Internal Audit Group (IAD) Competence Development
2. Monitored the follow-up on the audit results (internal and external) 3. Provided conclusions and recommendations for improvement so that the auditee can realize the organization goals in accordance with goals established by management.
Tabel Pengembangan Kompetensi IAG Table of IAD Competence Development No.
Nama Pendidikan dan Pengembangan Karyawan Education and Employee Development Name
Nama Penyelenggara Organizer’s Name
Tanggal Penyelenggaraan Training Dates
1
Workshop Internal Audit Bersama Komite Audit/Internal Audit Workshop with the Audit Committee
Internal
29 Januari 2015 January 29, 2015
2
Risiko Likuiditas/Liquidity Risk
Internal
27 Februari 2015 February 27, 2015
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Kilas Kinerja 2015
Performance Highlights 2015
No.
Laporan Manajemen Management Report
Nama Pendidikan dan Pengembangan Karyawan Education and Employee Development Name
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Nama Penyelenggara Organizer’s Name
Tanggal Penyelenggaraan Training Dates
3
Risiko Credit/Credit Risk
Internal
6 Maret 2015 March 6, 2015
4
Credit Commercial
Internal
27 Maret 2015 March 27, 2015
5
Cara Mengolah Data/How to Manage Data
Internal
10 April 2015 April 10, 2015
6
Presenting Impactful Solutions Training Program
HOBA
28-29 April 2015 April 28-29, 2015
7
Website Application Security
IAIB
5-6 Mei 2015 May 5-6, 2015
8
Building New Generation Secured Infra Structure and Network
Advanced Tech. Pacific
13 Mei 2015 May 13, 2015
9
Peranan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan/ The Role of Integrated Governance for Financial Conglomeracy
Internal
13 Mei 2015 May 13, 2015
10
Transform Your Cultur with Pride
Internal
18 Mei 2015 May 18, 2015
11
Training Basic Credit Analysis
Internal
18-19 Mei 2015 May 18-19, 2015
12
Loss Control, Risk Management, Claim Handling Seminar
Internal
6 Agustus 2015 August 6, 2015
13
Refreshing course struktur kredit consumer
Internal
24 April 2015 April 24, 2015
14
Refreshment Sertifikasi Manajemen Risiko Level II
Internal
25 April 2015 April 25, 2015
15
Sosialisasi Imeasured Group Head/Imeasured Group Head Socialization
Internal
12 Agustus 2015 August 12, 2015
16
Sosialisasi Imeasured Division Head/Imeasured Division Head Socialization
Internal
13 Agustus 2015 August 13, 2015
17
National Conference IIA Indonesia 2015
IIA
19-20 Agustus 2015 August 19-20, 2015
18
GCG, Risk Awareness and Fraud Awareness
Internal
10 September 2015 September 10, 2015
19
Introducing to Trade Finance
Internal
26 Oktober 2015 October 26, 2015
20
GCG, Risk Awareness and Fraud Awareness
Internal
23-24 November 2015 November 23-24, 2015
21
Workshop Appraisal Jaminan/Collateral Appraisal Workshop
Internal
25 November 2015 November 25, 2015
22
Sosialisasi Kebijakan Kredit/Credit Policy Socialization
Internal
26 November 2015 November 26, 2015
23
Sertifikasi Management Risk Level 1/BSMR/Risk Management Certification Level 1/BSMR
LSPP
28 November 2015 November 28, 2015
24
Sertifikasi Management Risk Level 2/BSMR/Risk Management Certification Level 2/BSMR
LSPP
28 November 2015 November 28, 2015
25
Risk Based Audit Multifinance
IAIB
3-4 Desember 2015 December 3-4, 2015
26
Penulisan Laporan Audit Internal yang Mendorong Tindakan dan Hasil (Pelatihan 2 Hari)/Preparation Internal Audit Report to Encourage Action and Result (2 Days Training)
Ekagranta Karuna Manajemen
18-19 Desember 2015 December 18-19, 2015
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05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
AKUNTAN PUBLIK PUBLIC ACCOUNTANT
Fungsi pengawasan independen terhadap aspek keuangan Bank dilakukan dengan melaksanakan pemeriksaan Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik (KAP). Auditor Eksternal yang memeriksa laporan keuangan MNC Bank tahun buku 2015 ditetapkan melalui RUPS Tahunan berdasarkan rekomendasi dari Dewan Komisaris dan Komite Audit. Proses pemilihanya dilakukan sesuai dengan mekanisme pengadaan barang dan jasa yang berlaku. Untuk menjamin independensi dan kualitas hasil pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh memiliki benturan kepentingan dengan Bank.
Independent supervisory function of the Bank’s financial aspect is performed by making an External Audit by a Public Accountant Office. The External Auditor to audit the financial statements of MNC Bank in 2015 was determined in an AGM based on the recommendation of the Board of Commissioners and the Audit Committee. The selection process was conducted following the applicable mechanism of goods and services procurement. To guarantee independence and quality of audit result, the appointed External Auditor may not have any conflicts of interest with the Company.
Dalam penggunaan Auditor Eksternal, MNC Bank mengacu pada ketentuan dari Peraturan Menteri Keuangan No. 17/ PMK.01/2008 tanggal 5 Februari 2008 pasal 3 ayat 1 yang menyebutkan bahwa pemberian jasa audit umum atas laporan keuangan dari suatu entitas dilakukan oleh KAP paling lama untuk 6 (enam) tahun buku berturut-turut dan oleh seorang Akuntan Publik paling lama untuk 3 (tiga) tahun buku berturut-turut.
In employing an External Auditor, MNC Bank ia refers to Article 3 paragraph 1 of Finance Minister Regulation No.17/ PMK.01/2008 dated 5 February 2008 setting forth that public audit service of financial statements of an entity is provided by a Public Accountant Office for 6 (six) successive financial years at the maximum and by a Public Accountant for 3 (three) successive financial years at the maximum.
MNC Bank selalu berupaya meningkatkan komunikasi antara Kantor Akuntan Publik, Komite Audit dan Manajemen untuk dapat meminimalisir kendala-kendala yang terjadi selama proses audit berlangsung. Agar proses audit sesuai dengan Standar Profesional Akuntan serta perjanjian kerja dan ruang lingkup audit yang telah ditetapkan dan selesai sesuai dengan target waktu yang telah ditetapkan, secara rutin dilakukan pertemuan-pertemuan yang membahas beberapa permasalahan penting yang signifikan.
MNC Bank a always seeks to increase communication between the Public Accountant Office, Audit Committee, and Management to minimize constraints during the audit process. Routine meetings on significant issues are convened to make the audit process in compliance with the Accountant Professional Standard, the employment agreement, and scope of audit, and also to ensure the audit completes by the targeted time.
Kantor Akuntan Publik
Public Accountant Firm
Adapun Kantor Akuntan Publik, Nama Akuntan Publik, yang mengaudit Laporan Keuangan 2015 sebagai berikut.
Information on the Public Accountant Firm, the Name of the Public Accountant, that audied 2015 Financial Statement were as follows. Osman Bing Satrio & Eny The Plaza Office Tower Lantai 32 Jl. M.H Thamrin Kav 28-30 Jakarta 10350 Telp. (021) 521 2901 Faks.(021) 5100 8118
Osman Bing Satrio & Eny The Plaza Office Tower Lantai 32 Jl. M.H Thamrin Kav 28-30 Jakarta 10350 Telp. (021) 521 2901 Faks.(021) 5100 8118 No. STTD : 305/PM/STTD-AP/2002 Standar profesi : Standar Profesional Akuntan Publik yang ditetapkan oleh IAPI Ijin Akuntan Publik : AP 0558
STTD No. : Profession Standard : Public Accounant License :
305/PM/STTD-AP/2002 Public Accountant Professional Standard as stipulated by IAPI AP 0558
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Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
SISTEM PENGENDALIAN INTERN INTERNAL CONTROL SYSTEM
Untuk dapat menerapkan pengelolaan risiko yang baik dan efektif Bank melakukan pengendalian internal yang difokuskan pada penerapan dual control, pemisahan tugas dan pengendalian internal yang cukup untuk setiap transaksi yang signifikan dan aktivitas fungsional Bank.
To be able to implement good risk management and effective internal controls, the Bank applied internal control that focused on the application of dual control, segregation of duties and adequate internal controls for any significant transactions and functional activity of the Bank.
Sistem pengendalian internal yang efektif merupakan bagian tidak terpisahkan dari penerapan Tata Kelola Perusahaan. Upaya ini pada akhirnya akan melindungi seluruh kepentingan para pemangku kepentingan Bank, terutama nasabah dan pemegang saham. Melalui pelaksanaan pengendalian internal yang efektif, kepercayaan nasabah dan nilai perusahaan dapat tumbuh bersama dan terjaga pada tingkat yang optimal.
Internal Control Systems (SPI) which effectively constitutes an integrated part of Corporate Governance. SPI implementation goal is to provide certainty to the implementation of all company regulations in order to maintain shareholders and stakeholders’ trust. Through the implementation of effective internal controls, customer trust and the value of the company can grow together and maintained at optimal levels.
Untuk itu, Bank senantiasa melakukan upaya-upaya untuk mampu mengelola dan mengendalikan risiko melalui fungsi pengendalian internal, dimana rencana pelaksanaan serta kajian dan evaluasinya dilaksanakan secara terintegrasi oleh seluruh elemen Bank. Oleh karenanya, sistem pengendalian internal merupakan proses yang secara bersama-sama dan berkesinambungan dilaksanakan oleh: 1. Direksi dan seluruh Pejabat Perseroan, yang memberikan arah, petunjuk dan pengawasan, 2. Komite Eksekutif, 3. Audit Intern 4. seluruh karyawan.
However, Bank continues to make efforts to be able to manage and control risks through internal control functions, which implementation planning and assessment and evaluation carried out in an integrated manner by all elements of the Company. Therefore, the system of internal control is a process that simultaneously and continuously carried out by: 1. The Board of Directors and Officers of the Company, which provide direction, guidance and supervision; 2. The Executive Committee; 3. Internal Audit; 4. All employees.
Aktivitas pengendalian yang telah dijalankan mencakup tindakan–tindakan yang dilakukan dalam suatu proses pengendalian aktivitas operasional Bank pada setiap tingkatan dalam struktur organisasi. Untuk itu perusahaan akan selalu mengembangkan ketentuan dan pelaksanaanya, mengenai kewenangan, otorisasi, verifikasi, rekonsiliasi, penilaian prestasi kerja, pembagian tugas serta upaya pengamanan aset Bank.
Control activities that have been implemented include the actions carried out in a process activities control of the company operational at all levels in the organization structure. The company was set and will always be developed and its implementation provisions, regarding the authority, authorization, verification, reconciliation, performance appraisal, job descriptions and safeguarding company assets.
Direksi bertanggung jawab untuk menerapkan sistem pengedalian internal yang baik untuk mencapai tujuan Bank, sedangkan Dewan Komisaris dengan dibantu Komite Audit, bertanggung jawab untuk melakukan pengawasan atas terselenggaranya pengendalian internal secara umum, termasuk kebijakan Direksi yang menetapkan pengendalian internal tersebut. Kedua Dewan ini adalah penanggung jawab tertinggi terlaksananya pengendalian internal di Bank.
The Board of Directors was responsible for implementing a good internal control system to achieve the Company’s objectives. The system of internal control is a process that was managed by the Board of Directors and the whole range of management of the Company, which provide direction, guidance, and supervision along with the Audit Committee and Internal Audit.
Sementara itu, Audit Internal bertanggung jawab untuk mengevaluasi, meninjau, menganalisa dan menilai penerapan pengendalian internal pada seluruh kegiatan dalam Bank dan memberikan rekomendasi perbaikan dan peningkatan pengendalian yang diperlukan. Dalam menjalankan tugasnya, Audit Internal melaporkan seluruh kegiatannya kepada Direksi dan Komisaris melalui Komite Audit.
Meanwhile, Internal Audit was responsible for evaluating, reviewing, analyzing and assessing the implementation of internal control in all activities of the Company and provide recommendations for improvement and enhancement of the necessary control. In performing its duties, the Internal Audit reported its activities to the Board of Directors and Commissioners through the Audit Committee.
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Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Guna melaksanakan fungsinya secara efektif, Audit Internal bekerjasama dengan seluruh unit kerja di dalam Perseroan dalam melakukan penilaian, analisa, dan pemetaan risiko yang ada kegiatan Bank. Selanjutnya, hasil-hasil kajian yang diperoleh diatas digunakan oleh Audit Internal sebagai dasar untuk merencanakan dan melaksanakan program-program audit yang berbasis risiko.
In order to carry out its functions effectively, the Internal Audit in cooperation with all units in the Company conducting the assessment, analysis, and mapping of existing risk the Company’s activities. Furthermore, the obtained results are used to study the internal audit as a basis for planning and implementing audit programs based on risk.
Sistem pengendalian internal dirancang dengan tujuan untuk melakukan evaluasi, memantau, mengelola risiko yang mungkin dapat menyebabkan tujuan perusahaan tidak tercapai, dan bukan untuk menghilangkan risiko tersebut. Dengan demikian, sistem pengendalian internal hanya dapat memberikan keyakinan yang memadai dan tidak menjamin secara mutlak terhadap adanya salah saji yang material, atau kerugian, atau terjadinya kondisi yang tidak terduga.
Internal control system is designed with the aim to evaluate, monitor, manage risks that may cause the company’s goals are not achieved, and not to eliminate these risks. Thus, the system of internal control can only provide reasonable assurance and not an absolute guarantee against any material misstatement or loss, or the occurrence of unexpected conditions.
Kesesuaian Pengendalian Internal Dengan Kerangka Coso
Compatibility Of Internal Control With Coso Framework
Sistem pengendalian intern Bank telah sesuai dengan Internal Control Integrated Framework yang dikembangkan oleh The Committee of Sponsoring Organization of the Treadway Commission (COSO) di tahun 2013. Tujuan pengendalian intern menurut COSO meliputi tujuan operasional, tujuan pelaporan dan tujuan kepatuhan. Hal ini sesuai dengan tujuan sistem pengendalian intern Bank yang telah diuraikan di atas.
The Bank’s internal control system is in accordance with the Internal Control Integrated Framework developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in 2013. The purpose of internal control in accordance with COSO include operational objectives, the purpose of reporting and compliance purposes. This is consistent with the objectives of the Bank’s internal control system described above.
Tujuan operasional berkaitan dengan efektivitas efisiensi operasi. Tujuan pelaporan berkaitan dengan kepentingan pelaporan keuangan yang memenuhi kriteria andal, tepat waktu, transparan dan persyaratan lain yang ditetapkan oleh regulator maupun Bank. Sedangkan tujuan kepatuhan berkaitan dengan kepatuhan Bank terhadap hukum dan peraturan perundang-undangan.
Operational objectives related to the effectiveness of the operation efficiency. Reporting purposes related to the purpose of financial reporting that meets the following criterias of reliable, timely, transparent and other requirements set by the regulator and the Bank. While the purpose of compliance related to the Bank’s compliance with laws and regulations.
Menurut COSO, unsur-unsur pengendalian intern meliputi komponen-komponen sebagai berikut. 1. Lingkungan pengendalian; 2. Penilaian risiko; 3. Kegiatan pengendalian; 4. Informasi dan Komunikasi; 5. Kegiatan pemonitoran.
According to COSO, the elements of internal control include the following components: 1. The control environment; 2. Assessment of risk; 3. Control activities; 4. Information and Communication; 5. Monitoring activities.
Kelima unsur pengendalian intern menurut COSO sejalan dengan Elemen Sistem Pengendalian Intern Bank menurut Surat Edaran Bank Indonesia No.5/22/DPNP Tentang Pedoman Standar Sistem Pengendalian Intern bagi Bank Umum tanggal 29 September 2003.
The five elements of internal control in accordance with the Bank’s Internal Control System Elements according to Bank Indonesia Circular Letter No.5/22/DPNP on Standard Guidelines for Internal Control System for Commercial Banks dated 29 September 2003.
MNC Bank telah menggunakan COSO model Integrated Framework di dalam pelaksanaan pengendalian internal yang mencakup:
MNC Bank has been using COSO models Integrated Framework in the implementation of internal controls include:
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Lingkungan Pengendalian Direksi berkomitmen melaksanakan kegiatan pengendalian operasional Bank dengan menyusun struktur organisasi, menetapkan wewenang dan tanggung jawab, memberikan pelatihan dan pengembangan sumber daya manusia, dan secara rutin mengkomunikasikan misi, visi perusahaan, seluruh strategi dan ukuran-ukuran penilaian keberhasilan sehingga seluruh organisasi harus memastikan bahwa pelaksana tugas memiliki integritas, kecukupan pengetahuan dan keahlian sesuai dengan tugas dan tanggung jawab.
The Control Environment The Board of Directors is committed to implement the Company’s operational control activities to structure the organization, define the authority and responsibility, provide training and human resource development, and regularly communicate the mission, vision, overall strategy and measures of success assessment so that all organizations must ensure that the implementing duties with integrity, adequacy of knowledge and skills in accordance with the duties and responsibilities.
Pada tahun 2015, bank telah melakukan perubahan terhadap Budaya Perusahaan (PRIDE) yang menjadi pedoman bagi seluruh pihak di PT. MNC Bank Internasional, Tbk. dalam mewujudkan visi dan misi perusahaan.
In 2015, Bank has made changes to the Corporate Culture (PRIDE), which serve as guidelines for all people in PT. MNC Bank Internasional, Tbk. in realizing the vision and mission of the company.
Penilaian Risiko Seluruh risiko yang dihadapi dalam rangka merealisasikan misi dan visi perusahaan, diidentifikasi, dinilai, dipantau dan dikendalikan secara terus menerus, serta secara berkala dievaluasi dan direspon dengan pengendalian internal yang memadai sehingga kondisi-kondisi yang tidak diharapkan bisa diminimalisasi.
Assessment of Risk All the risks faced in order to realize the mission and vision of the company, are identified, assessed, monitored and controlled continuously, and periodically evaluated and responded with adequate internal controls so that the conditions are not expected to be minimized.
Kegiatan Pengendalian dan Pemisahan Tugas Merupakan aktivitas untuk meminimalisasi risiko baik dengan melakukan pemisahan tugas dan tanggung jawab, dual control, maupun pelaksanaan checklist (harian, mingguan, bulanan dan tahunan) yang dilakukan untuk memastikan bahwa pelaksanaan pengendalian internal telah berjalan sesuai ketentuan yang berlaku.
Control Activities and Segregation of Duties Both activities to minimize risk by performing the separation of duties and responsibilities, dual control, as well as the implementation of the checklist (daily, weekly, monthly and yearly) are performed to ensure that the implementation of internal control has been run according to applicable regulations.
Bank telah membuat Risk Control Self Assessment (RCSA) yang dapat digunakan sebagai alat oleh masing-masing Unit kerja untuk mengukur tingkat risiko yang dihadapi, sehingga potensi risiko yang mungkin muncul dapat diidentifikasi dan dikelola dengan baik. Pelaksanaan RCSA dilakukan secara berkala dan hasilnya dikirimkan ke Risk Management Group untuk digabung secara nasional.
Bank has made a Risk Control Self Assessment (RCSA) which can be used as a tool by each working unit to measure the level of risk, so that the potential risks that may arise can be identified and managed properly. RCSA implementation was done regularly and the results were sent to the Risk Management Group for the merged nationally.
Informasi dan Komunikasi Saat ini perusahaan sudah menyediakan media elektronik untuk meng-update perubahan kebijakan internal maupun eksternal. Mengacu pada tersebut, seluruh karyawan diharapkan dapat memahami dan tanggap akan tugas dan tanggung jawab yang mengacu pada ketentuan yang berlaku dan perubahan yang terjadi. Selain itu , masing-masing Risk Owner juga melaksanakan penilaian secara mandiri atas Risk level yang dihadapi.
Information and Communication Currently, the Company were provided electronic media to update the internal and external policy changes. Referring to it, all employees are expected to understand and responsive to the duties and responsibilities which refers to the applicable provisions and the changes that occured. In addition, each Risk Owner also carry out self-assessment on the level of risk.
Pemantauan Direksi, Pejabat eksekutif dan Internal Audit melakukan pemantauan secara terus menerus terhadap efektivitas keseluruhan pelaksanaan pengendalian intern. Internal Audit sebagai pihak yang independen secara obyektif melakukan monitoring atas kecukupan dan pelaksanaan pengendalian internal berdasarkan rencana kerja tahunan. Hasil pemeriksaan dilaporkan kepada Presiden Direktur dan Komisaris melalui Komite Audit dengan tembusan Direktur
Monitoring Directors, Executive Officers and the Internal Audit continuously monitoring the overall effectiveness of internal control implementation. Internal Audit as an independent party objectively monitoring the adequacy and implementation of internal control is based on an annual working plan. The audit results are reported to the President Director and the Board of Commissioners through the Audit Committee with a copy of Compliance Director,
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PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kepatuhan, Direktur dan departemen terkait yang menjadi objek pemeriksaan.
Director and relevant departments who becomes the object of investigation.
Setiap bulan dalam Rapat Komite Audit, Internal Audit juga melaporkan temuan-temuan yang signifikan dan hasil investigasi, termasuk progres tindak lanjut atas temuan Internal maupun Eksternal Audit. Atas laporan Internal Audit kepada Komite Audit, selanjutnya Komite Audit melaporkan secara reguler kepada Dewan Komisaris.
The Internal Audit also reported significant findings and the results of the investigation each month to the Audit Committee Meeting, including the progress of follow-up on the findings of the Internal and External Audit (FSA). Based on the Internal Audit reports to the Audit Committee, the Audit Committee subsequently reported regularly to the Board of Commissioners.
Evaluasi Pengendalian Internal Pernyataan pengendalian internal menggambarkan elemenelemen utama yang digunakan untuk mencapai tujuan pengendalian internal, yang meliputi: • Kegiatan-kegiatan operasional yang dijalankan secara efektif dan efisien; • Laporan keuangan yang akurat dan dapat diandalkan; • Kepatuhan terhadap Undang-undang, peraturan, dan kebijakan yang berlaku; dan • Pengamanan aset Bank.
Internal Control Evaluation Internal control statement illustrates the main elements that are used to achieve the objectives of internal control, which includes: • Operational activities are implemented effectively and efficiently; • The financial statements are accurate and reliable; • Compliance with legislation, regulations, and policies; and • Security of the Company’s assets.
Selama tahun 2015, berdasarkan atas penilaian secara mandiri dan pemantauan oleh Internal Audit, kualitas sistem pengendalian telah dilakukan secara memadai sehingga risiko dapat dikelola.
During 2015, based on self-assessment and monitoring by the Internal Audit, quality control systems have performed adequately so that the risks can be managed.
SATUAN KERJA KEPATUHAN COMPLIANCE WORKING UNIT
Seiring dengan perkembangan teknologi informasi, globalisasi, dan integrasi pasar keuangan, kegiatan usaha bank terus mengalami perubahan dan peningkatan yang menyebabkan kompleksitas kegiatannya semakin tinggi. Hal ini memberikan dampak yang besar terhadap eksposur risiko yang dihadapi bank, salah satunya adalah risiko kepatuhan.
Along with the development of information technology, globalization, and the integration of financial markets, banking operations continues changed and improved that lead to significant complexity. This have a large impact on the risk exposure of the banks, one of which is a compliance risk.
Untuk memitigasi risiko kepatuhan tersebut, MNC Bank berkomitmen untuk terus meningkatkan peran dan fungsi kepatuhan, dan selalu mematuhi peraturan regulator dan perundang-undangan yang berlaku.
To mitigate such compliance risk, MNC Bank is committed to continuously to enhance the role and functions of Compliance, and always adhere to regulatory rules and prevailing laws.
MNC Bank melaksanakan Fungsi Kepatuhan dengan berpedoman pada PBI No. 13/2/PBI/2011 tanggal 12 Januari 2011 tentang Pelaksanaan Fungsi Kepatuhan Bank Umum. Dalam rangka melaksanakan Fungsi Kepatuhan, MNC Bank telah menunjuk salah satu anggota Direksi sebagai Direktur yang membawahkan fungsi kepatuhan (Direktur Kepatuhan). Untuk membantu pelaksanaan tugas Direktur Kepatuhan tersebut, telah dibentuk Satuan Kerja Kepatuhan.
MNC Bank implements Compliance Function based on PBI No. 13/2/PBI/2011 dated January 12, 2011 on the Implementation of Compliance Function for Commercial Bank. In order to implement the Compliance Function, MNC Bank has appointed one member of the Board of Directors as Director in charge of Compliance (Compliance Director). Compliance Unit has been set up to support Compliance Director.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Satuan Kerja Kepatuhan bertanggung jawab langsung kepada Direktur Kepatuhan. Satuan Kerja Kepatuhan bersifat independen, yaitu dibentuk secara tersendiri dan bebas dari pengaruh satuan kerja lainnya, serta mempunyai akses langsung pada Direktur Kepatuhan. Satuan Kerja Kepatuhan selain bertanggung jawab terhadap pelaksanaan Fungsi Kepatuhan, juga bertanggung jawab terhadap penerapan ketentuan Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU dan PPT).
Compliance Unit is responsible directly to the Compliance Director. Compliance Unit are independent, formed independently and free from the influence of other work units, as well as having direct access to the Director of Compliance. Compliance Unit is not only responsible for the implementation of the compliance function, but also for the execution of the provisions of Anti-Money Laundering and Combating the Financing of Terrorism (AML and CFT).
Sesuai dengan POJK No. 18/POJK.03/2014 tanggal 18 November 2014 tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan, PT. Bank MNC Internasional, Tbk. telah ditunjuk oleh Pemegang Saham Pengendali menjadi Entitas Utama dalam Konglomerasi Keuangan PT. MNC Kapital Indonesia, Tbk. Sehubungan dengan hal tersebut Satuan Kerja Kepatuhan di Entitas Utama juga merangkap sebagai Satuan Kerja Kepatuhan Terintegrasi yang memiliki tugas memantau dan mengevaluasi pelaksanaan fungsi kepatuhan pada masing-masing Lembaga Jasa Keuangan (LJK) dalam Konglomerasi Keuangan.
In accordance with POJK No. 18/POJK.03/2014 dated 18 November 2014 on Integrated Governance for Financial Conglomerates, PT. Bank MNC International, Tbk. has been appointed by the Controlling Shareholders to become the Major Entity in Financial Conglomerate of PT. MNC Kapital Indonesia, Tbk. Hence, the Compliance Unit in the Main Entity is also become an Integrated Compliance Unit which has the task of monitoring and evaluating the implementation of the compliance function in each Financial Services Institutions (LJK) within the Financial Conglomerate.
Struktur Organisasi Satuan Kerja Kepatuhan
Compliance Work Unit Organization Structure
Compliance, Legal & Risk Management Director Compliance Group Head
Anti Money Laundering Division
Compliance Division
Commitment Monitoring
Regulatory Advisory & conglomeration
Credit & Reporting
Tugas dan Tanggung Jawab Fungsi Kepatuhan
Sesuai dengan Peraturan Bank Indonesia, Fungsi Kepatuhan memiliki tugas dan tanggung jawab yaitu sebagai berikut: 1. mewujudkan terlaksananya Budaya Kepatuhan pada semua tingkatan organisasi dan kegiatan usaha MNC Bank; 2. mengelola risiko kepatuhan yang dihadapi oleh MNC Bank; 3. memastikan agar kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh MNC Bank telah sesuai dengan ketentuan Otoritas Jasa Keuangan, Bank Indonesia, dan peraturan perundangundangan yang berlaku; dan 4. memastikan kepatuhan MNC Bank terhadap komitmen yang dibuat oleh MNC Bank kepada Otoritas Jasa Keuangan, Bank Indonesia, dan/atau otoritas pengawas lain yang berwenang.
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Transaction Monitoring
Policy & Training
Sytems & Reporting
Roles and Responsibilities of Compliance Function
In accordance to Bank Indonesia regulations, the Compliance Function has roles and responsibilities as follows: 1. deploys compliance culture at all levels of the organization and MNC Bank business activities; 2. manages compliance risks faced by MNC Bank; 3. ensures that policies, regulations, systems and procedures as well as business activities conducted by MNC Bank in accordance to the provisions of the Financial Services Authority, Bank Indonesia, and the legislation in force; and 4. ensures MNC Bank compliance against the commitments made by MNC Bank to the Financial Services Authority, Bank Indonesia, and / or other competent supervisory authority.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Program Kerja dan Pelaksanaan Kerja Satuan Kerja Kepatuhan Tahun 2015
Work Program and Execution Compliance Working Unit In 2015
1. Melakukan langkah-langkah untuk mendorong terciptanya Budaya Kepatuhan, antara lain: a. melakukan sosialisasi peraturan Regulator yang baru diterbitkan melalui media email (Compliance News) kepada seluruh unit kerja di Kantor Pusat dan Kantor Cabang; b. melakukan sosialisasi peraturan kepada petugas di Kantor Cabang dan/atau unit kerja di Kantor Pusat melalui forum tatap muka dan teleconference; c. melakukan fungsi konsultatif terkait penerapan atas peraturan regulator yang berlaku; d. menyediakan informasi Peraturan Otoritas Jasa Keuangan, Peraturan Bank Indonesia, dan peraturan regulator lainnya dalam situs portal MNC Bank yang dapat diakses oleh karyawan. 2. Berkoordinasi dengan Satuan Kerja Manajemen Risiko untuk melakukan identifikasi, pengukuran, pemantauan, dan pengendalian risiko kepatuhan secara berkala dalam rangka penyusunan Laporan Profil Risiko. 3. Mengoptimalkan pelaksanaan Compliance Report Monitoring (CRM) sebagai media untuk mengingatkan setiap person in charge (PIC) pembuat laporan agar senantiasa menyampaikan laporan kepada regulator secara akurat dan tepat waktu. 4. Memantau dan memastikan surat-surat pembinaan dari Otoritas Jasa Keuangan, Bank Indonesia, dan/atau regulator lainnya telah ditindaklanjuti oleh unit kerja terkait dengan benar dan tepat waktu. 5. Melakukan kajian terhadap rancangan kebijakan dan kegiatan usaha untuk memastikan setiap kebijakan internal MNC Bank dan kegiatan usaha di bidang perkreditan dan non-perkreditan telah sesuai dengan ketentuan yang berlaku. 6. Melakukan pemantauan secara berkala terhadap kepatuhan pemenuhan rasio-rasio keuangan utama, seperti: Kewajiban Penyediaan Modal Minimum (KPMM), Non Performing Loan (NPL), Giro Wajib Minimum (GWM), Posisi Devisa Netto (PDN), Loan to Funding Ratio (LFR), dan Batas Maksimum Pemberian Kredit (BMPK).
1. Performed steps to encourage the creation of Compliance Culture, among others: a. distributed new Regulator regulations issued via email (Compliance News) to all work units at the Head Office and Branch Offices;
Pengembangan Kompetensi Satuan Kerja Kepatuhan
Competence Development for The Compliance Working Unit
Untuk mendukung pelaksanaan tugasnya, anggota Satuan Kerja Kepatuhan telah mengikuti program pengembangan kompetensi, berupa pendidikan dan pelatihan. Pengembangan kompetensi yang diikuti anggota Satuan Kerja Kepatuhan selama 2015 sebagai berikut.
To support the execution of their duties, members of the Compliance Unit has attended a competence development program, in the form of education and training. Competency development attended Compliance Unit members during 2015 were as follows.
b. distributed the regulations to officers at branch offices and/or work units at the Head Office through face to face and teleconference forum; c. performed a consultative function related to the implementation of applicable regulators rules; d. provided information such as Financial Services Authority Regulation, Bank Indonesia Regulation and other regulator legislation in MNC Bank website portal that can be accessed by employees. 2. Coordinated with Risk Management Unit for the identification, measurement, monitoring, and control of compliance risks on a regular basis in preparing the risk profile report. 3. Optimized the implementation of the Compliance Monitoring Report (CRM) as the media to remind every person in charge (PIC) who prepares a report to always submit their reports to regulators accurately and in timey manner. 4. Monitored and ensured the letters of guidance from the Financial Services Authority, Bank Indonesia, and/or other regulators have been followed up by the related units with properly and timely. 5. Conducted a study on the draft policies and business activities to ensure every MNC Bank’s internal policies and business activities in the field of credit and non-credit has been in accordance with applicable regulations. 6. Conducted regular monitoring relate to compliance on fulfillment of key financial ratios, such as: the Capital Adequacy Ratio (CAR), Non Performing Loan (NPL), Statutory Reserves (GWM), net open position (NOP), Loan to Funding Ratio (LFR), and Lending limit (LLL).
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tabel Pengembangan Kompetensi Satuan Kerja Kepatuhan Table of Competence Development for Compliance Working Unit Nama Name
Jabatan Position
Pengembangan Kompetensi Competence Development
I Komang Surya Wisesa
Compliance Group Head
1. Training Analisa Lingkungan Hidup (TAL) 2015 – Pembiayaan Investasi Efisiensi Energi bagi Lembaga Jasa Keuangan/Environmental Analysis Training (TAL) 2015 - Efficient Energy Investments Financing for Financial Services Institutions 2. Training di Bidang Corporate Governance/Training in the Corporate Governance Field
Dian Parimita Sari
Compliance Officer
Sertifikasi Manajemen Risiko Level I/Risk Management Certification Level I
Raden Muhammad Syahid Albana
APU-PPT Officer
1. Sertifikasi Manajemen Risiko Level I/Risk Management Certification Level I 2. Workshop Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme/ Workshop Anti-Money Laundering and Counter Terrorism Financing
APU-PPT Staff
Workshop Implementasi Peraturan Terbaru Kepala PPATK No. Per-2/1.02/ PPATK/02/2015 terkait Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme/Workshop on the Implementation of New Laws of PPATK Head No. Per-2/1.02/INTRAC/02/2015 related to Anti-Money Laundering and Counter of errorism Financing
Anggi Putra
PROGRAM ANTI PENCUCIAN UANG (APU) DAN PENCEGAHAN PENDANAAN TERORISME (PPT)
Anti-Money Laundering (APU) and Counter Terrorism Financing (PPT) Program MNC Bank secara konsisten terus berupaya untuk meningkatkan kualitas penerapan Program APU dan PPT. Kegiatan yang telah dilakukan terkait dengan Program APU dan PPT selama tahun 2015 adalah sebagai berikut. 1. Melakukan pemantauan dan analisa terhadap transaksi keuangan nasabah yang tidak sesuai dengan profil nasabah melalui sistem AML solution (Anti Money Laundering). 2. Melakukan pemantauan secara berkala atas kualitas dan kelengkapan data nasabah baru dan cabang wajib menindaklanjuti data nasabah yang tidak lengkap. 3. Menyampaikan Laporan Transaksi Keuangan Mencurigakan (LTKM), Laporan Transaksi Keuangan Tunai (LTKT), Laporan Transaksi Keuangan Dari dan Ke Luar Negeri (LTKL), dan Laporan Sistem Informasi Pengguna Jasa Terpadu (SIPESAT) kepada Pusat Pelaporan dan Analisa Transaksi Keuangan (PPATK). 4. Melakukan pelatihan tentang APU dan PPT kepada karyawan front liner secara berkala, baik yang bersifat refreshment maupun pelatihan bagi karyawan baru di wilayah Jabodetabek. 5. Melakukan pemantauan atas pelaksanaan pelatihan APU dan PPT bagi karyawan front liner di kantor cabang di luar wilayah Jabodetabek. 6. Menindaklanjuti permintaan informasi nasabah dari pihak eksternal antara lain PPATK, KPK (Komisi Pemberantasan Korupsi), dan Otoritas Jasa Keuangan dengan berpedoman pada ketentuan yang berlaku. 7. Menindaklanjuti komitmen Bank kepada Otoritas Jasa Keuangan dan regulator lainnya terkait penerapan Program APU dan PPT.
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MNC Bank consistently continues to strive to improve the quality of the implementation of APU and PPT Program. Activities that have been made relating to APU and PPT Program for 2015 was as follows. 1. Performed monitoring and analysis of customers’ financial transactions that are not in accordance with the customer’s profile through a solution AML (Anti Money Laundering) system. 2. Conducted regular monitoring on the quality and completeness of new customers data and branches shall follow up incomplete customer data. 3. Conveyed Suspicious Financial Transaction Reports (LTKM), Cash Financial Transaction Reports (LTKT), and the Financial Transaction Reports From Domestic and Overseas (LTKL), and Report of the Integrated Services User Information System (SIPESAT) to the Center for Financial Transaction Reporting and Analysis (PPATK ). 4. Conducted training on APU and PPT to front liner employees periodically, both refreshment and training for new employees in the Greater Jakarta area. 5. Performed monitoringon the implementation of the APU and PPT training for front liner employees at the branch office outside the Greater Jakarta area. 6. Followed up customer information request from external parties, among others PPATK, KPK (Corruption Eradication Commission), and the Financial Services Authority based on the applicable regulations. 7. Followed up the Bank’s commitment to the Financial Services Authority and other regulators related to the implementation of APU and PPT Program.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Code of Conduct Code of Conduct
Standar etik dan kebijakan pertentangan kepentingan MNC Bank merupakan pedoman internal MNC Bank berisikan sistem nilai, etika bisnis, etika kerja, komitmen, serta penegakan terhadap peraturan- peraturan MNC Bank bagi karyawan dalam menjalankan bisnis dan aktivitas lainnya, serta dalam berinteraksi dengan para pemangku kepentingan.
Code of conduct standards and MNC Bank conflict of interest policy is an internal guidance of MNC Bank contains system of values, business ethics, work ethic, commitment, and enforcement of MNC Bank regulations for employees in conducting business and other activities, as well as in interacting with the stakeholders.
Standar etik dan kebijakan pertentangan kepentingan ini merupakan dasar sikap/tindakan etis yang akan digunakan oleh para Karyawan dan Direksi MNC Bank Internasional Tbk. Seluruh karyawan MNC Bank wajib menandatangani formulir standar etik dan kebijakan pertentangan kepentingan sebagai komitmen untuk bersungguh-sungguh dan penuh kesadaran menetapkan standar etik MNC Bank.
Code of conduct standards and conflict of interest policy is a basic attitude/ethical actions that will be used by the employees and the Board of Directors of MNC Bank Internasional Tbk. All MNC Bank employees are required to sign standar form on code of conduct and conflict of interest policy as a commitment to seriously and fully aware to implement MNC Bank ethical standards.
Isi Code of Conduct
Contents of Code of Conduct
Code of Conduct berisikan komitmen perusahaan kepada berbagai pihak yang berkepentingan yang merupakan perwujudan dari etika bisnis dan etika kerja bagi MNC Bank. Sebagai sebuah etika perilaku, diharapkan tercipta perilaku yang ideal yang dikembangkan berdasarkan nilainilai luhur yang diyakini jajaran MNC Bank sehingga menjadi budaya kerja. Standar Etik MNC Bank mengatur hal-hal yang menyangkut pertentangan kepentingan: 1. Hubungan dengan nasabah, calon nasabah dan/atau rekanan 2. Pemberian dan penerimaan bingkisan dari nasabah, calon nasabah dan/atau rekanan 3. Pengadaan perlengkapan dan peralatan perusahaan 4. Hubungan keluarga 5. Penggunaan fasilitas-fasilitas nasabah, calon nasabah dan/atau rekanan maupun Bank 6. Entertainment 7. Melakukan kegiatan sebagai pengajar, pembicara, penceramah di luar MNC Bank, terkecuali telah memperoleh ijin sebelumnya oleh manajemen 8. Penyuapan 9. Rahasia jabatan 10. Rahasia Perusahaan 11. Tidak melakukan perbuatan tercela
The Code of Conduct contains the company’s commitment to various interested parties that a realization of business ethics and work ethics for MNC Bank. As an ethical behavior, it is expected to create the ideal behavior developed based on noble values that believed by MNC Bank employees that becomes a work culture. MNC Bank Standards of Code of Conduct regulate matters relating to conflict of interest:
Pengungkapan dan Penyebarluasan Code Of Conduct
Disclosure and Distribution of Code of Conduct
Code of Conduct diungkapkan dan/atau disebarkan kepada semua karyawan Bank melalui media internal Bank yang dapat diakses oleh semua karyawan dengan mudah setiap saat. Penyebaran standar etik dilakukan dengan memanfaatkan media Portal MNC Bank dan HR Info.
The Code of Conduct is disclosed and/or distributed to all of the Bank employees through the Bank’s internal media that can be accessed by all employees easily at any time. The spread of ethical standards is done by utilizing MNC Bank media portal and HR Info.
1. Relationships with customers, prospective customers and/or partners 2. Giving and receiving of gifts from customers, prospective customers and/or partners 3. Procurement of Company’s supplies and equipment 4. Family ties 5. The use of customers facilities, prospective customers and/or partners and the Bank 6. Entertainment 7. Conducts activities as a teacher, speaker, speakers outside MNC Bank, except for prior authorization by the management 8. Bribery 9. Official secret 10. Company secret 11. Do not perform any disgraceful act
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Upaya Penerapan dan Penegakan Code of Conduct
Efforts to Implement and Enforce The Code of Conduct
Code of Conduct MNC Bank berlaku mulai dari Dewan Komisaris, Direksi, karyawan dan individu lain yang terkait dengan bisnis MNC Bank. Keberhasilan penerapan Code of Conduct merupakan tanggung jawab dari seluruh pimpinan di lingkungan unit kerja masing-masing. Untuk itu segenap pimpinan unit memiliki tanggung jawab dalam memberikan pemahaman penerapan Code of Conduct kepada pegawai di lingkungan unit kerja masing masing.
MNC Bank Code of Conduct applies for the Board of Commissioners, Board of Directors, employees and other individuals associated with MNC Bank business. Successful implementation of the Code of Conduct is the responsibility of all leaders in their respective work units. Thus, all unit leaders have a responsibility in providing understanding of the application of the Code of Conduct to employees in their respective working unit.
MNC Bank memiliki tanggung jawab terhadap keberhasilan penerapan Code of Conduct dalam aktivitas sehari-hari. Salah satu bentuk tanggung jawab MNC Bank adalah menyangkut kesediaan MNC Bank untuk melaporkan setiap tindakan pegawai lain atau rekan kerja yang diyakini merupakan suatu pelanggaran Code of Conduct dan menyampaikan setiap fakta penyimpangan yang diketahuinya.
MNC Bank has a responsibility towards the successful implementation of the Code of Conduct in everyday activities. One of the forms of MNC Bank responsibility is concerned the MNC Bank’s willingness to report any other employees or co-worker believed to be a violation of the Code of Conduct and deliver any irregularities fact theyknows.
MNC Bank memberikan sanksi yang tegas dan konsisten terhadap pelanggaran Pedoman Code of Conduct. Sedangkan bentuk pelanggaran yang dapat dilakukan oleh Dewan Komisaris dan Direksi beserta sanksinya berpedoman pada Anggaran Dasar Bank dan keputusan RUPS. Sedangkan pengenaan sanksi terhadap pegawai dilakukan sesuai dengan aturan kepegawaian yang berlaku.
MNC Bank provides firm and consistent sanctions for violations of the Code of Conduct Guidelines. While the form of violations done by the Board of Commissioners and Board of Directors and sanctions are guided by the Bank’s Articles of Association and decisions of the GMS. While imposition of sanctions against employees conducted in accordance with applicable employment regulations.
WHISTLEBLOWING SYSTEM (WBS) WHISTLEBLOWING SYSTEM (WBS) Keberadaan dan Tujuan WBS
The Existence and Goals of WBS
MNC Bank menerapkan Sistem Pelaporan Pelanggaran atau Whistle Blowing System (WBS) dengan tujuan untuk: a. Menciptakan proses mekanisme pengaduan pelanggaran. b. Meningkatkan kinerja kepatuhan Bank dan monitoring serta assessment terhadap pengendalian internal. c. Memantau upaya perbaikan pengendalian internal d. Memudahkan proses pengungkapan pelanggaran. e. Memperjelas tanggungjawab atas tindak lanjut penyelesaian pelanggaran yang terjadi sehingga risiko finansial dan resiko reputasi yang mungkin timbul dapat dicegah. f. Mencegah timbulnya risiko finansial dan risiko reputasi, akibat kasus fraud, tindakan melanggar etika seperti menerima suap, hadiah serta pelanggaran lain. g. Mendorong peran serta karyawan untuk ikut serta menciptakan suasana kerja yang kondusif sesuai dengan prinsip keterbukaan. h. Melindungi aset Bank. i. Menerapkan pelaksanaan Good Corporate Governance (GCG) dalam Bank.
MNC Bank implements a Violation Reporting System called Whistle Blowing System (WBS)with the objectives of: a. Creating a mechanism for addressing grievances
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b. Improving the Bank’s compliance and monitoring as well as assessment of bank’s internal control c. Monitoring improvement of internal control d. Facilitating the process of reporting violations. e. Clarifying the responsibility for the follow-up to the reported violations so that the financial risk and reputational risk that may arise can be avoided. f. Preventing the emergence of financial risk and reputation risk, due to cases of fraud, ethical violation such as accepting bribes, gifts and others. g. Encouraging the participation of employees in creating a conducive working atmosphere in accordance with the principle of transparency. h. Protecting the assets of the Bank. i. Applying Good Corporate Governance (GCG) principles in the Bank.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Penyampaian Laporan Pelanggaran
Violation Reporting
Pelanggaran oleh karyawan harus mendapat perhatian dan merupakan tanggung jawab setiap elemen dari unit kerja. Pada kebanyakan kasus yang tidak muncul ke permukaan, pelanggaran yang ada sebenarnya telah diketahui oleh rekan kerja (peers) ataupun bawahan yang bersangkutan, namun dengan alasan khawatir terhadap keselamatan diri termasuk didalamnya perlakuan tidak menyenangkan, dan intimidasi, karyawan enggan untukmelaporkannya.
Violations done by employees should receive attention andare the responsibility of each element of the work unit. In most cases these are not obviously seen, as the actual violations were already known by colleagues (peers) or the subordinates, however as they have adequate reason to worry about the safety of them selves, including receiving unpleasant treatment, and intimidation, they become reluctant to reportsuch violations.
Pengaduan dapat dilakukan dengan menggunakan media surat tertulis atau surat elektronik (e-mail). Surat tertulis dikirimkan melalui sarana kotak surat yang penempatann diatur dan diumumkan oleh Komite PenyelesaianPengaduan. Surat elektronik (e-mail) menggunakan e-mail khusus (
[email protected]) untuk menerima pengaduan dengan tujuan menjaga kerahasiaan dan mencegah keengganan karyawan untuk melaporkan.
Grievance can be delivered through a mail or electronic mail (e-mail). Mail is addressed to a certain mailbox as arranged by the Complaints Resolution Committee. Electronic mail (e-mail) that is used in this mechanism is a dedicated e-mail (
[email protected]) with the objective to maintain confidentiality and prevent employees from being reluctant to report violations.
Terkait dengan tindakan yang bersifat hukum, maka setiap pengaduan harus disertai dengan bukti dan/atau informasi yang jelas atas pelanggaran yang dilaporkan, sehingga dapat ditelusuri dan ditindaklanjuti.
Related to the action of a legal nature, any complaint must be accompanied by clear evidence and/or information on the violations reported, so it can be traced and followed up.
Pengelolaan Whistleblowing System
Management System
Komite Penyelesaian Pengaduan adalah komite yang terdiri atas: • 1 (satu) orang Komisaris Anggota Komite Remunerasi dan Nominasi • President Direktor • Human Resources Director
The Complaint Resolution Committee is a committee composed of: • 1 (one) Commissioner that is a Member of Remuneration and Nomination Committee • President Director • Human Resources Director
Penetapan/Penunjukan Anggota Komite Penyelesaian Pengaduan dilakukan melalui Keputusan Rapat Dewan Komisaris. Komite Penyelesaian Pengaduan bertugas untuk menetapkan keputusan dan memberikan rekomendasi terkait laporan yang diterima dan hasil investigasi.
Determination/Appointment Member of Complaint Resolution Committee made through Resolutions of the Board of Commissioners. The Complaint Resolution Committee has a duty to take decisions and give recommendations regarding the reports received and the results of the investigation.
Media Pelaporan
Reporting Media
Pengaduan dapat dilakukan dengan menggunakan media surat tertulis atau surat elektronis (e-mail). Surat tertulis dikirimkan melalui sarana kotak surat yang penempatannya diatur dan diumumkan oleh Komite Penyelesaian Pengaduan. Surat elektornis (e-mail) yang digunakan adalah e-mail khusus (
[email protected]) untuk penerimaan laporan dan bukan e-mail pribadi dengan tujuan menjaga kerahasiaan dan mencegah keengganan karyawan untuk melaporkan.
Complaints can be made by means of written letter or electronic mail (email). Written letter can be sent via a mailbox and announced by the Complaints Resolution Committee. Electronic mail (email) used is a special email (
[email protected]) to receipt of a report and not a personal email in order to maintain confidentiality and to prevent employee reluctance to report.
of
The
Whistleblowing
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Laporan Manajemen
Analisis dan Pembahasan Manajemen
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Management Report
Company Profile
Management Discussion and Analysis
Penanganan Pengaduan
Management of Complaint
Mekanisme penanganan pengaduan dapat digambarkan dalam diagram sebagai berikut.
Complaint handling mechanism can be illustrated in the following diagram.
Pelapor REPORTING PARTY
Komite Penyelesaian Pengaduan COMPLAINT RESOLUTION COMMITTEE
Kirim Pengaduan, Informasi & Bukti-bukti Awal
Terima Daftar Pengaduan,
Perlu Investigasi
ya
Investigator INVESTIGATOR
Terlapor REPORTED PARTY
Sekretariat Dewan komisaris Corporaeate Secretary
Investigasi Pengaduan
Tidak
Tidak Perlu Tindak Lanjut
Tidak
Pemeriksa Terlapor
Pemeriksa Terlapor
Hasil Pemeriksaan
Penyimpanan dan pemeliharaan bukti
Perlu Tindakan/ Sanksi
ya
Bentuk Sanksi/Tindakan
Sanksi/Tindakan
Perlindungan Bagi Whistleblower
Protection For The Whistleblower
Fasilitas dan perlindungan yang bisa diberikan kepada pelapor adalah : a. Fasilitas media pelaporan yang menjamin kerahasiaan identitas pelapor dan kasus yang dilaporkan. b. Perlindungan kerahasiaan identitas pelapor. Perlindungan ini diberikan kepada Pelapor yang memberikan identitas dan informasi yang dapat digunakan untuk berkomunikasi mengenai kasus yang dilaporkan.
The facilities and protection that can be given to the complainant is: a. Reporting media facility that ensures the confidentiality of the identity of the reporting party and reported cases. b. Protection of the confidentiality of the reporting partyidentity. This protection is granted to the reporting partywho give their identity and information that can be used to communicate about the reported cases.
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c. Perlindungan dari tindakan balasan oleh Terlapor. Perlindungan ini meliputi perlindungan dari tekanan, penundaan kenaikan pangkat, pemecatan, gugatan hukum, ancaman terhadap harta benda serta tindakan fisik dan catatan yang merugikan dalam file data pribadinya (personal file record). MNC Bank memberikan jaminan perlindungan sebagaimana yang bisa diberikan terhadap karyawan sebagai saksi Pelapor. d. Informasi pelaksanaan tindak lanjut berupa kapan dan bagaimana serta kepada institusi mana tindak lanjut diserahkan.
Sosialisasi Whistleblowing System
Sosialisasi kebijakan Whistle Blowing, selain dilakukan melalui portal intranet PT. MNC Bank Internasional, Tbk pada tanggal 3 Juli 2015 juga dilaksanakan melalui tatap muka dan conference call dengan tanggal-tanggal sosialisasi sebagai berikut.
c. Protection from retaliatory action by the Reported Party. This protection includes protection from pressure, postponement of promotion, dismissal, lawsuits, threats to property and physical actions and notes that harm the personal data files (personal record file). MNC Bank gives protection guarantee that can be given to employees as witnesses. d. Information on the follow up in form of when and how and where the follow-up is submitted.
Whistleblowing System Socialization
Whistle Blowing policy socialization, aside made through the PT. MNC Bank Internasional, Tbk intranet portal on July 3, 2015 also conducted through face to face and conference calls with socialization dates as follows
Tabel Sosialisasi WBS melalui Tatap Muka Table of WBS Socialization through Face to Face No.
Tanggal Sosialisasi Socialization Date
Posisi Peserta Participant Position
Jumlah Peserta Participant Number
1
Senin, 8 Juni 2015 Monday, 8 June 2015
Customer Service, Frontliner Manager,BOSM (Cab JADETABEK)
16
2
Selasa, 9 Juni 2015 Tuesday, June 9, 2015
Customer Service, Frontliner Manager,BOSM (Cab JADETABEK)
24
3
Rabu, 10 Juni 2015 Wednesday, June 10, 2015
Customer Service, Frontliner Manager,BOSM (Cab JADETABEK)
25
4
Senin, 15 Juni 2015 Monday, 15 June 2015
AO Lending, BOSA, Sub BM, OMSD, Treasury, Cash Office Manager, Legal, IAG, BOSM, MLRD,Compliance,Trade Finance, PDG (JADETABEK)
20
5
Sabtu, 20 Juni 2015 Saturday, June 20, 2015
Sub BM, Cash Office Manager, Frontliner Manager, BOSM, AO Funding (JABODETABEK)
34
Total Peserta/Total Participant
119
Tabel Sosialisasi WBS melalui Conference Call Table of WBS Socizalization through Conference Call No. 1
Tanggal Sosialisasi Socialization Date Kamis, 9 Juli 2015 Thursday, July 9, 2015
Posisi Peserta Participant Position
Jumlah Peserta Participant Number
Team Cabang (Semarang, Jambi, Pekanbaru, Bandung, Batam, Solo)
Laporan Whistleblowing System 2015
Sepanjang tahun 2015, jumlah pengaduan yang masuk adalah sejumlah 5 pengaduan yang mencakup 4 pengaduan melalui lisan dan 1 pengaduan melalui e-mail. Seluruh pengaduan telah ditindak lanjuti.
59
Whistleblowing System Report for 2015
Throughout 2015, there were five grievances or reports, including four verbal grievances and one grievance viae mail. All five complaints had been attended properly.
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Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tabel Pengaduan WBS Table of WBS Complaints
No.
Media Pengaduan yang Digunakan Pelapor Reporting Media Used by the Reporting Party
Tindak Lanjut Follow Up Jumlah Pengaduan Number of Complaint
Laporan Ditutup (tidak terbukti) Closed Report (not proven)
Laporan masih dalam proses Report still in process
Laporan telah diberikan sanksi (tindakan administratif) Report that resulted in sanction (administrative measure)
Laporan diteruskan kepada Penyidik (terkait tindak pidana umum atau Korupsi) Report submitted to Investigator (relate to criminal or Corruption acts)
1
Email
1
-
-
1
-
2
Lisan
4
-
-
4
-
3
-
JUMLAH PENGADUAN/ NUMBER OF COMPLAINT
Permasalahan Hukum
Legal Case
Perkara Penting
Significant Case
Dalam tahun 2015 telah dapat diselesaikan 8 (delapan) perkara. Berikut adalah perincian perkara hukum yang dihadapi dan ditindaklanjuti oleh Bank:
In 2015, the Company has completed 8 (eight) cases. Here are the details of the lawsuits faced and acted upon by the Bank:
Dalam menghadapi perkara hukum, baik yang terkait dengan bidang perkreditan maupun non perkreditan termasuk dibidang Perselisihan Hubungan Industrial, Bank terlebih dahulu mengupayakan langkah-langkah penyelesaian dengan cara pendekatan persuasif. Namun apabila dengan pendekatan secara persuasif tidak dicapai penyelesaian atau hasil yang diharapkan, maka ditempuh upaya hukum litigasi. Tindakan Hukum Litigasi merupakan langkah terakhir (ultimum remedium) sebagai penegasan Bank dalam upaya mempertahankan hak dan kepentingan sekaligus sebagai bentuk pertanggungjawaban hukum atas pengelolaan dana masyarakat.
In the face of lawsuits, both related to the credit and noncredit fields included in the field of Industrial Disputes, the Bank must first seek steps to resolve by way of persuasion. However, if the persuasive approach or a settlement is not achieve the expected results, then will take legal action. Litigation action is the last step (ultimum remedium) as an affirmation of the Bank in order to preserve the rights and interests as well as the form of legal liability for the management of public funds.
Tabel Perkara Hukum Table of Legal Cases Perkara Hukum
Jumlah/Number Perdata/Civil
Pidana/Criminal
Legal Cases
Sisa Perkara per 31 Desember 2014
10
3
Perkara yang masuk tahun 2015
20
9
Cases Outtanding per December 31, 2014 Cases in 2015
Jumlah Perkara Tahun 2015
30
12
Total Cases in 2015
Perkara yang diselesaikan tahun 2015
7
1
Cases Solved in 2015
Sisa Perkara per 31 Desember 2015
23
11
Cases Outstanding per December 31, 2015
Perincian perkara/Detail of Cases Perkara Perdata/Civil Cases Tingkat Pertama/First Level
Perkara Pidana/criminal Cases Penyidikan/Investigation
9 perkara/cases
Tingkat banding/Appeal Level
5 perkara/cases
Banding/Appeal
1 perkara/cases
Tingkat Kasasi/Cassastion Level
2 perkara/cases
Kasasi/Cassation
Total/total
200
16 perkara/cases
23 perkara/cases
Total/total
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
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05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
MANAJEMEN TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY MANAGEMENT MNC Bank menggunakan Teknologi Informasi sebagai pemberdaya (“enabler”) dalam usahanya memperbaiki kinerja bisnis proses, memonitor resiko, mengawasi tindak lanjut perbaikan pengawasan internal, menyebarkan revisi peraturan/kebijakan kepada seluruh karyawan dan juga mengembangkan produk baru.
MNC Bank uses Information Technology as an enabler in its efforts to improving business process performance, monitoring risks, following up internal control improvements, distributing revisions on policies / procedures to all employees and also developing new products.
Teknologi Informasi adalah sebuah komponen pemberdaya yang harus hadir di setiap usaha Bank untuk memperbaiki dirinya dalam bersaing di industri perbankan dan mewujudkan visinya menjadi Bank masa depan yang memberikan layanan bintang lima, yang mengikuti gaya hidup nasabah dan membuat semua transaksi keuangan menjadi mudah. Karenanya MNC Bank berkomitmen untuk mengevaluasi setiap rencana implementasi Teknologi Informasi dan mengawasi dampaknya melalui manajemen resiko Teknologi Informasi yang diatur dalam manajemen resiko proyek, manajemen permasalahan, manajemen pengembangan aplikasi, manajemen perubahan aplikasi, manajemen perangkat keras dan lunak, manajemen kapasitas, manajemen arsitektur, manajemen kelangsungan bisnis, dan manajemen keamanan informasi.
Information Technology is an enabler that must be present in every Bank’s effort to improving itself in competing in banking industry and to realizing its vision of becoming Bank of the Future that provides five-star service, which follows the lifestyle of its customers and make all financial transactions easier. Therefore MNC Bank is committed and evaluated any Information Technology implementation plan and anticipated its impacts through information technology risk management policy set out in project management, problem management, application development management, application change management, management of hardware and software, capacity management, architecture management, business continuity management, and information security management.
Strategi Teknologi Informasi
Information Technology Strategy
MNC Bank menyadari bahwa di era digital saat ini, MNC Bank mempunyai peluang yang baik untuk bersaing berkompetisi melawan Bank-bank lain dengan memanfaatkan teknologi mobile dan internet. Dengan jumlah kantor cabang dan mesin ATM yang tidak sebanyak Bank lainnya, MNC Bank memprioritaskan membangun layanan digital perbankan berupa aplikasi bisnis mobile/internet, menyesuaikan fungsi aplikasi bisnis untuk memenuhi ketentuan regulasi, meningkatkan kemampuan perangkat keras mesin ATM untuk memenuhi standar industri, membangun aplikasi bisnis penunjang pertumbuhan kredit konsumer, dan memperbaiki ketersediaan layanan bagi para nasabah individu atau perusahaan dengan memastikan infrastruktur teknologi informasi MNC Bank mempunyai kapasitas yang cukup dan di dukung oleh sistem cadangan yang siap beroperasi dalam hal terjadi gangguan.
Development of digital services started with the implementation of switching system that serves to connect the core banking and credit card systems to transaction business applications on ATM, mobile, internet platform, as well as development of business application to process housing loan requests. Switching system implementation was simultaneously done with testing of mobile banking application and upgrading of ATM hardware to meet NSICCS standard. The next focus was to complete the development and testing of internet banking for corporate customers. It was very important to complete the internet banking implementation because it allows corporate customers to manage their funds and also support the Bank to increase cheap funds balance.
Pembangunan layanan digital diawali dengan implementasi sistem switching yang berfungsi untuk menghubungkan sistem inti perbankan dan kartu kredit ke kanal transaksi (transaction channel) aplikasi bisnis di platform ATM, mobile, internet, dan pengembangan aplikasi untuk memproses aplikasi kredit pemilikan rumah. Implementasi sistem switching dilakukan secara bersamaan dengan pengujian aplikasi mobile banking dan upgrade perangkat keras mesin ATM guna memenuhi standar NSICCS. Fokus berikutnya adalah menyelesaikan pengembangan dan pengujian aplikasi bisnis internet banking untuk perusahaan. Sangat penting untuk menuntaskan implementasi internet banking
Development of digital services started with the implementation of switching system that serves to connect the core banking and credit card systems to transaction business applications on ATM, mobile, internet platform, as well as development of business application to process housing loan requests. Switching system implementation was simultaneously done with testing of mobile banking application and upgrading of ATM hardware to meet NSICCS standard. The next focus was to complete the development and testing of internet banking for corporate customers. It was very important to complete the internet banking implementation because it allows corporate customers to
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
karena memudahkan nasabah perusahaan dalam mengelola dananya dan juga menunjang Bank untuk meningkatkan saldo dana murah.
manage their funds and also support the Bank to increase cheap funds balance.
Sejalan dengan rencana Bank Indonesia untuk meningkatkan fungsi dan kemampuan Sistem Kliring Nasional (BI-SKN) dan sistem BI-RTGS (Real Time Gross Settlement System), MNC Bank harus menyesuaikan dan meningkatkan fungsifungsi terkait transfer dana Rupiah yang terdampak. Pada dasarnya MNC Bank berkomitmen untuk menunjang rencana implementasi terkait Teknologi Informasi yang dipersyaratkan badan regulasi, tidak terbatas pada sistem BI-SKN dan BI-RTGS.
In line with Bank Indonesia’s plan to enhance functionalities and capabilities of the National Clearing System (BI-SKN) and Real Time Gross Settlement System (BI-RTGS), MNC Bank has to adjust and improve impacted Rupiah funds transfer functions. Basically MNC Bank is committed in supporting implementation of information technology projects mandated by regulatory agencies, not limited to BI-SKN and BI-RTGS systems.
Guna menunjang pertumbuhan kredit di segmen bisnis konsumer khususnya produk pemilikan properti atau kredit beragun properti, MNC Bank membangun aplikasi bisnis untuk memonitor pengajuan (Mtrack) dan pemrosesan aplikasi kredit properti tersebut (MAPS). Aplikasi bisnis Mtrack digunakan oleh tenaga penjualan semenjak ia mengidentifikasi potensi kredit, melengkapi data-data, dan mengajukan aplikasi kredit nasabah. Aplikasi yang diajukan nasabah akan diterima oleh aplikasi MAPS, disalurkan ke petugas analisa dan pemutus kredit. Diharapkan dengan menggunakan kedua aplikasi bisnis Mtrack dan MAPS, maka kredit properti dapat tumbuh lebih pesat.
To support consumer segment credit growth, particularly property ownership or property backed credit, MNC Bank developed business application to monitor submission (Mtrack) and processing of property credit (MAPS). Mtrack business application used by sales reps since identification of credit potential, data collections, and submission of customer’s credit application. Submitted customer’s application will be accepted by MAPS, forwarded to analyst officer and credit approver. By using these two business applications Mtrack and MAPS, the volume of property credit will grow rapidly.
Mengantisipasi pertumbuhan transaksi dan memperbaiki layanan perbankan di kantor cabang, MNC Bank meningkatkan kapasitas jaringan komunikasi data (bandwith) dan memasang jalur komunikasi cadangan dari dan ke kantor cabang. Dengan harapan waktu respon transaksi di kantor cabang menjadi cepat dan jika volume transaksi nasabah bertambah, maka kantor cabang tetap dapat melayani para nasabah dengan baik. Dalam hal terjadi gangguan pada jalur komunikasi utama, kantor cabang dapat mengaktifkan jalur komunikasi cadangan sehingga pelayanan pada nasabah tidak terganggu.
To anticipate growth in transactions and to improve service in branch office, MNC Bank increased bandwith capacity of its data communication lines and installed backup lines connecting head and branch office. With the hope of making faster transaction response time and whenever customer transactions in branch increases, then the branch can still provide good service to customers. In the event of major disruption on main communication line, the branch office can activate the backup line so that service to customers will not be disrupted.
Gangguan teknologi informasi dapat juga terjadi pada Pusat Data (Data Center) Bank, karenanya MNC Bank memastikan bahwa Disaster Recovery Center (DRC) Bank terpasang dengan aplikasi bisnis versi terakhir dan staff memahami prosedur yang perlu dijalankan dalam hal gangguan terjadi pada Data Center. Untuk memastikannya MNC Bank melakukan uji kelangsungan bisnis, dengan mensimulasikan seolaholah Data Center tidak beroperasi, sehingga Bank perlu mengaktifkan Disaster Recovery Center. Pengujian ini harus diikuti oleh seluruh kantor cabang dengan menjalankan tipe-tipe transaksi yang biasa mereka lakukan sehari-hari.
Disruption can also occurred at the Bank Data Center, therefore MNC Bank ensured its Disaster Recovery Center (DRC) is installed with latest business application version and its staff understand to activate the needed emergency procedures. To ensure it, MNC Bank conducted business continuity test simulating a condition as if the Data Center did not operate, so that the Bank had to activate its Disaster Recovery Center. Testing was participated by all branches by inputting daily transactions.
Kebijakan Teknologi Informasi
Information Technology Policy
Mengacu pada strategi Teknologi Informasi yang diuraikan di atas, pembangunan saluran transaksi digital perbankan dan pemenuhan persyaratan regulasi merupakan prioritas utama pembangunan Teknologi Informasi di tahun 2015. Menyadari bahwa pembangunan Teknologi Informasi tersebut membutuhkan waktu, biaya, dan tenaga ahli
Referring to information technology strategy written above, development of digital transaction channel of the bank and meeting regulatory requirements are the main Information Technology development priority in year 2015. Recognizing that information technology development requires time, money, and sufficient expertise, then in its development
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Manajemen Sumber Daya Manusia Human Resources Management
yang mencukupi, maka dalam upayanya MNC Bank akan mencari mitra strategis yang mempunyai kesamaan pandangan, mempunyai bisnis aplikasi atau teknologi yang siap pakai,mempunyai tenaga ahli berpengalaman, dan berkomitmen membangun hubungan bisnis yang saling menguntungkan untuk jangka panjang.
efforts MNC Bank looked for strategic partner who has similar views, have ready-to-use business applications, have experienced staff, and is committed to build a mutually beneficial long term business relationship.
MNC Bank menyadari bahwa aplikasi atau sistem bisnis yang siap pakai adalah sukar untuk didapatkan, karenanya modifikasi modul atau penambahan beberapa fungsi, laporan, dan program antar muka (interface) tidak dapat dihindari. Modifikasi dibutuhkan untuk menyesuaikan dengan rencana bisnis, desain produk, alur kerja, dan struktur organisasi. MNC Bank menyediakan para karyawannya berfungsi sebagai manajer produk, bisnis analis, dan manajer produk untuk berbicara dengan sistem analis dan manajer projek dari mitra strategis.
MNC Bank realized that ready-to-use business application or system is difficult to be found, therefore it is unavoidable to modify modules or add some functions, reports, and interface programs. Modification is needed to adjust the applications or systems to suite with business plan, product design, process flow, and organisation structure. MNC Bank makes its staff available as product manager, business analyst, and project manager to work together with the system analyst and project manager from strategic partner.
Demikian halnya dengan hosting server-server aplikasi bisnis, MNC Bank berencana melanjutkan kerjasama yang terjalin dengan mitra strategis yang ada. Server aplikasi bisnis baru akan juga ditempatkan di Data Center mitra strategis dengan penambahan tugas rutin operasional dan pengelolaan baru. Dan karena server-server baru yang akan ditempatkan berkaitan dengan infrastruktur perbankan internet dan mobile, adalah sangat penting bagi MNC Bank untuk melakukan pengujian stress test dan penetration test. Berbagai masukan sebagai hasil dari stress test atau penetration test akan dikaji dan diimplementasikan untuk memperbaiki kekurangan, menghilangkan kelemahan, dan memperkuat keamanan infrastruktur teknologi informasi yang ada.
Likewise with hosting of business application servers, MNC Bank planned to continue the partnership with current strategic partner. Every new business application server will be put at partner’s Data Center with additional routine operational and management tasks. And because the new servers will relate with internet and mobile banking infrastructure, then it is very important for MNC Bank to conduct stress and penetration tests. Inputs as result of stress and penetration tsts will be reviewed and implemented to improve shortcomings, eliminate weaknesses, and strengthen security of existing information technology infrastructure.
Berbagai projek implementasi Teknologi Informasi secara keseluruhan dimonitor melalui pertemuan berkala CMO (Change Management Office) dan IT Steering Committee (ITSC). CMO dan ITSC mempunyai anggota permanen yang dipegang oleh perwakilan Dewan Direksi.
The whole various information technology projects is monitored routinely by the CMO (Change Management Office) and ITSC (IT Steering Committee). CMO and ITSC are attended by Board of Director Representatives as permanent members.
Program Kerja IT Group Tahun 2015
IT Group Work Program in 2015
Berikut adalah beberapa insiatif utama yang sudah diterapkan dan merupakan bagian dari langkah strategis teknologi informasi dalam mendukung bisnis Bank: 1. Implementasi Sistem SKN Generation 2. 2. Implementasi aplikasi RTGS Generation 2. 3. Implementasi aplikasi MPN Generation 2. 4. Implementasi aplikasi Joint Financing 5. Implementasi aplikasi Monitoring BMPK (Batas Minimum Pemberian Kredit). 6. Implementasi aplikasi Monitoring Underlying Document dari Transaksi Valuta Asing. 7. Implementasi aplikasi Operational Risk Event System (ORES). 8. Penerapan PIN 6 digit untuk transaksi kartu kredit. 9. Penggantian PIN kartu kredit melalui IVR. 10. Penerapan 3D Secure untuk transaksi kartu kredit secara online.
Here are some of the major initiatives that have been implemented and are part of the information technology strategic steps in supporting the bank’s business: 1. Implementation of BI-SKN Generation 2. 2. Implementation of BI-RTGS Generation 2. 3. Implementation of MPN Generation 2. 4. Implementation of Joint Financing application. 5. Implementation of BMPK (Batas Minimum Pemberian Kredit) Monitoring application. 6. Implementation of Forex Transaction Underlying Document Monitoring application. 7. Implementation of Operational Risk Event System (ORES) application. 8. Implementation of 6 Digit PIN for Credit Card Transaction. 9. Credit Card PIN Replacement via IVR. 10. Online 3D Secure Authentification for Credit Card Transaction.
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Performance Highlights 2015
Laporan Manajemen Management Report
11. Implementasi aplikasi iMtrac dan MPAS untuk memproses aplikasi kredit properti. 12. Penerapan Mobile Banking. 13. Pengujian aplikasi bisnis Internet Banking untuk Perusahaan. 14. Peningkatan kapasitas saluran dan pemasangan komunikasi data (bandwith) kantor cabang. 15. Peningkatan kapasitas jaringan komunikasi data (bandwith) Disaster Recovery Center.
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
11. Implementation of Mtrac and MAPS applications to process consumer property credit. 12. Mobile Banking Implementation. 13. Testing of Internet Banking for Business. 14. Branch Data Communication Line Bandwith Upgrade. 15. Disaster Recovery Center Data Communication Line Bandwith Upgrade.
AKSES INFORMASI INFORMATION ACCESS
MNC Bank telah menyediakan informasi kepada stakeholders yang memungkinkan stakeholders menggunakan haknya. Penyebaran informasi Bank antara lain dilakukan melalui media sebagai berikut.
MNC Bank has provided information to the stakeholders thatwould allow stakeholders to exercise their rights. The Bank spreadsinformation among others using the following media:
1. Media elektronik seperti situs websitesite (www. mncbank.co.id) untuk menyampaikan informasi yang relevan termasuk laporan tahunan. Stakeholders yang ingin mendapatkan informasi Perusahaan secara berkala melalui email tersebut dapat mendaftarkan identitas dan alamat email pada mailing list melalui situs Perusahaan. 2. Dalam situs www.mncbank.co.id juga telah disediakan bagian khusus informasi Pemegang saham, berbagai laporan dan publikasi yang dengan mudah dapat diunduh oleh stakeholders. 3. Informasi mengenai perkembangan harga saham MNC Bank dapat diakses melalui websitesite Bursa Efek Indonesia (www.idx.co.id). 4. Informasi melalui media lainnya, antara lain email, majalah/buletin internal, poster dan banner.
1. Electronic media, such as website (www.mncbank.co.id) to provide relevant information,including Annual Report. Stakeholders who wish to obtainthe Bank Related information regularly through e-mail mayregister their identities and e-mail address to the mailing list of the Company’s website.
Informasi-informasi yang disajikan dalam website senantiasa diperbaharui secara berkala.
The information that we provide in the website is updated regularly.
Untuk mendapatkan informasi lebih lanjut mengenai MNC Bank, masyarakat umum dan investor dapat menghubungi:
To obtain more information concerning MNC Bank, the publicand investors can contact:
Sekretaris Perusahaan Andri Latif Alamat : Gedung MNC Financial Center Lt. 8 Telepon : 021 29805555 Fax : 021 39836700 Websitesite : www.mncbank.co.id
Corporate Secretary Andri Latif Address : Gedung MNC Financial Center Lt. 8 Phone : 021 29805555 Fax : 021 39836700 Websitesite : www.mncbank.co.id
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2. The site www.mncbank.co.id also contains a special page for Shareholder information, as well as various reports and publications that Stakeholders can download easily. 3. Information concerning the development of MNC Bank shares can be accessed through the website of the IndonesianStock Exchange (www.idx.co.id). 4. Information in other media includes in e-mail, internal magazines/bulletins, posters, and banners.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
INFORMASI PEMEGANG SAHAM PENGENDALI CONTROLLING SHAREHOLDER INFORMATION Pemegang saham Pengendali dari PT MNC Bank Internasional adalah PT. MNC Kapital Indonesia. PT MNC Kapital Indonesia Tbk berkedudukan di MNC Tower, lantai 21, Jalan Kebon Sirih No.21-27, Jakarta Pusat. Didirikan pada tanggal 15 Juli 1999 berdasarkan Akta Pendirian No.100 yang dibuat dihadapan Rachmat Santoso, S.H., Notaris di Jakarta, dan telah disahkan oleh Menteri Kehakiman Republik Indonesia dalam Surat Keputusannya No.C-16030.HT.01.01. Th.99 tanggal 6 September 1999, Didaftarkan dalam Daftar Perusahaan di Kantor Pendaftaran Perusahaan Kota Jakarta Selatan tanggal 31 Maret 2000 di bawah No. 270/BH 09.03/ III/2000, serta diumumkan dalam BNRI No.27 tanggal 3 April 2001, Tambahan No.2097.
Controlling shareholder of PT MNC Bank International is PT. MNC Kapital Indonesia. PT MNC Kapital Indonesia based in MNC Tower, 21st floor, No.21-27 Jalan Kebon Sirih, Central Jakarta. Established on July 15, 1999 pursuant to the Deed of Establishment 100 made before Rachmat Santoso, SH, Notary in Jakarta, and has been approved by the Minister of Justice of the Republic of Indonesia in its letter No. C-16030.HT.01.01.Th.99 6th September 1999, Registered in the Companies Register in the Company Registration Office South Jakarta dated March 31, 2000 under No. 270/BH 09.03/III/2000, and was published in BNRI No. 27 dated April 3, 2001, Supplement No.2097
Komposisi Kepemilikan Saham
Share Ownership Composition
Kepemilikan saham dari MNC Bank sampai dengan Desember 2015 tercatat pada tabel di bawah ini.
Ownership shares of MNC Bank until December 2015 listed in the table below.
Tabel Kepemilikan Saham MNC Bank (per 31 Desember 2015) Table of MNC Bank Share Ownership (per 31 December 2015) Nama Name
Jumlah Saham Total Share
Kepemilikan Ownership
Keterangan Description
MNC KAPITAL INDONESIA TBK, PT
7.499.923.241
39,21
Pemegang Saham Pengendali Controlling Shareholder
MARCO PRINCE CORP
2.654.374.881
13,88
-
RBC SINGAPORE - CLIENTS A/C
1.909.537.680
9,98
-
BANK JULIUS BAER AND CO LTD SINGAPORE
1.047.054.000
5,47
-
Masyarakat/Public
6.018.673.270
31,46
-
Grafik Komposisi Kepemilikan Saham MNC Bank/ Chart of MNC Bank Share Ownership Composition 31,46%
Masyarakat/Public
5,47%
BANK JULIUS BAER AND CO LTD SINGAPORE
39,21%
MNC KAPITAL INDONESIA TBK, PT
9,98%
RBC SINGAPORE - CLIENTS A/C
13,88%
MARCO PRINCE CORP
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
PERLAKUAN YANG SAMA TERHADAP SELURUH PEMEGANG SAHAM EQUAL TREATMENT TO ALL SHAREHOLDERS Sesuai dengan ketentuan antara lain Undang-undang Perseroan Terbatas dan Peraturan Otoritas Jasa, perlakuan terhadap seluruh pemegang saham sama, antara lain: - Informasi mengenai laporan keuangan yang dapat diakses pada situs website Bank. - Pengumuman, Panggilan Rapat Umum Pemegan Saham yang dilakukan secara terbuka melalui Surat Kabar. - Mempunyai kesempatan yang sama untuk bersuara dalam rapat umum pemegang saham.
In accordance with the provisions including Limited Liability Company Act and Regulations Services Authority, the treatment of all shareholders is equal, among others: - Information on the financial statements which can be accessed on the Bank’s web site. - Announcements, Call a General Meeting of Sharesholders conducted openly through Newspaper. - Have the same opportunity to speak in the general meeting of shareholders.
FUNGSI MANAJEMEN RISIKO RISK MANAGEMENT FUNCTION
Struktur Organisasi Risk Management Group
Risk Management Group Organization Structure
Compliance, Legal & Risk Management Director
Risk Management Group Head
Credit Policy & Portfolio Head
Credit Process Head
Erm, irm & orm head
Market & Liquidity risk head
enterprise risk Operation risk integrated risk conglomeration
Tugas dan Tanggung Jawab Risk Management Group
Tasks and Responsibility of Risk Management Group
1. Memberikan masukan kepada Direksi dalam penyusunan
1. Provide input to the Board of Directors in the preparation of policies, strategies and Risk Management framework. 2. Develop procedures and tools for the identification, measurement, monitoring, and controlling risks. 3. Design and implement the necessary tools in the implementation of Risk Management.
kebijakan, strategi, dan kerangka Manajemen Risiko. 2. Mengembangkan prosedur dan alat untuk identifikasi, pengukuran, pemantauan, dan pengendalian risiko. 3. Mendesain dan menerapkan perangkat yang dibutuhkan dalam penerapan Manajemen Risiko.
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05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
4. Memantau implementasi kebijakan, strategi, dan kerangka Manajemen Risiko. 5. Memantau posisi/eksposur risiko secara keseluruhan, maupun per risiko termasuk pemantauan kepatuhan terhadap toleransi risiko dan limit yang ditetapkan. 6. Melakukan stress test guna mengetahui dampak dari implementasi kebijakan dan strategi Manajemen Risiko terhadap portofolio atau kinerja Bank secara keseluruhan. 7. Mengkaji usulan aktivitas dan/atau produk baru yang dikembangkan oleh suatu unit tertentu Bank. 8. Memberikan rekomendasi kepada satuan kerja bisnis dan/atau kepada RMC antara lain mengenai besaran atau maksimum eksposur risiko yang dapat dipelihara Bank. 9. Mengevaluasi akurasi dan validitas data yang digunakan oleh Bank untuk mengukur risiko untuk keperluan intern. 10. Menyusun dan menyampaikan laporan profil risiko kepada Presiden Direktur, Direktur Manajemen Risiko dan Kepatuhan, dan RMC secara berkala atau paling kurang secara triwulanan. 11. Melaksanakan kaji ulang secara berkala, untuk memastikan kecukupan kerangka Manajemen Risiko, keakuratan metodologi penilaian Risiko, dan kecukupan sistem informasi Manajemen Risiko.
Manajemen Sumber Daya Manusia Human Resources Management
4. Monitor the implementation of policies, strategies, and risk management framework. 5. Monitor the overall risk exposure/position, and per risk, including monitoring of compliance with risk tolerance and specified limits. 6. Perform a stress test to determine the impact of the implementation of Risk Management policies and strategies to the portfolio or overall Bank performance. 7. Review the proposed activities and/or new products developed by a particular unit of the Bank. 8. Provide recommendations to the business unit and/ or to the RMC including the amount or maximum risk exposure that can be maintained by the Bank. 9. Evaluate the accuracy and validity of the data used by the Bank to measure risk for internal purposes. 10. Prepare and submits risk profile reports to the President Director, Director of Risk Management and Compliance, and RMC periodically or at least a quarterly basis. 11. Perform periodic review, to ensure the adequacy of the Risk Management framework, Rrisk assessment methodologies, and the Management information system.
Permodalan dan Pelaksanaan Manajemen Risiko
Capital and Risk Management Practices
Pengelolaan manajemen risiko dilaksanakan oleh Satuan Kerja Manajemen Risiko melalui tata cara pengelolaan yang sistematis, terintegrasi, optimal, dan berkesinambungan. Dalam pelaksanaan tugasnya, satuan kerja ini bertanggung jawab untuk pengembangan dan pengawasan kebijakan manajemen risiko Perusahaan di masing-masing area tertentu dan bertugas melaporkan kegiatan yang telah dilaksanakan kepada Direksi secara berkala.
Risk management carried out by the Risk Management Unit through systematic, optimized, and procedures. Risk Management Unit was responsible for the development and oversight of the Company’s risk management policies in each specific area and responsible to report the activities that have been carried out to the Board of Directors on a regular basis.
Pengungkapan Permodalan
Disclosure of Capital
Struktur Permodalan
Capital Structure
Kecukupan Permodalan
Capital Adequacy
Struktur permodalan Bank per Desember 2015 adalah berupa Modal Inti dan Modal Pelengkap dimana Modal Inti terdiri dari modal disetor dan cadangan tambahan modal.
Bank memastikan memiliki kecukupan modal untuk dapat memenuhi risiko kredit, risiko pasar dan risiko operasional, baik dalam kondisi normal maupun kondisi stress. Perhitungan Kewajiban Penyediaan Modal Minimum (KPMM) sesuai dengan tingkat profil risiko mengacu pada peraturan Bank Indonesia. Untuk resiko kredit Bank telah menggunakan Pendekatan Standar Basel II (Standardized Approach). Untuk risiko pasar Bank menggunakan Metode Standar (Standard Method). Sedangkan untuk risiko operasional bank mengacu kepada Pendekatan Indikator Dasar Basel II (Basic Indicator Approach). Sebagai bagian dari penerapan Pilar 2 Basel II yang tertuang dalam ketentuan
The Bank’s capital structure as of December 2015 consisted of core capital and supplementary capital where core capital consists of additional paid-in capital and capital reserves.
Bank must have sufficient capital to meet credit risk, market risk and oprational risk, both in normal and stress conditions. The minimum Capital Adequacy Ratio (CAR) based on the level of risk profiles is calcuted according to Bank Indonesia regulation. For credit risk the Bank has been using the besel II Standard Approach (Standardized Approach). For market risk it uses standart method (Standard Method). While for operational risk refers to the Basel II Basic Indicator Approach (Basic Indicator Approach). As part of the implementation of Pilar 2 of Basel II as stipulated in the provisions of Bank Indonesia (SEBI) No.14/37/DPNP dated December 27,
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Bank Indonesia (SEBI) Nomor 14/37/DPNP tanggal 27 Desember 2012 Bank telah menerapkan proses perhitungan kecukupan modal secara internal (Internal Capital Adequacy Assessment Process - ICAAP).
2012 the Bank has been implementing the Internal Capital Adequacy Assessment Process (ICAAP).
Uraian terkait pengungkapan kuantitatif permodalan Bank dijabarkan sebagai berikut.
Explanation relate to quantitative disclosure of Commercial Bank capital structure are described as follow.
struktur
Tabel Pengungkapan Kuantitatif Struktur Permodalan Bank Umum (dalam jutaan Rupiah) Table Quantitative Disclosure - Capital Structure of Commercial Bank (in Million Rupiah) KOMPONEN MODAl (1) I
(2)
2015
2014
(3)
(4)
Capital Component (2)
Komponen Modal A
Capital Component
Modal Inti
1.402,880
1.129.372
1 Modal disetor
1.912,956
1.503.233
1 Paid-up Capital
2 Cadangan Tambahan Modal
(436.116)
(373.861 )
2 Additional Capital Paid In
3 Modal Inovatif
Core Capital
-
-
73.960
-
4 Deduction Factor of Core Capital
-
-
5 Non Controller Interests
Modal Pelengkap
92.631
66.304
1 Level Atas (Upper Tier 2)
92.631
66.304
2 Level Bawah (Lower Tier 2) maksimum 50% Modal Inti
-
-
2 Lower Tier II maximum 50% of Tier I Capital 3 Deduction Factor of Supplementary Capital
4 Faktor Pengurang Modal Inti 5 Kepentingan Non Pengendali B
A
3 Faktor Pengurang Modal Pelengkap
-
-
C
Faktor Pengurang Modal Inti dan Modal Pelengkap
-
-
Eksposure Sekuritisasi
-
D
Modal Pelengkap Tambahan yang Memenuhi Persyaratan (Tier 3)
E
3 Innovative Capital
B
Supplementary Capital 1 Upper Tier 2
C
Deduction Factor of Core and Suplementary Capital
-
Securitization Exposure
-
-
D
Additional Tier III Capital that meet the Requirements
Modal Pelengkap Tambahan yang Dialokasikan untuk Mengantisipasi Risiko Pasar
-
-
E
Additional Tier III Capital Allocated in Anticipation of Market Risk
II
Total Modal Inti dan Modal Pelengkap (A+B-C)
1.495.512
1.195.676
Total Core and Suplementary Capital (A + B - C)
III
Total Modal Inti, Modal Pelengkap, dan Modal Pelengkap Tambahan yang Dialokasikan untuk Mengantisipasi Risiko Pasar (A+B-C+E)
1.495.512
1.195.676
Total Core, Suplementary and Tier III Capital Allocated in Anticipation of Market Risk (A + B + C - E)
IV
Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Kredit
7.410.502
5.908.369
Risk Weighted Assets For Credit Risk
V
Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Operasional
685.745
738.325
VI
Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Pasar
291.290
75.725
Risk Weighted Assets For Market Risk
A
Metode Standar
291.290
75.725
A
Standard Method
B
Model Internal
-
-
B
Internal Method
17,83%
17,79%
VII
Rasio Kewajban Penyediaan Modal Minimum untuk Risiko Kredit, Risiko Operasional dan Risiko Pasar [III : (IV+V+VI)]
Risk Weighted Assets For Operational Risk
Capital Adequacy Ratio Based on Credit, Operational And Market Risks [III: (IV + V + VI)]
Sistem Manajemen Risiko
Risk Management System
Proses Manajemen Risiko
Risk Management Process
Proses Manajemen Risiko terdiri dari aktifitas identifikasi, pemantauan, pengukuran dan pengendalian. Identifikasi risiko dilakukan dengan menganalisa seluruh jenis risiko yang mungkin timbul pada seluruh aktifitas fungsional Bank, baik pada transaksi, portofolio, bisnis proses, dan infrastruktur. Dimulai sebelum Bank memperkenalkan produk dan/atau aktivitas baru. Setiap factor risiko yang
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Risk Management process consists of identification, monitoring, measurement, and control activities. Risks identification is conducted by analyzing all possible risks which could happen on all banking functional activities, either related with transactions, portfolio, business process, and infrastructure. It starts before the Bank introduces its new products and/or activities. All possible risk factors, which has
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
mungkin muncul dan menghambat proses operasional ataupun manajerial perlu diidentifikasi. Untuk mengawasi penerapan manajemen risiko, dibentuklah Satuan Kerja Manajemen Risiko yang bertanggung jawab kepada Direktur Kepatuhan dan Manajemen Risiko.
a potential to hold up operational or managerial process, needs to be identified. To supervise risk management implementation, the Bank formed a Risk Management Group that reports to the Director of Compliance and Risk Management.
Setiap risiko yang teridentifikasi dipantau besaran eksposur, toleransi, kepatuhan terhadap limit internal, dan konsistensi pelaksanaannya terhadap kebijakan dan prosedur yang ditetapkan. Pemantauan dilakukan oleh unit pelaksana maupun oleh Satuan Kerja Manajemen Risiko yang nantinya akan disajikan dalam laporan berkala kepada Manajemen, sehingga Manajemen memahami potensi kerugian di masa mendatang, berapa banyak modal yang diperlukan untuk menutup potensi kerugian di masa mendatang dibandingkan dengan potensi imbal hasil yang diharapkan.
The Bank monitors exposure, tolerance, internal limit tolerance, and implementation consistency as per assigned policies and procedures, for each identified risks. Risk monitoring is performed by processing unit and also by Risk Management unit itself. Result of the monitoring will later be reported regularly to the Bank Management, to make it aware about any possible potential loss in the future, amount of capital needed to cover the losses, compared to potential expected returns.
Yang berarti secara berkala Bank melakukan pengukuran risiko, guna memastikan besaran risiko masih berada dalam batasan toleransi yang dapat diterima. Metode pengukuran risiko mengikuti metode pengukuran yang ditetapkan oleh Bank Indonesia ataupun oleh internal Bank.
Which means regularly the Bank measures all risks, to ensure they are within allowable tolerance limits. The risk measurement method follows the method as guided by Bank Indonesia or set by the internal Bank.
Setelah risiko teridentifikasi, terpantau, dan terukur, maka risiko harus dikendalikan untuk meminimalisir kemungkinan terjadinya risiko tersebut. Terutama risiko tertentu yang membahayakan kelangsungan usaha Bank. Bentuk pengendalian risiko yang dilakukan dapat berupa mitigasi risiko berbentuk agunan kredit, penambahan modal Bank untuk menyerap potensi kerugian, penetapan kebijakan, standar, prosedur, dan pelatihan para karyawan Bank agar memahami tugas dan kewajibannya dalam mengelola risiko.
After a risk is identified, monitored, and measured, then it has to be controlled to minimize its possibility from occurring. Particularly those risks which has the potentials to compromise continuity of the Bank’s business. Risk control could be in the form of asset collateral for mitigating credit risk, additional bank capital to absorb potential loss, establishment of policies, standard, procedures, and training of Bank’s employees to make them aware about their roles and responsibilities in the risk management process.
Infrastruktur Bank untuk mengelola risiko terdiri dari kebijakan, standar, prosedur, pelaporan, kumpulan data, system informasi risiko, dan organisasi. Bank meng organisir tiga lini pertahanan dalam pengendalian risiko. Lini pertama adalah unit kerja bisnis sebagai pemilik risiko yang bertanggung jawab untuk mengidentifikas irisiko sejak awal dan melakukan mitigasi risiko yang ada. Lini kedua adalah Satuan Kerja Manajemen Risiko dan Satuan Kerja Kepatuhan. Lini ketiga adalah Satuan Kerja Audit Internal yang secara independen memastikan bahwa kerangka dan proses manajemen risiko telah berjalan dengan baik.
The Bank’s infrastructure to manage risks is composed of policies, standards, procedures, reports, collection of data, risk information system, and organization. The Bank organizes three (3) lines of defense in managing risks. The first line is the business unit as risk owner, responsible to identify and mitigate identified risks from the beginning. The second line is Risk Management and Compliance unit. The third line is the Internal Audit unit who independently validates that the risk management framework and processes are well implemented.
Kebijakan, Prosedur, dan Penetapan Limit
Policies, Procedures, and Limit Setup
Seluruh kebijakan dan prosedur yang ada di Bank merupakan bentuk pengelolaan risiko yang melekat pada setiap satuan kerja dan dikaji secara berkala.
The whole policies and procedures in the Bank is actually a form of risk management control that is embedded in each risk taking unit and reviewed regularly.
Limit risiko ditetapkan untuk berbagai tipe risiko dan disesuaikan dengan tingkat toleransi risiko Bank.
Internal limits are set for various risk types and adjusted to risk tolerance level of the Bank.
Pelaksanaan pengelolaan manajemen risiko diatur secara umum dalam Pedoman Manajemen Risiko Bank. Untuk bidang yang lebih spesifik Bank memiliki kebijakan dan prosedur untuk masing-masing bidang tersebut, misalnya kebijakan bidang perkreditan, operasional, treasury, teknologi informasi, dan lain-lain.
Risk management implementation is generally regulated in the Bank’s Risk Management Guidelines. For each specific area the Bank has set of policies and procedures for it, example policies for managing credits, operations, treasury, information technology, etc.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pengawasan Aktif Dewan Komisaris dan Direksi
Active Supervision of The Board of Commissioners and The Board of Directors
Di tingkat Direksi, manajemen risiko dikoordinasi melalui Komite Manajemen Risiko, Komite Aset dan Liabilitas, Komite Pengarah Teknologi Informasi, dan Change Management Office.
At the Boad of Directors level, risk management is coordinated through Risk Management Committee, Asset and Liabilities Committee, IT Steering Committee, and Change Management Office.
Profil Risiko
Risk Profile
Pengelolaan Risiko Kredit
Credit Risk Management
Risiko Kredit
Credit Risk
Pengawasan risiko kredit di tangani oleh divisi khusus di bawah manajemen Satuan Kerja Manajemen Risiko, dikerjakan bersama-sama dengan unit bisnis pemberi kredit, unit evaluasi kredit yang mengevaluasi kelayakan pemberian kredit, unit pemulihan kredit yang menangani kredit bermasalah, Satuan Kerja Audit Internal, dan Audit Eksternal.
Credit risk is supervised by a division under the Risk Management Group, monitored and managed together with business units as credit initiator, credit evaluation unit who evaluates credit worthiness, credit recovery unit who handles non-performing loans, internal and external audit.
Risiko kredit di kelola melalui kebijakan kredit yang mengatur seluruh aktivitas kredit, antara lain pengaturan berdasarkan sasaran pasar, jenis kredit, lapangan usaha, wilayah geografis, mata uang, dan jangka waktu. Pengelolaan risiko kredit secara portfolio diatur dalam kebijakan Risk Appetite & Risk Tolerance yang menetapkan alokasi kredit maksimum pada tiap sector konsentrasi, seperti konsentrasi pada debitur inti, ekonomi tertentu, mata uang asing tertentu, dan sektor-sektor lainnya. Untuk konsentrasi kredit per debitur atau grup debitur Bank metapkan Batas Maksimum PemberianKredit (BMPK) dengan mengikuti ketentuan Bank Indonesia.
Credit risk is managed using a set of credit policies that regulates all credit related activities, covering controls based target market, credit type, business field, geographical area, currency, and credit tenor. Management of credit risk portfolio is set in Risk Appetite & Risk Tolerance that stated maximum credit allocation for each concentration sector, such as credit concentration in core debtors, certain economic segments, foreign currencies, and other sectors. For the management of credit concentration per debtor or group of debtors the Bank has set a maximum lending limit parameter following the conditions set by Bank Indonesia.
Uraian terkait Pengungkapan Kuantitatif Risiko Kredit diilustrasikan pada tabel berikut.
Description of Quantitative Disclosures of Credit Risk is illustrated in the following table.
Penerapan manajemen risiko diawasi secara aktif oleh Dewan Komisaris, dibantu oleh beberapa komite yang terdiri dari Komite Audit, Komite Nominasi dan Remunerasi, dan Komite Pemantau Risiko. Komite Pemantau Risiko secara khusus mengkaji laporan profil risiko Bank yang disajikan oleh Satuan Kerja Manajemen Risiko. Rapat Komite Pemantau Risiko diadakan setiap bulan dan dihadiri oleh para anggotanya yang berkeahlian dalam manajemen risiko di industry keuangan.
Risiko Kredit adalah potensi kerugian finansial yang disebabkan kegagalan peminjam atau counter party untuk memenuhi kewajiban keuangan atau kontraknya. Risiko kredit berasal dari berbagai kegiatan usaha Bank, termasuk: pemberian kredit, penempatan pada bank lain, pembelian efek, dan aktivitas trading lainnya. Risiko kredit juga berasal dari kegiatan settlement dan kliring, serta dari komitmen dan kontinjensi dari pihak lain.
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Implementation of risk management is actively supervised by the Board of Commissioners, assisted by several committees consist of Audit Committee, Nomination and Remuneration Committee, and Risk Monitoring Committee. Risk Monitoring Committee focuses to review risk profile report of the Bank which is presented by the Risk Management unit. Risk Monitoring Committee meets monthly and attended by its members who has expertise in risk management in financial industry.
Credit risk is the potential for financial loss resulting from the failure of a borrower or counter party to honor its financial or contractual obligations. Credit risk arises in many of the Bank’s business activities, including: lending, placement to other banks, purchase of securities, and other trading activities. Credit risk also arises from settlement and clearing activities as well as from commitment and contingencies from other parties.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tabel Pengungkapan Tagihan Bersih Berdasarkan Wilayah - Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Net Claim based on Region - Bank individually (in millions Rupiah) 2015 No
Tagihan Bersih Berdasarkan Wilayah Net Receivables by Regional
Kategori Portofolio Portfolio Category
(1)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
2
Jawa
Sumatera
Kalimantan & Sulawesi
Lainnya Others
Total
(3)
(4)
(5)
(6)
(7)
2.204.771
-
-
-
2.204.771
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Banks and International Institutions
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
2.245.901
-
10.365
-
2.256.266
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
228.906
24.907
139.194
-
393.008
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
70.168
-
47.372
-
117.540
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
65.859
68.338
74.051
-
208.248
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Small Businesses and Retail Portfolios
111.876
20.971
38.628
-
171.476
9
Tagihan Kepada Korporasi/Receivables from Corporations
5.222.796
572.471
427.139
-
6.222.406
10
Tagihan yang Telah Jatuh Tempo/Overdue Receivables
155.463
17.428
44.625
-
217.516
11
Aset Lainnya/Other Assets Total/total
292.904
34.838
18.032
-
345.774
10.598.645
738.953
799.406
-
12.137.004
2014 No
Tagihan Bersih Berdasarkan Wilayah Net Receivables by Regional
Kategori Portofolio Portfolio Category
(1)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
2
Jawa
Sumatera
Kalimantan & Sulawesi
Lainnya Others
Total total
(8)
(9)
(10)
(11)
(12)
1.980.526
-
-
-
1.980.526
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Banks and International Institutions
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
894.865
1.190
15.218
2.646
913.918
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
146.788
63.853
121.146
-
331.786
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
76.816
-
31.809
-
108.625
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
59.932
57.699
52.720
-
170.350
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Small Businesses and Retail Portfolios
699.429
83.489
72.878
-
855.796
9
Tagihan Kepada Korporasi/Receivables from Corporations
4.040.581
413.882
306.524
-
4.760.987
10
Tagihan yang Telah Jatuh Tempo/Overdue Receivables
143.676
21.014
45.600
-
210.290
11
Aset Lainnya/Other Assets Total/total
171.479
26.697
15.452
-
213.628
8.214.091
667.824
661.346
2.646
9.545.907
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
211
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tabel Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak - Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Net Claim based on Remaining Contract Period - Bank individually (in million Rupiah) 2015 No
Kategori Portofolio Portfolio Category
Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak Net Receivables By Remaining Contract Period ≤ 1 tahun ≤ 1 YEAR
>1 thn s.d. >3 thn s.d. 3 thn 5 thn >1 - 3 YEARS >3 - 5 YEARS
NonKontraktual NonContractual
Total total
(6)
(7)
(8)
(1)
(2)
(3)
1
Tagihan Kepada Pemerintah/Receivables from Government
1.398.137
123.044
49.458
634.132
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Banks and International Institutions
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
2.169.004
83.112
3.429
-
721
2.256.266
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
765
16.107
49.769
326.366
-
393.008
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
23.933
86.571
7.036
-
117.540
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
15.164
44.035
54.186
94.864
-
208.248
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
51.816
91.893
18.874
8.894
-
171.476
9
Tagihan Kepada Korporasi/Receivables from Corporations
2.397.584
2.231.170
969.455
616.678
7.519
6.222.406
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
109.713
58.310
11.033
38.460
-
217.516
11
Aset Lainnya/Other Assets Total/total
(4)
> 5 thn > 5 YEARS
(5)
-
2.204.771
115.365
-
-
-
230.409
345.774
6.257.549
2.671.603
1.242.775
1.726.428
238.649
12.137.004
2014 No
Kategori Portofolio Portfolio Category
Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak Net Receivables By Remaining Contract Period ≤ 1 tahun ≤ 1 YEAR
(1)
(2)
(9)
1
Tagihan Kepada Pemerintah/Receivables from Government
1.521.125
2
>1 thn s.d. >3 thn s.d. 3 thn 5 thn >1 - 3 YEARS >3 - 5 YEARS (10)
(11)
> 5 thn > 5 YEARS
NonKontraktual NonContractual
Total total
(12)
(13)
(14)
61.996
-
397.405
-
1.980.526
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Banks and International Institutions
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
877.653
23.647
11.931
-
688
913.918
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
1.930
20.575
35.110
274.171
-
331.786
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
31.809
76.816
-
108.625
212
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
9
Tagihan Kepada Korporasi/Receivables from Corporations
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
11
Aset Lainnya/Other Assets Total/total
Manajemen Sumber Daya Manusia Human Resources Management
5.335
29.096
53.765
82.155
-
170.350
242.065
397.504
193.256
22.971
-
855.796
2.243.625
1.051.892
943.156
522.309
4
4.760.987
50.819
75.819
43.385
40.268
-
210.290
72.987
1.242
-
-
139.399
213.628
5.015.538
1.661.772
1.312.411
1.416.096
140.091
9.545.907
Tabel Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi – Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Net Claim based on Economic Sector - Bank individually (in million Rupiah)
No
Sektor Ekonomi EconomIC SECTOR
(1)
(2)
Tagihan Tagihan Kepada Bank Kepada Usaha Tagihan Pembangunan Mikro, Usaha Kepada Kredit Multilateral Kredit Kecil dan Tagihan ENTITAS Tagihan Beragun Kredit dan Lembaga Beragun Portofolio Kepada Sektor Kepada Properti Pegawai/ Internasional Rumah Tinggal Ritel Pemerintah Publik Bank Komersial Pensiunan Receivables Residential Receivables Receivables Receivables Receivables Commercial Employee/ from Property from from from from Property Retirement Multilateral Collateralized Microbusiness, Governments Public Banks Collateralized Loans Development Loans Small Sector Loans Banks and Business, Entities International and Retail Institutions Portfolio (3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Tagihan Kepada Korporasi Receivables from Corporations
Tagihan Yang Telah Aset Jatuh Lainnya Tempo Other OVERDUE Assets Receivables
(11)
(12)
(13)
2015 Pertanian, Perburuan dan Kehutanan/ Agriculture, Hunting and Forestry Perikanan/ 2 Fishery Pertambangan dan Penggalian/ 3 Mining and Excavation Industri Pengolahan/ 4 Processing Industry Listrik, Gas dan 5 Air/ Power, Gas and Water Konstruksi/ 6 Construction Perdagangan Besar dan 7 Eceran/ Wholesale and Retail Trading Penyediaan Akomodasi dan Penyediaan Makan Minum/ 8 Provider accomodation and food and beverages Transportasi, Pergudangan dan Komunikasi/ 9 Transportation, Warehousing and Communication Perantara Keuangan/ 10 Financial Agencies Real Estate, Usaha Persewaan dan Jasa 11 Perusahaan/ Real Estate, Leasing and Coprporate Services Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib/ 12 Govenrment Administration, Land Business and Mandatory Social Services 1
-
-
-
-
-
-
-
2.153
902
618
-
-
-
-
-
-
-
2.291
868
-
-
-
-
-
-
-
-
-
-
21.502
450
-
-
-
-
-
-
-
-
11.606
1.199.476
7.575
-
-
-
-
-
-
-
-
39
52.044
-
-
-
-
-
-
-
776
-
8.436
391.077
1.949
-
-
-
-
-
1.026
-
-
62.057
487.772
53.720
-
-
-
-
-
-
69.392
-
6.624
76.756
4.643
-
-
-
-
-
-
-
-
1.065
368.268
22.886
-
-
-
-
27.911
-
-
-
5.118
1.453.516
10.908
-
-
-
-
-
60
47.372
-
3.231
269.983
62.095
-
-
-
-
-
-
-
-
-
-
-
-
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
213
-
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
No
Sektor Ekonomi EconomIC SECTOR
(1)
(2)
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tagihan Tagihan Kepada Bank Kepada Usaha Tagihan Pembangunan Mikro, Usaha Kepada Kredit Multilateral Kredit Kecil dan Tagihan ENTITAS Tagihan Beragun Kredit dan Lembaga Beragun Portofolio Kepada Sektor Kepada Properti Pegawai/ Internasional Rumah Tinggal Ritel Pemerintah Publik Bank Komersial Pensiunan Receivables Residential Receivables Receivables Receivables Receivables Commercial Employee/ from Property from from from from Property Retirement Multilateral Collateralized Microbusiness, Governments Public Banks Collateralized Loans Development Loans Small Sector Loans Banks and Business, Entities International and Retail Institutions Portfolio (3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Tagihan Kepada Korporasi Receivables from Corporations
(11)
Tagihan Yang Telah Aset Jatuh Lainnya Tempo Other OVERDUE Assets Receivables
(12)
(13)
2015 Jasa Pendidikan/ 13 Educational Services Jasa Kesehatan dan Kegiatan 14 Sosial/ Health and Social Services Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan 15 Lainnya/ Societal, Sociocultural, Entertainment and Other Individual Services Jasa Perorangan yang Melayani Rumah Tangga/ 16 Individual Householdrelated Services Badan Internasional dan Badan Ekstra Internasional 17 Lainnya/ International and other Extra International Kegiatan yang Belum Jelas 18 Batasannya/Nondefined activities Bukan Lapangan 19 Usaha/ Nonbusiness 20 Lainnya/Others Total/Total
No
Sektor Ekonomi EconomIC SecTOR
(1)
(2)
-
-
-
-
-
-
-
435
19.867
-
-
-
-
-
-
-
-
-
848
550
571
-
-
-
-
-
-
-
-
7.997
19,701
5,320
-
-
-
-
-
-
-
-
328
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4.242
1.506
4.543
-
-
-
-
-
387.320
-
208.248
54.586
1.348.354
42.236
-
2.204.771
-
-
2.228.355
4.603
-
-
421
510.264
-
345.774
2.204.771
-
-
2.256.266
393.008
117.540
208.248
171.476
6.222.406
217.516
345.774
Tagihan Tagihan Kepada Bank Kepada Usaha Tagihan Pembangunan Mikro, Usaha Kepada Kredit Multilateral Kredit Kecil dan Tagihan ENTITAS Tagihan Beragun Kredit dan Lembaga Beragun Portofolio Kepada Sektor Kepada Properti Pegawai/ Internasional Rumah Tinggal Ritel Pemerintah Publik Bank Komersial Pensiunan Receivables Residential Receivables Receivables Receivables Receivables Commercial Employee/ from Property from from from from Property Retirement Multilateral Collateralized Microbusiness, Governments Public Banks Collateralized Loans Development Loans Small Sector Loans Banks and Business, Entities International and Retail Institutions Portfolio (3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Tagihan Kepada Korporasi Receivables from Corporations
(11)
Tagihan Yang Telah Aset Jatuh Lainnya Tempo Other OVERDUE Assets Receivables
(12)
(13)
2014 1
2
3
4
5 6
Pertanian, Perburuan dan Kehutanan/ Agriculture, Hunting and Forestry Perikanan/ Fishery Pertambangan dan Penggalian/ Mining and Excavation Industri Pengolahan/ Processing Industry Listrik, Gas dan Air/ Power, Gas and Water Konstruksi/ Construction
214
-
-
-
-
-
-
-
5.204
747
742
-
-
-
-
-
-
-
-
1.459
2.463
384
-
-
-
-
-
-
-
-
745
28.941
-
-
-
-
-
-
-
-
-
58.970
1.132.631
26.351
-
-
-
-
-
-
-
-
95
2.243
-
-
-
-
-
-
162
869
-
18.777
436.393
596
-
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
No
Sektor Ekonomi EconomIC SecTOR
(1)
(2)
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tagihan Tagihan Kepada Bank Kepada Usaha Tagihan Pembangunan Mikro, Usaha Kepada Kredit Multilateral Kredit Kecil dan Tagihan ENTITAS Tagihan Beragun Kredit dan Lembaga Beragun Portofolio Kepada Sektor Kepada Properti Pegawai/ Internasional Rumah Tinggal Ritel Pemerintah Publik Bank Komersial Pensiunan Receivables Residential Receivables Receivables Receivables Receivables Commercial Employee/ from Property from from from from Property Retirement Multilateral Collateralized Microbusiness, Governments Public Banks Collateralized Loans Development Loans Small Sector Loans Banks and Business, Entities International and Retail Institutions Portfolio (3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Tagihan Kepada Korporasi Receivables from Corporations
Tagihan Yang Telah Aset Jatuh Lainnya Tempo Other OVERDUE Assets Receivables
(11)
(12)
(13)
2014 7
8
9
10
11
12
13
14
15
16
17
18
19
Perdagangan Besar dan Eceran/ Wholesale and Retail Trading Penyediaan Akomodasi dan Penyediaan Makan Minum/ Provider accomodation and food and beverages Transportasi, Pergudangan dan Komunikasi/ Transportation, Warehousing and Communication Perantara Keuangan/ Financial Agencies Real Estate, Usaha Persewaan dan Jasa Perusahaan/ Real Estate, Leasing and Coprporate Services Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib/ Govenrment Administration, Land Business and Mandatory Social Services Jasa Pendidikan/ Educational Services Jasa Kesehatan dan Kegiatan Sosial/ Health and Social Services Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya/ Societal, Sociocultural, Entertainment and Other Individual Services Jasa Perorangan yang Melayani Rumah Tangga/ Individual Householdrelated Services Badan Internasional dan Badan Ekstra Internasional Lainnya/ International and other Extra International Kegiatan yang Belum Jelas Batasannya/Nondefined activities Bukan Lapangan Usaha/ Nonbusiness
20 Lainnya/Others Total/total
-
-
-
-
866
-
-
142.801
593.682
27.771
-
-
-
-
-
154
107.756
-
13.349
72.158
887
-
-
-
-
-
-
-
-
9.562
330.470
63.747
-
-
-
-
43.410
-
-
-
530.241
1.021.520
3.084
-
-
-
-
-
351
-
-
19.339
327.343
29.690
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1.172
-
-
859
21.853
32
-
-
-
-
-
-
-
-
3.111
697
575
-
-
-
-
-
-
-
-
12.347
16.202
4.862
-
-
-
-
-
-
-
-
1.547
-
113
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
5.917
1.803
3.239
-
-
-
-
-
329.080
-
170.350
29.015
604.352
48.039
-
1.980.526
-
-
870.508
-
-
-
2.456
167.488
-
213.628
1.980.526
-
-
913.918
331.786
108.625
170.350
855.796
4.760.987
210.290
213.628
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
215
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tabel Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah – Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Receivables and Allowances based on Region - Bank individually (in million Rupiah) 2015 Kategori Portofolio Portfolio Category
No
(1)
Wilayah/Region Jawa
(2)
1
Tagihan (Non Impaired)/ Receivables
2
Tagihan Yang Mengalami Penurunan Nilai (Impaired)/ Impaired Receivables
Sumatera
Kalimantan & Sulawesi
Lainnya Others
Total
(3)
(4)
(5)
(6)
(7)
10.435.975
715.709
742.518
0
11.894.202
a. Belum Jatuh Tempo/ Not due
5.946
391
4.294
0
10.631
b. Telah Jatuh Tempo/ Overdue
128.707
22.018
48.018
0
198.742
3
Cadangan Kerugian Penurunan Nilai (CKPN)Individual/ Individual Impairment Losses Allowance
12.462
2.714
2.908
0
18.084
4
Cadangan Kerugian Penurunan Nilai (CKPN)Kolektif/ Collective Impairment Losses Allowance
13.151
4.434
2.294
0
19.879
5
Tagihan Yang Dihapus Buku/ Receivables Written Off
90.845
1.801
5.310
0
97.955
2014 Kategori Portofolio Portfolio Category
No (1)
Wilayah/Region Jawa
(2)
1
Tagihan (Non Impaired)/ Receivables
2
Tagihan Yang Mengalami Penurunan Nilai (Impaired)/ Impaired Receivables
Sumatera
Kalimantan & Sulawesi
Lainnya Others
Total
(8)
(9)
(10)
(11)
(12)
7.861.700
634.011
608.665
-
9.104.376
-
a. Belum Jatuh Tempo/ Not due
96.978
-
2.529
-
99.507
b. Telah Jatuh Tempo/ Overdue
187.675
27.841
53.138
-
268.654
3
Cadangan Kerugian Penurunan Nilai (CKPN)Individual/ Individual Impairment Losses Allowance
88.997
2.230
6.646
-
97.872
4
Cadangan Kerugian Penurunan Nilai (CKPN)Kolektif/ Collective Impairment Losses Allowance
23.762
4.975
1.793
-
30.530
5
Tagihan Yang Dihapus Buku/ Receivables Written Off
44.622
8.801
2.503
-
55.926
Tabel Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi – Bank secara Individual (dalam jutaan Rupiah) Table of Receivables Disclosure and Allowances based on Economic Sector - Bank individually (in million Rupiah
No
Sektor Ekonomi Economy Section
Tagihan Receivables
(1)
(2)
(3)
Tagihan yang Mengalami Penurunan Nilai Impaired Receivables Belum Jatuh Tempo Not due
Telah Jatuh Tempo Overdue
(4)
(5)
CKPN Individual IndividualILA
CKPN Kolektif CollectiveILA
Tagihan Yang Dihapus Buku Receivables Written Off
(6)
(7)
(8)
2015 1
Pertanian, Perburuan dan Kehutanan/ Agriculture, Hunting and Forestry
3.031
-
898
-
363
35
2
Perikanan/ Fishery
3.215
-
-
-
56
118
3
Pertambangan dan Penggalian/ Mining and Excavation
21.889
-
450
0
387
-
4
Industri Pengolahan/ Processing Industry
1.176.914
4.294
9.856
3.024
2.286
73.804
216
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
No
Sektor Ekonomi Economy Section
Tagihan Receivables
(1)
(2)
(3)
Manajemen Sumber Daya Manusia Human Resources Management
Tagihan yang Mengalami Penurunan Nilai Impaired Receivables Belum Jatuh Tempo Not due
Telah Jatuh Tempo Overdue
(4)
(5)
CKPN Individual IndividualILA
CKPN Kolektif CollectiveILA
Tagihan Yang Dihapus Buku Receivables Written Off
(6)
(7)
(8)
2015 5
Listrik, Gas dan Air/ Power, Gas and Water
52.553
-
-
464
6
-
6
Konstruksi/ Construction
389.721
-
2,168
29
352
-
7
Perdagangan Besar dan Eceran/ Wholesale and Retail Trading
530.265
700
62.101
2.067
9.873
5.438
8
Penyediaan Akomodasi dan Penyediaan Makan Minum/ Provider accomodation and Food & Beverages
148.718
-
4.782
-
244
14
9
Transportasi, Pergudangan dan Komunikasi/ Transportation, Warehousing and Communication
366.597
-
25.596
3.365
604
-
10
Perantara Keuangan/ Financial Agency
1.527.722
3.460
13.031
2.123
302
643
11
Real Estate, Usaha Persewaan dan Jasa Perusahaan/ Real Estate, Leasing adn Corporation Services
355.563
-
23.448
6.391
243
1.537
12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib/ Government Administration, Land Business and Social Service Mandatory
-
-
-
-
-
-
13
Jasa Pendidikan/ Educational Services
20.246
-
-
-
3
-
14
Jasa Kesehatan dan Kegiatan Sosial/ Health and Social Services
1.398
-
640
-
69
-
15
Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya/ Societal, Sociocultural, Entertainment and other Invidual services
26.695
-
6.255
517
568
-
16
Jasa Perorangan yang Melayani Rumah Tangga/ Individual Household-related Services
338
-
-
-
10
-
17
Badan Internasional dan Badan Ekstra Internasional Lainnya/ International and other Extra International Agency
-
-
-
-
-
7.150
18
Kegiatan yang Belum Jelas Batasannya/ Non-defined
5.727
-
4.618
52
24
9.216
19
Bukan Lapangan Usaha/ Non-business
1.998.147
2.177
44.900
53
4,427
-
20
Lainnya/ Others
5.265.464
-
-
-
62
-
11.894.202
10.631
198.742
18.084
19.879
97.955
Total/total
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
217
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
No
Sektor Ekonomi Economy Section
Tagihan Receivables
(1)
(2)
(3)
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Tagihan yang Mengalami Penurunan Nilai Impaired Receivables Belum Jatuh Tempo Not due
Telah Jatuh Tempo OVERDUE
(4)
(5)
Management Discussion and Analysis
CKPN Individual Individual - ILA
CKPN Kolektif Collective - ILA
Tagihan Yang Dihapus Buku Receivables Written Off
(6)
(7)
(8)
2014 1
Pertanian, Perburuan dan Kehutanan/ Agriculture, Hunting and Forestry
4.627
1.000
1.021
-
378
-
2
Perikanan/ Fishery
3.922
-
402
-
19
-
3
Pertambangan dan Penggalian/ Mining and Excavation
29.724
-
-
-
38
-
4
Industri Pengolahan/ Processing Industry
1.093.136
96.614
38.874
37.331
2.774
12.652
5
Listrik, Gas dan Air/ Power, Gas and Water
2.338
-
-
-
-
-
6
Konstruksi/ Construction
448.921
-
868
89
259
13
7
Perdagangan Besar dan Eceran/ Wholesale and Retail Trading
678.920
240
42.075
7.512
7.804
23.137
8
Penyediaan Akomodasi dan Penyediaan Makan Minum/ Provider accomodation and Food & Beverages
190.671
-
979
-
187
8
9
Transportasi, Pergudangan dan Komunikasi/ Transportation, Warehousing and Communication
377.239
-
65.924
38.806
1.994
1.176
10
Perantara Keuangan/ Financial Agency
1.545.308
-
5.821
2.737
281
-
11
Real Estate, Usaha Persewaan dan Jasa Perusahaan/ Real Estate, Leasing adn Corporation Services
336.969
1.000
40.857
10.925
1.136
-
12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib/ Government Administration, Land Business and Social Service Mandatory
-
-
-
-
-
-
13
Jasa Pendidikan/ Educational Services
23.857
-
44
-
16
-
14
Jasa Kesehatan dan Kegiatan Sosial/ Health and Social Services
3.610
-
640
-
68
-
15
Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya/ Societal, Sociocultural, Entertainment and other Invidual services
28.118
-
5.624
421
420
10
16
Jasa Perorangan yang Melayani Rumah Tangga/ Individual Household-related Services
1.449
-
142
-
33
-
17
Badan Internasional dan Badan Ekstra Internasional Lainnya/ International and other Extra International Agency
-
-
-
-
-
528
18
Kegiatan yang Belum Jelas Batasannya/ Non-defined
7.481
-
3.318
-
80
18.401
19
Bukan Lapangan Usaha/ Non-business
1.133.160
653
62.067
53
14.992
-
20
Lainnya/ Others
3.194.924
-
-
-
52
-
218
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
No
Sektor Ekonomi Economy Section
Tagihan Receivables
(1)
(2)
(3)
Manajemen Sumber Daya Manusia Human Resources Management
Tagihan yang Mengalami Penurunan Nilai Impaired Receivables
CKPN Individual Individual - ILA
CKPN Kolektif Collective - ILA
Tagihan Yang Dihapus Buku Receivables Written Off
(7)
(8)
Belum Jatuh Tempo Not due
Telah Jatuh Tempo OVERDUE
(4)
(5)
(6)
268.654
97.872
2014 Total/total
9.104.376
99.507
30.530
55.926
Tabel Pengungkapan Rincian Mutasi CKPN – Bank Secara Individual (dalam jutaan Rupiah) Table Disclosure of of ILA Mutation Details - Bank individually (in million Rupiah) 2015 NO
(1)
Kategori Portofolio
(2)
1
Saldo Awal CKPN
2
Pembentukan (Pemulihan) CKPN Pada Periode Berjalan (Net) 2.a. Pembentukan CKPN Pada Periode Berjalan 2.b. Pemulihan CKPN Pada Periode Berjalan
3
CKPN Yang Digunakan Untuk Melakukan Hapus Buku Atas Tagihan Pada Periode Berjalan
4
Pembentukan (Pemulihan) Lainnya Pada Periode Berjalan Saldo akhir CKPN
CKPN Individual Individual ILA (3)
2014
CKPN Kolektif Collective ILA (4)
CKPN Individual Individual ILA (5)
CKPN Kolektif Collective ILA
Portfolio Category
(6)
(2) Impairment Losses Allowance Starting Balance
97.872
30.530
96.852
41.209
(556)
5.617
37.730
8.538
Establishment (Recovery) of ILA in current period (Net)
-
-
33.755
7.762
2.a. Establishment of ILA in current period
(556)
5.617
3.975
776
(81.412)
(16.268)
(36.710)
(19.217)
ILA used for writing off receivables in current period
2.180
-
-
-
Other Establishment (Recovery) in current period
18.084
19.879
97.872
30.530
Impairment Losses Allowance - Ending Balance
Lembaga pemeringkat yang digunakan oleh Bank adalah lembaga pemeringkat yang diakui oleh Bank Indonesia. Uraian terkait Pengungkapan Tagihan Bersih Berdasarkan Kategori Portfolio dan Skala Peringkat; dan Pengungkapan Risiko Kredit Pihak Lawan dijabarkan dalam tabel berikut.
2.b. Recovery of ILA in current period
Rating agencies used by the Bank is the agencies acknowlodged by Bank Indonesia. Description of Net Claims Disclosures Based on Portfolio Category and Rating Scale; and Counterparty Credit Risk Disclosure outlined in the following table.
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
219
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Tabel Pengungkapan Tagihan Bersih berdasarkan Kategori Portofolio dan Skala Peringkat – Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Net Claim Based on Portfolio Category and Rank Scale - Bank Individually (in million Rupiah) 2015
Lembaga Pemeringkat Ratings Agency
NO
(1) 1
2
3
4 5
6
7
8
9 10 11
Kategori Portofolio Portfolio Category
(2) Tagihan Kepada Pemerintah/ Receivables from Government Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Bank and International Agency Tagihan Kepada Bank/ Receivables from Banks Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans Kredit Pegawai/ Pensiunan/ Employee/ Retirement Loans Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio Tagihan Kepada Korporasi/ Receivables from Corporation Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables Aset Lainnya/Other Assets Total/total
220
Tagihan Bersih/Net Receivables Peringkat Jangka Panjang Long term Rating
Peringkat Jangka Pendek Short Term Rating
Standard and Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Aaa
Aa1 s.d Aa3
A1 s.d A3
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
PT Fitch Ratings Indonesia
AAA (idn)
AA+(idn) s.d AA-(idn)
A+(idn) s.d A-(idn)
BBB+(idn) BB+(idn) B+(idn) Kurang s.d s.d BBs.d dari BBB-(idn) (idn) B-(idn) B-(idn)
PT ICRA Indonesia
[Idr]AAA
[Idr]AA+ s.d [Idr]AA-
[Idr]A+ s.d [Idr]A-
[Idr]BBB+ [Idr]BB+ [Idr]B+ s.d s.d [Idr] s.d [Idr]BBBBB[Idr]B-
PT Pemeringkat Efek Indonesia
idAAA
(3)
(4)
idAA+ s.d idA+ s.d idAAidA-
Kurang dari [Idr]B-
idBBB+ s.d idBBB-
idBB+ s.d idBB-
idB+ s.d idB-
Kurang dari idB-
Kurang dari A-3 Kurang F1+ s.d F1 F2 F3 dari F3 Kurang P-1 P-2 P-3 dari Tanpa P-3 Peringkat F1+(idn) Kurang no ranking s.d F2(idn) F3(idn) dari F1(idn) F3(idn) [Idr] A3+ Kurang [Idr]A1+ [Idr] s.d dari s.d [Idr] A2+ s.d [Idr] [Idr]A3 A1 [Idr]A2 A3 idA3 Kurang idA1 idA2 s.d dari idA4 idA4 A-1
A-2
Total total
(5)
(6)
(7)
(8)
(9)
(10)
(12)
(13)
(14)
(15)
-
-
-
-
-
-
-
-
-
-
2.204.771
2.204.771
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
102.381
-
-
-
-
-
-
-
-
-
-
2.153.885
2.256.266
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
177.383
-
-
-
6.045,023
6.222.406
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
102.381
-
-
-
-
-
-
177.383
-
-
-
10.403.679
10.683.443
-
-
-
-
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
(11)
A-3
(16)
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
NO
(1) 1
2
3
4 5
6
7
8
9 10 11
(2)
Human Resources Management
2014
Lembaga Pemeringkat Ratings Agency
Kategori Portofolio Portfolio Category
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Tagihan Bersih/Net Receivables Peringkat Jangka Panjang Long term Rating
Standard and Poor’s
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Fitch Rating
AAA
AA+ s.d AA-
A+ s.d A-
BBB+ s.d BBB-
BB+ s.d BB-
B+ s.d B-
Kurang dari B-
Moody’s
Baa1 s.d Baa3
Ba1 s.d Ba3
B1 s.d B3
Kurang dari B3
Aaa
Aa1 s.d Aa3
A1 s.d A3
PT Fitch Ratings Indonesia
AAA (idn)
AA+(idn) s.d AA-(idn)
A+(idn) s.d A-(idn)
BBB+(idn) BB+(idn) B+(idn) Kurang s.d s.d BBs.d dari BBB-(idn) (idn) B-(idn) B-(idn)
PT ICRA Indonesia
[Idr]AAA
[Idr]AA+ s.d [Idr]AA-
[Idr]A+ s.d [Idr]A-
[Idr]BBB+ [Idr]BB+ [Idr]B+ s.d s.d [Idr] s.d [Idr]BBBBB[Idr]B-
PT Pemeringkat Efek Indonesia
idAAA
(3)
(4)
(5)
-
Tagihan Kepada Pemerintah/ Receivables from Government Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Bank and International Agency Tagihan Kepada Bank/ Receivables from Banks Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans Kredit Pegawai/ Pensiunan/ Employee/ Retirement Loans Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio Tagihan Kepada Korporasi/ Receivables from Corporation Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables Aset Lainnya/Other Assets Total/total
Kurang dari [Idr]B-
Peringkat Jangka Pendek Short Term Rating Kurang A-1 A-2 A-3 dari A-3 Kurang F1+ s.d F1 F2 F3 dari F3 Kurang P-1 P-2 P-3 dari P-3 Tanpa F1+(idn) Kurang Peringkat no ranking s.d F2(idn) F3(idn) dari F1(idn) F3(idn) [Idr] [Idr]A1+ [Idr] A3+ Kurang dari s.d [Idr] A2+ s.d s.d A1 [Idr]A2 [Idr] [Idr]A3 A3 idA3 Kurang idA1 idA2 s.d dari idA4 idA4
Total total
idBBB+ s.d idBBB-
idBB+ s.d idBB-
idB+ s.d idB-
Kurang dari idB-
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
(15)
(16)
-
-
-
-
-
-
-
-
-
-
1.980.526
1.980.526
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
913.918
913.918
-
-
-
-
-
-
-
-
-
-
-
4.760.987
4.760.987
-
-
-
-
-
-
-
-
-
-
-
7.655.431
7.655.431
idAA+ s.d idA+ s.d idAAidA-
Tabel Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Derivatif (dalam jutaan Rupiah) Table Disclosure of Counterparty Credit Risk: Derivative Transaction (in million Rupiah) 2015 NO
(1)
Kategori Portofolio
(2)
1
Suku Bunga
2
Nilai Tukar
3
Lainnya TOTAL
Notional Amount Notional Amount ≤1 tahun (3)
> 1 thn - ≤ 5 thn
> 5 thn
Tagihan Derivatif Derivative Receivables
(4)
(5)
(6)
Kewajiban Derivatif Derivative Liabilities
Tagihan Bersih Sebelum MRK Pre MRK Net Receivables
MRK
Tagihan Bersih Setelah MRK Post MRK Net Recevables
(7)
(8)
(9)
(10)
Portfolio Category
(2)
-
-
-
-
-
-
-
-
Interest Rate
841.851
-
-
8.241
3.714
8.809
-
8.809
Exchange Rate
-
8.809
841.851
-
-
-
-
-
8.241
3.714
8.809
-
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
Others TOTAL
221
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
2014 NO
(1)
Notional Amount/Notional Amount
Kategori Portofolio
(2)
1
Suku Bunga
2
Nilai Tukar
3
Lainnya TOTAL
≤1 tahun
> 1 thn - ≤ 5 thn
> 5 thn
Tagihan Derivatif Derivative Receivables
(3)
(4)
(5)
(6)
Kewajiban Derivatif Derivative Liabilities
Tagihan Bersih Sebelum MRK Pre MRK Net Receivables
MRK
Tagihan Bersih Setelah MRK Post MRK Net Recevables
(7)
(8)
(9)
(10)
Portfolio Category
(2)
-
-
-
-
-
-
-
-
Interest Rate
164.690
-
-
691
112
2.699
-
2.699
Exchange Rate
-
-
-
-
-
-
-
164.690
-
-
691
112
2.699
-
Others
2.699
TOTAL
PENGUNGKAPAN MITIGASI RISIKO KREDIT DENGAN MENGGUNAKAN PENDEKATAN STANDAR Teknik mitigasi risiko kredit yang diterapkan oleh Bank adalah teknik mitigasi risiko berupa agunan. Jenis agunan keuangan yang diterima oleh Bank adalah berupa uang tunai yang disimpan pada Bank, giro, tabungan, dan deposito yang diterbitkan oleh Bank.
Disclosure of Credit Risk Mitigation using the Standardized Approach Credit risk mitigation technique applied by the Bank is the use of collaterals. The types of financial collateral accepted by the Bank are those in the form of cash deposited in the Bank, demand deposits, savings, and time deposits issued by the Bank.
Terkait agunan yang diterima oleh Bank seperti yang disebutkan sebelumnya, untuk menilai dan mengelola agunan tersebut Bank telah memiliki kebijakan dan prosedur terkait agunan tunai.
In relation to the collaterals accepted by the Bank as mentioned earlier, to assess and manage these collaterals the Bank has certain policies and procedures related to cash collaterals.
Sejauh ini Bank tidak melakukan teknik mitigasi risiko kredit dengan menggunakan garansi, dan atau jaminan atau asuransi kredit. Karena Bank tidak menggunakan teknik mitigasi risiko garansi dan penjaminan atau asuransi kredit, maka seluruh konsentrasi berada pada teknik mitigasi risiko kredit berupa agunan.
So far, the Bank does not undertake credit risk mitigation techniques using guarantees and /or loan insurance. Since the Bank does not employ risk mitigation techniques using guarantee and/or loan insurance, risk concentration is entirely on the credit risk mitigation technique that uses collaterals.
Tabel Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Individual (dalam jutaan Rupiah) Table Discloure of Net Claim Based on by Risk Weighting After Credit Risk Mitigation – Bank Individually (in Millions Rupiah) 2015
NO
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables After Credit Risk Mitigation
Kategori Portofolio Portfolio Category
(1)
(2)
0%
20%
35%
40%
45%
50%
75%
100%
150%
Lainnya others
ATMR
Beban Modal ATMR x 8%
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
A
Eksposur Neraca /Balance Sheet Exposure
1
Tagihan Kepada Pemerintah/ Receivables from Government
2.204.771
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Development Bank and International Agency
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
2.151.085
-
-
-
94.023
-
-
-
477.228
38.178
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
-
-
393.008
-
-
-
-
-
-
137.553
11.004
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
-
117.540
-
117.540
9.403
222
-
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
2015
NO
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables After Credit Risk Mitigation
Kategori Portofolio Portfolio Category 0%
(1)
(2)
20%
(3)
35%
(4)
40%
(5)
45%
(6)
(7)
50%
75%
(8)
(9)
100%
Lainnya others
150%
(10)
(11)
(12)
ATMR
Beban Modal ATMR x 8%
(13)
(14)
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
-
-
-
-
-
208.248
-
-
-
104.124
8.330
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio
-
-
-
-
-
-
169.240
-
-
126.930
10.154
9
Tagihan Kepada Korporasi/ Receivables from Corporation
-
177.383
-
-
-
-
-
5.980.555
-
6.022.502
481.800
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
11
Aset Lainnya/Other Assets Total Eksposur Neraca/ Balance Sheet Exposure
-
-
-
-
-
-
-
14.052
203.464
319.248
25.540
108.953
-
-
-
-
-
-
178.781
58.040
265.841
21.267
2.313.724
2.328.469
393.008
-
-
302.271
169.240
6.200.928
261.503
7.474.495
597.960
B
Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif/Commitment Liability Exposure/ Contingencies on Administrative Account Transactions
1
Tagihan Kepada Pemerintah/ Receivables from Government
-
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Bank and International Agency
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
-
-
-
-
2.350
-
-
-
1.175
94
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
-
-
-
-
-
-
-
-
-
-
-
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
-
-
-
-
-
-
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
-
-
-
-
-
-
-
-
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio
-
-
-
-
-
-
2.236
-
-
1.677
134
9
Tagihan Kepada Korporasi/ Receivables from Corporation
-
-
-
-
-
-
-
146,948
-
146.948
11.756
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
-
-
-
-
-
-
-
-
-
-
-
Total Eksposur TRA/ Total TRA Exposure
-
-
-
-
-
2.350
2.236
146.948
-
149.800
11.984
C
Eksposur akibat Kegagalan Pihak Lawan/Counterparty Credit Risk Exposure
1
Tagihan Kepada Pemerintah/ Receivables from Government
-
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entity
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
8.809
-
-
-
-
-
-
-
1.762
141
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
-
-
-
-
-
-
-
-
6
Tagihan Kepada Korporasi/ Receivables from Corporation
-
-
-
-
-
-
-
7.519
-
7.519
601
Total Eksposur Counterparty Credit Risk/ Total Counter Party Credit Risk Exposure
-
8.809
-
-
-
-
-
7.519
-
9.280
742
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
223
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
2014
NO
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables AFTER CREDIT RISK Mitigation
Kategori Portofolio Portfolio Category
(1)
(2)
0%
20%
35%
40%
45%
50%
75%
100%
150%
Lainnya others
ATMR
Beban Modal ATMR x 8%
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
A
Eksposur Neraca/Balance Sheet Exposure
1
Tagihan Kepada Pemerintah/ Receivables from Government
1.980.526
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Bank and International Agency
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
749.836
-
-
-
159.419
-
-
-
229.674
18.374
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
-
-
165.261
166.503
22
-
-
-
-
124.452
9.956
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
-
-
108.625
-
108.625
8.690
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
-
-
-
-
-
170.350
-
-
-
85.175
6.814
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio
-
-
-
-
-
-
810.371
-
-
607.778
48.622
9
Tagihan Kepada Korporasi/ Receivables from Corporation
-
22.171
-
-
-
1.949
-
4.585.188
-
4.590.597
367.248
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
-
-
-
-
-
-
-
16.496
193.794
307.187
24.575
11
Aset Lainnya/Other Assets Total Eksposur Neraca/ Balance Sheet Exposure
91.556
-
-
-
-
-
-
103.321
18.751
131.448
10.516
2.072.081
772.007
165.261
166.503
22
331.713
810.371
4.626.528
212.546
6.184.938
494.795
Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif/Commitment Liability Exposure/ Contingencies on Administrative Account Transactions
B 1
Tagihan Kepada Pemerintah/ Receivables from Government
-
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entities
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Development Bank and International Agency
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
-
-
-
-
1.334
-
-
-
667
53
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
-
-
-
-
-
-
-
-
-
-
-
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
-
-
-
-
-
-
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
-
-
-
-
-
-
-
-
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Microbusiness, Small Business and Retail Portfolio
-
-
-
-
-
-
45.425
-
-
34.069
2.725
9
Tagihan Kepada Korporasi/ Receivables from Corporation
-
-
-
-
-
-
-
151.675
-
151.675
12.134
10
Tagihan Yang Telah Jatuh Tempo/ Overdue Receivables
-
-
-
-
-
-
-
-
-
-
-
Total Eksposur TRA/ Total TRA Exposure
-
-
-
-
-
1.334
45.425
151.675
-
186.411
14.913
C
Eksposur akibat Kegagalan Pihak Lawan/Counterparty Credit Risk Exposure
1
Tagihan Kepada Pemerintah/ Receivables from Government
-
-
-
-
-
-
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entity
-
-
-
-
-
-
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
-
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
-
3.334
-
-
-
-
-
-
-
667
54
224
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
2014
NO
(1)
Tagihan Bersih Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables AFTER CREDIT RISK Mitigation
Kategori Portofolio Portfolio Category
(2)
0%
20%
35%
40%
45%
50%
75%
100%
150%
Lainnya others
ATMR
Beban Modal ATMR x 8%
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
-
-
-
-
-
-
-
-
6
Tagihan Kepada Korporasi/Receivables from Corporation
-
-
-
-
-
-
-
4
-
4
-
Total Eksposur Counterparty Credit Risk/Total Counter Party Credit Risk Exposure
-
3.334
-
-
-
-
-
4
-
671
54
Tabel Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Net Claim and Credit Risk Mitigation Technique – Bank Individually (in millions Rupiah) 2015 No
(1)
Kategori Portofolio Portfolio Category
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee
(2)
(3)
A
Eksposur Neraca/Balance Sheet Exposure
1
Tagihan Kepada Pemerintah/Receivables from Government
2
(4)
Asuransi Kredit Loan Insurance
Lainnya Others
(5)
(6)
(7)
Bagian Yang Tidak Dijamin Part Not Guaranteed (8) = (3)[(4)+(5)+(6)+(7)]
2.204.771
-
-
-
2.204.771
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Enuity
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
2.245.107
477.229
-
-
1.767.878
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
393.008
137.553
-
-
255.455
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
117.540
117.540 Description - on
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
208.248
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
169.240
126.930
-
-
42.310
9
Tagihan Kepada Korporasi/Receivables from Corporation
6.067,938
6.022.502
-
-
45.436
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
217.516
319.248
-
-
(101.732)
11
Aset Lainnya/Other assets
345.774
265.840
-
-
79.934
11.969.142
7.570.966
Total Eksposur Neraca/ Balance Sheet Exposure
quantitative disclosures related RWA Calculation of Credit Risk Standard Approach described as 104,124 104.124 follows.
-
-
B
Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif / Commitment Liability Exposure/ Contingencies on Administrative Account Transactions
1
Tagihan Kepada Pemerintah/Receivables from Government
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Enuity
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
4
Tagihan Kepada Bank/Receivables from Banks
-
2.350
4.398.176
-
-
-
-
-
-
-
-
-
-
-
-
1.175
-
-
1.175
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
225
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
2015 No
Kategori Portofolio Portfolio Category
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee (4)
Lainnya Others
(5)
(6)
(7)
Bagian Yang Tidak Dijamin Part Not Guaranteed (8) = (3)[(4)+(5)+(6)+(7)]
(1)
(2)
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
-
-
-
-
-
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
-
-
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
2.236
1.677
-
-
559
9
Tagihan Kepada Korporasi/Receivables from Corporation
146.948
146.948
-
-
-
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
-
-
-
-
-
151.534
149.800
-
-
1.734
Total Eksposur TRA/Total TRA Exposure
(3)
Asuransi Kredit Loan Insurance
C
Eksposur akibat Kegagalan Pihak Lawan/Counterparty Credit Risk
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entity
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
8.809
1.762
-
-
7.047
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
-
-
6
Tagihan Kepada Korporasi/Receivables from Corporation
7.519
7.519
-
-
-
Total Eksposur Counterparty Credit Risk/Total Counter Party Credit Risk Exposure
16.328
9.281
-
-
7.047
2014 No
Kategori Portofolio Portfolio Category
(1)
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee
(2)
(3)
(4)
(5)
Asuransi Kredit Loan Insurance
Lainnya Others
(6)
(7)
Bagian Yang Tidak Dijamin Part Not Guaranteed (8) = (3)[(4)+(5)+(6)+(7)]
A
Eksposur Neraca/Balance Sheet Exposure
1
Tagihan Kepada Pemerintah/ Receivables from Government
1.980.526
-
-
-
1.980.526
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Enuity
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
909.250
229.674
-
-
679.576
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
331.786
124.452
-
-
207.334
226
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
2014 No
Kategori Portofolio Portfolio Category
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee (4)
(5)
Lainnya Others
(6)
(7)
Bagian Yang Tidak Dijamin Part Not Guaranteed (8) = (3)[(4)+(5)+(6)+(7)]
(1)
(2)
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
108.625
108.625
-
-
-
7
Kredit Pegawai/Pensiunan/Employee/ Retirement Loans
170.350
85.175
-
-
85.175
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
810.371
607.778
-
-
202.593
9
Tagihan Kepada Korporasi/Receivables from Corporation
4.609.308
4.590.597
-
-
18.711
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
210.290
307.187
-
-
(96.897)
11
Aset Lainnya/Other assets
213.628
131.448
-
-
82.180
9.344.134
6.184.936
-
-
3.159.198
Total Eksposur Neraca/Balance Sheet Exposure
(3)
Asuransi Kredit Loan Insurance
B
Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif Commitment Liability Exposure/ Contingencies on Administrative Account Transactions
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Enuity
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
1.334
667
-
-
667
5
Kredit Beragun Rumah Tinggal/ Residential Property Collateralized Loans
-
-
-
-
-
6
Kredit Beragun Properti Komersial/ Commercial Property Collateralized Loans
-
-
-
-
-
7
Kredit Pegawai/Pensiunan/ Employee/ Retirement Loans
-
-
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
45.425
34.069
-
-
11.356
9
Tagihan Kepada Korporasi/ Receivables from Corporation
151.675
151.675
-
-
-
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
-
-
-
-
-
198.434
186.411
-
-
12.023
Total Eksposur TRA/Total TRA Exposure C
Eksposur akibat Kegagalan Pihak Lawan Counterparty Credit Risk
1
Tagihan Kepada Pemerintah/ Receivables from Government
-
-
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/ Receivables from Public Sector Entity
-
-
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/ Receivables from Multilateral Developmental Banks and International Companies
-
-
-
-
-
4
Tagihan Kepada Bank/ Receivables from Banks
3.334
667
-
-
2.667
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
227
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
2014 No
Kategori Portofolio Portfolio Category
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee (3)
(4)
Asuransi Kredit Loan Insurance
Lainnya Others
(6)
(7)
(5)
Bagian Yang Tidak Dijamin Part Not Guaranteed (8) = (3)[(4)+(5)+(6)+(7)]
(1)
(2)
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
-
-
6
Tagihan Kepada Korporasi/Receivables from Corporation
4
4
-
-
-
Total Eksposur Counterparty Credit Risk/Total Counter Party Credit Risk Exposure
3.338
671
-
-
2.667
Tabel Jumlah Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank secara Individual (dalam jutaan Rupiah) Table Number of Disclosure of Net Claim and Credit Risk Mitigation Technique – Bank Individually (in millions Rupiah) 2015 Kategori Portofolio Portfolio Category
Total Eksposur Neraca/ Balance Sheet Exposure Total Eksposur TRA/Total TRA Exposure Total Eksposur Counterparty Credit Risk/Total Counter Party Credit Risk Exposure Total (A+B+C)/Total (A+B+C)
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee
Asuransi Kredit Loan Insurance
Lainnya Others
Bagian Yang Tidak Dijamin Part Not Guaranteed
11.969.142
7.570.966
-
-
-
4.398.176
151.534
149.800
-
-
-
1.734
16.328
9.281
-
-
-
7.047
12.137.004
7.730.047
-
-
-
4.406.957
Asuransi Kredit Loan Insurance
Lainnya OTHERS
Bagian Yang Tidak Dijamin Part Not Guaranteed
2014 Kategori Portofolio Portfolio Category
Total Eksposur Neraca/ Balance Sheet Exposure Total Eksposur TRA/Total TRA Exposure Total Eksposur Counterparty Credit Risk/Total Counter Party Credit Risk Exposure Total (A+B+C)/Total (A+B+C)
Bagian Yang Dijamin Dengan Part Guaranteed by
Tagihan Bersih Net Agunan Garansi Receivables Collateral Guarantee 9.344.134
6.184.936
-
-
-
3.159.198
198.434
186.411
-
-
-
12.023
3.338
671
-
-
-
2.667
9.545.906
6.372.018
-
-
-
3.173.888
Uraian terkait Pengungkapan kuantitatif Perhitungan ATMR Risiko Kredit Pendekatan Standar dijabarkan sebagai berikut.
228
Description on quantitative disclosures releted RWA Calculation of Credit Risk Standard Approach described as follows.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tabel Pengungkapan Eksposur Aset di Neraca - Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Asset Exposure in the Balance Sheet – Bank Individually (in million Rupiah) 2015 Kategori Portofolio Portfolio Category
NO
(1)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
2
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(3)
(4)
(5)
2.204.771
-
-
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Enuity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
2.245.108
477.228
476.478
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
393.008
137.553
137.553
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
117.540
117.540
117.540
7
Kredit Pegawai/Pensiunan/Employee/Retirement Loans
208.248
104.124
104.124
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
169.240
126.930
125.280
9
Tagihan Kepada Korporasi/Receivables from Corporation
6.067.938
6.022.502
5.733.369
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
217.516
319.248
291.237
11
Aset Lainnya/Other Assets
345.774
265.841
TOTAL/total
265.841
11.969.142
7.570.965
7.251.421
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(6)
(7)
(8)
2014 Kategori Portofolio Portfolio Category
NO (1)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
1.980.526
-
-
2
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Enuity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
909.251
229.674
69.847
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
331.786
124.452
46.889
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
108.625
108.625
108.625
7
Kredit Pegawai/Pensiunan/Employee/Retirement Loans
170.350
85.175
42.588
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
810.371
607.778
455.834
9
Tagihan Kepada Korporasi/Receivables from Corporation
4.609.308
4.590.597
4.399.459
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
210.290
307.187
452.533
11
Aset Lainnya/Other Assets
213.628
131.448
TOTAL/total
9.344.135
6.184.938
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
145.512 5.721.287
229
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tabel Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif - Bank secara Individual (dalam jutaan Rupiah) Tabel Disclosure of Exposure to Commitment/Contingencies Liabilities in Administrative Account Transactions Bank, Individually (in million Rupiah) 2015 Kategori Portofolio Portfolio Category
NO
(1)
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(3)
(4)
(5)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Enuity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
2.350
1.175
1.175
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
-
-
-
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
-
-
-
7
Kredit Pegawai/Pensiunan/Employee/Retirement Loans
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
2.236
1.677
1.677
146.948
146.948
146.948
-
-
-
151.534
149.800
149.800
9
Tagihan Kepada Korporasi/Receivables from Corporation
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables TOTAL/total
2014 Kategori Portofolio Portfolio Category
NO
(1)
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(6)
(7)
(8)
(2)
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Enuity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
1.334
667
667
5
Kredit Beragun Rumah Tinggal/Residential Property Collateralized Loans
-
-
-
6
Kredit Beragun Properti Komersial/Commercial Property Collateralized Loans
-
-
-
7
Kredit Pegawai/Pensiunan/Employee/Retirement Loans
-
-
-
8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
45.425
34.069
34.069
9
Tagihan Kepada Korporasi/Receivables from Corporation
151.675
151.675
151,675
10
Tagihan Yang Telah Jatuh Tempo/Overdue Receivables
-
-
-
198.434
186.411
186.411
TOTAL/total
Tabel Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Pihak Lawan (Counterparty Credit Risk) - Bank secara Individual (dalam jutaan Rupiah) Tabel Disclosure of Exposure Bearing Credit Risk due to Counterparty Credit Risk - Bank, Individually (in million Rupiah) 2015 NO
Kategori Portofolio Portfolio Category
(1)
(2)
230
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(3)
(4)
(5)
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Entity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
8.809
1.762
1.762
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
6
Tagihan Kepada Korporasi/Receivables from Corporation TOTAL/total
7.519
7.519
7.519
16.328
9.381
9.381
2014 Kategori Portofolio Portfolio Category
NO
(1)
(2)
Tagihan Bersih Net Receivables
ATMR Sebelum MRK RWA PRE MRK
ATMR Setelah MRK RWA POST MRK
(6)
(7)
(8)
1
Tagihan Kepada Pemerintah/Receivables from Government
-
-
-
2
Tagihan Kepada Entitas Sektor Publik/Receivables from Public Sector Entity
-
-
-
3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional/Receivables from Multilateral Developmental Banks and International Companies
-
-
-
4
Tagihan Kepada Bank/Receivables from Banks
3.334
667
667
5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel/ Receivables from Micro Businesses, Small Businesses and Retail Portfolios
-
-
-
6
Tagihan Kepada Korporasi/Receivables from Corporation TOTAL/total
4
4
4
3.338
671
671
Tabel Pengungkapan Total Pengukuran Risiko Kredit (dalam jutaan Rupiah) Tabel Disclosure of Total Credit Risk Measurement (in million Rupiah)
TOTAL ATMR RISIKO KREDIT TOTAL FAKTOR PENGURANG MODAL
2015
2014
7.410.502
5.908.369
TOTAL CREDIT RISK RWA
-
-
TOTAL CAPITAL IMPAIRMENT
Risiko Pasar
Market Risk
Organisasi Manajemen Risiko Pasar Dalam pelaksanaan pengelolaan risiko pasar, Bank menerapkan prinsip pemisahan tugas (segregation of Duties) antara fungsi front office (Treasury) yang melaksanakan transaksi trading, middle office (Risk Management) yang melaksanakan proses manajemen risiko, menyusun kebijakan dan prosedur, dan back office (Treasury operation) yang bertanggung jawab atas proses settlement transaksi.
Market Risk Management Structure In the implementation of market risk management, the Bank applies the principle segregation of Duties between the functions of the front office (Treasury) that executes transactions, middle office (Risk Management) that implement risk management processes, policies and procedures, and back office (Treasury operation) who is responsible for the process of settlement of transactions.
Risiko pasar adalah risiko kerugian di on dan off -balance sheet yang timbul dari pergerakan harga pasar. Resiko pasar dapat berasal dari posisi trading book maupun Banking book. Portofolio dari trading book terdiri dari semua instrumen keuangan yang dimiliki bank untuk periode jangka pendek dalam rangka memfasilitasi kegiatan perdagangan untuk mendapatkan keuntungan, atau untuk lindung nilai terhadap berbagai jenis risiko . Sedangkan Banking book terdiri dari semua portofolio yang bukan bagian dari trading book.
Market risk is the risk of losses in on and off -balance sheet positions arising from market price movements. Market risk arising from all positions, including on the trading book and the banking book. The portfolio of trading book consists of all financial instruments owned by banks for short term in order to facilitate trade activities to gain a profit, or to hedge against various types of risk. While the banking book consists of all portfolios that are not part of the trading book .
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
231
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Pengelolaan Resiko pasar bank dilakukan melalui penetapan limit-limit, seperti limit Counterparty, Limit Treasury Group, Limit dealer, Limit MAT (Management Action Trigger) dan Limit Stop Loss. Untuk mempermudah proses pemantauan tersebut bank menggunakan OPICS Treasury system, yang meng-integrasikan front office (Treasury), middle office (Risk Management), dan back office (Treasury Operation).
Monitoring and Measuremnt Measurement of Market Risk Management of Bank’s Market risk is conducted by determining limits, such as the Counterparty limit, Treasury Group Limit, dealers Limit, MAT(Management Action Trigger) limit and Stop Loss Limit. To simplify the process of monitoring the Bank use OPICS Treasury system, which is integrating front office (Treasury), middle office (Risk Management) and back office (Treasury operation).
Bank menggunakan standar model untuk menghitung dan memantau risiko pasar yang meliputi risiko suku bunga, risiko valuta asing dan risiko surat berharga (bonds) sesuai Peraturan Bank Indonesia No.9/13/PBI/2007 tanggal 01 November 2007. Hasil perhitungan risiko pasar yang berdampak terhadap rasio permodalan, dilaporkan kepada Dewan Komisaris, Direksi dan manajemen senior secara berkala dalam rapat Komite Asset & Liabilitas.
Banks using the standard model to calculate and monitor market risk which includes interest rate risk, foreign exchange risk and the risk of securities (bonds) according to Bank Indonesia Regulation No.9/13/PBI/2007 dated November 1,2007. The result of the impact of market risk calculation the capital ratio will be reported to the Board of Commissioners, Directors and senior management on a regular basis in the Asset & Liability Committee meeting.
Secara periodik RMG mengkaji ulang kebijakan risiko pasar agar sesuai dengan perubahan peraturan eksternal, kebijakan internal dan strategi bisnis Bank, termasuk peninjauan kembali limit-limit yang diusulkan oleh Treasury Group dan dibahas dalam rapat Komite Manajemen Risiko dan Komite Pemantau Risiko. Untuk mengantisipasi bergejolaknya nilai tukar mata uang yang dapat berdampak pada kecukupan modal Bank, Bank secara rutin maupun ad hoc melakukan stress test terhadap posisi terbuka per mata uang sehingga dapat melakukan antisipasi lebih awal.
The Risk Management Group periodically review the policy of market risk to conform with changes in external regulations, internal policies and business strategy of the Bank, including the review of the limits proposed by Treasury Group and discussed in the Risk Management Committee and Risk Monitoring Committee. To anticipate the volatility in currency exchange rates that could impact on the capital adequacy, the Bank regularly and ad-hoc perform stress testing on open positions per currency so it can be anticipated early.
Berikut adalah pengungkapan kuantitatif atas risiko pasar dengan menggunakan metode standar.
Here are the quantitative disclosures on market risk using standard methods.
Mekanisme Pemantauan dan Pengukuran Risiko Pasar
Tabel Pengungkapan Risiko Pasar dengan Menggunakan Metode Standar (dalam jutaan Rupiah) Table Disclosure on Market Risk Using Standard Method (in million Rupiah) 2015 NO
Jenis Risiko
(1) 1
(2) Risiko Suku Bunga a. Risiko Spesifik
Beban Modal Capital CHARGES
2014 ATMR RWA
Beban Modal Capital CHARGES
(3)
(4)
(5)
15.143
189.287
(6)
(2)
220
2.750
-
-
b. Risiko Umum
15.143
189.287
220
2.750
2
Risiko Nilai Tukar
8.160
102.003
5.838
72.975
3
Risiko Option
-
-
-
-
23.303
291.290
6.058
75.725
TOTAL
Risk Type
ATMR RWA
Interest Risk a. Specific Risk b. General Risk Exchange Risk Option Risk TOTAL
Risiko Operasional
Operational Risk
Risiko ini melekat dalam semua proses bisnis, kegiatan operasional, sistem dan produk Bank, dari mulai Kantor Pusat sampai Kantor Kas. Kegagalan mengelola risiko operasional dapat menyebabkan kerugian keuangan, keselamatan karyawan dan reputasi Bank.
This risk is inherent in all Bank’s business processes, operations, systems and productsk, from Headquarters to the Cash Office. Failure to manage operational risks can lead to financial losses, the safety of employees and the reputation of the Bank.
Adalah akibat ketidakcukupan dan/atau tidak berfungsinya proses internal, kesalahan manusia, kegagalan sistem, dan/atau adanya kejadian-kejadian eksternal yang mempengaruhi operasional Bank.
232
Is due to the inadequacy and/or failed internal processes, human error, system failure, and/or the presence of external events affecting the operations of the Bank.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tujuan Bank dalam mengelola risiko operasional adalah meminimalisasi dampak kegagalan/ketidakcukupan proses internal, faktor manusia, sistem atau kejadian-kejadian eksternal yang dapat mempunyai dampak kerugian keuangan dan merusak reputasi Bank.
The Bank’s purpose in managing operational risk is to minimize the impact of failure/insufficiency of internal processes, the human factor, systems or external events that can have an impact financial losses and damage the Bank’s reputation.
Organisasi Manajemen Risiko Operasional Dalam rangka penerapan manajemen risiko khususnya untuk risiko operasional, Satuan Kerja Manajemen Risiko memiliki divisi khusus yang mengelola risiko operasional melalui kebijakan dan perangkat risiko operasional.
Operational Risk Management Structure In the application of risk management, especially for operational risk, the Risk Management Unit has a special division to manage operational risk through the operational risk policies and devices.
Mekanisme Yang Digunakan Bank Untuk Mengidentifikasi Dan Mengukur Risiko Operasional Mekanisme identifikasi risiko operasional yang dilakukan oleh Bank antara lain dilakukan melalui perangkat risiko operasional.
Mechanism Used By The Bank To Identify And Quantify Operational Risk The operational risk identification mechanisms employed by the Bank include operational risk.
Untuk pengukuran risiko operasional, Bank melakukan dengan memanfaatkan pendekatan Basic Indicator Approach (BIA) untuk menghitung Asset Tertimbang Menurut Risiko (ATMR) Risiko Operasional yang kemudian digunakan dalam pengukuran Kecukupan Pemenuhan Modal Minimum (KPMM).
For measurement of operational risk, the Bank uses the Basic Indicator Approach (BIA) approach to calculate Operational Risk - Risk Weighted Assets (RWA) which then used in Minimum Capital Adequacy (CAR) Fulfillment measurement.
Mekanisme Untuk Memitigasi Risiko Operasional Mitigasi risiko operasional dilakukan oleh Pemilik Risiko dan dipantau oleh Lini Kedua dan Ketiga.
Mechanisms To Mitigate Operational Risk The operational risk mitigation performed by each Risk Owner and monitored by the Second and Third Line.
Hasil pemantauan risiko operasional disampaikan kepada Direksi maupun kepada Risk Taking Unit untuk diupayakan proses mitigasi bagi pengendalian dan perbaikan risiko operasional Bank.
The results of operational risk monitoring submitted to the Board of Directors and the Risk Taking Unit so they can find mitigation process for controlling and improving the Bank’s operational risk.
Menyadari Sumber Daya Manusia adalah aset yang berharga dan merupakan unsur kunci didalam pengelolaan risiko operasional, maka di tahun 2015 Bank telah melakukan rekrutmen tenaga kerja professional dari industri perbankan untuk membawa kontribusi didalam penyempurnaan proses dan Bank telah melakukan banyak pelatihan untuk meningkatkan ketrampilan didalam bekerja.
Realizing Human Resources is a valuable asset and a key element in the operational risk management, the Bank in 2015 has been recruiting professional workforce from within the banking industry to give contribution in the processes improvement and the Bank has organized a lot of training to improve skills in the workplace.
Tabel Pengungkapan Kuantitatif Risiko Operasional - Bank secara individual (dalam jutaan Rupiah) Table Quantitative Disclosure Operational Risk – Bank Individually (in million Rupiah) 2015 NO
Jenis Risiko
(1) 1
(2)
2014
Pendapatan Bruto (Rata-rata 3 Tahun Terakhir) Gross Revenue (Last 3 Years’ Average)
Beban Modal Capital CHARGES
(3)
(4)
ATMR RWA
Pendapatan Bruto (Rata-rata 3 Tahun Terakhir) Gross Revenue (Last 3 Years’ Average)
Beban Modal Capital CHARGES
ATMR RWA
(5)
(5)
(7)
(8)
Risk Type
(2)
Pendekatan Indikator Dasar
365.731
54.860
685.745
393.773
59.066
738.325
Basic Indicator Approach
TOTAL
365.731
54.860
685.745
393.773
59.066
738.325
TOTAL
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
233
Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Risiko Likuiditas
Liquidity Risk
Tujuan utama Manajemen Risiko untuk Risiko Likuiditas adalah untuk meminimalkan kemungkinan ketidakmampuan Bank dalam memperoleh sumber pendanaan arus kas.
The main purpose of Risk Management for Liquidity Risk is to minimize the possibility of the Bank’s inability to obtain cash flow financing sources.
Organisasi Manajemen Risiko Likuiditas Manajemen risiko likuiditas merupakan hal yang kritikal karena berdampak langsung terhadap keberlangsungan perusahaan, terutama apabila terjadi suatu krisis keuangan atau ekonomi. Untuk itu, MNC Bank berupaya memastikan bahwa kebutuhan pendanaan saat ini maupun masa depan dapat dipenuhi baik pada kondisi normal maupun dalam kondisi stress.
Liquidity Risk Management Structure Liquidity risk management is critical as it directly impacts the Bank’s business sustainability, especially in the event of a financial or economic crisis. To that end, MNC Bank seeks to ensure that the current and future funding requirements are met in both normal conditions and stress conditions.
Pemantauan dan perhitungan risiko likuiditas yang dapat berdampak langsung terhadap keberlangsungan usaha Bank dilakukan secara harian, mingguan dan bulanan serta dilaporkan kepada Dewan Komisaris, Direksi dan manajemen senior secara berkala secara harian maupun dalam rapat Komite Aset and Liabilitas.
Monitoring and calculation of liquidity risk that can directly impact the sustainability of the Bank’s business is conducted on a daily, weekly and monthly basis, and reported to the Board of Commissioners, the Board of Directors and Senior Management on a daily basis as well as periodically at ALCO meeting.
Indikator Peringatan Dini Permasalahan Likuiditas Pemantauan dan perhitungan risiko likuiditas dilakukan dengan menggunakan indikator risiko likuiditas seperti Giro Wajib Minimum, Primer dan Sekunder, Loan to Funding Ratio (LFR), rasio aset lancar terhadap dana pihak ketiga, konsentrasi 50 nasabah terbesar serta maturity mismatch, dilaporkan kepada Dewan Komisaris, Direksi dan manajemen senior secara harian, mingguan dan bulanan maupun dalam rapat bulanan ALCO.
Early Warning Indicators For Liquidity Issues Monitoring and calculation of liquidity risk is done by using an indicator of liquidity risk as Statutory (GWM), Primary and Secondary Loan to Funding Ratio (LFR), the ratio of current assets to third-party funds, concentration of 50 biggest customers and maturity mismatch, reported to the Board of Commissioners, Board of Directors and senior management on a daily, weekly and monthly as well as in the monthly meeting of ALCO.
Secara berkala Bank melakukan kaji ulang terhadap kebijakan dan limit risiko likuiditas. Untuk mengetahui dampak perubahan pasar maupun faktor internal pada kondisi ekstrim (krisis) terhadap kondisi likuiditas yang dapat berdampak pada kecukupan modal Bank, Bank melakukan stress test terhadap posisi likuiditas Bank secara regular. Melalui stress test, Bank dapat mengantisipasi lebih awal dan mengambil langkah-langkah pengendalian dan solusi yang paling optimal sebagai strategi jangka pendek maupun jangka panjang pemulihan likuiditas.
Periodically Bank conducted a review of the policy and liquidity risklimit. To determine the impact of market changes as well as internal factors in extreme conditions (crisis) to the liquidity conditions could impact on the capital adequacy of the Bank, the Bank conducts stress testing on the Bank’s liquidity position on a regular basis. Through stress tests, the Bank can anticipate early and take control measures and the most optimal solutions as a strategy of short-term and longterm recovery of liquidity.
Mekanisme Pengukuran Dan Pengendalian Risiko Likuiditas Untuk memproyeksikan kondisi likuiditas di masa mendatang, Bank menggunakan metodologi liquidity gap. Liquidity gap dibuat atas dasar maturity mismatch antara komponen-komponen asset dan liability (termasuk off balance sheet), yang disusun ke dalam periode waktu (time bucket) berdasarkan contractual maturity ataupun behavioral maturity. Langkah yang diambil oleh Bank sehubungan dengan maturity gap antara aset dan liabilitas moneter adalah dengan menetapkan gap limit yang disesuaikan dengan kemampuan Bank.Untuk mengetahui dampak perubahan faktor pasar maupun faktor internal pada
Liquidity risk measurement and control mechanisms
Adalah akibat ketidakmampuan untuk memenuhi kewajiban yang jatuh tempo dari sumber pendanaan arus kas dan/ atau dari aset likuid berkualitas tinggi yang dapat diagunkan, tanpa mengganggu aktivitas dan kondisi keuangan Bank.
234
Is due to the inability to meet maturing obligations of the cash flow funding sources and/or high quality liquid assets that can be pledged, without disrupting the Bank’s activities and financial condition.
To project its future liquidity, the Bank uses the liquidity gap methodology. The liquidity gap is created on the basis of maturity mismatch between the assets and liabilities components (including off-balance sheet components), which are organized into time buckets based on contractual maturity and behavioral maturity. Measures taken by the Bank with respect to the maturity gap between assets and liabilities are to set the gap limit adjusted to the Bank’s ability. To ascertain the impact of changes in market factors and internal factors in extreme conditions (crises) on its liquidity that may harm the Bank’s capital adequacy, the
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kondisi ekstrim (krisis) terhadap kondisi likuiditas yang dapat berdampak pada kecukupan modal Bank, Bank secara rutin maupun ad hoc melakukan stress test terhadap posisi likuiditas pendanaan bank. Dengan stress test ini, Bank dapat mengantisipasi lebih awal dan mengambil langkahlangkah pengendalian dan solusi yang paling optimal sebagai strategi jangka pendek maupun jangka panjang pemulihan likuiditas.
Bank regularly and on an ad hoc basis conducts stress test on its funding liquidity position. With the stress test, the Bank can anticipate in advance and undertake control measures and arrive at the most optimal solution as a short-term and long-term strategy for liquidity recovery.
Uraian terkait Pengungkapan kuantitatif mengenai risiko likuiditas, yang paling kurang mencakup Pengungkapan Profil Maturitas Rupiah dijabarkan sebagai berikut.
Description related to Quantitative Disclosures about liquidity risk, which at least covers Disclosures on Rupiah Maturity Profile described as follows.
Tabel Pengungkapan Profil Maturitas Rupiah – Bank secara Individual (dalam jutaan Rupiah) Table Disclosure on Rupiah Maturity Profile – Bank Individually (in million Rupiah) 2015 Jatuh Tempo/Maturity Pos-pos items
(1) I
(2)
(3)
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
NERACA/BALANCE SHEET A
Aset/Asset 1 Kas/Cash 2 Penempatan pada Bank Indonesia/ Placement with Bank Indonesia 3 Penempatan pada Bank Lain/Placement with other banks
105.030
-
-
-
-
1.128.424
1.128.424
-
-
-
-
752.130
752.130
-
-
-
-
1.133.162
-
154.500
39.555
39.786
899.321
5 Kredit yang Diberikan
6.210.033
75.060
437.615
300.916
945.216
4.451.226
8.240
-
8.240
-
-
-
234.246
49.232
-
-
-
185.014
9.571.265
2.109.876
600.355
340.471
985.002
5.535.561
7 Lain-lain/Others Total Aset/Total Assets B
105.030
4 Surat Berharga/Loan Disbursed 6 Tagihan Lainnya/Other receivables
Kewajiban/Liabilities 1 Dana Pihak Ketiga/ Third Party Funds
7.636.049
1.108.528
64.387
16.575
124.588
6.321.971
2 Kewajiban pada Bank Indonesia/Liabilities from Bank Indonesia
-
-
-
-
-
-
3 Kewajiban pada bank Lain/Liabilities from other banks
500.705
-
500.705
-
-
-
-
-
-
-
-
-
4 Surat Berharga yang Diterbitkan/Securities issued 5 Pinjaman yang Diterima/ Borrowing
-
-
-
-
-
-
6 Kewajiban Lainnya/Other Liabilities
72.781
-
72.781
-
-
-
7 Lain-lain/Other
II
Saldo Balance
64.104
64.104
-
-
-
-
Total Kewajiban/Total Liabilities
8.273.639
1.172.632
637.873
16.575
124.588
6.321.971
Selisih Aset dengan Kewajiban dalam Neraca/ Difference between Assets and Liabilities in the Balance Sheet
1.297.626
937.244
(37.518)
323.896
860.414
(786.410)
1 Komitmen/Commitment
210.653
-
210.653
-
-
-
2 Kontinjensi/Contingency
80.342
-
-
80,342
-
-
290.995
-
210.653
80,342
-
-
278.839
-
278.839
-
-
-
REKENING ADMINISTRATIF/ADMINISTRATIVE ACCOUNTS A
Tagihan Rekening Administratif/ Administrative Account Receivables
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities B
Kewajiban Rekening Administratif / Administrative Account Liabilities 1 Komitmen/Commitment
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
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Analisis dan Pembahasan Manajemen
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Management Discussion and Analysis
2015 Jatuh Tempo/Maturity Pos-pos items
(1)
(2) 2 Kontinjensi/Contingency Total Kewajiban Rekening Administratif/Total Administrative Account Liabilities Selisih Tagihan dan Kewajiban dalam Rekening Administratif/Difference between Receivables and Liabilities in the Balance Sheet
Selisih (IA-IB)+(IIA-IIB)/Amount of (IA-IB)+(IIA-IIB)
Saldo Balance
(3)
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
9.752
-
-
9.752
-
-
288.591
-
278.839
9.752
-
-
2.404
-
(68.186)
70.590
-
-
1.300.030
937.244
(105.704)
394.486
860.414
(786.410)
-
937.244
831.540
1.226.026
2.086.440
1.300.030
Selisih Kumulatif/Cumulative Difference
2014 Jatuh Tempo/Maturity Pos-pos items
(1) I
(2)
≤ 1 bulan ≤ 1 month
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months
(3)
(4)
(8)
88.299
88.299
-
-
-
-
1.446.259
1.446.259
-
-
-
-
581.693
581.693
-
-
-
-
NERACA/BALANCE SHEET A
Aset/Asset 1 Kas/Cash 2 Penempatan pada Bank Indonesia/ Placement with Bank Indonesia 3 Penempatan pada Bank Lain/Placement with other banks 4 Surat Berharga/Loan Disbursed 5 Kredit yang Diberikan 6 Tagihan Lainnya/Other receivables 7 Lain-lain/Others
Total Aset/Total Assets B
503.806
5.000
-
31,875
-
466,931
5.124.710
116.775
348.302
273,758
854,345
3,531,530
5.691
-
5.691
-
-
-
222.666
38.382
-
-
-
184,284
7.973.124
2.276.408
353.993
305.633
854.345
4,182,745
Kewajiban/Liabilities 1 Dana Pihak Ketiga/ Third Party Funds
6.440.336
916.046
118.608
-
55,023
5,350,659
2 Kewajiban pada Bank Indonesia/Liabilities from Bank Indonesia
-
-
-
-
-
-
3 Kewajiban pada bank Lain/Liabilities from other banks
235.948
-
235.948
-
-
-
-
-
-
-
-
-
4 Surat Berharga yang Diterbitkan/Securities issued 5 Pinjaman yang Diterima/ Borrowing
-
-
-
-
-
-
6 Kewajiban Lainnya/Other Liabilities
74.682
-
74.682
-
-
-
7 Lain-lain/Other
II
Saldo Balance
58.073
58.073
-
-
-
-
Total Kewajiban/Total Liabilities
6.809.039
974.119
429.238
-
55.023
5,350,659
Selisih Aset dengan Kewajiban dalam Neraca/ Difference between Assets and Liabilities in the Balance Sheet
1.164.085
1.302.289
(75.245)
305.633
799.322
(1,167,914)
1 Komitmen/Commitment
118.453
-
118.453
-
-
-
2 Kontinjensi/Contingency
-
-
-
-
-
-
118.453
-
118.453
-
-
-
411.387
-
411.387
-
-
-
REKENING ADMINISTRATIF/ADMINISTRATIVE ACCOUNTS A
Tagihan Rekening Administratif/ Administrative Account Receivables
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities B
Kewajiban Rekening Administratif / Administrative Account Liabilities 1 Komitmen/Commitment
236
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2014 Jatuh Tempo/Maturity Pos-pos items
(1)
(2)
Saldo Balance
(3)
2 Kontinjensi/Contingency
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
-
-
-
-
-
-
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities
411.387
-
411.387
-
-
-
Selisih Tagihan dan Kewajiban dalam Rekening Administratif/Difference between Receivables and Liabilities in the Balance Sheet
(292.934)
-
(292.934)
-
-
-
871.151
1.302.289
(368.179)
305.633
799.322
(1.167.914)
-
1.302.289
934.110
1.239.743
2.039.065
871.151
Selisih (IA-IB)+(IIA-IIB)/Amount of (IA-IB)+(IIA-IIB) Selisih Kumulatif/Cumulative Difference
Tabel Pengungkapan Profil Maturitas Valas – Bank secara Individual (dalam jutaan Rupiah) Table Disclosure of Maturity Profile in Foreign Currency - Bank individually (in million Rupiah) 2015 Jatuh Tempo/Maturity Pos-pos items
(1) I
(2)
(3)
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
NERACA/BALANCE SHEET A
Aset/Asset 1 Kas/Cash 2 Penempatan pada Bank Indonesia/ Placement with Bank Indonesia 3 Penempatan pada Bank Lain/Placement with other banks 4 Surat Berharga/Loan Disbursed 5 Kredit yang Diberikan 6 Tagihan Lainnya/Other receivables 7 Lain-lain/Others
Total Aset/Total Assets B
3.925
3.925
-
-
-
-
170.934
170.934
-
-
-
-
1.362.863
1.362.863
-
-
-
-
40,792
40,792
-
-
-
-
837.232
28.535
139.973
252.031
324,857
21.235
21.235
-
-
-
-
4.756
4.756
-
-
-
-
2.441.737
1.633.040
139.973
91.836
252.031
324.857
91.836
Kewajiban/Liabilities 1 Dana Pihak Ketiga/ Third Party Funds
2.130.486
850.466
400.399
-
-
879.621
2 Kewajiban pada Bank Indonesia/Liabilities from Bank Indonesia
-
-
-
-
-
-
3 Kewajiban pada bank Lain/Liabilities to other banks
-
-
-
-
-
-
4 Surat Berharga yang Diterbitkan/Securities issued
-
-
-
-
-
-
5 Pinjaman yang Diterima/ Borrowing
-
-
-
-
-
-
6 Kewajiban Lainnya/Other Liabilities
22.139
-
-
-
-
22.139
7 Lain-lain/Other Total Kewajiban/Total Liabilities Selisih Aset dengan Kewajiban dalam Neraca/ Difference between Assets and Liabilities in the Balance Sheet II
Saldo Balance
2.536
2.536
-
-
-
-
2.155.161
853.002
400.399
-
-
901.760
286.576
780.038
(260.426)
91.836
252.031
(576.902)
REKENING ADMINISTRATIF/ADMINISTRATIVE ACCOUNTS
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
2015 Jatuh Tempo/Maturity Pos-pos items
(1)
(2) A
(3)
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
Tagihan Rekening Administratif/ Administrative Account Receivables 1 Komitmen/Commitment
(227.779)
-
(227.779)
-
-
-
2 Kontinjensi/Contingency
8.875
-
-
8.875
-
-
(218.904)
-
(227.779)
8.875
-
-
1 Komitmen/Commitment
74.524
-
74.524
-
-
-
2 Kontinjensi/Contingency
8.271
-
8.271
-
-
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities B
Saldo Balance
Kewajiban Rekening Administratif / Administrative Account Liabilities
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities
82.795
-
74.524
8.271
-
-
Selisih Tagihan dan Kewajiban dalam Rekening Administratif/Difference between Receivables and Liabilities in the Balance Sheet
(301.699)
-
(302.304)
604
-
-
15.123
780.038
(562.730)
92.440
252.031
(576.902)
780.038
217.308
309.748
561.779
15.123
Selisih (IA-IB)+(IIA-IIB)/Amount of (IA-IB)+(IIA-IIB) Selisih Kumulatif/Cumulative Difference
2014 Jatuh Tempo/Maturity Pos-pos items
(1) I
(2)
Saldo Balance
(3)
≤ 1 bulan ≤ 1 month (4)
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months (5)
(6)
(7)
> 12 bln > 12 months (8)
NERACA/BALANCE SHEET A
Aset/Asset 1 Kas/Cash
3.257
3.257
-
-
-
-
2 Penempatan pada Bank Indonesia/ Placement with Bank Indonesia
108.988
108.988
-
-
-
-
3 Penempatan pada Bank Lain/Placement with other banks
200.937
200.937
-
-
-
-
4 Surat Berharga/Loan Disbursed 5 Kredit yang Diberikan 6 Tagihan Lainnya/Other receivables 7 Lain-lain/Others Total Aset/Total Assets B
-
-
-
-
-
-
1.004.123
38.456
40.926
164.469
282.040
478.232
88.962
88.962
-
-
-
-
3.713
3.713
-
-
-
-
1.409.980
444.313
40.926
164.469
282.040
478.232
Kewajiban/Liabilities 1.294.096
529.588
302.463
-
-
462.045
2 Kewajiban pada Bank Indonesia/Liabilities from Bank Indonesia
1 Dana Pihak Ketiga/ Third Party Funds
-
-
-
-
-
-
3 Kewajiban pada bank Lain/Liabilities from other banks
-
-
-
-
-
-
4 Surat Berharga yang Diterbitkan/Securities issued
-
-
-
-
-
-
5 Pinjaman yang Diterima/ Borrowing
-
-
-
-
-
-
6 Kewajiban Lainnya/Other Liabilities
90.544
-
-
-
-
90,544
2.017
2.017
-
-
-
-
7 Lain-lain/Other
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2014 Jatuh Tempo/Maturity Pos-pos items
(1)
(2) Total Kewajiban/Total Liabilities
(3)
≤ 1 bulan ≤ 1 month
> 1 bln s.d. > 3 bln s.d. > 6 bln s.d. 3 bln 6 bln 12 bln > 1 month > 3 months > 6 months to to to 12 3 months 6 months months
(4)
(5)
(6)
(7)
> 12 bln > 12 months (8)
1.386.657
531.605
302.463
-
-
552,589
23,323
(87.292)
(261.537)
164.469
282.040
(74,357)
1 Komitmen/Commitment
(26.753)
-
(26.753)
-
-
-
2 Kontinjensi/Contingency
-
-
-
-
-
-
(26.753)
-
(26.753)
-
-
-
1 Komitmen/Commitment
215.092
-
215.092
-
-
-
2 Kontinjensi/Contingency
-
-
-
-
-
-
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities
215.092
-
215.092
-
-
-
Selisih Tagihan dan Kewajiban dalam Rekening Administratif/Difference between Receivables and Liabilities in the Balance Sheet
(241.845)
-
(241.845)
-
-
-
Selisih (IA-IB)+(IIA-IIB)/Amount of (IA-IB)+(IIA-IIB)
(218.522)
(87.292)
(503.382)
164.469
282.040
(74.357)
-
(87.292)
(590.674)
(426.205)
(144.165)
(218.522)
Selisih Aset dengan Kewajiban dalam Neraca/ Difference between Assets and Liabilities in the Balance Sheet II
Saldo Balance
REKENING ADMINISTRATIF/ADMINISTRATIVE ACCOUNTS A
Tagihan Rekening Administratif/ Administrative Account Receivables
Total Tagihan Rekening Administratif/Total Administrative Account Liabilities B
Kewajiban Rekening Administratif / Administrative Account Liabilities
Selisih Kumulatif/Cumulative Difference
Risiko Hukum
Legal Risk
Organisasi Manajemen Risiko Hukum Bank memiliki satuan kerja Legal Counsel Group & Legal Litigation Group yang memiliki tugas dan tanggung jawab untuk memberikan kajian, opini hukum, dan layanan perikatan.
Legal Risk Management Structure The Bank has Legal Counsel Group & Legal Litigation Group working units with duties and responsibilities to provide assessment, legal opinions, and contract services.
Dalam hal pengelolaan risiko hukum, Legal Counsel Group & Legal Litigation Group menyampaikan eksposur risiko hukum kepada Direksi atas perubahan peraturan atau atas kejadian hukum tertentu. Di dalam penyampaian eksposur risiko hukum, turut melibatkan Lini Kedua sesuai skema tiga Lini Pertahanan.
In terms of legal risk management, the Legal Counsel Group & Legal Litigation Group convey legal risk exposure to the Board of Directors on changes in regulations or on certain legal events. In the delivery of legal risks exposure, it also involves the Second Lines corresponding to the three Line of Defense schemes.
Mekanisme Pengendalian Risiko Hukum Mekanisme pengendalian risiko hukum dilakukan terhadap kajian dan analisa produk dan layanan yang dimiliki Bank, sehingga produk dan aktivitas Bank sesuai dengan ketentuan hukum dan peraturan perundang-undangan yang berlaku.
Mechanisms For Controlling Legal Risk Mechanisms for controlling legal risk include the study and analysis of the Bank’s products and services, to make sure that they are always in accordance with the prevailing laws and regulations.
Adalah akibat adanya tuntutan hukum dan/atau kelemahan aspek yuridis, antara lain disebabkan adanya, ketiadaan peraturan perundang-undangan yang mendukung atau kelemahan perikatan seperti tidak dipenuhinya syarat sahnya kontrak dan pengikatan dokumen yang tidak sempurna. Risiko Hukum berada dibawah koordinasi Biro Hukum dan Divisi Legal.
Is due to lawsuits and/or weakness of the legal aspects, partly due to the presence, absence of supported legislation or agreement weakness such as unfullfilment of contract validity and binding documents that are not perfected. Legal Risk is under the coordination of the Legal Bureau and the Legal Division.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Compliance and Legal Group senantiasa menjaga dan memperkuat posisi hukum (legal standing) Bank terhadap setiap kerjasama yang memiliki hubungan hukum yang dilakukan bersama counterparty dengan tetap menjaga azas dan prinsip hukum umum serta memastikan perikatan yang dilakukan oleh Bank telah memenuhi 4 (empat) syarat yang menjadi landasan utama yaitu: a. Kesepakatan, yaitu setiap hubungan hukum/perikatan yang dilakukan dengan counterparty harus berlandaskan adanya kesepakatan dari para pihak. b. Kecakapan, yaitu kemampuan atau kewenangan bertindak dari para pihak dalam suatu hubungan hukum perikatan. c. Objek Perjanjian, yaitu obyek perjanjian hukum yang harus jelas atau spesifik dan realistis. d. Memiliki causa prima yang halal yaitu setiap perjanjian yang dilakukan tidak bertentangan dengan norma kepatutan, kesusilaan dan tidak melanggar ketentuan hukum yang berlaku.
The Compliance and Legal Group continues to maintain and strengthen the Bank’s legal standing in all legally binding commitments with its counterparties, by maintaining the generally accepted principles and laws and to ensure that the commitments of the Bank has met 4 (four) primary criteria, namely:
Selain itu pengelolaan risiko hukum juga dilakukan dengan memantau perkembangan kasus-kasus hukum yang terjadi dan mengambil tindakan hukum dari kasus-kasus tersebut. Penanganan kasus hukum yang dilakukan pada Bank senantiasa memperhitungkan potensi kerugian baik atas penyelesaian kasus secara damai ataupun melalui jalur pengadilan. Bank juga memberikan perhatian khusus atas kasus hukum yang berpotensi menimbulkan kerugian secara signifikan.
In addition, legal risk management is also carried out through the monitoring of the progress of current legal cases and the undertaking of legal action related to these cases. The Bank handles its legal cases by taking into account the potential losses that may arise from the settlement of the cases either amicably or in a court of law. The Bank also pays particular attention to cases that may cause significant harm to the Bank.
Risiko Stratejik
Strategic Risk
Organisasi Manajemen Risiko Stratejik Seluruh satuan kerja unit Bisnis dan unit pendukung membantu Direksi dalam penyusunan Rencana Bisnis Bank (RBB) dan mengkomunikasikan kepada karyawan Bank disetiap jenjang organisasi, dan juga memastikan praktek Manajemen Risiko Stratejik dan pengendalian di unit bisnis telah konsisten dengan kerangka Manajemen Risiko Stratejik secara keseluruhan. Bank memiliki satuan kerja Corporate Planning maupun Branch Network yang bertugas dan bertanggung jawab membantu Direksi memantau implementasi strategi yang ditetapkan termasuk melalui realisasi target-target yang ditetapkan oleh Senior Management Bank dalam rangka pengembangan perusahaan secara berkelanjutan.
Strategic Risk Management Structure The entire business units and support units assist the Board of Directors in the preparation of the Bank’s Business Plan (RBB) and communicating such plan to the employees at each organizational level, and also ensure that the Strategic Risk Management practices and controls in the business units have been consistent with the overall Strategic Risk Management framework. The Bank has established the Corporate Planning and Branch Network to assist the Board of Directors in monitoring the implementation of the strategies, including through the attainment of the targets set by the Bank’s Senior Management in order to develop the Bank sustainably.
Adalah risiko akibat ketidaktepatan dalam pengambilan dan/ atau pelaksanaan suatu keputusan stratejik serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis. Ketidakmampuan Bank dalam melakukan penyusunan strategi yang tepat dapat menimbulkan kegagalan bisnis Bank di masa yang akan datang. Risiko ini juga mencakup kemampuan Bank dalam mengembangkan daya saing dan menciptakan keunggulan kompetitif Bank di tengah kompetisi perbankan yang semakin ketat.
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a. Agreement, i.e. any legal commitment undertaken with the counterparty must be based on mutual agreement of the parties. b. Skill, i.e. the ability or the authority to act of the parties involved in a legal commitment. c. Object of Agreement, i.e. a lawful object that must be clearly defined, specific, and realistic. d. Lawful prima causa, i.e. that any agreement must not be in conflict with the norms of propriety, decency and does not violate the prevailing laws and regulations.
Is a kind of risk due to inaccuracies in the decision and/or implementation of a strategic decision and the failure to anticipate changes in the business environment. The inability of the Bank in preparing the right strategy formulation can lead to failure of the Bank’s business in the future.These risks also include the Bank’s ability to develop competitiveness and create the Bank’s competitive advantage amidts tighter banking competition.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kebijakan yang Memungkinkan Bank untuk dapat Mengidentifikasi dan Merespon Perubahan Lingkungan Bisnis, Baik Eksternal maupun Internal
Policies That Enable The Bank To Identify and Respond to Changes In The Business Environment, Both Externally and Internally.
Risiko stratejik berhubungan dengan perencanaan strategi yang baik untuk menghindari terjadinya kerugian atau dampak negatif lainnya dari adanya kesalahan dalam pengambilan keputusan yang berdampak luas dan jangka panjang dalam organisasi.
Strategic risks are associated with sound strategic planning to avoid losses or other negative impacts resulting from errors in decisionmaking that would significantly affect the Bank in the long term or widespread.
Bank secara berkelanjutan memantau kondisi pasar dan mengumpulkan informasi penting sebagai bahan pertimbangan dalam pengambilan keputusan dan penetapan kebijakan strategi Bank. Seiring dengan pemantauan kondisi pasar tersebut, Bank memiliki beragam portofolio produk yang variatif agar rencana stratejik yang ditetapkan dapat tercapai.
The Bank continuously monitors market conditions and gathers important information to be taken into account during the decisionmaking and policy-setting involving the Bank’s strategy. Along with monitoring market conditions, the Bank also has a diverse portfolio of products that are relatively varied, in order to achieve its strategic plan.
Bank memiliki proses mengidentifikasi dan merespon atas perubahan lingkungan bisnis eksternal maupun internal terhadap tahapan proses manajemen risiko stratejik dengan: a. Analisa lingkungan bisnis; Menganalisa faktor internal dan ekternal, menangkap peluang dan tantangan dari perubahan lingkungan bisnis serta menganalisa kelebihan internal dan kekurangannya. b. Perencanaan; Menyusun sasaran yang ingin dicapai disesuaikan dengan kompleksitas bisnis, profil risiko maupun risk bearing capacity, serta Direksi menetapkan strategi dan kebijakan untuk dijadikan dasar keputusan. c. Implementasi; Mengalokasikan sumber daya yang dibutuhkan baik yang bersifat finansial maupun sumber daya manusia, menyelesaikan program kerja, dan komitmen Direksi untuk mengalokasikan sumber daya yang dibutuhkan. d. Evaluasi; Evaluasi terhadap kondisi aktual dengan apa yang telah direncanakan, dan melakukan corrective action untuk perbaikan.
The Bank has a process to identify and respond to changes in the external and internal business environment with the stages of strategic risk management process as follows: a. Analysis of the business environment: Analyze internal and external factors, seize opportunities and meet challenges of the changing business environment, and analyze internal advantages and disadvantages. b. Planning: Set goals to be achieved tailored to the complexity of business, risk profile and risk bearing capacity, and Board of Directors sets the policies and strategies on which to base subsequent decisions. c. Implementation: Allocate necessary resources both financial and human capital, complete work programs, and the commitment of the Board of Directors to allocate required resources.
Mekanisme untuk Mengukur Kemajuan yang Dicapai dari Rencana Bisnis yang Diterapkan Adapun mekanisme untuk mengukur kemajuan yang dicapai dari rencana stratejik yang ditetapkan dilakukan secara berkala terhadap pencapaian atas target yang ditetapkan yang dipantau dan dilaporkan melalui unit kerja Branch Network, unit kerja Corporate Planning, dan management reporting kepada manajemen Bank.
Mechanism To Measure Progress Of The Business Plans That Have Been Implemented The mechanism to measure progress of the strategic plans is employed periodically, with the achievement of targets monitored and reported by the Branch Network unit, Corporate Planning unit, and management reporting to the Bank’s management.
Secara triwulanan Bank melakukan analisa risiko stratejik dengan menggunakan indikator atau parameter berupa tingkat kompleksitas strategi bisnis Bank, posisi bisnis Bank di industri perbankan, pencapaian rencana bisnis, dan kesesuaian strategi dengan kondisi lingkungan bisnis.
On a quarterly basis, the Bank conducts strategic risk analysis using indicators or parameters such as the level of complexity of the business strategy of the Bank, the Bank’s position in the banking industry, achievement of the business plan, strategy and compliance with the prevailing conditions of the business environment.
Risiko Kepatuhan
Compliance Risk
Adalah risiko akibat tidak mematuhi dan/atau tidak melaksanakan peraturan perundang-undangan dan ketentuan yang berlaku.
d. Evaluation: Evaluation of the actual condition of what has been planned, and corrective actions for improvement.
Is a risk due to incompliance and/or not adhering to prevailing legislation and regulations.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Organisasi Manajemen Risiko Kepatuhan Bank memiliki unit kerja Kepatuhan (Compliance Group) yang bertanggung jawab langsung kepada Compliance, Legal and Risk Management Director.
Compliance Risk Management Structure The Bank has a Compliance Division, under the Compliance and Legal Group, responsible directly to the Compliance and Risk Management Director.
Strategi manajemen risiko dan efektivitas penerapan manajemen risiko untuk risiko kepatuhan, terutama dalam rangka memastikan penyusunan kebijakan dan prosedur telah sesuai dengan standar yang berlaku secara umum, ketentuan, dan/atau peraturan perundang-undangan yang berlaku
Risk management strategies and the efficacy of compliance risk management, in particular to ensure the formulation of policies and procedures in accordance with generally accepted standards, rules and/or prevailing regulations
Upaya yang dilakukan Bank terkait dalam strategi dan efektivitas penerapan risiko kepatuhan agar terciptanya budaya kepatuhan pada seluruh kegiatan usaha Bank antara lain: a. Mewujudkan terlaksananya budaya kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank. b. Mengelola risiko kepatuhan yang dihadapi oleh Bank. c. Memastikan agar kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh bank telah sesuai dengan ketentuan yang berlaku. d. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada otoritas pengawas yang berwenang.
Efforts made by the Bank, in relation to the implementation of compliance risk management strategy and its effectiveness, in order to create a culture of compliance in all activities of the Bank include: a. Implementation of the culture of compliance at all levels of the organization and business activities in the Bank. b. Management of the compliance risks faced by banks. c. Ensuring that policies, regulations, systems and procedures and activities undertaken by the Bank are in accordance with applicable regulations. d. Ensuring the Bank’s compliance with the commitments of the Bank to the supervisory authorities.
Mekanisme Pemantauan dan Pengendalian Risiko Kepatuhan Mekanisme pemantauan dan pengendalian risiko kepatuhan yang dilakukan oleh Compliance Group adalah dengan: a. Melakukan sosialisasi peraturan Bank Indonesia yang diterbitkan melalui media sosialisasi e-mail atau compliance news. b. Membuat Checklist Pemenuhan Ketentuan yang berisi daftar ketentuan yang berlaku untuk digunakan sebagai media kontrol risiko kepatuhan oleh Risk Taking Unit. c. Berperan aktif dalam forum rapat Governance Risk and Compliance (GRC) bersama sama dengan Satuan Kerja Manajemen Risiko, Satuan Kerja Operasional dan Satuan Kerja Audit Internal sebagai upaya mitigasi risiko, termasuk risiko kepatuhan Bank. d. Memberikan pelatihan pelaksanaan fungsi kepatuhan Bank dan ketentuan Bank Indonesia kepada para karyawan untuk meningkatkan compliance awareness dan budaya kepatuhan di lingkungan kerja.
Monitoring and Control of Compliance Risk
Dalam hal pengelolaan risiko kepatuhan, Compliance Group menyampaikan eksposur risiko kepatuhan kepada Direksi. Di dalam penyampaian eksposur risiko kepatuhan, turut melibatkan Lini Kedua sesuai skema tiga Lini Pertahanan.
In terms of compliance risk management, the Compliance Group convey compliance risk exposure to the Board of Diretors. In the delivery of compliance risk exposure, it also include Second Lines corresponding to the three Lines of Defense scheme .
Risiko Reputasi
Reputation Risk
Risiko reputasi adalah risiko akibat menurunnya tingkat kepercayaan stakeholder yang bersumber dari persepsi negatif terhadap Bank. Risiko ini melekat dalam setiap kegiatan yang dilakukan oleh Bank. Kegagalan Bank dalam menjaga reputasinya di mata masyarakat dapat menimbulkan pandangan maupun persepsi negatif masyarakat terhadap Bank.
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Monitoring and control of compliance risk is undertaken by the Compliance Division through: a. Disseminating Bank Indonesia regulations through e-mail blast or compliance news. b. Creating a Compliance Checklist that lists down the provisions that are applicable for use by the Risk Taking Units to control compliance risk. c. Taking an active stance in the Governance Risk & Compliance (GRC) meetings together with the Risk Management Unit, Operating Units and the Internal Audit Unit as part of risk mitigation, including compliance risk, of the Bank. d. Providing training and implementation of the Bank’s compliance function with Bank Indonesia regulations to employees to improve their compliance awareness and the culture of compliance in the workplace.
Reputation risk is the risk due to decreased in stakeholder trust level that comes from a negative perception of the Bank. This risk is inherent in any activity undertaken by the Bank. The Bank’s failures in maintaining its reputation in the public eye can lead to negative perceptions of sight and society against the Bank.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Organisasi Manajemen Risiko Reputasi Pelaksanaan manajemen risiko reputasi dilakukan oleh unit-unit terkait (Corporate Secretary, Quality Service, dan unit bisnis terkait) Setiap bulan secara berkala Corporate Secretary melaporkan hasil evaluasi manajemen risiko reputasi melalui Laporan Profil Risiko Bank kepada unit Risk Management Group, rapat Risk Management Committee (RMC), dan serta pada rapat Komite Pemantau Risiko.
Reputational Risk Management Structure Including the implementation of reputation risk management by the relevant units (Corporate Secretary, Quality Service, and related business units) Each month, the Corporate Secretary reported the results of the reputation risk management evaluation through the Bank Risk Profile Report to the unit Risk Management Group, Risk Management Committee (RMC) meeting, as well as the Risk Oversight Committee meeting.
Kebijakan dan Mekanisme Dalam Rangka Meningkatkan Kualitas Pelayanan Kepada Nasabah Dan Pemangku Kepentingan Lainnya (Stakeholders) Untuk Mengendalikan Risiko Reputasi Selain pelaksanaan tugas oleh Corporate Secretary dan Quality Service, untuk mendukung pengelolaan risiko reputasi, Bank telah membentuk dan memiliki Call Center dan website sebagai media penyampaian informasi dan penanganan keluhan nasabah untuk kemudian ditindaklanjuti oleh unitunit kerja terkait penyelesaiannya.
Policies and Mechanisms In Place to Improve The Quality of Service to Customers and Other Stakeholders to Control Reputational Risk
Pengelolaan Risiko Reputasi Pada Saat Krisis Dalam hal pengelolaan risiko reputasi saat krisis, Bank memiliki prosedur Business Continuity Plan (BCP) yang disusun berdasarkan Peraturan Bank Indonesia no. 9/15/ PBI/2007. Dalam organisasi BCP, Corporate Secretary memegang peranan sebagai koordinator kehumasan yang memiliki tugas yaitu memantau informasi terkait masalah yang timbul, menginformasikan kepada badan regulasi dan melakukan komunikasi dengan media dan masyarakat untuk mengelola risiko reputasi saat krisis.
Pengelolaan Risiko Reputasi Pada Saat Krisis To manage reputational risk in times of crisis, the Bank has the Business Continuity Plan (BCP) procedures based on Bank Indonesia Regulation No. 9/15/PBI/2007. In this BCP organization, the Corporate Secretary plays a role as public relations coordinator whose task is to monitor information related to issues that arise, inform the regulatory bodies and communicate with the media and the public to manage the Bank’s reputational risk during crises.
Pengembangan Kompetensi Bidang Manajemen Risiko
Competence Development Risk Management
In addition to the duties of the Corporate Secretary and Quality Service, to support the management of reputational risk the Bank has established a call center and a website as means to convey information and the handling of customer complaints then to be followed by working units until finds appropriate resolution.
Tabel Pengembangan Kompetensi Divisi Manajemen Risiko Table of Competence Development Risk Management Division Nama Name
Pengembangan Kompetensi
Competence Development
Leonardi Widjaja
Sertifikasi Manajemen Risiko Level IV
Risk Management Certification Level IV
Darwin Xu
Sertifikasi Manajemen Risiko Level II
Risk Management Certification Level II
Delson Hutasoit
Sertifikasi Manajemen Risiko Level I
Risk Management Certification Level I
Hendy Rusli
Sertifikasi Manajemen Risiko Level II
Risk Management Certification Level II
Savaries Darwis
Sertifikasi Manajemen Risiko Level II
Risk Management Certification Level II
Sertifikasi Manajemen Risiko
Risk Management Certification
Dalam meningkatkan kualitas pengelolaan risiko, peranan kualitas Sumber Daya Manusia (SDM) Bank menjadi sangat penting dalam meningkatankan kualitas SDM. Usaha tersebut antara lain diwujudkan dengan mengikutsertakan Dewan Komisaris, Direksi, Pejabat Eksekutif, dan Pegawai Bank untuk memperoleh sertifikasi manajemen risiko.
In improving the quality of risk management, the role of the Bank’s Human Resources (HR) quality becomes very important in improving thehuman resourcesquality. These efforts realized with the participation of the Board of Commissioners, Board of Directors, Executive Officers, and Employees of the Bank to obtain certification of risk management.
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Kilas Kinerja 2015
Performance Highlights 2015
Level level
Laporan Manajemen
Dewan Komisaris Board of Commissioner
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Direksi Board of Directors
Management Discussion and Analysis
Pejabat Eksekutif Executive Officer
Lainnya Others
Sertifikasi Regular/Regular Certification I
-
-
4
181
II
-
-
17
48
III
-
-
21
-
IV
-
3
-
-
V
2
2
-
-
Sertifikasi Komisaris */ Commissioner Certification * I
1
-
-
II
-
-
-
-
Total/Total
3
5
42
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*) Komisaris hanya diwajibkan Sertifikasi Manajemen Risiko (Khusus Komisaris) yaitu level 1 dan level 2 / *) Commissioner only obliged to attend Risk Management Certification (Only Commissioner) for Level 1 and Level 2
Pelaksanaan Implementasi Basel
Basel Implementation
Bank berpartisipasi secara aktif dalam Working Group Basel II dan Basel III. Infrastruktur yang telah dipersiapkan oleh Bank salah satunya sesuai dengan penerapan Basel II untuk manajemen risiko kredit sesuai SEBI No. 13/6/DPNP perihal Pedoman Perhitungan Aset Tertimbang Menurut Risiko untuk Risiko Kredit dengan Menggunakan Pendekatan Standar yang dikeluarkan tanggal 18 Februari 2011 dan berlaku mulai Januari 2012.
Bank participated actively in the Working Group Basel II and Basel III. One of the infrastructures that has been prepared by Bank is in accordance with the implementation of Basel II for credit risk management in accordance SEBI No. 13/6/ DPNP regarding Guidelines for Weighted Assets Calculation for Credit Risk by Using Standard Approach issued on February 18, 2011 and went into effect in January 2012.
Perangkat yang dikembangkan dan telah diaplikasikan adalah aplikasi CRISTA. Fungsi utama sistem aplikasi ini adalah untuk melakukan perhitungan aset tertimbang menurut risiko kredit dan analisa internal lainnya terkait manajemen risiko kredit dengan menggunakan Pendekatan Standar (standardized approach). Laporan dan analisa ini merupakan salah satu komponen yang akan digunakan Perusahaan untuk menentukan alokasi modal yang efektif dan juga penentuan risk based pricing di masa yang akan datang.
The device that developed and has been applied was CRISTA application. The main function of this application system was to perform the weighted assets calculation based on its credit risk and other internal analysis of credit risk management using the Standard Approach (standardized approach). This reporting and analysis was one of the components that will be used by the Company to determine the effective capital allocation and also the determination of risk-based pricing in the future.
Pada manajemen risiko operasional, implementasi Basel II adalah pada perhitungan cadangan modal menggunakan Pendekatan Indikator Dasar (Basic Indicator Approach).
At the operational risk management, the implementation of Basel II emobied in the capital reserve calculation using the Basic Indicator Approach.
Sementara untuk implementasi manajemen risiko pasar sesuai Basel, Perusahaan menerapkan pengukuran risiko pasar antara lain menggunakan analisis sensitivitas atas perubahan faktor pasar. Yaitu nilai tukar dan suku bunga.
As for the implementation of market risk management in accordance with Basel, the Company adopted the measurement of market risk by using sensitivity analysis on changes in market factors. Ie; exchange rates and interest rates.
Perusahaan juga melakukan pemantauan secara periodik untuk eksposur risiko pasar melalui Indikator dari trigger loss, DV01, FX Pos (O/N), serta melakukan backtesting secara berkala sebagai salah satu proses validasi.
The Company also conducted periodic monitoring of market risk exposure via indicators of loss triggers, DV01, FX Pos (O/N), and performd regular backtesting as one of the validation process.
Perhitungan beban modal untuk risiko pasar menggunakan Metode Standar (Standardized Method).
Calculation of capital charges for market risk used Standardized Method.
Sejalan dengan roadmap implementasi Basel dari Bank Indonesia, Bank juga telah melakukan implementasi Basel.
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In line with the roadmap forBasel implementation from Bank Indonesia, the Bank also has implemented Basel.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
05 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Evaluasi Pelaksanaan Sistem Manajemen Risiko
Evaluation on Risk Management System Execution
Kecukupan Sistem Informasi Manajemen Risiko
The Adequacy of Risk Management Information System
Kecukupan Proses Identifikasi, Pengukuran, Pemantauan dan Pengendalian Risiko
The Adequacy of Risk Identification, Measurement, Monitoring and Control Process
Fungsi pengawasan dan evaluasi manajemen risiko dilaksanakan melalui adanya berbagai komite terkait risiko dan unit kerja Audit Internal. Sebagai pelaksana pengendalian intern dan risk assurance, Audit Internal akan secara aktif melakukan evaluasi dan rekomendasi terhadap kualitas dan proses tata kelola risiko di Bank secara keseluruhan. Disamping evaluasi secara internal, evaluasi manajemen risiko secara independen juga diperoleh dari audit eksternal maupun pihak-pihak eksternal lainnya untuk terus meningkatkan kualitas tata kelola risiko.
Output dari penerapan sistem informasi manajemen risiko salah satunya adalah sistem perhitungan ATMR Kredit yang sudah efektif dipergunakan oleh Bank sejak Januari 2013. Output lainnya adalah laporan profil risiko yang disusun oleh Bank dengan berdasarkan kebijakan Bank Indonesia yang dilaporkan oleh Satuan Kerja Manajemen Risiko setiap bulan kepada Komite Pemantau Risiko. Laporan ini meliputi laporan pengelolaan risiko antara lain risiko kredit, risiko pasar, risiko operasional, risiko likuiditas, risiko hukum, risiko stratejik, risiko kepatuhan, dan risiko reputasi. Laporan profil risiko tersebut mencakup parameter, indikator dan formula yang digunakan dalam menilai tingkat risiko dan sistem pengendalian risiko yang dilakukan oleh Bank.
Proses identifikasi adalah langkah pertama yang dilakukan guna pengukuran, pemantauan dan pengendalian risiko. Identifikasi risiko bersifat proaktif dengan cakupan pada semua lini bisnis bank yang bermula dari lini pertama sampai dengan lini ketiga. Pengukuran eksposur risiko dilakukan sesuai dengan tipe bisnis, karakteristik yang mencakup seluruh kegiatan usaha dan kompleksitasnya. Pemantauan dan pengendalian risiko didukung oleh sistem informasi manajemen risiko dan laporan berkala kepada Direksi, Komite Pemantau Risko dan Komite Manajemen Risiko yang merupakan bagian dari penerapan sistem informasi manajemen yang efektif.
Risk Management monitoring and evaluation functions carried out through various risks-related committees and Internal Audit Unit. As an executor of internal control and risk assurance, Internal Audit will actively conduct evaluation and recommendation of the risk governance quality and processes in the Bank. Besides internal evaluation, independent evaluation of risk management also obtained from an external audit or other external parties to continue improving the quality of risk governance.
One of the outputs from the application of risk management information system was a credit ATMR calculation system that has been effectively used by the Bank since January 2013. Other outputs are risk profile report prepared by the Bank based on the Bank Indonesia policy reported by the Risk Management Working Unit every month to the Risk Oversight Committee. The report includes a risk management report that contains credit risk, market risk, operational risk, liquidity risk, legal risk, strategic risk, compliance risk, and reputation risk. The risk profile report includes parameters, indicators and formulas used in assessing the level of risk and risk control system carried out by the Bank.
The identification process is the first step in measuring, monitoring and controlling risks. Risk identification is proactive in nature with coverage in all of the Bank’s business lines that originated from the first line to the third line. Measurement of risk exposure was done in accordance with the type of business, the characteristics of which covers all business activities and its complexity. The risk monitoring and management supported by a risk management information system and periodic reports to the Board of Directors, the Risk Oversight Committee and Risk Management Committee, which are part of an effective management information system implementation.
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Kilas Kinerja 2015
Performance Highlights 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
TANGGUNG JAWAB SOSIAL PERUSAHAAN Corporate Social Responsibility
Pendahuluan Introduction
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Kaleidoskop Csr 2015 2015 CSR Kaleidoscope
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Struktur Pengelola Csr Csr Committee Structure
253
Kebijakan dan Pelaksanaaan Csr Csr Policy and Implementation
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Tanggung Jawab Sosial Terhadap Lingkungan Hidup Social Responsibility to the Environment
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Tanggung Jawab Sosial Terhadap Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja (K3) Social Responsibility in Occupational Health and Safety (Ohs)
256
Tanggung Jawab Sosial dan Kemasyarakatan Community and Social Responsibility
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Tanggung Jawab Sosial Terhadap Produk dan Nasabah Social Responsibility to Product and Customer
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Pendahuluan Introduction
“
Sebagai bagian dari MNC Group, MNC Bank sangat berkomitmen terhadap pelaksanaan Corporate Social Responsibility. Dalam melakukan berbagai kegiatan sosial, MNC Group selalu memberikan pada aspek speed and quality. Artinya Corporate Social Responsibility itu harus berkualitas, tidak hanya sekedar bantuan, akan tetapi juga harus memotivasi masyarakat untuk berbuat sesuatu yang bermanfaat. As part of MNC Group, MNC Bank is strongly committed to the implementation of Corporate Social Responsibility. In doing various social activities, MNC Group always delivers on speed and quality. Hence Corporate Social Responsibility should be delivered with high quality, not merely as aid, but also with the intention to motivate people to do something beneficial.
MNC Bank berkomitmen bahwa tanggung jawab sosial perusahaan (corporate social responsibility/CSR) merupakan bagian yang tidak terpisahkan dari kegiatan operasional perusahaan. MNC Bank menyadari bahwa kinerja perusahaan tidak hanya diukur dari aspek ekonomi saja, akan tetapi juga kinerja sosial maupun lingkungan. Kesadaran ini didasarkan bahwa keberlanjutan perusahaan (corporate sustainability) tercermin dalam konsep triple bottom line yaitu people, profit, dan planet.
MNC Bank is committed to making CSR an integral part of the Bank’s operational activities. MNC Bank realizes that the Bank’s performance is measured not only by the economic aspect, but also by its social and environmental performance. This awareness is based on the corporate sustainability reflected in the triple bottom line concept, which is people, profit, and planet.
Bagi MNC Bank, tujuan perusahaan tidak hanya sematamata memenuhi kepentingan pemegang saham, akan tetapi juga memberikan kontribusi nilai bagi para pemangku kepentingan lainnya yang meliputi, karyawan, pelanggan, pemasok, dan pihak lainnya. Tujuan tersebut tertanam dalam setiap aktivitas perusahaan termasuk dalam hal ini adalah komitmen MNC Bank dalam melestarikan lingkungan yang tercermin dalam berbagai kebijakan perusahaan.
For MNC Bank, its objective is not merely to serve the interests of shareholders, but also to contribute value to the full range of stakeholders, including the employees, customers, suppliers, and other parties. Those objectives are instilled in every activity including MNC Bank’s commitment in environment issue which is reflected in the Bank’s policies.
Ekonomi Economy (Profit)
Corporate Sustainability Corporate Sustainability
Sosial Social (People)
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Lingkungan Environmental (Planet)
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kaleidoskop Csr 2015 2015 CSR Kaleidoscope
FEBRUARI 2015
FEBRUARY 2015
MNC Bank bersama dengan MNC Group semakin rutin menyelenggarakan aksi kepedulian sosial bekerjasama dengan Palang Merah Indonesia (PMI) DKI Jakarta, MNC Group menggelar aksi donor darah yang diselenggarakan di Auditorium MNC Tower, Kebon Sirih, Jakarta pada tanggal 2 Februari 2015.
MNC Bank along with MNC Group regularly holds social activities. In cooperation with the Indonesian Red Cross Society (PMI) Jakarta Chapter, MNC Group held blood drive at the Auditorium of MNC Tower, Kebon Sirih, Jakarta on 2 February 2015.
MNC Group Beserta Unit Bisnis Di Bawahnya Gelar Aksi Sosial Donor Darah
MNC Group along with its Business Units Held Blood Drive
APRIL 2015
APRIL 2015
PT Bank MNC International Tbk. (MNC Bank) menyelenggarakan kegiatan tanggung jawab sosial perusahaan (CSR) di bidang edukasi kepada masyarakat, sebagai bank umum yang memiliki tanggung jawab sosial untuk meningkatkan literasi keuangan di Indonesia, MNC Bank turut mendukung program Literasi Keuangan seperti yang telah disampaikan oleh Otoritas Jasa Keuangan (OJK) agar masyarakat mampu memahami serta terampil untuk mengelola sumber daya keuangan untuk mencapai kesejahteraan.
PT Bank MNC International Tbk (MNC Bank) held a CSR activity in the field of public education. As a commercial bank that has a social responsibility to improve financial literacy in Indonesia, MNC Bank also support Financial Literacy program promulgated by the Financial Services Authority (OJK) in order to educate the community in financial resources management.
MNC Bank Selenggarakan Program Literasi Edukasi Keuangan
MNC Bank Organizes Financial Literacy Education Program
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
MEI 2015
MAY 2015
MNC Bank bersama dengan MNC Group rutin menyelenggarakan aksi kepedulian sosial bagi masyarakat yang membutuhkan.
MNC Bank along with MNC Group regularly organizes social awareness actions for the underprivileged.
Galang Donor Darah, MNC Ajak Karyawan Peduli Sosial
MNC Encouraged Employees to Foster Social Care by Organizing Blood Drive
Bekerja sama dengan Palang Merah Indonesia (PMI) Kota Tangerang, MNC Bank bersama Group Perusahaan menggelar aksi donor darah yang kedua di tahun 2015, yang bertempat di Auditorium MNC Tower, Kebon Sirih, Jakarta (27/5/2015).
In cooperation with the Indonesian Red Cross Society (PMI) Tangerang Chapter, MNC Bank together with the MNC Group held the second blood drive in 2015, taking place at the Auditorium of MNC Tower, Kebon Sirih, Jakarta on 27 May 2015.
Dengan mengusung tagline “Let’s Share the Love with Your Blood”, MNC Group mengajak seluruh karyawan MNC Group dan masyarakat untuk berbagi kepada orang lain yang membutuhkan donasi darah. Dalam donor darah tersebut setidaknya PMI menargetkan 300 kantung darah.
With the tagline “Let’s Share the Love with Your Blood”, MNC Group invited all employees of MNC Group and the community to participate in the blood drive. At this session, PMI set a target of 300 blood bags.
JUNI 2015
JUNE 2015
PT Bank MNC Internasional Tbk (MNC Bank) menggelar acara buka puasa bersama karyawan, manajemen dan 100 anak yatim dari Panti Asuhan Bima Prodita Tanah Abang, pada tanggal 30 Juni 2015. Bertempat di Auditorium MNC Tower Jakarta, acara diawali dengan sambutan dari Bpk. Benny Purnomo - Presiden Direktur MNC Bank.
PT Bank MNC International Tbk (MNC Bank) held iftar with employees, management, and 100 orphans from Bima Prodita Orphanage in Tanah Abang, on 30 June 2015. Taking place at the Auditorium of MNC Tower in Jakarta, the event began with a speech fromBenny Purnomo, President Director of MNC Bank.
MNC Bank Gelar Buka Puasa Bersama Karyawan, Manajemen dan Anak Yatim
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MNC Bank Held Iftar with Employees, Management, and Orphans
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
JULI 2015
JULY 2015
PT Bank MNC Internasional Tbk (MNC Bank) Cabang Yogyakarta bersama dengan Koran Sindo menggelar acara buka puasa bersama karyawan, manajemen dan menyelenggarakan santunan kepada anak yatim dari Panti Asuhan Rumah Sahaja di Yogyakarta pada tanggal 3 Juli 2015.
PT Bank MNC International Tbk (MNC Bank) Yogyakarta Branch together with Koran Sindo held iftar with employees, management, and donation for orphans from Rumah Sahaja Orphanage in Yogyakarta on 3 July 2015.
MNC Bank Gelar Buka Puasa Bersama Karyawan, Manajemen dan Anak Yatim
MNC Bank Held Iftar with Employees, Management, and Orphans
PT Bank MNC Internasional Tbk (MNC Bank) Cabang Bandung menggelar acara buka puasa bersama karyawan, manajemen dan menyelenggarakan santunan kepada anak yatim dari Panti Asuhan di Bandung pada tanggal pada tanggal 9 Juli 2015.
PT Bank MNC International Tbk (MNC Bank) Bandung Branch held iftar with employees and management, and donated to orphans in Bandung on 9 July 2015.
AGUSTUS 2015
AUGUST 2015
PT Bank MNC International Tbk. (MNC Bank) kembali melaksanakan kegiatan tanggung jawab sosial perusahaan (CSR) program kesehatan masyarakat berupa pemeriksaan dan pengobatan gratis yang diperuntukkan bagi warga yang kurang mampu yang berada di wilayah Kampung Bambu Kuning, Marunda, Jakarta Utara.
PT Bank MNC International Tbk (MNC Bank) organized a corporate social responsibility activity in public health by conducting free medical check-up and health examination for the underprivileged in Kampung Bambu Kuning Marunda, North Jakarta.
Peduli Masyarakat, MNC Bank Gelar Pengobatan Gratis
MNC Bank Held Free Medical Check-up
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
MNC Bank bersama dengan MNC Group Berbagi Melalui Kegiatan Donor Darah
MNC Bank Together with MNC Group Held Blood Drive
Dari kegiatan ini diharapkan akan terkumpul sebanyak 400 kantong darah. Sedangkan bagi para pendonor, kegiatan ini diyakini dapat memberi dampak positif pula, yakni pola hidup yang lebih sehat.
From this event, 400 blood bags were expected to be collected. For the donors, donating blood brings the benefit of a healthier body.
SEPTEMBER 2015
SEPTEMBER 2015
PT Bank MNC International Tbk. (MNC Bank) menyambut hari raya Idul Adha 1436 H dan sebagai salah satu bentuk tanggung jawab sosial perusahaan (CSR), MNC Bank kembali menyerahkan hewan qurban kepada masyarakat sekitar kantor pusat yang berhak menerima.
MNC PT Bank International Tbk (MNC Bank) celebrated Eid al-Adha 1436 H and, as a form of corporate social responsibility (CSR), donated sacrificial animals to the surrounding communities.
Bekerjasama dengan PMI Kota Tangerang menggelar kegiatan sosial donor darah bertajuk “Love Donation, Let’s Share Your Love with Your Blood” di Auditorium MNC Tower, Kebon Sirih, Jakarta, Selasa (18/08/2015). Melalui kegiatan ini, MNC Group beserta berbagai unit bisnis di bawahnya termasuk MNC Bank mewadahi kepedulian para karyawan untuk berbagi kepada masyarakat yang membutuhkan donasi darah.
Sambut Idul Adha, MNC Bank Adakan CSR Dengan Menyerahkan Hewan Qurban
Penyerahan hewan qurban tersebut disalurkan oleh Bpk. Benny Purnomo selaku Presiden Direktur MNC Bank kepada panitia qurban Musholla Darussalam, Jl. Gondangdia Menteng Kecil 1 RT 002/09, Gondangdia, Jakarta Pusat, pada Rabu, 23 September 2015. 252
In cooperation with the Indonesian Red Cross Society Tangerang Chapter, MNC Bank held a charity blood event with the theme of “Love Donation, Let’s Share Your Love with Your Blood” at the Auditorium of MNC Tower, Kebon Sirih, Jakarta on Tuesday, 18 August 2015. Through this activity, MNC Group with its business units including MNC Bank provided a means for its employees to share with those in need of blood.
Welcoming Idul Adha, MNC Bank Held CSR by Donating Sacrificial Animals
The sacrificial animals are symbolically handed over by Benny Purnomo, President Director of MNC Bank, to the organizing committee of Darussalam Mosque, Jl. Gondangdia Menteng Kecil 1 RT 002/09, Gondangdia, Central Jakarta, on Wednesday, 23 September 2015.
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Struktur Pengelola Csr CSR Committee Structure
MNC Bank senantiasa berkomitmen untuk meningkatkan kontribusi kepada masyarakat melalui kegiatan-kegiatan CSR Bank yang berdampak langsung untuk masyarakat. Tanggung jawab pengelolaan anggaran dan program CSR berada di bawah koordinasi Unit Kerja Corporate Secretary. MNC Bank telah mengalokasikan anggaran khusus untuk mendukung pelaksanaan program kegiatan CSR.
MNC Bank is always committed to increasing its contribution to the community through CSR activities which give direct benefits to the community. The responsibility for budgeting and budget management of CSR activities are coordinated under the Corporate Secretary Unit. MNC Bank has allocated a dedicated budget to support its CSR activities and programs.
Kebijakan dan Pelaksanaaan CSR CSR Policy and Implementation Kebijakan CSR
CSR Policy
Dalam mewujudkan kepentingan para pemangku kepentingan, pemegang saham, dan juga masyarakat sekitar MNC Bank melaksanakan program CSR yang berlandaskan atas dasar hukum Peraturan BapepamLK Nomor X.K.6 tentang Penyampaian Laporan Tahunan Emiten atau Perusahaan Publik. Dalam undang-undang itu tertulis, bahwa tanggung jawab sosial Perusahaan terhadap masyarakat menjadi beban operasional perusahaan. Bank berkomitmen untuk selalu meningkatkan pelaksanaan program CSR ini secara berkelanjutan dengan turut mengikutsertakan perwakilan masyarakat yang terkait untuk menjamin penerapan kegiatan yang tepat sasaran. Berlandaskan cara pandang tersebut, dalam pelaksanaan CSR, Bank berkomitmen untuk berbagi kesuksesan dengan masyarakat secara luas. Jangkauan program CSR meliputi komunitas sekitar wilayah operasional Bank, para karyawan dan nasabah.
In addressing the interests of all stakeholders, shareholders, and surrounding communities, MNC Bank implements CSR programs in accordance with Bapepam-LK Regulation No. X.K.6 on Submission of Annual Report of Public Company. As stipulated in the regulation, the Bank’s social responsibility to the society is recognized as an operational expense. The Bank is committed to constantly improving the implementation of CSR programs by involving representatives of the communities to ensure proper and effective implementation of the activities. Based on this view, in the implementation of CSR, the Bank is committed to sharing its success with the community at large. CSR programs’ reach includes the surrounding communities, employees, and customers of the Bank.
Bidang Kegiatan CSR
CSR Activity Areas
MNC Bank berupaya mewujudkan hubungan yang harmonis dengan pemangku kepentingan demi kesinambungan kegiatan CSR dan memberi dampak yang lebih luas. Upaya tersebut diwujudkan melalui kegiatan yang melibatkan masyarakat setempat sebagai upaya peningkatan Kegiatan CSR.
Program kegiatan CSR MNC Bank terbagi dalam beberapa bidang, yaitu Bidang Kesehatan, Bidang Pendidikan/ Edukasi Kepada Masyarakat dan Bidang Sosial. Pelaksanaan program CSR terkait bidang kesehatan antara lain meliputi program pengobatan gratis dan program donor darah yang secara rutin dilaksanakan oleh Bank. Sedangkan kegiatan bidang edukasi kepada masyarakan dilaksanakan dengan pemaparan literasi keuangan di sekolah-sekolah. Sedangkan program bidang sosial dengan melaksanakan kegiatankegiatan keagaman antara lain buka puasa bersama, perayaan Hari Raya Keagamaan di lingkungan karyawan serta pelaksanaan santunan kepada anak yatim di beberapa Panti Asuhan.
MNC Bank strives to foster a harmonious relationship with the stakeholders to ensure continuity of its CSR activities and bring about the impacts on a larger scale. Such efforts take place in the form of CSR activities that involve the surrounding communities.
MNC Bank’s CSR activities and programs are divided into several areas, namely Health, Education/Community Education, and Social Affairs. Implementation of CSR programs related to health includes free medical checkup and blood drive that are conducted regularly by the Bank. Community education activities are carried out by giving lectures on financial literacy in schools. Social affairs activities include iftar, celebration of religious events, and donations to orphanages.
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Performance Highlights 2015
Laporan Manajemen Management Report
Anggaran dan Pelaksanaan Program CSR
Pada tahun 2015 MNC Bank telah mengalokasikan anggaran sebesar Rp152.481.300 untuk pelaksanaan kegiatan CSR yang dialokasikan pada beberapa program kegiatan sebagai berikut.
No.
Jenis Kegiatan
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
CSR Program Budget and Implementation
In 2015 MNC Bank has allocated a budget of Rp152,481,300 for the implementation of CSR activities, allocated into several programs, as follows.
Biaya Expenses (Rp)
Type of Activity
1
Kegiatan Donor Darah
10.401.300
Blood Drive
2
Edukasi Jasa Keuangan
24.380.000
Financial Literacy Education Ramadan - Donations
3
Kegiatan Ramadhan – Santunan
87.500.000
4
Kesehatan - Pengobatan Gratis
9.900.000
5.
Kegiatan Idhul Adha – Qurban
7.800.000
6
Kegiatan Natal
7.
Panti Asuhan
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10.000.000 2.500.000
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Health – Medical Check-Up Eid al-Adha – Sacrificial Animals Christmas Activities Orphanages
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Tanggung Jawab Sosial terhadap Lingkungan Hidup Social Responsibility to The Environment
Kebijakan
POLICY
KEGIATAN
ACTIVITIES
1. Penghematan penggunaan kertas dengan memaksimalkan penggunaan email atau soft copy. Penghematan penggunaan kertas diharapkan dapat membantu kelestarian alam, mengurangi penebangan pohon mengingat produksi kertas menggunakan bahan baku kayu. 2. Penghematan penggunaan listrik dan penghematan penggunaan air. Penghematan listrik dilakukan dengan cara mematikan lampu dan AC pada ruangan yang sedang tidak digunakan, mengoptimalkan penggunaan air. 3. Penghematan penggunaan bahan bakar minyak (BBM) dengan melakukan kontrol ketat pada penggunaan BBM kendaraan operasional maupun kendaraan dinas jabatan. MNC Bank menyadari bahwa saat ini seluruh elemen masyarakat harus turut membantu mengurangi dan menanggulangi krisis energi.
1. Reducing paper usage by maximizing the use of email or soft copy. This effort is expected to help the environment by reducing the number of tress that need to be cut down, as paper is made from wood.
MNC Bank senantiasa turut serta dalam menjaga lingkungan hidup untuk mengeliminasi konflik lingkungan dan sosial. Implementasi tanggung jawab perusahaan dalam hal lingkungan hidup diwujudkan dengan beberapa program efisiensi operasional yang bertujuan untuk menjaga kelestarian lingkungan hidup.
Kegiatan yang dilakukan dalam upaya efisiensi operasional antara lain adalah melakukan penghematan pada beberapa bidang yang dilaksanakan melalui sosialisasi dan anjuran di seluruh kantor MNC Bank. Program penghematan yang dilaksanakan adalah sebagai berikut.
MNC participated in preserving the environment to eliminate social and environmental conflict. The implementation of corporate responsibility in environmental aspect is fulfilled in several operational efficiency programs with the purpose of preserving the environment.
Activities carried out in order to achieve operational efficiency include measures in several areas to use resources wisely. This is promulgated through information dissemination and encouragement across all MNC Bank network. The efficiency programs that have been implemented are:
2. Reducing electricity and water usage. Electricity usage is reduced by turning off lights and AC in unused rooms, while water usage is also optimized.
3. Reducing fuel usage by implementing strict fuel control on operational vehicles and duty vehicles. MNC Bank realizes that all components of the society must take part in reducing and overcoming the energy crisis.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tanggung Jawab Sosial terhadap Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja (K3)
Social Responsibility in Occupational Health and Safety (OHS) Kebijakan Ketenagakerjaan
Employment Policy
Kegiatan Ketenagakerjaan •
Kesetaraan Gender dan Kesempatan Kerja Bank memberikan kesempatan yang sama bagi semua orang, baik pria dan wanita, tanpa memandang perbedaan etnik, agama, ras, kelas, gender, ataupun kondisi fisik untuk mengikuti program rekrutmen karyawan. Pengangkatan calon karyawan didasarkan atas hasil seleksi, hasil evaluasi pada masa percobaan.
Labor Activities •
Gender Equality and Equal Employment Opportunity The Bank provides equal opportunity for everyone, either male or female, regardless of ethnicity, religion, race, class, gender, or physical condition to participate in the employee recruitment program. Appointment of candidates is based on selection results and evaluation of their probationary period.
•
Kesetaraan dalam Program Pendidikan dan Pelatihan Dalam rangka meningkatkan skill dan kapasitas karyawan untuk menunjang operasional Bank, MNC Bank menyelenggarakan program pendidikan dan pelatihan. Setiap karyawan memiliki kesempatan yang sama untuk mengikuti program pendidikan dan pelatihan, hanya saja dalam pelaksanaan program ini harus disesuaikan dengan kebutuhan dan rencana pengembangan perusahaan.
•
Equality in Education and Training In order to improve the skill and capacity of employees to support the operations of the Bank, MNC Bank conducts education and training programs. Each employee has equal opportunity to take part in the education and training programs, by considering the needs and development plans of the Bank.
•
Remunerasi Kebijakan remunerasi yang diterapkan MNC Bank adalah dengan menggunakan merit system dengan mengedepankan skill, kompetensi dan integritas karyawan. Bank juga telah mentaati semua aturan yang berlaku terkait remunerasi, dimana besaran remunerasi seluruh karyawan Perseroan telah sesuai atau berada di atas standar Upah Minimum yang berlaku di wilayah operasional Bank.
•
Remuneration The remuneration policy implemented by MNC Bank is a merit-based system that prioritizes skill, competence, and integrity of employees. The Bank also follows all regulations related to remuneration, where the remuneration amount for the Bank’s employees is equal to or above the standard minimum wage applicable the operational areas of the Bank.
MNC Bank terus berupaya untuk mematuhi semua peraturan perundang-undangan yang berlaku terkait bidang ketenagakerjaan. Perseroan memberikan perhatian dan komitmen yang tinggi dalam hal kesetaraan gender dan kesempatan kerja, pelatihan kerja untuk meningkatkan profesionalisme karyawan serta sistem kompensasi yang sepadan.
MNC Bank strives to comply with all THE prevailing labor laws and regulations. The Bank is attentive and committed to gender equality and providing equal employment opportunities, job training to enhance employee professionalism, as well as a commensurate compensation system.
Kebijakan Kesehatan Karyawan
Employee Health Policy
Kegiatan Kesehatan Karyawan
Employee Health Activities
Kesehatan karyawan merupakan salah satu kunci utama dari tercapainya kinerja karyawan secara individu dan perusahaan secara keseluruhan. Oleh karenanya, upaya menjaga kesehatan karyawan menjadi tanggung jawab bersama. MNC Bank memberikan fasilitas kesehatan bagi karyawannya.
Untuk CSR terkait dengan program ketenagakerjaan, kesehatan dan keselamatan kerja selama 2015 antara lain adalah dengan memberikan kesetaraan kesempatan
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Employee health is one of the keys to achieving individual excellence as well as the Bank’s as a whole. Therefore, efforts to maintain employee health is a shared responsibility. MNC Bank provides health facilities for its employees.
CSR programs related to employment and occupational health and safety in 2015 include providing equal employment opportunity to all employees. The Bank also
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
kerja bagi seluruh karyawan. Perseroan juga menyediakan layanan kesehatan bagi karyawan beserta keluarga inti yang menjadi tanggungannya yang diharapkan berdampak pada perbaikan produktivitas Perseroan. Jaminan kesehatan yang diterima seluruh karyawan berupa asuransi kesehatan untuk istri/suami dan anak.
provides health care for employees and their immediate family, so as to improve the Bank’s productivity. Health insurance is provided to all employees in the form of health insurance for spouse and children.
Fasilitas layanan kesehatan karyawan diatur dalam Surat Keputusan Direksi No. 063/SK/HRG/III/2015 tanggal 30 Maret 2015, tentang Penetapan Benefit dan Fasilitas Karyawan PT Bank MNC Internasional, Tbk. Adapun jaminan fasilitas kesehatan yang diberikan meliputi: 1. Rawat Inap 2. Rawat Jalan 3. Penggantian Kacamata (khusus karyawan) 4. Medical Check Up (khusus karyawan) 5. Penggantian biaya persalinan sampai dengan anak ketiga
Employee healthcare facilities are regulated by the Decree of the Directors No. 063/SK/HRG/III/2015 dated 30 March 2015, on the Establishment of Employee Benefits and Facilities in PT Bank MNC International Tbk. The health facilities covered are as follows. 1. Hospitalization 2. Outpatient 3. Prescription glasses replacement (permanent employees only) 4. Medical check-up (permanent employees only) 5. Reimbursement of child labor expenses, up to the third child for each employee
Kebijakan Keselamatan Kerja
Occupational Safety Policy
MNC Bank terus melakukan upaya penerapan kebijakan keselamatan kerja secara optimal untuk memperhatikan keselamatan lingkungan kerja dengan target zero accident. Selama tahun 2015, tidak terdapat kecelakaan kerja di wilayah kerja MNC Bank baik oleh pegawai tetap maupun pegawai outsource, sehingga rasio kecelakaan kerja sebesar 0%.
MNC Bank continues to optimally implement OHS policy to address the issue of occupational safety, with the aim of recording zero accident. In 2015, there were no occupational accidents in the operational areas of MNC Bank that involve permanent or outsourced employees. Thus the rate of occupational accidents was 0%.
Jaminan Sosial
Social Security
Risiko sosial ekonomi yang ditanggulangi oleh program tersebut terbatas saat terjadi peristiwa kecelakaan kerja, cacat, hari tua dan meninggal dunia, yang mengakibatkan berkurangnya atau terputusnya penghasilan tenaga kerja dan/atau membutuhkan perawatan medis.
Social and economic risks that are mitigated by this social security program are limited only to occupational accidents, disabilities, old age and death, which may lead to a decline or disruption of income and/or the need for medical treatment.
MNC Bank bertekad menciptakan lingkungan kerja yang sehat, bebas cedera dan melakukan kegiatan operasional sesuai kaidah yang berlaku. Untuk lokasi wilayah kantor, MNC Bank menyewa gedung yang telah memiliki standar keselamatan gedung. Hal tersebut dapat dilihat dengan adanya peralatan standar keamanan gedung yang ada di seluruh kantor operasionalnya dengan berbagai perangkat keselamatan kerja seperti Apar, Smoke Detector, Diesel Pump, dan Tangga Darurat
Seluruh pegawai juga telah diikutsertakan sebagai peserta jaminan Sosial Tenaga Kerja (Jamsostek) melalui BPJS Ketenagakerjaan. Program yang diikuti adalah Program Jaminan Hari Tua (JHT), Program Jaminan Kecelakaan Kerja (JKK), dan Program Jaminan Kematian (JK), yang bertujuan untuk menjamin adanya keamanan dan kepastian bagi karyawan terhadap risiko-risiko sosial ekonomi seperti saat terjadi peristiwa kecelakaan kerja, cacat, hari tua dan meninggal dunia, yang mengakibatkan berkurangnya atau terputusnya penghasilan tenaga kerja.
MNC Bank strives to create a healthy and injury-free work environment, and thus it conducts its operations according to the prevailing regulations. For the locations of its offices, MNC Bank has rented buildings that have proper building safety standards. Such a standard would include provisions for the presence of building security equipment around the offices with a variety of safety devices such as extinguishers, smoke detectors, diesel pumps and emergency stairs.
All employees have also been enrolled as Jamsostek participants through the BPJS Ketenagakerjaan. The programs in which employees are enrolled are Pension Fund (JHT), Occupational Accident Insurance (JKK), dan Life Insurance (JK), all of which are aimed to ensure the security and provides guarantee for employees against economic and social risks such as occupational accidents, disabilities, old age and death, which may lead to a decline or disruption of income.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Tanggung Jawab Sosial dan Kemasyarakatan Community and Social Responsibility Kebijakan
Policy
Kegiatan
Activities
Kesejahteraan masyarakat menjadi sangat penting demi keberlangsungan kegiatan operasional Perseroan, karena secara langsung atau tidak langsung akan melibatkan masyarakat. Oleh karena itu, Perseroan memandang sangat perlu untuk melakukan tanggung jawab terhadap masyarakat.
Beberapa kegiatan CSR MNC Bank yang terkait dengan tanggung jawab sosial dan kemasyarakatan adalah sebagai berikut :
NO.
PERIHAL
TANGGAL Date
1
MNC Bank bersama MNC Group mengadakan program CSR “Aksi Donor Darah – MNC Love Donation” secara berkelanjutan dan rutin diadakan 3 bulan sekali. Kegiatan ini bekerjasama dengan Palang Merah Indonesia.
2 Februari 2015/ 2 Februari 2015
2
Presiden Direktur MNC Bank memberikan pemaparan materi kepada siswa SMP Kristen Kalam Kudus Batam. Untuk meningkatkan literasi keuangan di Indonesia, MNC Bank menyelenggarakan kegiatan tanggung jawab sosial perusahaan (CSR) di bidang edukasi kepada masyarakat.
3
4
Social wellbeing is of high importance to the sustainability of the Bank’s operations, as the Bank either directly or indirectly involves the community. Hence, the Bank considers it necessary to be responsible to the community.
MNC Bank CSR activities related to community and social responsibility are as follows.
KERJASAMA TERKAIT Related Cooperation
Description
MNC Group (MNC Kapital, MNC Media, MNC Life, IATA dan MNC Land), Palang Merah Indonesia (PMI)
MNC Bank together with MNC Group held a CSR program “Blood Drive – MNC Love Donation” regularly every 3 months. This event was conducted in coordination with the Indonesian Red Cross Society.
8 April 2015/ 8 April 2015
SMP Kristen Kalam Kudus Batam
President Director of MNC Bank delivered a lecture to the students of Kalam Kudus Christian Junior High School in Batam. To increase financial literacy in Indonesia, MNC Bank organized a CSR activity in the field of community education.
MNC Bank bersama MNC Group bekerjasama dengan Palang Merah Indonesia (PMI) kembali menggelar program CSR “Aksi Donor Darah – MNC Love Donation” secara berkelanjutan dan rutin diadakan 3 bulan sekali.
27 Mei 2015/ 27 May 2015
Palang Merah Indonesia (PMI)
MNC Bank together with MNC Group held a CSR program “Blood Drive – MNC Love Donation” regularly every 3 months. This event was done is coordination with the Indonesian Red Cross Society.
MNC Bank menggelar acara buka puasa bersama karyawan, manajemen dan santunan 100 anak yatim dari Panti Asuhan Bima Prodita Tanah Abang.
30 Juni 2015/ 30 June 2015
Panti Asuhan Bima Prodita Tanah Abang
MNC Bank held iftar with employees, management, and 100 orphans from Bima Prodita Orphanage in Tanah Abang.
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06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
5
MNC Bank Cabang Yogyakarta dan Koran Sindo menggelar acara buka puasa bersama karyawan, manajemen dan santunan anak Panti Asuhan Rumah Sajada Yogyakarta.
3 Juli 2015/ 3 July 2015
MNC Bank Cabang Yogyakarta
MNC Bank Yogyakarta Branch and Koran Sindo held iftar with employees, management, and orphans from Rumah Sajada Orphanage in Yogyakarta.
6
MNC Bank Cabang Bandung menggelar acara buka puasa bersama karyawan, manajemen dan santunan anak Panti Asuhan Yatim Piatu Bandung.
9 Juli 2015/ 9 July 2015
MNC Bank Cabang Bandung
MNC Bank Bandung Branch held iftar with employees, management, and orphans from Orphanage in Bandung.
7
MNC Bank bekerjasama dengan Badan Amil Zakat Nasional (Baznas) Gelar Pengobatan Gratis di Kampung Bambu Kuning, Marunda, Cilincing, Jakarta Utara.
13 Agustus 2015/ 13 August 2015
Badan Amal Zakat Nasional (Baznas)
MNC Bank together with Baznas held free medical check-up in Kampung Bambu Kuning, Marunda, Cilincing, North Jakarta.
8
MNC Bank bersama MNC Group bekerjasama dengan Palang Merah Indonesia (PMI) kembali mengadakan Aksi Donor Darah dengan tema MNC Love Donation, program CSR ini secara berkelanjutan dan rutin diadakan 3 bulan sekali.
18 Agustus 2015/ 18 August 2015
Palang Merah Indonesia (PMI)
MNC Bank together with MNC Group held a CSR program “Blood Drive – MNC Love Donation” regularly every 3 months. This event was done is coordination with the Indonesian Red Cross Society.
9
Pelaksanaan Kegiatan Corporate Social Responsibility (CSR) Idul Adha. Penyerahan hewan kurban.
24 Septemeber 2015/ 24 September 2015
10
MNC Bank memberikan pemaparan materi kepada siswa SMP & SMA YHSMakassar. Untuk meningkatkan literasi keuangan di Indonesia, MNC Bank menyelenggarakan kegiatan tanggung jawab sosial perusahaan (CSR) di bidang edukasi kepada masyarakat.
15 Oktober 2015/ 15 October 2015
11
Persetujuan Biaya CSR Bantuan Dana Sosial Panti Asuhan Roslin Orphanage
17 Desember 2015/ 17 December 2015
Musholla Darussalam MNC Bank donated sacrificial Jl. Menteng Kecil RW animals as a manifestation of CSR in 09, Jakarta Pusat celebration of the Eid al-Adha. (samping Stasiun Gondangdia) SMP & SMA YHS Makassar
MNC Bank delivered a lecture to students of YHS Junior and Senior High School in Makassar. To increase financial literacy in Indonesia, MNC Bank organized a CSR activity in the field of community education.
Panti Asuhan Roslin Orphanange
MNC Bank approved the budget regarding donation to Roslin Orphanage
Tanggung Jawab Sosial terhadap Produk dan Nasabah SOCIAL Responsibility TO Product AND Customer Kebijakan
MNC Bank berkomitmen untuk memberikan nilai tambah dalam layanan kepada nasabah. Layanan tersebut tidak hanya dengan produk-produk terbaik, tapi juga dengan pelayanan yang konsisten, tepercaya, menyeluruh, dan penuh perhatian kepada kebutuhan para nasabah dan sekaligus sebagai wujud pemenuhan tanggung jawab Perseroan kepada nasabah.
Policy
MNC Bank is committed to providing value added services to its customers. The service is made manifest not only through the best products, but also through consistent, reliable, thorough, and attentive service, all of which embody the the Bank’s responsibility to its customers.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Kegiatan
Activity
Menjamin Kerahasiaan Nasabah
Client Confidentiality
MNC Bank tidak hanya menyediakan produk perbankan yang aman dan bermanfaat bagi masyarakat namun juga memberikan perlindungan maksimal kepada konsumen (product responsibility). Bentuk komitmen Bank terhadap perlindungan konsumen, mencakup antara lain Jaminan Perlindungan Simpanan Nasabah dan Program Peningkatan Layanan secara berkelanjutan.
Selain selalu berupaya untuk memberikan pelayanan terbaik bagi nasabah, sebagai sebuah lembaga keuangan. MNC Bank berkomitmen untuk menjaga kepercayaan dan kerahasiaan nasabah yang mengacu pada ketentuan sebagaimana berikut. 1. Undang-Undang Nomor 7 Tahun 1992 tentang Perbankan 2. Undang-Undang Republik Indonesia Nomor 10 Tahun 1998 Tentang Perubahan Atas Undang-Undang Nomor 7 Tahun 1992 3. Peraturan Bank Indonesia Nomor 2/19/PBI/2000 tentang Persyaratan dan Tata Cara Pemberian Perintah atau Izin Tertulis Membuka Rahasia Bank
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
MNC Bank not only provides safe and useful banking products for the society but also maximum safety for the consumers (product responsibility). The Bank’s commitment to customer protection includes JPSN (guarantee of customers’ deposits) and a continuous Service Improvement Program.
In addition to striving to provide the best service to the customers, as a financial institution MNC Bank is committed to safeguarding the trust and confidentiality of its customers, with regard to the following regulations: 1. Law No. 7/1992 on Banking 2. Law No. 10/1998 on Amendment of Law No. 7/1992
3. Bank Indonesia Regulation No. 2/19/PBI/2000 on Requirements and Procedures for Written Order or Permission to Access Confidential Bank Information
Terkait kebijakan kerahasiaan Nasabah, yang dimaksud rahasia bank menurut Pasal 1 Angka 28 Undang-Undang Republik Indonesia Nomor 10 Tahun 1998 Tentang Perubahan Atas Undang-Undang Nomor 7 Tahun 1992 tentang Perbankan bahwa Rahasia Bank adalah segala sesuatu yang berhubungan dengan keterangan mengenai nasabah penyimpanan dan simpanannya”. Keterangan mengenai nasabah selain sebagai Nasabah Penyimpan, bukan merupakan keterangan yang wajib dirahasiakan bank.
In relation to the client confidentiality policy, confidential bank information is defined in accordance with Law No. 10/1998 Article 1 Paragraph 28 on the Amendment of Law No. 7/1992 on Banking as every information related with depositors and their savings. Information about customers other than depositors is not considered confidential.
Akan tetapi, terdapat beberapa pengecualian bagi bank untuk memberikan rahasia bank sejalan dengan Pasal 40 ayat 1 Undang-undang Perbankan bahwa “Bank wajib merahasiakan keterangan mengenai nasabah penyimpan dan simpanannya, kecuali dalam hal sebagaimana dimaksud dalam Pasal 41, Pasal 41A, Pasal 42, Pasal 43, Pasal 44, dan Pasal 44A.” Beberapa pengecualian bagi bank untuk memberikan rahasia bank itu, yaitu dalam hal-hal berikut. 1. Untuk kepentingan perpajakan Pimpinan Bank Indonesia atas permintaan Menteri Keuangan berwenang mengeluarkan perintah tertulis kepada bank agar memberikan keterangan dan memperlihatkan bukti-bukti tertulis serta surat-surat mengenai keadaan keuangan Nasabah Penyimpan tertentu kepada pejabat pajak (Pasal 41 ayat (1) UU Perbankan). 2. Untuk penyelesaian piutang bank yang sudah diserahkan kepada Badan Urusan Piutang dan Lelang Negara/ Panitia Urusan Piutang Negara. Pimpinan Bank Indonesia memberikan izin kepada pejabat Badan Urusan Piutang dan Lelang Negara/ Panitia Urusan Piutang Negara untuk memperoleh keterangan mengenai simpanan nasabah debitur (Pasal 41A ayat (1) UU Perbankan). 3. Untuk kepentingan peradilan dalam perkara pidana. Pimpinan Bank Indonesia dapat memberikan izin kepada
However, there are several exceptions for the bank to provide confidential banking information, in accordance with the Article 40 Paragraph 1 of the Banking Law, that states “A Bank shall keep information concerning Deposit Customer and their Deposits confidential, except those stipulated in Article 41, Article 41A, Article 42, Article 43, Article 44, and Article 44A.” the exceptions for banks to provide confidential banking information are stipulated in the following articles: 1. In the interest of taxation The Governor of Bank Indonesia upon the request of the Minister of Finance is entitled to issue a written order for a Bank to disclose information and produce written evidence and documents concerning the financial condition of a particular Depositor to a taxation officer. (Banking Law, Article 41 Paragraph 1)
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2. In order to settle Bank’s claims which have been transferred to the State Debt Affair Committee The Governor of Bank Indonesia may issue a permit for the officer of the State Debt Affair Committee to obtain information from a Bank concerning the deposits of certain depositors. (Banking Law, Article 41A Paragraph 1) 3. In the interest of a court of law in a criminal case The Governor of Bank Indonesia may issue a permit for
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
06 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Polisi, Jaksa, atau Hakim untuk memperoleh keterangan dari bank mengenai simpanan tersangka atau terdakwa pada bank (Pasal 42A ayat (1) UU Perbankan).
the police, a prosecutor, or a judge to obtain information from a bank concerning the deposits of certain depositors suspected of a crime or facing a criminal charge. (Banking Law, Article 42A Paragraph 1) In a civil suit between a bank and its customer The board of directors of the bank in question may disclose information to the court concerning the financial condition of the customer concerned, along with other relevant information. (Banking Law, No.7/1992 Article 43) For the purpose of information exchange between banks The board of directors of a bank may disclose the financial condition of its customers to other banks. (Banking Law, No.7/1992 Article 44) Upon a written request, approval, or power of attorney from a depositor A bank shall provide information concerning the deposits of certain depositors of said bank to any party appointed by said depositors. (Banking Law, Article 44A Paragraph 1) In the event that a depositor is deceased The lawful heir(s) of a deceased depositor has a right to obtain information concerning the deposits of the said depositor. (Banking Law, Article 44A Paragraph 2)
4. Dalam perkara perdata antara bank dengan nasabahnya. Direksi bank yang bersangkutan dapat menginformasikan kepada pengadilan tentang keadaan keuangan nasabah yang bersangkutan dan memberikan keterangan lain yang relevan dengan perkara tersebut (Pasal 43 UndangUndang No. 7 Tahun 1992 tentang Perbankan). 5. Dalam rangka tukar menukar informasi antar bank Direksi bank dapat memberitahukan keadaan keuangan nasabahnya kepada bank lain (Pasal 44 Undang-Undang No. 7 Tahun 1992 tentang Perbankan). 6. Atas permintaan, persetujuan atau kuasa dari nasabah penyimpan yang dibuat secara tertulis. Bank wajib memberikan keterangan mengenai simpanan nasabah penyimpan pada bank yang bersangkutan kepada pihak yang ditunjuk oleh nasabah penyimpan tersebut (Pasal 44A ayat (1) UU Perbankan). 7. Dalam hal nasabah penyimpan telah meninggal dunia. Ahli waris yang sah dari nasabah penyimpan yang bersangkutan berhak memperoleh keterangan mengenai simpanan nasabah penyimpan tersebut (Pasal 44A ayat (2) UU Perbankan).
4.
Terkait kebijakan agar Bank merahasiakan keterangan mengenai nasabah penyimpan dan simpanannya juga diatur dalam Pasal 2 ayat (1) Peraturan Bank Indonesia Nomor 2/19/PBI/2000 tentang Persyaratan dan Tata Cara Pemberian Perintah atau Izin Tertulis Membuka Rahasia Bank. “Bank wajib merahasiakan segala sesuatu yang berhubungan dengan keterangan mengenai Nasabah Penyimpan dan Simpanan Nasabah”.
The Bank’s policy to safeguard the confidentiality of depositors and their deposits is in accordance with Bank Indonesia Regulation No. 2/19/PBI/2000 Article 2 Paragraph 1 on Requirements and Procedures for Written Order or Permission to Access Confidential Bank Information. “Banks are required to safeguard the secrecy of any and all matters pertaining to information on Depositors and Customer Deposits.”
Namun kewajiban untuk menjaga kerahasiaan nasabah tidak berlaku untuk [Pasal 2 ayat (4) PBI 2/19/2000]:
However, the requirement to safeguard the confidentiality of depositors do not apply under Bank Indonesia Regulation No. 2/19/PBI/2000 Article 2 Paragraph 4: a. Taxation; b. Settlement of Bank receivable transferred to the State Debt Affair Committee;
a. Kepentingan perpajakan; b. Penyelesaian piutang Bank yang sudah diserahkan kepada Badan Urusan Piutang dan Lelang Negara/ Panitia Urusan Piutang Negara; c. Kepentingan peradilan dalam perkara pidana; d. Kepentingan peradilan dalam perkara perdata antara Bank dengan Nasabahnya; e. Tukar menukar informasi antar Bank; f. Permintaan. persetujuan atau kuasa dari Nasabah Penyimpan yang dibuat secara tertulis; g. Permintaan ahli waris yang sah dari Nasabah Penyimpan yang telah meninggal dunia.
Call Center 1500188
Bank menyediakan layanan perbankan 24 jam sehari dan 7 hari seminggu yang dapat diakses dengan menghubungi nomor telepon spesial Bank, 1500188, yang akan menghubungkan nasabah dengan Call Center. Nasabah dapat memperoleh informasi produk, informasi transaksi dan pelayanan sekaligus menyampaikan pengaduan atas layanan kepada nasabah.
5.
6.
7.
c. Criminal proceedings; d. Civil proceedings between a bank and its customer; e. Interbank exchange of information; f. Request, consent, or authorization from a depositor, drawn up in writing; g. Application by the lawful heir of a deceased depositor.
Call Center 1500188
The Bank provides banking services 24 hours a day and 7 days a week, accessible via the Bank’s special number, 1500188, which connects the customers with the Call Center. Customers can obtain product information, transaction information and other services, and submit complaints regarding customer service.
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Kilas Kinerja 2015
Performance Highlights 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
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Analisis dan Pembahasan Manajemen Management Discussion and Analysis
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
MANAJEMEN SUMBER DAYA MANUSIA Human Resources Management
Kebijakan Pengelolaan Sumber Daya Manusia Human Resources Management Policy
265
Pengembangan Organisasi Organization Development
266
Akusisi Sumber Daya Manusia Human Resources Acquisition
266
Pelatihan dan Pengembangan Learning and Development
267
Penilaian Kinerja Performance Management
269
Manajemen Karir Career Management
271
Hubungan Industrial Industrial Relation
271
Organisasi Sumber Daya Manusia Human Resources Organization
271
Profil Karyawan Employee Profile
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Kilas Kinerja 2015
Performance Highlights 2015
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Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Sejalan dengan perubahan fokus dan strategi Bank, Manajemen telah melakukan berbagai upaya yang efektif dalam internalisasi corporate culture. Perubahan mindset dalam rangka melaksanakan fokus dan strategi usaha Bank menjadi perhatian utama Manajemen Bank. Oleh karena itu, berbagai kegiatan peningkatan kompetensi, khususnya dalam product dan technical skill telah dilakukan sesuai dengan kebutuhan Bank. Bank mengeluarkan biaya training untuk tahun 2015 sebesar Rp5,103 miliar dengan rata-rata 3,38 hari training per karyawan (training days/employee). The Management has made a series of effective efforts in internalizing corporate culture in line with the changes in the Bank’s focus and strategy. The shift in its mindset becomes a major concern of the Bank’s Management in implementing its business focus and strategy. Therefore, a variety of activities especially in product and technical skills to increase competence have been conducted based on the Bank’s needs. Total training costs for 2015 amounted to rp5,103 billion with an average of 3.38 days of training per employee (training days / employee).
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Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Kebijakan Pengelolaan Sumber Daya Manusia Human Resources Management Policy Menyadari Sumber Daya Manusia adalah aset yang berharga dan merupakan unsur kunci di dalam pengelolaan risiko operasional, maka di tahun 2015 MNC Bank telah melakukan rekrutmen tenaga kerja profesional dari industri perbankan untuk membawa kontribusi didalam penyempurnaan proses. Selain itu, dalam upaya untuk meningkatkan kompetensi dan meningkatkan keterampilan di dalam bekerja Bank telah melakukan berbagai program pelatihan.
Realizing that Human Resources is a valuable asset is key in operational risk management. Thus, throughout 2015 MNC Bank recruited professionals mainly from banking industry to contribute towards process improvement. Furthermore, MNC Bank also has conducted various training programs in its effort to develop the competence and skills of its workforce.
Sebagai sebuah entitas baru, MNC Bank memerlukan satu identitas (core value) yang membedakan MNC Bank dengan Bank yang lain. MNC Bank mempunyai nilai budaya yang menjadi pondasi perilaku bagi pegawai yang disebut dengan PRIDE.
As a new entity, MNC Bank requires an identity (core value) which distinguishes it from other banks. Its cultural value, namely PRIDE, has become the employee standard of behavior.
Passion to Perform Relationship Building Innovation with Integrity Delivery with Delight Empowerment for Progress Pengelolaan sumber daya manusia merupakan satu keharusan dalam era persaingan, khususnya dalam industri perbankan. Sumber Daya Manusia yang berkualitas merupakan modal dasar Bank untuk memenangkan kompetisi.
Human Resource Management is a necessity in this era of competition, especially in Banking Industry. High quality of human resources, play important role to win the competition.
Menyadari bahwa Sumber Daya Manusia adalah aset yang berharga dan merupakan unsur kunci di dalam pengelolaan risiko operasional, maka di tahun 2015 MNC Bank menerapkan 5 langkah strategis dalam mendukung pertumbuhan Bank yaitu:
Being understand that Human Resources is a valuable asset and is a key element in operational risk management, in 2015 the Bank adopted 5 strategic initiatives in supporting the growth of the Bank:
1. Staffing
1. Staffing
: pemenuhan kebutuhan sumber daya manusia berdasarkan design organisasi dan capacity planning. MNC Bank telah merekrut professional-profesional dari industri perbankan untuk berkontribusi dalam proses transformasi MNC Bank.
2. Developing : pengembangan sumber daya manusia melalui program-program pelatihan, system penilaian kinerja yang terstruktur serta pengelolaan talent dan rencana suksesi.
: fulfillment of man power planning based on organizational design and capacity planning. MNC Bank has recruited professionals from the banking industry to contribute to the transformation process of the Bank.
2. Developing : human resource development through training programs, structured performance appraisal system as well as talent management and succession planning.
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3. Retaining
: menjaga sumber daya manusia agar tetap berprestasi dan termotivasi, dengan menerapkan philosophy pay for performance dengan memperhatikan market benchmark. 4. Culture Building : Sebagai sebuah entitas baru, MNC Bank memerlukan satu identitas (core value) yang membedakan MNC Bank dengan Bank yang lain. MNC Bank mempunyai nilai budaya yang menjadi pondasi perilaku bagi pegawai yang disebut dengan PRIDE. 5. HRIS : Penerapan Human Resources Information Systems untuk mendukung pencapaian strategy sumber daya manusia.
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
3. Retaining
: keeping the human resources in order to remain outstanding and motivated, by applying the philosophy of pay for performance and considering market benchmark. 4. Culture Building : As a new entity, MNC Bank requires an identity (core value) which distinguishes MNC Bank with another bank. MNC Bank cultural value that becomes the foundation for employee behavior is called PRIDE. 5. HRIS
: Human Resources Information Systems implementation to support the achievement of the human resources strategy.
Pengembangan Organisasi Organization Development
Arah pengembangan organisasi sejalan dengan visi dan misi yang sudah dicanangkan oleh MNC Bank. Perubahan adalah keniscayaan, oleh karena itu diperlukan organisasi yang fleksibel dan dinamis untuk menopang visi misi dan targettarget yang telah ditetapkan.
Direction of Organization Development has to be inline with MNC Bank vision and mission. Change is a necessity, therefore, needs a flexible and dynamic organization to support the vision, mission and targets that have been set.
Pada tahun 2015 MNC Bank melakukan perubahan struktur organisasi Business Banking menjadi Wholesale Banking yang membawahi bisnis korporasi, komersial dan SME; melakukan peninjauan dan modifikasi Organisasi Cabang melalui Branch Transformation Process, serta membentuk fungsi yang mendukung proses inovasi. Hal ini untuk menunjang strategi bisnis Bank yang fokus pada Retail and Consumer Banking untuk mencapai visi menjadi Leading High-Tech Lifestyle Bank.
In 2015, MNC Bank changed Business Banking organizational structure into Wholesale Banking to cover corporate banking business, commercial and SME; conduct a review and modification of branches organization model through Branch Transformation Process, as well as establish functions that support the innovation process. This is to support the Bank’s business strategy focuses on Retail and Consumer Banking to achieve the vision to be a Leading High-Tech Lifestyle Bank.
Akuisisi Sumber Daya Manusia Human Resources Acquisition
MNC Bank merekrut karyawan yang memiliki potensi dan kualifikasi di bidangnya dengan mengacu kepada Kebijakan Rekrutmen dan Seleksi Karyawan serta Man Power Plan yang telah ditetapkan.
MNC Bank recruited employees who have the potential and qualifications in their expertise by referring to the Employee Recruitment and Selection Policies and Man Power Plan that has been set.
Rekrutmen karyawan dilakukan melalui sumber internal maupun eksternal. Melalui sumber internal, Bank membuka kesempatan kepada karyawan yang telah memenuhi syarat untuk mengisi posisi yang tersedia melalui program Internal Job Posting. Program Internal Job Posting dimaksudkan untuk mendukung proses pengembangan karir karyawan. Sedangkan pemenuhan kebutuhan karyawan dari sumber eksternal dilakukan untuk posisi-posisi kunci, yang diharapkan dapat membawa best-practice yang dapat diterapkan di MNC Bank, serta jika kebutuhan sumber Daya Manusia tidak dapat dipenuhi dari sumber internal.
Recruitment has been done through internal and external sources. Through internal resources, the Bank opened the opportunity for internal employees who are qualified to fill the vacant positions through the Internal Job Posting program. Internal Job Posting program is intended to support the career development of Bank’s employees. While fulfilling the needs of employees from external sources has been done for the key positions, which was expected to bring best-practice for MNC Bank, as well as if the Human Resources needs can not be fulfilled from internal sources.
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07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Jumlah sumber daya manusia per Desember 2015 tercatat 1.019 termasuk Direksi, Komisaris dan Anggota Komite di bawah Komisaris. Selama tahun 2015, telah dilakukan rekrutmen karyawan sebanyak 226 orang.
Manajemen Sumber Daya Manusia Human Resources Management
The number of human resources as of 31 December 2015 was 1,019 people, including the Board of Directors, Commissioners and Members of the Committee under the Commissioner. During 2015, we have recruited 226 people.
Pelatihan dan Pengembangan Learning and Development
Program pelatihan dan pengembangan karyawan merupakan kegiatan peningkatan kompetensi dan pengetahuan karyawan, serta pengembangan individu terkait dengan jabatan dan pekerjaan individu yang bersangkutan. Pengembangan kompetensi karyawan baik hard skill maupun soft skill menjadi salah satu program utama di tahun 2015. Bank mengeluarkan biaya training untuk tahun 2015 sebesar Rp5,103 miliar dengan rata-rata 3,38 hari training per karyawan (training days/employee).
Learning and Development programs are activities intended to increase competence and knowledge of employees, as well as individual development program related to the respective individual’s roles and responsibilities. Competency development programs, both hard skills and soft skills, were the main focus of L 2015 Learning and Development Program. Total training costs for 2015 amounted to rp5,103 billion with an average of 3.38 days of training per employee (training days / employee).
Setiap atasan wajib memastikan bahwa setiap anggota timnya telah memiliki kompetensi yang dipersyaratkan untuk masing-masing jabatan, sehingga karyawan dapat bekerja secara optimal dan memberikan yang terbaik bagi Bank.
Every manager shall ensure that each member of the team has had the competence required for the particular position, so that employees can work optimally and provide the best for the Bank.
Program pelatihan dan pengembangan meliputi: 1. Mandatory Training Program yang bersifat wajib untuk memenuhi aspek kepatuhan dan menjaga Bank dari potensi risiko yang dihadapi. 2. Leadership Training Program ini ditujukan untuk meningkatkan kemampuan kepemimpinan sebagai people manager serta memastikan bahwa karyawan mengetahui dan menerapkan budaya serta nilai-nilai Bank. 3. Product/Technical Skill Program ini ditujukan untuk meningkatkan kemampuan teknis karyawan serta pengenalan produk Bank. 4. Soft Skill dan Culture and Service Quality Program ini ditujukan untuk meningkatkan kemampuan non teknikal dan bersifat personal development.
Learning and development programs include: 1. Mandatory Training The program that is mandatory to fulfill aspects of compliance and keep the Bank away from potential risk.
Metode yang digunakan dalam Pelatihan dan Pengembangan karyawan adalah sebagai berikut: 1. In-Class 2. On-line/virtual 3. Self-learning 4. On the Job/Special Assignment
The methods used in Learning and Development was as follows: 1. In-Class 2. On-line/virtual 3. Self-learning 4. On the Job/Special Assignment
Proses perencanaan Pelatihan dan Pengembangan dilakukan dengan tahapan sebagai berikut:
Learning and Development planning process was developed through these following stages:
2. Leadership Training This program is intended to enhance the leadership capabilities as a people manager as well as ensuring that employees know and apply the culture and values of the Bank. 3. Product/Technical Skill This program is intended to increase the technical capabilities of employees and product introductions Bank. 4. Soft Skill, Culture and Service Quality This program is intended to improve the ability of nontechnical and personal character development.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
1. Analisa Pelatihan dan Pengembangan dilakukan oleh atasan karyawan, yang selanjutnya disampaikan kepada Human resource Group. 2. Berdasarkan masukan tersebut, Human resource Group membuat program Pelatihan dan Pengembangan yang dibutuhkan, diantaranya berupa training kurikulum. Program Pelatihan dan Pengembangan diinformasikan kepada seluruh karyawan sebagai acuan penyusunan Individual Development Plan (IDP) 3. Karyawan bersama dengan atasan menyusun Individual Development Plan, serta memonitor pencapaiannya.
1. Learning and Development needs analysis was conducted by the direct manager, and subsequently submitted to the Human resource Group. 2. Based on these inputs, Human resource Group created therecquired Learning and Development programs, which include training curriculum. The program was informed informed to all employees and used as a reference for the preparation of Individual Development Plan (IDP) 3. Employees along with superior created Individual Development Plan, and monitored the achievement.
Jumlah karyawan yang mengikuti pelatihan (training) pada tahun 2015 dalam setiap bulannya dapat kami sampaikan sebagai berikut:
The number of employees who attend training in 2015 in each month may be disclosed as follows:
Tabel Realisasi Pelaksanaan Training Karyawan Employee Training NO. 1
2 3
4
5
BULAN Month Januari January
1. Program Pelatihan Wajib
41
1. Mandatory Training
2. Product and Technical Skill
22
2. Product and Technical Skill
3. Program Kepemimpinan
30
3. Leadership Training
142
2. Product and Technical Skill
76
Maret March
1. Program Pelatihan Wajib
26
2. Product and Technical Skill
212
3. Program Kepemimpinan
30
3. Leadership Training
1. Program Pelatihan Wajib
50
1. Mandatory Training
2. Product and Technical Skill
67
2. Product and Technical Skill
3. Program Kepemimpinan
69
3. Leadership Training
4. Soft skill dan Culture and Service Quality
70
4. Soft skill, Culture and Service Quality
April/April
Mei May
7
Juli July Agustus August September September
1. Product and Technical Skill 2. Soft skill dan Culture and Service Quality
Oktober October November November Desember December
2. Soft skill, Culture and Service Quality
2. Product and Technical skill
182
2. Product and Technical skill
1. Program Pelatihan Wajib
313
1. Mandatory Training
2. Program Kepemimpinan
81
2. Leadership Training
1. Program Pelatihan Wajib
131
1. Mandatory Training
2. Product and Technical Skill
192
2. Product and Technical Skill
3. Soft skill dan Culture and Service Quality
182
3. Soft skill, Culture and Service Quality
1. Product and Technical Skill
496
1. Product and Technical Skill
2. Program Kepemimpinan
97 112
1. Program Pelatihan Wajib
55
2. Product and Technical Skill
225 14
2. Leadership Training 3. Soft skill, Culture and Service Quality 1. Mandatory Training 2. Product and Technical Skill 3. Soft skill, Culture and Service Quality
1. Program Pelatihan Wajib
294
1. Mandatory Training
2. Product and Technical Skill
113
2. Product and Technical Skill
Product and Technical Skill
TOTAL
268
1. Product and Technical Skill 1. Mandatory Training
3. Soft skill dan Culture and Service Quality 12
19
1. Mandatory Training 2. Product and Technical Skill
218
3. Soft skill dan Culture and Service Quality 11
189
1. Mandatory Training 2. Product and Technical Skill
1. Program Pelatihan Wajib
3. Soft skill dan Culture and Service Quality 10
Training Activities
1. Program Pelatihan Wajib
Juni June
9
JUMLAH PESERTA Number of Participants
Februari February
6
8
AKTIVITAS PELATIHAN
41 151 3.940
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
3. Soft skill, Culture and Service Quality Product and Technical Skill
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Salah satu Mandatory Training adalah Sertifikasi Manajemen Resiko. Data pemenuhan Sertifikasi Manajemen Resiko untuk masing-masing level jabatan adalah sebagai berikut:
JENJANG JABATAN Position
Manajemen Sumber Daya Manusia Human Resources Management
One of the Mandatory Training is Risk Management Certification. This below table shows fulfillment of Risk Management Certification for each position levels:
TELAH LULUS SERTIFIKASI MANAJEMEN RISIKO JUMLAH Passed the Risk Management Certification PEJABAT Number of (REGULER)/(Regular) Officers LEVEL 5
LEVEL 2
LEVEL 1
3
2
-
-
-
-
-
1
Direksi/Director
5
2
3
-
-
-
-
-
1 level di bawah Direksi**/One level below Directors**
25
-
-
21
2
2
-
-
2 level di bawah Direksi/Two levels below Directors
72
-
-
-
63
8
-
-
184
-
-
-
-
175
-
-
*) Komisaris hanya diwajibkan Sertifikasi Manajemen Risiko (khusus Komisaris) yaitu level 1 dan Level 2. **) Terdapat 2 pejabat yang hanya diwajibkan memenuhi Sertifikasi level 2 sesuai dengan unit yang dipimpinnya (supporting unit)
LEVEL 3
LEVEL 2
LEVEL 1
(KHUSUS KOMISARIS)* (Board of Commissioners only)*
Komisaris/Commissioner
3 level di bawah Direksi/Three levels below Directors
LEVEL 4
TELAH LULUS SERTIFIKASI MANAJEMEN RISIKO Passed the Risk Management Certification
*) Commissioners are only required to obtain levels 1 and 2 of Risk Management Certification. **) Two officers were only required to meet level 2 certification in accordance with the supporting units they respectively lead.
Penilaian Kinerja Performance Management
Penilaian Kinerja merupakan satu aktivitas untuk memastikan bahwa sasaran organisasi telah dicapai secara konsisten melalui cara-cara yang efektif dan efisien. Performance management system pada MNC Bank bertujuan untuk: - Memastikan adanya keselarasan antara tujuan strategi Bank dan tujuan dari masing-masing unit/cabang baik secara aspek kuantitatif ataupun kualitatif - Memastikan penilaian kinerja berdasarkan produktifitas, dimonitor dan dievaluasi secara periodik dengan obyektif dan bertanggungjawab
Performance Management is one of the activities to ensure that the organization’s targets have been consistently achieved through effective and efficient methods. The performance management system in MNC Bank is aimed to:
Beberapa hal perbaikan terkait Performance Management yang telah dilakukan oleh MNC Bank yaitu: 1. Cycle Period dan Framework yang lebih terstruktur. 2. Goals Setting dan tipe goals yang lebih transparan. 3. Penjabaran dari proses nilai yang lebih transparan. 4. Dokumentasi atas hasil kerja dan pengembangan individu yang lebih terorganisir.
Several improvements in relation with Performance Management have been conducted by MNC Bank, such as: 1. A more structured Cycle Period and Framework. 2. A more transparent goals setting and type. 3. A more transparent details of assessment process. 4. A more organized documentation of performance result and individual development.
Secara garis besar terdapat 2 periode penilaian selama satu tahun kalender, yaitu Mid Year Review dan Year End Review.
In general, there are two assessment periods in one year, namely Mid-Year Review and Year-End Review.
- Ensure the harmony between the objectives of Bank’s strategy as well as each unit’s/branch’s, in both quantitative and qualitative aspects. - Ensure that the performance is assessed based on productivity, periodically monitored and evaluated through an objective and accountable way.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Profil Perusahaan
Management Report
Company Profile
Siklus performance management terbagi dalam tiga periode:
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
The cycle of performance management is divided to 3 (three) periods:
Goal Setting
Mid Year Review
Year End Review
Periode: February
Periode: July
Periode: January
-
Goal Setting Goals yang direncanakan oleh karyawan dan atasan merupakan arahan dari atas ke bawah. Akan tetapi, goals tersebut juga dapat berasal dari inisiasi karyawan kepada atasan. Secara garis besar goals terdiri dari shared goals, visi dan misi perusahaan.
-
-
Mid Year Review Dilakukan melalui diskusi antara karyawan dan atasan mengenai pencapaian target yang ditetapkan diawal. Pada periode ini target dapat disesuaikan dengan kebutuhan dan kondisi perusahaan.
-
-
Year End Review Dilakukan melalui diskusi antara karyawan dan atasan mengenai pencapaian target sampai akhir tahun dan juga penilaian atas target kinerja karyawan
-
Dalam implementasinya, Performance Management terbagi atas dua aspek penilaian, yaitu What To Do (80%) dan How To Do (20%): 1. What To Do (80%) Terdiri atas dua parameter yaitu Shared Goals (10%) dan Key Performance Indicators (90%). 2. How To Do (20%) Merupakan parameter yang diambil dari PRIDE values.
Goal Setting Goals are planned together by the employees and supervisors using a top-down approach. However, the employees may take the initiative in giving their opinions to the supervisors in this planning process. Briefly, the goals consist of shared goals, the Company’s vision and mission. Mid-Year Review Mid-Year Review is conducted by means of discussion between the employees and supervisors regarding the achievement of predetermined targets. In this review period, the targets can be conformed to the Company’s needs and conditions. Year-End Review Year-End Review is conducted by means of discussion between the employees and supervisors about the target achievement until the end of year as well as the assessment on employee performance target.
In its implementation, the Performance Management is divided into two assessment aspects, namely What To Do (80%) and How To Do (20%): 1. What To Do (80%) Consist of two parameters, i.e. Shared Goals (10%) and Key Performance Indicators (90%). 2. How To Do (20%) The parameters are taken from the PRIDE values.
Kebijakan Remunerasi Remuneration Policy
Kebijakan remunerasi MNC Bank menganut prinsip- prinsip sebagai berikut: 1. Pay for Performance, dimana karyawan dengan kinerja Yang baik akan mendapatkan imbal balik remunerasi Yang sesuai, begitu juga sebaliknya. 2. Pay Differentiation, perbedaan dalam pemberian Kompensasi bagi Top Performer. 3. Total Reward, terdiri dari gaji pokok + tunjangan + insentif + benefit
MNC Bank Remuneration Policy follows the following principles: 1. Pay for Performance, in which the employees will be rewarded in accordance to their performance. 2. Pay Differentiation, in which there is a significant differences on therewards given to the Top Performers. 3. Total Reward, which consists of basic salary plusallowances, incentives and benefits.
Bank MNC senantiasa mangacu pada ketentuan Undangundang yang berlaku dalam penetapan kompensasi and benefit bagi karyawan. Untuk memastikan bahwa Total Reward yang diberikan kompetitif dibandingkan dengan bank-bank lain, MNC Bank melakukan bench marking kompensasi dan benefit dengan pasar secara berkala.
MNC Bank adheres to the prevailing rules and regulations in determining the compensation and benefits for the employees. To ensure competitiveness of the total reward compared toother banks, MNC Bank periodically conducts compensation and benefit market benchmark.
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07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Manajemen Karir Career Management
MNC Bank menerapkan kebijakan Career Management yang terkait dan merupakan tindak lanjut dari pelaksanaan Performace Management. Setiap karyawan menyusun Individual Development Plan sebagai bagian dari perencanaan karir di Bank. Bank menyediakan kesempatan pengembangan karir dengan memperhatikan kualifikasi karyawan yang disesuaikan dengan kebutuhan, efektifitas dan efisiensi organisasi. Bank memberikan kesempatan yang sama bagi pegawai laki-laki maupun perempuan dalam pengembangan karir.
MNC Bank implemented Career Management policy as a continuation of Performance Management. Employees develop Individual Development Plan as part of their career planning in the Bank. Banks provide career development opportunities with consideration to employee qualifications tailored to the needs, the effectiveness and efficiency of the organization. Banks provide equal opportunities for employees of both men and women in their career development.
Hubungan Industrial Industrial Relation
MNC Bank menghormati kebebasan setiap karyawan untuk berserikat sesuai dengan peraturan yang berlaku. Serikat Pekerja menjadi mitra strategis Bank dalam rangka menciptakan suasana kerja yang harmonis yang pada akhirnya dapat meningkatkan produktifitas dan kesejahteraan karyawan.
MNC Bank respects the freedom of association of each employee in accordance to the prevailing regulations. Unions became the Bank’s strategic partners in order to create a harmonious working atmosphere, which in turn can increase the productivity and welfare of all employees.
Serikat Pekerja MNC Bank telah terbentuk sejak tahun 2008 dan selama ini mempunyai kontribusi yang positif bagi perkembangan Bank. Untuk periode tahun 2015-2017 antara MNC Bank dan serikat Pekerja telah menandatangani Perjanjian Kerja Bersama yang mengatur hak dan kewajiban Bank dan karyawan.
Unions MNC Bank has been established since 2008 and had a positive contribution to the development of the Bank. For the period 2015-2017 between MNC Bank and Workers union have signed a Collective Labor Agreement governing the rights and obligations of the Bank and its employees.
Organisasi Sumber Daya Manusia Human Resources Organization Pengelolaan Human Resources pada MNC Bank dilaksanakan dibawah Human Resources Group, yang memiliki 5 Divisi dengan Struktur Organisasi sebagai berikut.
MNC Bank’s Human Resources (HR) management is organized by Human Resources Group, consisting of 5 (five) divisions, with the organization structure as follows.
Human Resources Group Head
HR Business Partner
HR Operations & Employee Services
Employee & Industrial Relation
Learning & Development
Compensation & Benefit
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Fungsi dan Ruang Lingkup Tugas Human Resources Group
Function and Scope of Duty of Human Resources Group
Fungsi dan ruang lingkup tugas Human Resources Group mencakup hal-hal sebagai berikut. a. Bertanggung jawab untuk mengelola dan mengembangkan sumber daya manusia perusahaan, termasuk diantaranya melakukan perencanaan, pelaksanaan dan pengembangan kualitas sumber daya manusia. b. Memberikan alternatif solusi kepada unit bisnis dalam hal sumber daya manusia sehingga dapat membantu meningkatkan pencapaian target usaha. c. Melakukan internalisasi Corporate Culture dan pelaksanaan Good Corporate Governance.
The function and scope of duty of Human Resources Group include the following: a. Responsible to manage and develop Company’s human resources, including planning, implementing, and developing human resources quality.
Dalam lingkup Human Resources Group terdapat 5 (lima) Divisi dengan masing-masing ruang lingkup tugas sebagai berikut.
There are 5 (five) divisions in Human Resources Group, and each division’s scope of duties are as follows.
Unit Kerja Work Unit HR Business Partner
b. Provide alternative solutions to business unit in relation to human resources, therefore it can support the achievement of business target. c. Perform internalization of Corporate Culture and Good Corporate Governance.
DESKRIPSI
DESCRIPTION
Bertanggung jawab atas proses komunikasi HR dengan business unit dalam hal pengembangan karyawan, pemenuhan karyawan, penilaian kinerja, penyusunan organisasi dan evaluasi efisiensi organisasi.
Responsible for the communication process between HR and business unit in relation to employee development and fulfillment; performance assessment; organization establishment; and organization efficiency evaluation. Responsible for the implementation of operational and service function including payroll function and benefit administration given to employees. Responsible for industrial relations sector in order to maintain a conducive working condition with all parties including management, labor union, and the Government. Responsible for the development of training and education program in line with business target. Responsible for designing compensation and benefits package for all employees in accordance with the benchmark and the Company’s ability.
HR Operation and Employee Services
Bertanggung jawab atas proses pelaksanaan fungsi operasional dan service yang meliputi fungsi payroll dan administrasi benefit yang diberikan kepada karyawan. Employee and Industrial Bertanggung jawab dalam bidang hubungan Relation industrial untuk menjaga iklim kerja tetap kondusif dengan seluruh elemen, baik Manajemen, Serikat Pekerja, maupun Pemerintah Learning and Development Bertanggung jawab dalam pengembangan program pelatihan dan pendidikan yang sejalan dengan sasaran bisnis Bank. Compensation and Bertanggung jawab merancang paket Benefits kompensasi dan benefit karyawan secara menyeluruh disesuaikan dengan benchmarking dan kemampuan perusahaan
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07 Tata Kelola Perusahaan
Tanggung Jawab Sosial Perusahaan
Corporate Governance
Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Profil Karyawan Employee Profile
Komposisi Jumlah Karyawan Berdasarkan Level Organisasi
Employee Composition by Organization Level
Sejalan dengan pertumbuhan organisasi dan bisnis, MNC Bank juga melakukan penambahan jumlah karyawan pada tahun 2015. Penambahan karyawan sebanyak 28 (dua puluh delapan) karyawan sebagian besar pada level Manager. Hal ini sejalan dengan strategi Bank, dengan melakukan rekrutmen tenaga kerja professional dari industri perbankan untuk level Manager yang diharapkan dapat memberikan kontribusi pada proses perbaikan bisnis Bank.
In line with organization and business growth, MNC Bank also managed to increase the number of its employees during 2015. The number of employees was increased by 28 (twenty eight), mostly in managerial level. This condition is in line with Bank’s strategy, namely recruiting professional personnel from the banking industry to fill the managerial level which is expected to contribute to improving the business process.
Tabel Komposisi Jumlah Karyawan Berdasarkan Level Organisasi Employee Composition by Organization Level NO.
2015
2014
1
Komisaris
Level Organisasi
3
3
Board of Commissioners
2
Komite Audit
2
2
Audit Committee
3
Komite Pemantau Risiko
2
2
Risk Oversight Committee
4
Direksi
4
6
Board of Directors
5
Pejabat Eksekutif
44
38
Executive Officers
6
Manager
203
177
Managers
7
Officer
242
242
Officers
8
Staff
519
521
Staff
1.019
991
TOTAL
TOTAL
Organization Level
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Level Organisasi Graph of Employee Composition for 2015 by Organization Level Jumlah Karyawan /Number of Employees 600 519
521 500 400 300
242
200
203
177
100 0
3
2
2
6
38
3
2
2
2014
6
242
42
2015
Komisaris/Board of Commissioners
Pejabat Eksekutif/Executive Officers
Komite Audit/Audit Committee
Manajer/Manager
Komite Pemantau Risiko/Risk Oversight Committee
Officer/Officer
Direksi/Board of Directors
Staff/Staff
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Komposisi Jumlah Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition by Education Level
Mayoritas karyawan memiliki jenjang pendidikan Sarjana. Dari total 1.019 Karyawan, 779 orang memiliki pendidikan Sarjana.
Most MNC Bank’s employees hold a bachelor’s degree. From the total of 1,019 employees, there are 779 employees with bachelor’s degree.
Tabel Komposisi Jumlah Karyawan Berdasarkan Jenjang Pendidikan Employee Composition by Education Level No.
Jenjang Pendidikan
2015
2014
19
9
Diploma
218
221
Sarjana
779
784
Bachelor
TOTAL
1.019
991
TOTAL
1
Non Diploma
2 3
Education Level Non Diploma Diploma
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Level Pendidikan Graph of Employee Composition for 2015 by Education Level Jumlah Karyawan /Number of Employees 900 784
800
779
700 600 500 400 300
100 0
19
9
2014 Non Diploma/Non Diploma
274
218
221
200
2015 Diploma/Diploma
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
Sarjana/Bachelor
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Komposisi Jumlah Karyawan Berdasarkan Status Karyawan
Employee Composition by Employment Status
Total karyawan MNC Bank di tahun 2015 sebanyak 1019 dengan status 920 orang karyawan permanen/tetap dan 99 orang karyawan kontrak. Total karyawan mengalami kenaikan jika dibandingkan dengan tahun 2014, seperti terlihat pada table dibawah ini.
MNC Bank total employees in year 2015 was 1019 people consist of 920 permanent employees and 99 contract employees. The number of employees increased compare to 2014 figure as describe in the following table.
Selain Karyawan Permanen/Tetap dan Kontrak, pada tahun 2015 terdapat tenaga kerja outsource sebanyak 420 orang.
On top of that, we also engaged with 420 outsourced staff.
Tabel Komposisi Jumlah Karyawan Berdasarkan Status Kepegawaian Employee Composition by Employment Status JUMLAH KARYAWAN/Number of Employees
TAHUN Year
PEGAWAI TETAP Permanent
KONTRAK Contract
TOTAL Total
2015
920
99
1.019
2014
964
27
991
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Status Kepegawaian Graph of Employee Composition for 2015 by Employment Status Jumlah Karyawan /Number of Employees 1200 1000
964
920
800 600 400 200 0
99
27
2014 Pegawai Tetap/Permanent
2015 Kontrak/Contract
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
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Kilas Kinerja 2015
Performance Highlights 2015
Laporan Manajemen
Analisis dan Pembahasan Manajemen
Profil Perusahaan
Management Report
Company Profile
Management Discussion and Analysis
Komposisi Jumlah Karyawan Berdasarkan Usia
Employee Composition by Age Group
Mayoritas karyawan MNC Bank berapa pada usia di bawah 40 Tahun. Jumlah karyawan yang berada pada kelompok usia dibawah 30 tahun berjumlah 267 karyawan sedangkan sedangkan karyawan pada kelompok usia 31 – 40 tahun berjumlah 454 karyawan. Jumlah pegawai pada kelompok usia 40 tahun kebawah mencapai 721 orang atau sebesar 71%.
The age of most MNC Bank’s employees is under 40. The number of employees under 30 was 267 employees, whereas between 31 and 40 years old there were 454 employees. The number of employees under 40 was 721 employees, making up 71% of the total workforce.
Tabel Komposisi Jumlah Karyawan Berdasarkan Kelompok Usia Employee Composition by Age Group No. 1
Kelompok Usia
2015
2014
267
312
<= 30 Tahun
Age Group <= 30 years old
2
31 – 40 Tahun
454
406
31 – 40 years old
3
41 – 50 Tahun
243
237
41 – 50 years old
4
51 – 55 Tahun
51
29
5
> 55 Tahun
4
7
1.019
991
JUMLAH
51 – 55 years old > 55 years old TOTAL
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Kelompok Usia Graph of Employee Composition for 2015 by Age Group Jumlah Karyawan /Number of Employees 500
454
450
406
400 350 300
312 267
237
250
243
200 150 100 50 0
276
29
51 7
4
2014
2015
<=30 Tahun/years old
41-50 Tahun/years old
31-40 Tahun/years old
51-55 Tahun/years old
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
>55 Tahun/years old
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan
Manajemen Sumber Daya Manusia
Corporate Social Responsibility
Human Resources Management
Komposisi Jumlah Karyawan Berdasarkan Gender
Employee Composition by Gender
MNC Bank menerapkan kesetaraan gender dalam penerimaan karyawan maupun dalam pengelolaan Sumber Daya Manusia. Jumlah Karyawan laki-laki dan perempuan relatif seimbang. Pada Tahun 2015 jumlah karyawan laki-laki 527 orang atau sebesar 51,7%, sedangkan jumlah karyawan perempuan 492 orang atau sebesar 48,3%.
MNC Bank applies gender equality in its recruitment process as well as human resources management. The numbers of male and female employees are relatively balanced. In 2015 the number of male employees was 527 personel, or 51.70% of the total, whereas the female employees reached 492 personnel or 48.30% of the total workforce.
Tabel Komposisi Jumlah Karyawan Berdasarkan Kelompok Gender Employee Composition by Gender Jenis Kelamin GENDER
2015
%
2014
%
Laki-laki/Male
527
51,7
519
Perempuan/Female
492
48,3
472
47,6
1.019
100,0
991
100,0
Jumlah/Total
52,4
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Gender Graph of Employee Composition for 2015 by Gender Jumlah Karyawan /Number of Employees 540 519
530
527
520 510 500
492
490 480
472
470 460 450 440
2014 Laki-laki/Male
2015 Perempuan/Female
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
277
Kilas Kinerja 2015
Laporan Manajemen
Performance Highlights 2015
Management Report
Analisis dan Pembahasan Manajemen
Profil Perusahaan Company Profile
Management Discussion and Analysis
Komposisi Jumlah Karyawan Berdasarkan Lokasi Unit Kerja
Employee Composition by Work Location
Jumlah karyawan yang berada di Kantor Pusat dan Cabang relatif seimbang, hal ini dikarenakan masih banyak pelayanan kepada nasabah dilaksanakan di Unit Kerja Kantor Pusat. Mayoritas Account Officer yang melayani nasabah consumer banking ditempatkan di Kantor Pusat.
The numbers of employees working at MNC’s head office and branch offices are relatively balanced, because most customer service activities are held at the Head Office. The majority of Account Officers serving customers are assigned to the Head Office.
Tabel Komposisi Jumlah Karyawan Berdasarkan Lokasi Unit Kerja Employee Composition by Work Location Lokasi Unit Kerja Work Location
2015
%
2014
%
Kantor Pusat/Head Office
443
43.5
353
35.6
Kantor Cabang/Branch Offices
576
56.5
638
64.4
1.019
100
991
100
Jumlah/Total
Grafik Komposisi Karyawan Tahun 2015 Berdasarkan Lokasi Unit Kerja Graph of Employee Composition for 2015 by Work Location Jumlah Karyawan /Number of Employees 700
638 576
600 500 400
443 353
300 200 100 0
2014 Kantor Pusat/Head Office
278
2015 Kantor Cabang/Branch Offices
PT. BANK MNC INTERNASIONAL, TBK. | Laporan Tahunan 2015
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Tabel Pos biaya tenaga kerja meliputi: • Biaya Gaji • Biaya Jaminan Sosial Karyawan (BPJS) • Biaya Training • Biaya Tunjangan-Tunjangan • Biaya Lembur • Biaya Kesehatan • Biaya Manfaat Karyawan
Manajemen Sumber Daya Manusia Human Resources Management
Cost of Labor includes: • Salaries and Wages • Compulsory Social Security Obligation (BPJS) • Employee Training Expenses • Employee Allowances • Overtime • Medical Expenses • Employee Benefits
2015 Annual Report | PT. BANK MNC INTERNASIONAL, TBK.
279
Kilas Kinerja 2015
Performance Highlights 2015
280
Laporan Manajemen Management Report
Profil Perusahaan Company Profile
PT. BANK mnc bank MNC | Laporan INTERNASIONAL, Tahunan 2015 TBK. | Laporan Tahunan 2015
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
07 Tata Kelola Perusahaan Corporate Governance
Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Manajemen Sumber Daya Manusia Human Resources Management
Laporan Keuangan DAN Laporan Auditor Independen 31 Desember 2015 Financial Statements and Independent Auditors’ Report as of 31 December 2015
2015 Annual Report | PT. BANK 2015MNC Annual INTERNASIONAL, Report | mnc bank TBK.
281
PT BANK MNC INTERNASIONAL TBK LAPORAN KEUANGAN/ FINANCIAL STATEMENTS UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2015 DAN 2014/ FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014 DAN LAPORAN AUDITOR INDEPENDEN/ AND INDEPENDENT AUDITORS’ REPORT
PT BANK MNC INTERNASIONAL TBK DAFTAR ISI
PT BANK MNC INTERNASIONAL TBK TABLE OF CONTENTS Halaman/ Page DIRECTORS’ STATEMENT LETTER
SURAT PERNYATAAN DIREKSI LAPORAN AUDITOR INDEPENDEN
1
LAPORAN KEUANGAN – Untuk tahun-tahun yang berakhir 31 Desember 2015 dan 2014
INDEPENDENT AUDITORS’ REPORT FINANCIAL STATEMENTS – For the years ended December 31, 2015 and 2014
Laporan Posisi Keuangan
3
Statements of Financial Position
Laporan Laba Rugi dan Penghasilan Komprehensif Lain
5
Statements of Profit or Loss and Other Comprehensive Income
Laporan Perubahan Ekuitas
7
Statements of Changes in Equity
Laporan Arus Kas
8
Statements of Cash Flows
Catatan atas Laporan Keuangan
9
Notes to Financial Statements
PT BANK MNC INTERNASIONAL TBK LAPORAN POSISI KEUANGAN 31 DESEMBER 2015, 2014 DAN 1 JANUARI 2014/31 DESEMBER 2013
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF FINANCIAL POSITION DECEMBER 31, 2015, 2014 AND JANUARY 1, 2014/DECEMBER 31, 2013 1 Januari/ January 1, 2014/ 31 Desember/ Catatan/ 31 Desember/December 31, December 31, 2013 Notes 2015 2014 *) 2013 *) Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million
ASET
ASSETS
KAS
5
108.955
91.556
72.732
GIRO PADA BANK INDONESIA
6
812.623
596.195
500.454
GIRO PADA BANK LAIN - PIHAK KETIGA
7
1.266.474
203.246
78.568
PENEMPATAN PADA BANK INDONESIA DAN BANK LAIN - PIHAK KETIGA
8
1.335.254
1.538.436
1.259.243
EFEK-EFEK - PIHAK KETIGA Cadangan kerugian penurunan nilai Jumlah
9
1.173.954 1.173.954
503.806 503.806
TAGIHAN DERIVATIF - PIHAK KETIGA
10
8.241
691
KREDIT Pihak berelasi Pihak ketiga Cadangan kerugian penurunan nilai Jumlah
11 36
TAGIHAN AKSEPTASI - PIHAK KETIGA
12
21.234
93.962
103.146
BIAYA DIBAYAR DIMUKA
13
44.963
34.346
29.583
PREPAID EXPENSES
ASET TETAP - BERSIH
14
50.041
19.016
25.045
PREMISES AND EQUIPMENT - NET
ASET PAJAK TANGGUHAN - BERSIH
33
63.028
86.002
76.030
DEFERRED TAX ASSETS - NET
ASET TAK BERWUJUD - BERSIH
15
10.933
9.973
10.440
INTANGIBLE ASSETS - NET
ASET LAIN-LAIN - BERSIH
16
194.039
124.654
110.157
12.137.004
9.430.716
8.164.673
JUMLAH ASET
57.349 7.027.878 (37.962) 7.047.265
70.969 6.186.266 (128.402) 6.128.833
520.959 (1.705) 519.254 1.842
71 5.516.169 (138.061) 5.378.179
CASH DEMAND DEPOSITS WITH BANK INDONESIA DEMAND DEPOSITS WITH OTHER BANKS THIRD PARTIES PLACEMENTS WITH BANK INDONESIA AND OTHER BANKS - THIRD PARTIES SECURITIES - THIRD PARTIES Allowance for impairment losses Total DERIVATIVE RECEIVABLES - THIRD PARTIES LOANS Related parties Third parties Allowance for impairment losses Total ACCEPTANCES RECEIVABLE - THIRD PARTIES
OTHER ASSETS - NET TOTAL ASSETS
*) Disajikan kembali (Catatan 45)
*) As restated (Note 45)
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
See accompanying notes to financial statements which are an integral part of the financial statements.
-3-
PT BANK MNC INTERNASIONAL TBK LAPORAN POSISI KEUANGAN 31 DESEMBER 2015, 2014 DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF FINANCIAL POSITION DECEMBER 31, 2015, 2014 AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
1 Januari/ January 1, 2014/ 31 Desember/ Catatan/ 31 Desember/December 31, December 31, 2013 Notes 2015 2014 *) 2013 *) Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million LIABILITAS DAN EKUITAS
LIABILITIES AND EQUITY
LIABILITAS
LIABILITIES
LIABILITAS SEGERA SIMPANAN Pihak berelasi Pihak ketiga Jumlah
17 36
14.122
21.141
8.677
947.882 8.818.645 9.766.527
919.220 6.815.214 7.734.434
19.087 6.815.804 6.834.891
LIABILITIES PAYABLE IMMEDIATELY DEPOSITS Related parties Third parties Total
SIMPANAN DARI BANK LAIN PIHAK KETIGA
18
500.705
235.948
342.813
LIABILITAS DERIVATIF - PIHAK KETIGA
10
3.714
112
1.009
LIABILITAS AKSEPTASI - PIHAK KETIGA
12
21.234
93.962
103.146
OBLIGASI KONVERSI
19
-
-
16.370
20,33
13.760
10.988
7.933
LIABILITAS IMBALAN PASCA KERJA
35
37.331
44.917
37.827
POST EMPLOYMENT BENEFITS OBLIGATION
BEBAN YANG MASIH HARUS DIBAYAR
21
62.865
44.415
36.695
ACCRUALS
LIABILITAS LAIN-LAIN
22
8.542
11.584
7.851
OTHER LIABILITIES
10.428.800
8.197.501
7.397.212
TOTAL LIABILITIES
UTANG PAJAK
JUMLAH LIABILITAS
DEPOSITS FROM OTHER BANKS THIRD PARTIES DERIVATIVE PAYABLES - THIRD PARTIES ACCEPTANCES PAYABLE - THIRD PARTIES CONVERTIBLE BONDS TAXES PAYABLE
EKUITAS
EQUITY
MODAL SAHAM - nilai nominal Rp 100 per saham Modal dasar - 60.000.000.000 saham pada tanggal 31 Desember 2015 dan 2014 dan 20.000.000.000 saham pada tanggal 1 Januari 2014/31 Desember 2013 Modal ditempatkan dan disetor penuh 19.129.563.072 saham pada tanggal 31 Desember 2015, 15.032.327.068 saham pada tanggal 31 Desember 2014 dan 5.486.078.541 saham pada tanggal 1 Januari 2014/31 Desember 2013 23
1.912.957
1.503.233
548.608
CAPITAL STOCK - par value of Rp 100 per share Authorized - 60,000,000,000 shares as of December 31, 2015 and 2014 and 20,000,000,000 shares as of January 1, 2014/ December 31, 2013 Subsribed and paid-up - 19,129,563,072 shares as of December 31, 2015, 15,032,327,068 shares as of December 31, 2014 and 5,486,078,541 shares as of January 1, 2014/December 31,2013
TAMBAHAN MODAL DISETOR - BERSIH
24
3.555
6.360
457.207
ADDITIONAL PAID-IN CAPITAL - NET
RUGI KOMPREHENSIF LAIN
25
(7.217)
(67.109)
(83.641)
OTHER COMPREHENSIVE LOSS
17.940 (219.031) (201.091)
17.940 (227.209) (209.269)
17.940 (172.653) (154.713)
RETAINED EARNINGS (DEFICIT) Appropriated Unappropriated Total
SALDO LABA (DEFISIT) Ditentukan penggunaannya Tidak ditentukan penggunaannya Jumlah JUMLAH EKUITAS JUMLAH LIABILITAS DAN EKUITAS
1.708.204
1.233.215
767.461
12.137.004
9.430.716
8.164.673
TOTAL EQUITY TOTAL LIABILITIES AND EQUITY
*) Disajikan kembali (Catatan 45)
*) As restated (Note 45)
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
See accompanying notes to financial statements which are an integral part of the financial statements.
-4-
PT BANK MNC INTERNASIONAL TBK LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2015 DAN 2014
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014
2015 Rp Juta/ Rp Million PENDAPATAN DAN BEBAN OPERASIONAL Pendapatan Bunga Bunga yang diperoleh Provisi dan komisi kredit
935.351 15.170
Jumlah Pendapatan Bunga
950.521
Beban Bunga Bunga Provisi dan komisi yang dibayar
645.832 17.582
Catatan/ Notes
26
27 40
2014*) Rp Juta/ Rp Million
747.292 13.406 760.698
Total Interest Revenues
510.492 13.925
Interest Expenses Interest expense Commissions and fees paid Total Interest Expenses
Jumlah Beban Bunga
663.414
524.417
Pendapatan Bunga - Bersih
287.107
236.281
13.039 2.826
9
9.956 14.146
Provisi dan komisi selain kredit - bersih Penerimaan kembali kredit yang dihapus buku Keuntungan (kerugian) yang belum direalisasi dari efek yang diperdagangkan Lainnya
16.278 8.940
28 11
12.803 5.779
(2.520) 33.591
9 29
220 19.986
Jumlah Pendapatan Operasional Lainnya
72.154
Pendapatan Operasional Lainnya Pendapatan transaksi valuta asing - bersih Keuntungan bersih penjualan efek
Beban (Pemulihan) Kerugian Penurunan Nilai Aset keuangan Aset non-keuangan Jumlah Beban Kerugian Penurunan Nilai Beban Operasional Lainnya Umum dan administrasi Tenaga kerja Beban pensiun dan imbalan pasca kerja Lainnya Jumlah Beban Operasional Lainnya Beban Operasional Lainnya - Bersih LABA (RUGI) OPERASIONAL
OPERATING REVENUES AND EXPENSES Interest Revenues Interest earned Loan commissions and fees
62.890
Interest Revenues - Net Other Operating Revenues Gain on foreign exchange transactions - net Net gain on sale of securities Commissions and fees from transactions other than loans - net Recovery of loans previously written-off Unrealized gain (loss) from trading securities Others Total Other Operating Revenues
5.061 (540)
42.569 (237)
Provision (Reversal of Provision) of Impairment Losses Financial assets Non-financial assets
4.521
42.332
Total Provision of Impairment Losses
146.881 157.982 10.041 13.245
Other Operating Expenses General and administrative Personnel Pension and employee benefits Others
30
150.937 165.588 11.009 16.259
31 32 35
343.793
328.149
(276.160)
(307.591)
10.947
(71.310)
Total Other Operating Expenses Other Operating Expenses - Net INCOME (LOSS) FROM OPERATIONS
*) Disajikan kembali (Catatan 45)
*) As restated (Note 45)
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
See accompanying notes to financial statements which are an integral part of the financial statements.
-5-
PT BANK MNC INTERNASIONAL TBK LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2015 DAN 2014 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014 (Continued)
2015 Rp Juta/ Rp Million
Catatan/ Notes
2014*) Rp Juta/ Rp Million
PENDAPATAN (BEBAN) NON OPERASIONAL Hasil sewa Keuntungan penjualan dan penghapusan aset tetap dan aset tak berwujud Lainnya - bersih
404
16
392
15 (178)
14
176 702
PENDAPATAN NON OPERASIONAL - BERSIH
241
LABA (RUGI) SEBELUM MANFAAT (BEBAN) PAJAK
11.188
MANFAAT (BEBAN) PAJAK
(3.010)
LABA (RUGI) BERSIH TAHUN BERJALAN
(70.040) 33
8.178
PENGHASILAN KOMPREHENSIF LAIN Pos yang tidak akan direklasifikasi ke laba rugi Pengukuran kembali atas kewajiban imbalan pasti Pajak penghasilan terkait pos yang tidak akan direklasifikasi ke laba rugi Sub jumlah
1.270
15.484 (54.556)
25
5.940
35
(6.573)
(1.485) 4.455
33
1.643 (4.930)
73.916
9
28.617
(18.479) 55.437
33
(7.155) 21.462
Jumlah penghasilan komprehensif lain tahun berjalan setelah pajak
59.892
16.532
JUMLAH LABA (RUGI) KOMPREHENSIF
68.070
(38.024) 34
0,61 0,57
NON-OPERATING REVENUES - NET INCOME (LOSS) BEFORE TAX BENEFIT (EXPENSE) TAX BENEFIT (EXPENSE) NET INCOME (LOSS) FOR THE YEAR OTHER COMPREHENSIVE INCOME Item that will not be reclassified subsequently to profit or loss
Pos yang akan direklasifikasi ke laba rugi Perubahan nilai wajar efek tersedia untuk dijual Pajak penghasilan terkait pos yang akan direklasifikasi ke laba rugi Sub jumlah
LABA (RUGI) PER SAHAM (dalam Rupiah penuh) Dasar Dilusian
NON-OPERATING REVENUES (EXPENSES) Rental revenues Gain on sale and write-off of premises and equipment and intangible assets Others - net
(5,91) (5,91)
Remeasurement of defined benefits obligation Income tax relating to item that will not be reclassified subsequently to profit or loss Sub total Item that will be reclassified subsequently to profit or loss Changes in fair value of available for sale (AFS) securities Income tax relating to item that will be reclassified subsequently to profit or loss Sub total Total other comprehensive income for the current year net of tax TOTAL COMPREHENSIVE INCOME (LOSS) EARNINGS (LOSS) PER SHARE (in full Rupiah amount) Basic Diluted
*) Disajikan kembali (Catatan 45)
*) As restated (Note 45)
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
See accompanying notes to financial statements which are an integral part of the financial statements.
-6-
PT BANK MNC INTERNASIONAL TBK LAPORAN PERUBAHAN EKUITAS UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2015 DAN 2014
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF CHANGES IN EQUITY FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014
Catatan/ Notes
Saldo 1 Januari 2014 sebelum perubahan kebijakan akuntansi Efek perubahan kebijakan akuntansi atas imbalan pasca kerja
Modal saham/ Capital stock Rp Juta/ Rp Million
548.608 45
Tambahan modal disetor bersih/ Additional paid-in capital - net Rp Juta/ Rp Million
457.207
-
-
Saldo 1 Januari 2014 setelah disajikan kembali
548.608
457.207
Rugi bersih tahun berjalan
-
-
Laba (rugi) komprehensif lain - setelah pajak
9,35
-
Kenaikan bagian ekuitas obligasi konversi
19
-
Penukaran obligasi wajib konversi menjadi modal saham
19
Konversi uang muka setoran modal melalui Penawaran Umum Terbatas III
24
Penawaran Umum Terbatas III
23,24
Saldo per 31 Desember 2014 *)
-
-
3.554 (87.195)
-
-
17.940
(172.653)
767.461
Balance as of January 1, 2014 as restated
(54.556)
(54.556)
Net loss for the year
28
-
-
16.532
Other comprehensive income (loss) - net of tax
-
-
16.370
Increase in equity component of convertible bonds
150.000
(150.000)
-
-
-
-
-
Exchange of shares through mandatory convertible bonds
315.000
(315.000)
-
-
-
-
-
Conversion of deposit for future stock subscription through Limited Public Offering III
489.625
(2.217)
-
6.360
-
-
9,25
-
23,24
409.724 1.912.957
(4.930)
3.582
-
Penawaran Umum Terbatas IV dan pelaksanaan waran
21.462
(172.681)
-
3.554
763.879
Balance as of January 1, 2014 prior to change in accounting policy Effect of change in accounting for defined benefits obligation
17.940
-
Laba komprehensif lain
Saldo per 31 Desember 2015
(87.195)
Jumlah Ekuitas/ Total Equity Rp Juta/ Rp Million
16.370
1.503.233
Laba bersih tahun berjalan - setelah pajak
Penghasilan Komprehensif Lain/ Other Comprehensive Income Perubahan nilai wajar efek tersedia untuk dijual/ Pengukuran kembali atas Saldo Laba (Defisit)/Retained Earnings (Deficit) Changes in fair kewajiban imbalan pasti/ Ditentukan Tidak ditentukan value of AFS Remeasurement of penggunaannya/ penggunaannya/ securities defined benefits obligation Appropriated Unappropriated Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million
(65.733)
-
55.437
(2.805) 3.555
(1.376)
-
3.079
487.408 (227.209)
4.455
(10.296)
17.940
8.178
1.233.215 8.178
-
-
59.892
-
-
406.919
17.940
(219.031)
1.708.204
Limited Public Offering III Balance as of December 31, 2014 *) Net income for the year Other comprehensive income - net of tax
Limited Public Offering IV and exercise of warrants Balance as of December 31, 2015
*) Disajikan kembali (Catatan 45)
*) As restated (Note 45)
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
See accompanying notes to financial statements which are an integral part of the financial statements.
-7-
PT BANK MNC INTERNASIONAL TBK LAPORAN ARUS KAS UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 201 DAN 2014
PT BANK MNC INTERNASIONAL TBK STATEMENTS OF CASH FLOWS FOR THE YEARS ENDED DECEMBER 31, 2015 AND 2014
2015 Rp Juta/ Rp Million ARUS KAS DARI AKTIVITAS OPERASI Bunga, provisi dan komisi kredit yang diterima Bunga, provisi dan komisi yang dibayar Penerimaan pendapatan operasional lainnya Pembayaran gaji dan tunjangan karyawan Pembayaran beban operasional lainnya Penerimaan pendapatan non operasional Pembayaran beban non operasional Arus kas operasi sebelum perubahan dalam aset dan liabilitas operasi
Catatan/ Notes
2014 Rp Juta/ Rp Million
931.830 (652.103) 74.674 (179.066) (151.677) 339 (751)
758.326 (522.486) 48.744 (166.051) (135.655) 1.179 (84)
CASH FLOWS FROM OPERATING ACTIVITIES Interest, loan commissions and fees received Interest, commissions and fees paid Other operating revenues received Salaries and employee benefits paid Other operating expenses paid Non-operating revenues received Non-operating expenses paid
23.246
(16.027)
Operating cash flows before changes in operating assets and liabilities
Penurunan (kenaikan) aset operasi Penempatan pada Bank Indonesia dan bank lain Efek-efek Kredit Tagihan derivatif Tagihan akseptasi Aset lain-lain Kenaikan (penurunan) liabilitas operasi Liabilitas segera Simpanan Simpanan dari bank lain Liabilitas derivatif Liabilitas akseptasi Liabilitas lain-lain
(116.973) (205.264) (925.673) (7.550) 72.728 (21.822)
31.371 (796.134) 1.151 9.184 (14.319)
3.162 2.032.093 264.757 3.602 (72.728) (2.167)
22.646 899.543 (106.865) (897) (9.184) 4.460
Kas Bersih Diperoleh dari Aktivitas Operasi
1.047.411
24.929
ARUS KAS DARI AKTIVITAS INVESTASI Hasil penjualan aset tetap Perolehan aset tetap Perolehan aset tak berwujud Penerimaan efek dimiliki hingga jatuh tempo Perolehan efek tersedia untuk dijual Penjualan efek tersedia untuk dijual
617 (41.385) (4.766) 5.000 (502.276) 65.380
Kas Bersih Diperoleh dari (Digunakan untuk) Aktivitas Investasi
(477.430)
ARUS KAS DARI AKTIVITAS PENDANAAN Penambahan modal saham Pembayaran pinjaman yang diterima Biaya emisi saham
409.724 (2.805)
Kas Bersih Diperoleh dari Aktivitas Pendanaan KENAIKAN BERSIH KAS DAN SETARA KAS
14 14 15
899 (5.773) (7.387) (17.075) 35.437 6.101
Decrease (increase) in operating assets Placements with Bank Indonesia and other banks Securities Loans Derivative receivables Acceptances receivable Other assets Increase (decrease) in operating liabilities Liabilities payable immediately Deposits Deposits from other banks Derivative payables Acceptances payable Other liabilities Net Cash Provided by Operating Activities CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of premises and equipment Acquisitions of premises and equipment Acquisitions of intangible assets Proceeds from settlement of HTM Purchase of available-for-sale securities Proceeds from available-for-sale securities Net Cash Provided by (Used in) Investing Activities
489.625 (2) (2.217)
CASH FLOWS FROM FINANCING ACTIVITIES Addition in stock capital Payments of borrowings Share issuance cost
406.919
487.406
Net Cash Provided by Financing Activities
976.900
518.436
NET INCREASE IN CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS AWAL TAHUN
2.429.433
1.910.997
CASH AND CASH EQUIVALENTS AT BEGINNING OF YEAR
KAS DAN SETARA KAS AKHIR TAHUN
3.406.333
2.429.433
CASH AND CASH EQUIVALENTS AT END OF YEAR
91.556 596.195 203.246 1.538.436
SUPPLEMENTAL DISCLOSURES Cash and cash equivalents consist of: Cash Demand deposits with Bank Indonesia Demand deposits with other banks Placements with Bank Indonesia and other banks
PENGUNGKAPAN TAMBAHAN Kas dan setara kas terdiri dari: Kas Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Jumlah
108.955 812.623 1.266.474 1.218.281
23,24 24
5 6 7 8
3.406.333
2.429.433
Lihat catatan atas laporan keuangan yang merupakan bagian yang tidak terpisahkan dari laporan keuangan.
Total
See accompanying notes to financial statements which are an integral part of the financial statements.
-8-
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013
1.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013
UMUM a.
1.
Pendirian dan Informasi Umum
GENERAL a.
Establishment and General Information
PT Bank MNC Internasional Tbk (selanjutnya disebut "Bank") didirikan di Indonesia dengan nama PT Bank Bumiputera Indonesia berdasarkan akta No 49 tanggal 31 Juli 1989 dari notaris Sri Rahayu, SH. Akta pendirian ini disahkan oleh Menteri Kehakiman dalam Surat Keputusan No. C-2..7223.HT.01.01.TH.89 tanggal 9 Agustus 1989 serta diumumkan dalam tambahan No. 1917 dari Berita Negara Republik Indonesia No. 75 tanggal 19 September 1989. Berdasarkan Akta Berita Acara Rapat Umum Pemegang Saham Tahunan No. 7 tanggal 17 April 2009 yang dibuat dihadapan Dr. Amrul Partomuan Pohan, S.H.,LL.M, notaris di Jakarta, yang telah memperoleh persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusannya tertanggal 26 Mei 2009 No. AHU-22959.AH.01.02.Tahun 2009 dan telah dicatat di dalam Daftar Perseroan No. AHU.0029405.01.09.Tahun 2009 tanggal 26 Mei 2009 serta telah diumumkan dalam Berita Negara Republik Indonesia No. 56 Tambahan No. 18380/2009 tanggal 14 Juli 2009, nama Bank diubah menjadi PT Bank ICB Bumiputera Tbk. Selanjutnya berdasarkan akta No. 57 tanggal 16 Juli 2014 yang telah mendapat Persetujuan Menteri Hukum dan Hak Asasi Manusia Republik Indonesia, berdasarkan Surat Keputusan No. AHU-06038.40.20.2014 tanggal 24 Juli 2014, nama Bank diubah menjadi PT Bank MNC Internasional Tbk. Anggaran Dasar Bank telah mengalami beberapa kali perubahan, yang terakhir dengan akta No. 27 tanggal 8 Desember 2015 dari Aryanti Artisari, S.H., MKn, notaris di Jakarta, mengenai penambahan modal disetor dan ditempatkan melalui mekanisme hak memesan efek terlebih dahulu (“HMETD”) sebanyak-banyaknya 6.744.407.924 lembar saham dengan nilai nominal sebesar Rp 100. Akta perubahan ini telah memperoleh persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dengan Surat Keputusan No. AHU-AH.01.030987301 tanggal 10 Desember 2015.
PT Bank MNC Internasional Tbk (the “Bank”) was established in Indonesia under the name PT Bank Bumiputera Indonesia based on notarial Deed No. 49 dated July 31, 1989 of notary Sri Rahayu, SH. The Deed of Establishment was approved by the Minister of Justice in his Decision Letter No. C-2.7223.HT.01.01.TH.89 dated August 9, 1989 and was published in Supplement No. 1917 of the State Gazette of the Republic of Indonesia No. 75 dated September 19, 1989. Based on the Deed of Minutes of the General Shareholders Meeting No. 7 dated April 17, 2009 of Dr Amrul Partomuan Pohan, S.H.,LL.M.,notary in Jakarta, which was approved by the Minister of Law and Human Rights of the Republic of Indonesia in his Decision Letter No. AHU-22959.AH.01.02. Tahun 2009 dated May 26, 2009 and was recorded in Register of Companies No. AHU.0029405.01.09. Tahun 2009 dated May 26, 2009, and was published in Supplement No. 18380/2009 of the State Gazette No. 56 dated July 14, 2009, the Bank’s name was changed to PT Bank ICB Bumiputera Tbk. Based on the Deed of Minutes of the General Shareholder Meeting No. 57 dated July 16, 2014, the Bank’s name was changed to PT Bank MNC Internasional Tbk. This change was approved by the Minister of Law and Human Rights of the Republic of Indonesia in his Decision Letter No. AHU-06038.40.20.2014 dated July 24, 2014. The Bank’s Articles of Association have been amended several times, recently by Deed No. 27 dated December 8, 2015 of Aryanti Artisari, S.H., MKn, notary in Jakarta, concerning the increase in the Bank’s subscribed and paid up capital through Rights Issue (“HMETD”) of 6,744,407,924 shares with nominal price of Rp 100. This change was approved by the Minister of Law and Human Rights of the Republic of Indonesia in his Decision Letter No. AHU-AH01.03-0987301 dated December 10, 2015.
Bank berkedudukan di Jakarta dan memiliki 16 kantor cabang. Kantor pusat Bank beralamat di Gedung MNC Financial Center Lantai 6, 7 & 8, Jl. Kebon Sirih Raya No. 27, Jakarta 12930, Indonesia. Jumlah rata-rata karyawan Bank masing-masing 902 dan 1.190 karyawan pada tanggal 31 Desember 2015 dan 2014 (tidak diaudit).
The Bank is domiciled in Jakarta and has 16 main branch offices. The Bank’s head office is located at Gedung MNC Financial Center level 6, 7 & 8, Jl. Kebon Sirih Raya No. 27, Jakarta 12930, Indonesia. The Bank had average total number of employees of 902 and 1,190 as of December 31, 2015 and 2014, respectively (unaudited).
Sesuai dengan pasal 3 anggaran dasar Bank, ruang lingkup kegiatan Bank adalah menjalankan usaha di bidang perbankan sesuai dengan undang-undang dan peraturan perundang-undangan yang berlaku.
In accordance with article 3 of the Bank’s Articles of Association, the scope of its activities is to engage in the banking industry in accordance with the prevailing laws and regulations.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Bank mulai beroperasi secara komersial pada tanggal 12 Januari 1990, sesuai dengan izin usaha yang diberikan oleh Menteri Keuangan Republik Indonesia dalam Surat Keputusan No. 10/KMK.013/1990 tanggal 4 Januari 1990. Sesuai dengan Surat Keputusan Bank Indonesia No. 30/146/KEP/DIR tanggal 5 Desember 1997, Bank telah mendapat persetujuan menjadi bank devisa.
The Bank started its commercial operations on January 12, 1990 when it obtained its business license based on the Decision Letter No. 10/KMK.013/1990 dated January 4, 1990 from the Minister of Finance of the Republic of Indonesia. In accordance with Bank Indonesia’s Decision Letter No. 30/146/KEP/DIR dated December 5, 1997, the Bank is authorized to be a foreign exchange bank.
Bank tergabung dalam kelompok usaha MNC Group dengan entitas induk terakhir adalah PT MNC Investama Tbk.
The Bank is part of MNC Group whose ultimate parent is PT MNC Investama Tbk.
Susunan pengurus dan Komite Audit Bank pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:
As of December 31, 2015 and 2014, the Bank’s management and Audit Committee consists of the following:
2015
2014
Dewan Komisaris
Board of Commissioners
Presiden Komisaris (Independen)
Bambang Ratmanto
Bambang Ratmanto
President Commissioner (Independent)
Komisaris
Purnadi Harjono
Purnadi Harjono
Commissioner
Komisaris Independen
Eko B. Supriy anto
Eko B. Supriy anto
Independent Commissioner
Benny Purnomo
Benny Purnomo
President Director
Sindbad Rijadi Hardjodipuro
Business Director
Direksi Presiden Direktur
Directors -
Direktur Bisnis Direktur Keuangan
Benny Helman
Benny Helman
Finance Director
Direktur Sumber Day a Manusia
Nerf ita Primasari
Nerf ita Primasari
Human Resources Director
Direktur Kepatuhan
Tjit Siat Fun
Tjit Siat Fun
Compliance Director
Direktur Operasional
Widiatama Bunarto
Widiatama Bunarto
Operational Director
Ketua
Bambang Ratmanto
Bambang Ratmanto
Chairman
Anggota
Eko B. Supriy anto
Eko B. Supriy anto
Members
Soenarso Soemodiwirjo
Soenarso Soemodiwirjo
Dwi Sasongko
Dwi Sasongko
Ketua
Bambang Ratmanto
Bambang Ratmanto
Chairman
Anggota
Purnadi Harjono
Purnadi Harjono
Members
Arif in S. Haris
Arif in S. Haris
Muhammad Sumarsono
Muhammad Sumarsono
Komite Audit
Audit Committee
Komite Pemantau Risiko
Risk Monitoring Committee
Komite Remunerasi dan
Remuneration and Nomination
Nominasi
Committee
Ketua
Eko B. Supriy anto
Eko B. Supriy anto
Chairman
Anggota
Purnadi Harjono
Purnadi Harjono
Members
Irv andi Gustari
Irv andi Gustari -
Laily Fitri Internal Audit
Edi Alpian
Edi Alpian
Audit Internal
Sekretaris Perusahaan
Andri Latif
Andri Latif
Corporate Secretary
Pembentukan Komite Audit telah sesuai dengan Peraturan No. IX.I.5 tentang “Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit” yang terdapat dalam lampiran Keputusan Ketua Bapepam-LK No. Kep-643/BL/2012 tanggal 7 Desember 2012.
The establishment of the Audit Committee was based on Regulation No. IX.I.5 “The Establishment and the Implementation Guidelines of Audit Committee” stated in the Attachment of Decision of the Chairman of Capital Market Supervisory Agency and Financial Institutions (Bapepam-LK) No. KEP-643/BL/2012 dated December 7, 2012.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
b.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Penawaran Umum Efek Bank
b.
Public Offering of Shares and Bonds of the Bank
Penawaran Umum Perdana Saham
Initial Public Offering of Shares
Pada tanggal 27 Juni 2002, Bank memperoleh pernyataan efektif dari Ketua BAPEPAM dengan surat No. S-1402/PM/2002 untuk melakukan penawaran umum saham atas 500.000.000 saham Bank kepada masyarakat. Nilai nominal per saham adalah sebesar Rp 100 dan harga penawaran adalah sebesar Rp 120 per saham. Pada tanggal 15 Juli 2002, saham Bank telah dicatatkan pada Bursa Efek Indonesia.
On June 27, 2002, the Bank obtained the notice of effectivity from the Chairman of BAPEPAM in his letter No. S-1402/PM/2002 for the Bank’s public offering of 500,000,000 shares. The par value was Rp 100 per share and offering price was Rp 120 per share. On July 15, 2002, the Bank’s shares were listed in the Indonesia Stock Exchange.
Penawaran Umum Saham Terbatas I
Limited Public Offering of Shares I
Pada tanggal 23 November 2005, Bank memperoleh pernyataan efektif dari Ketua BAPEPAM dengan surat No. S-3278/PM/2005 untuk melakukan Penawaran Umum Terbatas I atas 3.000.000.000 saham Bank dengan harga penawaran sama dengan nilai nominal sebesar Rp 100 per saham, disertai dengan penerbitan 666.666.654 Waran Seri I yang memberikan hak pemegang saham untuk membeli saham baru dengan harga pelaksanaan Rp 120 per saham. Pembelian dapat dilakukan selama masa pelaksanaan yaitu mulai tanggal 30 Juni 2006 sampai dengan 29 Desember 2010. Saham-saham tersebut telah dicatatkan pada Bursa Efek Indonesia pada tanggal 2 Januari 2006.
On November 23, 2005, the Bank obtained the notice of effectivity from the Chairman of BAPEPAM in his letter No. S-3278/PM/2005 for the Bank’s limited Public Offering of shares I of 3,000,000,000 shares at an offering price that is equal to the par value of Rp 100 per share, together with 666,666,654 Series I Warrants that entitles the holder to buy new shares at an exercise price of Rp 120 per share. The holders can exercise the right to purchase the share from June 30, 2006 until December 29, 2010. These shares were listed in the Indonesia Stock Exchange on January 2, 2006.
Penawaran Umum Saham Terbatas II
Limited Public Offering of Shares II
Pada tanggal 22 Juni 2010, Bank memperoleh penyertaan efektif dari Ketua BAPEPAM-LK melalui surat No. S-5539/BL/2010 untuk melakukan Penawaran Umum Terbatas II (“PUT II”) kepada para pemegang saham perseroan dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) dengan penerbitan obligasi wajib konversi yang diberi nama obligasi wajib konversi Bank ICB Bumiputera tahun 2010 (“OWK”) dengan jumlah pokok sebesar Rp 150.000 juta.
On June 22, 2010, the Bank obtained a notice of effectivity from the Chairman of BAPEPAM-LK in his letter No. S-5539/BL/2010, for the Bank’s Limited Public Offering II (“PUT II”) to its shareholders in relation to Rights Issue (“HMETD”) with mandatory convertible bonds namely Mandatory Convertible Bonds of Bank ICB Bumiputera 2010 (“OWK”) with a principal amount of Rp 150,000 million.
Setiap pemegang 10 (sepuluh) saham Bank yang namanya tercatat dalam Daftar Pemegang Saham Bank pada tanggal 2 Juli 2010 pukul 16.00 WIB berhak atas 3 (tiga) HMETD dimana setiap 1 (satu) HMETD berhak untuk membeli 1 (satu) satuan OWK, dengan harga penawaran sebesar Rp 100 setiap 1 (satu) satuan OWK yang harus dibayar penuh pada saat mengajukan pemesanan OWK.
For every 10 (ten) Bank shares held by the shareholder whose name is recorded in the Bank Shareholder’s List as of July 2, 2010 at 4:00 pm, is entitled to 3 (three) HMETD, where each 1 (one) HMETD has a right to purchase 1 (one) unit of OWK, with an offering price of Rp 100 for each OWK which should be fully paid at the time of OWK subscription.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
2.
Penawaran Umum Saham Terbatas III
Limited Public Offering of Shares III
Pada tanggal 20 Juni 2014, Bank memperoleh surat pernyataan efektif dari Dewan Komisioner Otoritas Jasa Keuangan No. S-291/D.04/2014 untuk melakukan Penawaran Umum Terbatas III (“PUT III”) dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) sebanyak 8.046.248.527 lembar saham dengan harga penawaran Rp 100 per saham yang disertai dengan penerbitan Waran Seri II sebanyak 1.828.692.847 waran, dimana setiap 22 (dua puluh dua) saham hasil pelaksanaan HMETD tersebut melekat 5 (lima) Waran Seri II yang memberikan hak kepada pemegang saham untuk membeli saham baru dengan harga pelaksanaan Rp 150 per saham. Pelaksanaan Waran Seri II dapat dilaksanakan mulai tanggal 4 Februari 2015 sampai dengan tanggal 3 Juli 2017 dimana setiap pemegang 1 (satu) waran berhak untuk membeli 1 (satu) saham Bank. Pada tanggal 31 Desember 2015, jumlah waran yang belum dilaksanakan adalah 1.828.691.746 waran.
On June 20, 2014, the Bank obtained the notice of effectivity from the Chairman of Financial Service Authority (OJK) in his Letter No. S-291/D.04/2014 for the Bank’s Limited Public Offering of Shares III to issue Right Issue (“HMETD”) of 8,046,248,527 shares with an offering price of Rp 100 per share, together with 1,828,692,847 Series II warrants, where 5 (five) Series II warrants is embedded to each 22 (twenty two) stocks from HMETD which gives the rights to shareholders to purchase new shares at an exercise price of Rp 150 per share. The holders can exercise the right to purchase the share from February 4, 2015 until July 3, 2017 wherein the holders of 1 (one) warrant are entitled to purchase 1 (one) share of the Bank. As of December 31, 2015, 1,828,691,746 warrants have not been exercised.
Penawaran Umum Saham Terbatas IV
Limited Public Offering of Shares IV
Pada tanggal 25 September 2015, Bank memperoleh surat pernyataan efektif dari Dewan Komisioner Otoritas Jasa Keuangan No. S-437/D.04/2015 untuk melakukan Penawaran Umum Terbatas IV (“PUT IV”) dalam rangka penerbitan hak memesan efek terlebih dahulu (“HMETD”) sebanyak 6.744.407.924 lembar saham dengan harga penawaran Rp 100 per saham. Pada tanggal 31 Desember 2015 hasil pelaksanaan PUT IV yang diterima Bank sebanyak 4.097.235.004 lembar saham dan sisanya dikembalikan ke portepel.
On September, 2015, the Bank obtained the notice of effectivity from the Chairman of Financial Service Authority (OJK) in his Letter No. S-437/D.04/2015 for the Bank’s Limited Public Offering of Shares IV to issue Rights Issue (“HMETD”) of 6,744,407,924 shares with an offering price of Rp 100 per share. As of December 31, 2015 the exercise of Limited Public Offering of Shares IV that the Bank received is 4,097,235,004 shares and the rest of the offering shares was returned to the portfolio.
Pada tanggal 31 Desember 2015, sejumlah 18.938.267.441 saham Bank telah dicatatkan pada Bursa Efek Indonesia dan sejumlah 191.295.631 saham yang merupakan saham pendiri tidak dicatatkan di bursa.
As of December 31, 2015, the Bank has a total of 18,938,267,441 shares listed on the Indonesia Stock Exchange, while the founder shares totaling to 191,295,631 shares are not listed on the stock exchange.
PENERAPAN STANDAR KEUANGAN BARU DAN REVISI a.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
AKUNTANSI
2.
Standar yang berlaku efektif pada tahun berjalan
ADOPTION OF NEW AND REVISED FINANCIAL ACCOUNTING STANDARDS a.
Dalam tahun berjalan, Bank telah menerapkan semua standar baru dan revisi serta interpretasi yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang relevan dengan operasinya dan efektif untuk periode akuntansi yang dimulai pada tanggal 1 Januari 2015.
Standards effective in the current period
In the current year, the Bank has adopted all of the new and revised standards and interpretations issued by the Financial Accounting Standard Board of the Indonesian Institute of Accountants that are relevant to its operations and effective for accounting periods beginning on January 1, 2015.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PSAK 1 (revisi 2013), Penyajian Laporan Keuangan
PSAK 1 (revised 2013), Presentation of Financial Statements
Amandemen terhadap PSAK 1 memperkenalkan terminologi baru untuk laporan laba rugi komprehensif. Berdasarkan amandemen terhadap PSAK 1, laporan laba rugi komprehensif telah diubah namanya menjadi “laporan laba rugi dan penghasilan komprehensif lain”. Amandemen terhadap PSAK 1 mempertahankan opsi untuk menyajikan laba rugi dan penghasilan komprehensif lain baik sebagai suatu laporan tunggal atau disajikan dalam dua laporan terpisah tetapi berturut-turut. Namun, amandemen terhadap PSAK 1, mengharuskan tambahan pengungkapan dalam bagian penghasilan komprehensif lain dimana pospos dari penghasilan komprehensif lain dikelompokkan menjadi dua kategori: (1) Tidak akan direklasifikasi lebih lanjut ke laba rugi; dan (2) akan direklasifikasi lebih lanjut ke laba rugi ketika kondisi tertentu terpenuhi.
The amendments to PSAK 1 introduce new terminology for the statement of comprehensive income. Under the amendments to PSAK 1, the statement of comprehensive income is renamed as a “statement of profit or loss and other comprehensive income”. The amendments to PSAK 1 retain the option to present profit or loss and other comprehensive income in either a single statement or in two separate but consecutive statements. However, the amendments to PSAK 1, require additional disclosures to be made in the other comprehensive income section such that items of other comprehensive income are grouped into two categories: (1) items that will not be reclassified subsequently to profit or loss; and (2) items that may be reclassified subsequently to profit or loss when specific conditions are met.
Amandemen ini telah diterapkan secara retrospektif, dan oleh karena itu penyajian pos penghasilan komprehensif lain telah dimodifikasi untuk mencerminkan perubahan tersebut.
The amendments have been applied retrospectively, and hence the presentation of items of other comprehensive income has been modified to reflect the changes.
Amandemen PSAK 1 juga relevan terhadap Bank mengenai jika laporan posisi keuangan pada posisi awal periode terdekat sebelumnya (laporan posisi keuangan ketiga) dan catatan terkait harus disajikan. Amandemen menjelaskan bahwa laporan posisi keuangan ketiga diharuskan jika a) suatu entitas menerapkan kebijakan akuntansi secara retrospektif, atau penyajian kembali retrospektif atau reklasifikasi dari pos-pos dalam laporan keuangannya, dan b) penerapan penyajian kembali retrospektif atau reklasifikasi mempunyai pengaruh material atas informasi dalam laporan posisi keuangan ketiga. Amandemen menjelaskan bahwa catatan terkait tidak perlu disajikan dalam laporan posisi keuangan ketiga.
Also relevant to the Bank is the amendment to PSAK 1 regarding when a statement of financial position as of the beginning of the preceding period (third statement of financial position) and the related notes are required to be presented. The amendments specify that a third statement of financial position is required when a) an entity applies an accounting policy retrospectively, or makes a retrospective restatement or reclassification of items in its financial statements, and b) the retrospective application, restatement or reclassification has a material effect on the information in the third statement of financial position. The amendments specify that related notes are not required to accompany the third statement of financial position.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PSAK 24 (revisi 2013), Imbalan Kerja
PSAK 24 Benefits
(revised
2013),
Employee
Amandemen terhadap PSAK 24 mengubah akuntansi program imbalan pasti dan pesangon. Perubahan paling signifikan terkait akuntansi atas perubahan dalam kewajiban manfaat pasti dan aset program. Amandemen mensyaratkan pengakuan perubahan dalam kewajiban imbalan pasti dan nilai wajar aset program ketika amandemen terjadi, dan karenanya menghapus pendekatan koridor yang diijinkan berdasarkan PSAK 24 versi sebelumnya dan mempercepat pengakuan biaya jasa lalu. Amandemen tersebut mensyaratkan seluruh keuntungan dan kerugian aktuaria diakui segera melalui penghasilan komprehensif lain sehingga aset atau liabilitas pensiun bersih yang diakui dalam laporan posisi keuangan mencerminkan jumlah keseluruhan dari defisit atau surplus program. Selanjutnya, biaya bunga dan imbal hasil aset program yang digunakan dalam PSAK 24 versi sebelumnya digantikan dengan nilai ”bunga neto” berdasarkan PSAK 24 (Revisi 2013) yang dihitung dengan mengalikan tingkat diskonto dengan liabilitas atau aset imbalan pasti neto. Perubahan ini berdampak pada jumlah yang diakui dalam laba rugi dan penghasilan komprehensif lain tahun-tahun sebelumnya.
The amendments to PSAK 24 change the accounting for defined benefit plans and termination benefits. The most significant change relates to the accounting for changes in defined benefit obligations and plan assets. The amendments require the recognition of changes in defined benefit obligations and in fair value of plan assets when they occur, and hence eliminate the 'corridor approach' permitted under the previous version of PSAK 24 and accelerate the recognition of past service costs. The amendments require all actuarial gains and losses to be recognised immediately through other comprehensive income in order for the net pension asset or liability to be recognised in the statement of financial position to reflect the full value of the plan deficit or surplus. Furthermore, the interest cost and expected return on plan assets used in the previous version of PSAK 24 are replaced with a “net interest” amount under PSAK 24 (revised 2013) which is calculated by applying the discount rate to the net defined benefit liability or asset. These changes have had an impact on the amounts recognized in profit or loss and other comprehensive income in prior years.
Selanjutnya PSAK 24, memperkenalkan perubahan tertentu dalam penyajian biaya manfaat pensiun termasuk pengungkapan yang lebih luas.
In addition, PSAK 24 introduces certain changes in the presentation of the defined benefit cost including more extensive disclosures.
Ketentuan transisi yang spesifik berlaku untuk penerapan pertama kali atas PSAK 24. Bank menerapkan ketentuan transisi yang relevan dan menyajikan kembali jumlah-jumlah komparatif atas dasar retrospektif (Catatan 45).
Specific transitional provisions are applicable to first-time application of PSAK 24. The Bank has applied the relevant transitional provisions and restated the comparative amounts on a retrospective basis (Note 45).
PSAK 46 (revisi 2014), Pajak Penghasilan Amandemen terhadap PSAK 46: (1) menghilangkan pengaturan tentang pajak final yang sebelumnya termasuk dalam ruang lingkup standar, dan (2) menetapkan praduga yang dapat dibantah bahwa jumlah tercatat properti investasi yang diukur menggunakan model nilai wajar dalam PSAK 13, Properti Investasi akan dipulihkan sepenuhnya melalui penjualan.
PSAK 46 (revised 2014), Income Tax The amendments to PSAK 46: (1) remove references to final tax which was previously scoped in the standard; and (2) establish a rebuttable presumption that the carrying amount of an investment property measured using the fair value model in PSAK 13, Investment Property will be recovered entirely through sale.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Berdasarkan amandemen tersebut, kecuali praduga yang dapat dibantah, pengukuran liabilitas pajak tangguhan atau aset pajak tangguhan yang disyaratkan untuk mencerminkan konsekuensi pajak dari pemulihan jumlah tercatat properti investasi melalui penjualan. Praduga penjualan ini dapat dibantah jika properti investasi dapat disusutkan dan investasi properti dimiliki dalam model bisnis yang bertujuan untuk mengonsumsi secara substantial seluruh manfaat ekonomis atas investasi properti dari waktu ke waktu, dari pada melalui penjualan.
Under the amendments, unless the presumption is rebutted, the measurement of the deferred tax liability or deferred tax asset is required to reflect the tax consequences of recovering the carrying amount of the investment property through sale. The “sale” presumption is rebutted if the investment property is depreciable and the investment property is held within a business model whose objective is to consume substantially all of the economic benefits embodied in the investment property over time, rather than through sale.
Penerapan PSAK 46 tidak mempunyai pengaruh material atas pengungkapan atau jumlah-jumlah yang diakui dalam laporan keuangan.
The application of PSAK 46 has had no material impact on the disclosures or on the amounts recognized in the financial statements.
PSAK 48 (revisi 2014), Penurunan Nilai Aset
PSAK 48 (revised 2014), Impairment of Assets
PSAK 48 telah diubah untuk memasukkan persyaratan dari PSAK 68, Pengukuran Nilai Wajar.
PSAK 48 has been amended to incorporate the requirements of PSAK 68, Fair Value Measurement.
Penerapan PSAK 48 tidak mempunyai pengaruh material atas pengungkapan atau jumlah-jumlah yang diakui dalam laporan keuangan.
The application of PSAK 48 has had no material impact on the disclosures or on the amounts recognized in the financial statements.
PSAK 50 (Revisi Keuangan: Penyajian
2014),
Instrumen
PSAK 50 (revised 2014), Instruments: Presentation
Financial
Amandemen terhadap PSAK 50 mengklarifikasi penerapan tentang persyaratan saling hapus. Secara khusus, amandemen tersebut mengklarifikasi arti dari “saat ini memiliki hak yang dapat dipaksakan secara hukum untuk melakukan saling hapus” dan “realisasi dan penyelesaian secara simultan”. Amandemen tersebut juga mengklarifikasi bahwa pajak penghasilan yang terkait dengan distribusi kepada pemegang instrumen ekuitas dan biaya transaksi dicatat sesuai dengan PSAK 46 (revisi 2014).
The amendments to PSAK 50 clarify existing application issues relating to the offsetting requirements. Specifically, the amendments clarify the meaning of “currently has a legal enforceable right of set-off” and “simultaneous realization and settlement.” The amendments also clarify that income tax on distributions to holders of an equity instrument and transaction costs of an equity transaction should be accounted for in accordance with PSAK 46 (revised 2014).
Amandemen ini mengharuskan penerapan secara retrospektif. Bank tidak mempunyai perjanjian saling hapus, penerapan amandemen tidak mempunyai pengaruh material atas pengungkapan atau jumlahjumlah yang diakui dalam laporan keuangan.
The amendments require retrospective application. As the Bank does not have any offsetting arrangements in place, the application of the amendments has had no material impact on the disclosures or on the amounts recognized in the financial statements.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PSAK 55 (revisi 2014), Instrumen Keuangan: Pengakuan dan Pengukuran
PSAK 55 (revised 2014), Financial Instruments: Recognition and Measurement
Amandemen terhadap PSAK 55 memberikan panduan persyaratan untuk menghentikan akuntansi lindung nilai ketika derivatif ditetapkan sebagai instrumen lindung nilai dinovasi berdasarkan keadaan tertentu. Amandemen tersebut juga mengklarifikasi bahwa setiap perubahan nilai wajar derivatif yang ditetapkan sebagai suatu instrumen lindung nilai akibat dari novasi termasuk dalam penilaian dan pengukuran dari efektivitas lindung nilai. Selanjutnya, amandemen tersebut mengklarifikasi akuntansi dari derivatif melekat dalam hal reklasifikasi aset keuangan keluar dari kategori nilai wajar melalui laba rugi.
The amendments to PSAK 55 provide relief from the requirement to discontinue hedge accounting when a derivative designated as a hedging instrument is novated under certain circumstances. The amendments also clarify that any change to the fair value of the derivative designated as a hedging instrument arising from the novation should be included in the assessment and measurement of hedge effectiveness. Further, the amendments clarify the accounting for embedded derivatives in the case of a reclassification of a financial asset out of the “fair value through profit or loss” category.
Standar ini juga diubah untuk memasukkan persyaratan dari PSAK 68, Pengukuran Nilai Wajar.
This standard is also amended to incorporate the requirements of PSAK 68, Fair Value Measurement.
Penerapan PSAK 55 tidak mempunyai pengaruh material atas pengungkapan atau jumlah-jumlah yang diakui dalam laporan keuangan.
The application of PSAK 55 has had no material impact on the disclosures or on the amounts recognized in the financial statements.
PSAK 60 (revisi 2014), Keuangan: Pengungkapan
Instrumen
PSAK 60 (revised 2014), Instruments: Disclosures
Financial
Amandemen terhadap PSAK 60 menambahkan persyaratan pengungkapan transaksi termasuk pengalihan aset keuangan. Amandemen ini dimaksudkan untuk memberikan transparansi yang lebih besar terkait eksposur risiko jika aset keuangan dialihkan tetapi entitas yang mengalihkan tetap memilih keterlibatan berkelanjutan atas aset tersebut. Amandemen tersebut juga mensyaratkan pengungkapan jika aset keuangan dialihkan tidak merata sepanjang periode. Selanjutnya, entitas disyaratkan untuk mengungkapkan tentang hak saling hapus dan pengaturan terkait (sebagai contoh persyaratan penyerahan jaminan) untuk instrumen keuangan berdasarkan perjanjian penyelesaian secara neto yang dapat dipaksakan dan perjanjian serupa.
The amendments to PSAK 60 increase the disclosure requirements for transactions involving transfers for financial assets. These amendments are intended to provide greater transparency around risk exposures when a financial asset is transferred but the transferor retains some level of continuing exposure in the asset. The amendments also require disclosures where transfers of financial assets are not evenly distributed throughout the period. Further, entities are required to disclose information about rights of offset and related arrangements (such as collateral posting requirements) for financial instruments under an enforceable master netting agreement or similar arrangement.
Amandemen ini diterapkan secara retrospektif. Bank tidak mempunyai pengaturan saling hapus, karenanya penerapan amandemen tidak mempunyai pengaruh material atas pengungkapan atau jumlah-jumlah yang diakui dalam laporan keuangan.
The amendments have been applied retrospectively. As the Bank does not have any offsetting arrangements in place, the application of the amendments has had no material impact on the disclosures or the amounts recognized in financial statements.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
b.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PSAK 68, Pengukuran Nilai Wajar
PSAK 68, Fair Value Measurements
PSAK 68 menetapkan acuan tunggal atas pengukuran nilai wajar dan pengungkapan atas pengukuran nilai wajar yang berlaku baik pada pos-pos instrumen keuangan dan pos-pos instrumen nonkeuangan ketika PSAK lain mensyaratkan atau mengijinkan pengukuran nilai wajar dan pengungkapan atas pengukuran nilai wajar. Standar tersebut tidak mengubah persyaratan mengenai pos-pos yang harus diukur atau diungkapkan pada nilai wajar.
PSAK 68 establishes a single guidance for fair value measurements and disclosures about fair value measurements which applies to both financial instrument items and nonfinancial instrument items for which other PSAK require or permit fair value measurements and disclosures about fair value measurements. The standard does not change the requirements regarding which items should be measured or disclosed at fair value.
PSAK 68 mengharuskan penerapan secara prospektif sejak 1 Januari 2015.
PSAK 68 requires prospective application from January 1, 2015.
Selain itu, ketentuan transisi khusus diberikan kepada entitas sehingga entitas tidak perlu menerapkan persyaratan pengungkapan yang ditetapkan dalam standar ini dalam informasi komparatif yang disediakan untuk periode sebelum penerapan awal dari standar. Sesuai dengan ketentuan transisi ini, Bank tidak membuat pengungkapan baru yang disyaratkan oleh PSAK 68 untuk periode komparatif tahun 2014 (lihat Catatan 41 untuk pengungkapan tahun 2015). Selain pengungkapan tambahan, penerapan PSAK 68 tidak berdampak material atas jumlah yang diakui dalam laporan keuangan.
In addition, specific transitional provisions were given to entities such that they need not apply the disclosure requirements set out in this standard in comparative information provided for periods before the initial application of this standard. In accordance with these transitional provisions, the Bank has not made any new disclosures required by PSAK 68 for the 2014 comparative period (see Note 41 for the 2015 disclosures). Other than the additional disclosures, the application of PSAK 68 has not had any material impact on the amounts recognized in the financial statements.
ISAK 26, Melekat
Penilaian
Kembali
Derivatif
ISAK 26, Reassessment of Embedded Derivatives
Amandemen terhadap ISAK 26 mengklarifikasi akuntansi derivatif melekat dalam hal reklasifikasi aset keuangan keluar dari kategori nilai wajar melalui laba rugi.
The amendments to ISAK 26 clarify the accounting for embedded derivatives in the case of a reclassification of a financial asset out of the “fair value through profit or loss” category.
Penerapan amandemen ISAK 26 tidak memiliki pengaruh yang material terhadap jumlah yang diungkapkan dalam laporan keuangan Bank.
The application of this amendment to ISAK 26 has not had any material impact on the amounts recognized in the financial statements of the Bank.
Standar dan interpretasi telah diterbitkan tapi belum diterapkan
b.
Standards and interpretations issued not yet effective
Standar dan penyesuaian standar berikut efektif untuk periode yang dimulai pada atau setelah 1 Januari 2016, dengan penerapan dini diperkenankan yaitu:
Standard and improvements to standards effective for periods beginning on or after January 1, 2016, with early application permitted as are follows:
Standar PSAK 110 (revisi 2015): Akuntansi Sukuk
Standard PSAK 110 (revised 2015): Accounting for Sukuk
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
Penyesuaian PSAK 5: Segmen Operasi, PSAK 7: Pengungkapan Berelasi, PSAK 13: Properti Investasi, PSAK 16: Aset Tetap,
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Improvements PSAK 5: Operating Segments, PSAK 7: Related Party Disclosures,
Pihak-pihak
PSAK 19: PSAK Aset Tak berwujud, PSAK 22: Kombinasi Bisnis, PSAK 25: Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan, PSAK 53: Pembayaran Berbasis Saham dan PSAK 68: Pengukuran Nilai Wajar.
PSAK 13: Investments Property, PSAK 16: Property, Plant and Equipment, PSAK 19: Intangible Assets, PSAK 22: Business Combination, PSAK 25: Accounting Policies, Changes in Accounting Estimates and Errors,
PSAK 53: Share-based Payments, and
PSAK 68: Fair Value Measurement.
Amandemen standar dan interpretasi berikut efektif untuk periode yang dimulai pada atau setelah 1 Januari 2016, dengan penerapan secara retrospektif yaitu: PSAK 4: Laporan Keuangan Tersendiri tentang Metode Ekuitas dalam Laporan Keuangan Tersendiri, PSAK 15: Investasi Pada Entitas Asosiasi dan Ventura Bersama tentang Entitas Investasi: Penerapan Pengecualian Konsolidasi, PSAK 24: Imbalan Kerja tentang Program Imbalan Pasti: Iuran Pekerja, PSAK 65: Laporan Keuangan Konsolidasian tentang Entitas Investasi: Penerapan Pengecualian Konsolidasi, PSAK 67: Pengungkapan Kepentingan Dalam Entitas Lain tentang Entitas Investasi: Penerapan Pengecualian Konsolidasi, dan ISAK 30: Pungutan.
Amendments to standards and interpretation which are effective for periods beginning on or after January 1, 2016, with retrospective application are as follows: PSAK 4: Separate Financial Statements about Equity Method in Separate Financial Statements, PSAK 15: Investment Entities: Applying the Consolidation Exception,
Amandemen standar berikut efektif untuk periode yang dimulai pada atau setelah 1 Januari 2016, yang diterapkan secara prospektif yaitu: PSAK 16: Aset Tetap tentang Klarifikasi Metode yang Diterima untuk Penyusutan dan Amortisasi,
The amendments to standards effective for periods beginning on or after January 1, 2016, with amendments to be applied prospectively are as follows: PSAK 16: Property, Plant and Equipment about Clarification of Acceptable Methods of Depreciation and Amortization, PSAK 19: Intangible Asset about Clarification of Acceptable Methods of Depreciation and Amortization, and PSAK 66: Joint Arrangements about Accounting for Acquisitions of Interests in Joint Operation.
PSAK 19: Aset Takberwujud tentang Klarifikasi Metode yang Diterima untuk Penyusutan dan Amortisasi dan PSAK 66: Pengaturan Bersama tentang Akuntansi Akuisisi Kepentingan dalam Operasi Bersama.
Amandemen standar dan interpretasi berikut efektif untuk periode yang dimulai pada atau setelah 1 Januari 2017, dengan penerapan dini diperkenankan yaitu: PSAK 1: Penyajian Laporan Keuangan tentang Prakarsa Pengungkapan dan
ISAK 31: Interpretasi atas Ruang Lingkup PSAK 13: Properti Investasi.
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PSAK 24: Defined Benefit Plans: Employee Contributions, PSAK 65: Consolidation Financial Statements about Investment Entities: Applying the Consolidation Exception, PSAK 67: Disclosures of Interest in Other Entities about Investment Entities: Applying the Consolidation Exception, and ISAK 30: Levies.
Amendments to standard and interpretation effective for periods beginning on or after January 1, 2017, with early application permitted are: PSAK 1: Presentation of Financial Statements about Disclosure Initiative and ISAK 31: Scope Interpretation of PSAK 13: Investment property.
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Sampai dengan tanggal penerbitan laporan keuangan, manajemen masih mengevaluasi dampak dari standar tersebut terhadap laporan keuangan.
As of issuance date of the financial statements, management is evaluating the effect of these standards on the financial statements.
3.
KEBIJAKAN AKUNTANSI
a.
3.
Pernyataan Kepatuhan
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES a.
Laporan keuangan Bank disusun sesuai dengan Standar Akuntansi Keuangan di Indonesia.
b.
Statement of Compliance The financial statements of the Bank have been prepared in accordance with Indonesian Financial Accounting Standards. These financial statements are not intended to present the financial position, result of operations and cash flows in accordance with accounting principles and reporting practices generally accepted in other countries and jurisdictions.
Dasar Penyusunan
b.
Basis of Preparation
Dasar penyusunan laporan keuangan adalah biaya historis, kecuali instrumen keuangan tertentu yang diukur pada jumlah revaluasian atau nilai wajar pada setiap akhir periode pelaporan, yang dijelaskan dalam kebijakan akuntansi di bawah ini. Mata uang penyajian yang digunakan untuk penyusunan laporan keuangan adalah mata uang Rupiah (Rp), yang merupakan mata uang fungsional Bank.
The financial statements have been prepared on the historical cost basis except for certain financial instruments that are measured at revalued amounts or fair values at the end of each reporting period, as explained in the accounting policies below. The presentation currency used in the preparation of the financial statements is the Indonesian Rupiah, which is the functional currency of the Bank.
Biaya historis umumnya didasarkan pada nilai wajar dari imbalan yang diberikan dalam pertukaran barang dan jasa.
Historical cost is generally based on the fair value of the consideration given in exchange for goods and services.
Nilai wajar adalah harga yang akan diterima untuk menjual suatu aset atau harga yang akan dibayar untuk mengalihkan suatu liabilitas dalam suatu transaksi teratur antara pelaku pasar pada tanggal pengukuran, terlepas apakah harga tersebut dapat diobservasi secara langsung atau diestimasi menggunakan teknik penilaian lain. Dalam mengestimasi nilai wajar aset atau liabilitas, Bank memperhitungkan karakteristik aset atau liabilitas, jika pelaku pasar memperhitungkan karakteristik tersebut ketika menentukan harga aset atau liabilitas pada tanggal pengukuran. Nilai wajar untuk tujuan pengukuran dan/atau pengungkapan dalam laporan keuangan ditentukan berdasarkan basis tersebut, kecuali untuk transaksi pembayaran berbasis saham dalam ruang lingkup PSAK 53, transaksi sewa dalam ruang lingkup PSAK 30, dan pengukuran yang memiliki beberapa kemiripan dengan nilai wajar tetapi bukan merupakan nilai wajar, seperti nilai realisasi neto dalam PSAK 14 dan nilai pakai dalam PSAK 48.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date, regardless of whether that price is directly observable or estimated using another valuation technique. In estimating the fair value of an asset or a liability, the Bank takes into account the characteristics the asset or a liability if market participants would take those characteristics into account when pricing the asset or liability at the measurement date. Fair value for measurement and/or disclosure purposes in these financial statements is determined on such a basis, except for share-based payment transactions that are within the scope of PSAK 53, leasing transactions that are within the scope of PSAK 30, and measurements that have some similarities to fair value but are not fair value, such as net realizable value in PSAK 14 or value in use in PSAK 48.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Laporan arus kas disusun dengan menggunakan metode langsung yang dimodifikasi dengan mengelompokkan arus kas dalam aktivitas operasi, investasi dan pendanaan. Kas dan setara kas terdiri dari kas, giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia dan bank lain dan Sertifikat Bank Indonesia yang jatuh tempo dalam waktu tiga bulan atau kurang dari tanggal perolehannya dan yang tidak dijaminkan serta tidak dibatasi penggunaannya.
The statement of cash flows are prepared using the modified direct method with classifications of cash flows into operating, investing and financing activities. Cash and cash equivalents consist of cash on hand, demand deposits with Bank Indonesia, demand deposits with other banks, placements with Bank Indonesia and other banks and Bank Indonesia Certificates (SBI) with maturities of three months or less from the date of placement and not pledged or restricted.
c.
Transaksi dan Saldo dalam Mata Uang Asing
c.
Currency
Transactions
and
In preparing the financial statements of the Bank, transactions in currencies other than the entity’s functional currency (foreign currencies) are recognized at the rates of exchange prevailing at the dates of the transactions. At the end of each reporting period, monetary items denominated in foreign currencies are retranslated using Reuters’ spot rate at 4.00 P.M. Western Indonesia Time to reflect the rates of exchange prevailing as that date. Nonmonetary items carried at fair value that are denominated in foreign currencies are retranslated at the rates prevailing at the date when the fair value was determined. Non-monetary items that are measured in terms of historical cost in a foreign currency are not retranslated. Exchange differences on monetary items are recognized in profit or loss in the period in which they arise.
Dalam penyusunan laporan keuangan Bank, transaksi dalam mata uang asing selain mata uang fungsional entitas (mata uang asing) diakui pada kurs yang berlaku pada tanggal transaksi. Pada setiap akhir periode pelaporan, pos moneter dalam valuta asing dijabarkan dengan menggunakan kurs spot Reuters pada pukul 16.00 WIB untuk mencerminkan kurs yang berlaku pada tanggal tersebut. Pos-pos non moneter yang diukur pada nilai wajar dalam valuta asing dijabarkan kembali pada kurs yang berlaku pada tanggal ketika nilai wajar ditentukan. Pos nonmoneter diukur dalam biaya historis dalam valuta asing yang tidak dijabarkan kembali. Selisih kurs atas pos moneter diakui dalam laba rugi pada periode saat terjadinya
d.
Foreign Balance
Transaksi Pihak-pihak Berelasi
d.
Transactions with Related Parties
Pihak-pihak berelasi adalah orang atau entitas yang terkait dengan Bank (entitas pelapor):
A related party is a person or entity that is related to the Bank (the reporting entity):
a.
a.
b.
Orang atau anggota keluarga dekatnya mempunyai relasi dengan entitas pelapor jika orang tersebut:
A person or a close member of that person’s family is related to the reporting entity if that person:
i. memiliki pengendalian atau pengendalian bersama atas entitas pelapor;
i. has control or joint control over the reporting entity;
ii. memiliki pengaruh signifikan entitas pelapor; atau
atas
ii. has significant influence over the reporting entity; or
iii. merupakan personil manajemen kunci entitas pelapor atau entitas induk dari entitas pelapor.
iii. is a member of the key management personnel of the reporting entity or of a parent of the reporting entity.
Suatu entitas berelasi dengan entitas pelapor jika memenuhi salah satu hal berikut:
b.
i. entitas dan entitas pelapor adalah anggota dari kelompok usaha yang sama (artinya entitas induk, entitas anak, dan entitas anak berikutnya saling berelasi dengan entitas lainnya).
An entity is related to the reporting entity if any of the following conditions applies: i. the entity, and the reporting entity are members of the same group (which means that each parent, subsidiary and fellow subsidiary is related to the others).
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
ii. satu entitas adalah entitas asosiasi atau ventura bersama dari entitas lain (atau entitas asosiasi atau ventura bersama yang merupakan anggota suatu kelompok usaha, yang mana entitas lain tersebut adalah anggotanya).
ii. one entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which the other entity is a member).
iii. kedua entitas tersebut adalah ventura bersama dari pihak ketiga yang sama.
iii. both entities are joint ventures of the same third party.
iv.
satu entitas adalah ventura bersama dari entitas ketiga dan entitas yang lain adalah entitas asosiasi dari entitas ketiga.
iv.
one entity is a joint venture of a third entity and the other entity is an associate of the third entity.
v.
entitas tersebut adalah suatu program imbalan pasca kerja untuk imbalan kerja dari salah satu entitas pelapor atau entitas yang terkait dengan entitas pelapor.
v.
the entity is a post-employment benefit plan for the benefit of employees of either the reporting entity, or an entity related to the reporting entity.
vi.
entitas yang dikendalikan atau dikendalikan bersama oleh orang yang diidentifikasi dalam huruf (a).
vi.
the entity is controlled or jointly controlled by a person identified in (a).
vii.
orang yang diidentifikasi dalam huruf (a) (i) memiliki pengaruh signifikan atas entitas atau merupakan personil manajemen kunci entitas (atau entitas induk dari entitas).
vii.
a person identified in (a) (i) has significant influence over the entity or is a member of the key management personnel of the entity (or a parent of the entity).
Seluruh transaksi yang dilakukan dengan pihak-pihak berelasi, baik dilakukan dengan kondisi dan persyaratan yang sama dengan pihak ketiga maupun tidak, diungkapkan pada laporan keuangan. e.
All transactions with related parties, whether or not made at similar terms and conditions as those done with third parties, are disclosed in the financial statements.
Aset Keuangan
e.
Financial Assets
Seluruh aset keuangan diakui dan dihentikan pengakuannya pada tanggal diperdagangkan dimana pembelian dan penjualan aset keuangan berdasarkan kontrak yang mensyaratkan penyerahan aset keuangan dalam kurun waktu yang ditetapkan oleh kebiasaan pasar yang berlaku, dan awalnya diukur sebesar nilai wajar ditambah biaya transaksi, kecuali untuk aset keuangan yang diukur pada nilai wajar melalui laba rugi, yang awalnya diukur sebesar nilai wajar.
All financial assets are recognized and derecognized on trade date where the purchase or sale of a financial asset is under a contract whose terms require delivery of the financial asset within the time frame established by the market concerned, and are initially measured at fair value plus transaction costs, except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value.
Aset keuangan Bank diklasifikasikan sebagai berikut:
The Bank’s financial assets are classified as follows:
Nilai wajar melalui laba rugi Dimiliki hingga jatuh tempo Tersedia untuk dijual Pinjaman yang diberikan dan piutang
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Fair value through profit or loss (FVTPL) Held-to-maturity Available-for-sale Loans and receivable
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai wajar melalui laba rugi (FVTPL)
Fair Value Through Profit or Loss (FVTPL)
Aset keuangan diklasifikasi dalam FVTPL, jika aset keuangan dimiliki untuk diperdagangkan atau pada saat pengakuan awal ditetapkan untuk diukur pada FVTPL.
Financial assets are classified as at FVTPL where the financial asset is either held for trading or its designated as at FVTPL.
Aset keuangan diklasifikasi sebagai kelompok diperdagangkan, jika:
A financial asset is classified as held for trading if:
diperoleh atau dimiliki terutama untuk tujuan dijual kembali dalam waktu dekat; atau
it has been acquired principally for the purpose of selling in the near term; or
pada pengakuan awal merupakan bagian dari portofolio instrumen keuangan tertentu yang dikelola bersama dan terdapat bukti mengenai pola ambil untung dalam jangka pendek aktual terkini; atau
on initial recognition it is a part of an identified portfolio of financial instruments that the entity manages together and has a recent actual pattern of short-term profit-taking; or
merupakan derivatif yang tidak ditetapkan dan tidak efektif sebagai instrumen lindung nilai.
it is a derivative that is not designated and effective as a hedging instrument.
Aset keuangan selain aset keuangan yang diperdagangkan, dapat ditetapkan sebagai FVTPL pada saat pengakuan awal, jika:
A financial asset other than a financial asset held for trading may be designated as at FVTPL upon initial recognition if:
penetapan tersebut mengeliminasi atau mengurangi secara signifikan inkonsistensi pengukuran dan pengakuan yang dapat timbul; atau
such designation eliminates or significantly reduces a measurement or recognition inconsistency that would otherwise arise; or
kelompok aset keuangan, liabilitas keuangan atau keduanya, dikelola dan kinerjanya dievaluasi berdasarkan nilai wajar, sesuai dengan manajemen risiko atau strategi investasi yang didokumentasikan, dan informasi tentang Bank disediakan secara internal kepada manajemen kunci entitas, misalnya direksi dan CEO.
a group of financial assets, financial liabilities or both is managed and its performance is evaluated on a fair value basis, in accordance with a documented risk management or investment strategy, and information about the Bank is provided internally on that basis to the entity’s key management personnel, for example the board of directors and chief executive officer.
Aset keuangan FVTPL disajikan sebesar nilai wajar, keuntungan atau kerugian yang timbul diakui dalam laba rugi. Keuntungan atau kerugian bersih yang diakui dalam laba rugi mencakup dividen atau bunga yang diperoleh dari aset keuangan. Nilai wajar ditentukan dengan cara seperti dijelaskan pada Catatan 3i.
Financial assets at FVTPL are stated at fair value, with any resultant gain or loss recognized in profit or loss. The net gain or loss recognized in profit or loss incorporates any dividend or interest earned on the financial asset. Fair value is determined in the manner described in Note 3i.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Dimiliki hingga jatuh tempo
Held-to-maturity
Aset keuangan diklasifikasikan sebagai investasi dimiliki hingga jatuh tempo hanya jika investasi tersebut memiliki pembayaran yang tetap atau telah ditentukan dan jatuh temponya telah ditetapkan serta Bank mempunyai intensi positif dan kemampuan untuk memiliki aset keuangan tersebut hingga jatuh tempo. Pada saat pengakuan awal, investasi dimiliki hingga jatuh tempo diukur pada nilai wajar ditambah dengan biaya transaksi yang dapat diatribusikan secara langsung dengan perolehan aset keuangan. Setelah pengakuan awal, investasi dimiliki hingga jatuh tempo diukur dengan biaya perolehan diamortisasi dengan menggunakan metode suku bunga efektif dikurangi kerugian penurunan nilai yang ada.
Financial assets are classified as held-tomaturity investment only if these investments have fixed or determined payments and their maturity date has been determined and the Bank has the positive intention and ability to hold such financial assets to maturity. Held-to-maturity investments are initially measured at fair value plus transaction costs which are attributable directly to the acquisition of the financial assets. After initial recognition, held-to-maturity investments are measured at amortized cost, using effective interest method less any impairment losses.
Aset keuangan tersedia untuk dijual
Available-for-sale financial assets
Aset keuangan yang tidak diklasifikasikan sebagai dimiliki hingga jatuh tempo, diukur pada nilai wajar melalui laba rugi, atau pinjaman yang diberikan dan piutang diklasifikasikan sebagai tersedia untuk dijual. Pada saat pengakuan awal, aset keuangan yang tersedia untuk dijual diukur pada nilai wajar ditambah dengan biaya transaksi yang dapat diatribusikan secara langsung. Setelah itu, aset keuangan tersedia untuk dijual diukur dan dicatat pada nilai wajar.
Financial assets that are not classified as held-to-maturity, measured at fair value through profit or loss; or loans and receivables, are classified as available-forsale. Available-for-sale financial assets are initially measured at fair value plus any directly attributable transaction costs. Subsequently, they are measured at fair value.
Keuntungan atau kerugian yang timbul dari perubahan nilai wajar diakui dalam penghasilan komprehensif lain dan akumulasi revaluasi investasi AFS di ekuitas kecuali untuk kerugian penurunan nilai, bunga yang dihitung dengan metode suku bunga efektif dan laba rugi selisih kurs atas aset moneter yang diakui pada laba rugi. Jika aset keuangan dilepas atau mengalami penurunan nilai, akumulasi laba atau rugi yang sebelumnya diakui pada revaluasi investasi AFS, direklas ke laba rugi.
Gains and losses arising from changes in fair value are recognized in other comprehensive income and in equity as accumulated in AFS investment revaluation, with the exception of impairment losses, interest calculated using the effective interest method, and foreign exchange gains and losses on monetary assets, which are recognized in profit or loss. When the investment is disposed of or is determined to be impaired, the cumulative gain or loss previously accumulated in AFS investment revaluation is reclassified to profit or loss.
Dividen atas instrumen AFS, jika ada, diakui pada laba rugi pada saat hak untuk memperoleh pembayaran dividen ditetapkan.
Dividend on AFS equity instrument, if any, are recognized in profit or loss when the Bank’s right to receive the dividends are established.
Pinjaman yang diberikan dan piutang
Loans and receivables
Aset keuangan dengan pembayaran tetap atau telah ditentukan dan tidak mempunyai kuotasi di pasar aktif diklasifikasi sebagai pinjaman yang diberikan dan piutang, yang diukur pada biaya perolehan diamortisasi dengan menggunakan metode suku bunga efektif dikurangi kerugian penurunan nilai. Bunga diakui dengan menggunakan metode suku bunga efektif, kecuali piutang jangka pendek dimana pengakuan bunga tidak material.
Financial assets that have fixed or determinable payments and that are not quoted in an active market are classified as loans and receivables. Loans and receivables are measured at amortized cost using the effective interest method less impairment losses. Interest is recognized by applying the effective interest method, except for short-term receivables when the recognition of interest would be immaterial.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Metode suku bunga efektif
Effective interest method
Metode suku bunga efektif adalah metode yang digunakan untuk menghitung biaya perolehan diamortisasi dari instrumen keuangan dan metode untuk mengalokasikan pendapatan bunga dan beban bunga selama periode yang relevan. Suku bunga efektif adalah suku bunga yang secara tepat mendiskontokan estimasi penerimaan atau pembayaran kas masa depan (mencakup seluruh komisi dan bentuk lain yang dibayarkan dan diterima oleh para pihak dalam kontrak yang merupakan bagian yang tak terpisahkan dari suku bunga efektif, biaya transaksi dan premium dan diskonto lainnya) selama perkiraan umur instrumen keuangan, atau, jika lebih tepat, digunakan periode yang lebih singkat untuk memperoleh nilai tercatat bersih dari aset keuangan pada saat pengakuan awal.
The effective interest method is a method of calculating the amortized cost of a financial instrument and of allocating interest income and interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts (including all fees and points paid or received that form an integral part of the effective interest rate, transaction costs and other premiums or discounts) through the expected life of the financial instrument, or where appropriate, a shorter period to the net carrying amount on initial recognition.
Perhitungan dari suku bunga efektif termasuk semua fee dan pembayaran atau penerimaan poin yang merupakan bagian integral dari suku bunga efektif. Biaya transaksi termasuk biaya incremental yang secara langsung berkaitan dengan akuisisi atas penerbitan aset atau liabilitas keuangan.
The calculation of the effective interest rate includes all fees and points paid or received which are an integral part of the effective interest rate. Transaction costs include incremental cost which is directly attributable to the acquisition or issuance of financial assets or liabilities.
Pendapatan diakui berdasarkan suku bunga efektif untuk instrumen keuangan selain dari instrumen keuangan FVTPL.
Income is recognized on an effective interest basis for financial instruments other than those financial instruments at FVTPL.
Penurunan nilai aset keuangan
Impairment of financial assets
Aset keuangan, selain aset keuangan FVTPL, dievaluasi terhadap indikator penurunan nilai pada setiap tanggal pelaporan. Aset keuangan diturunkan nilainya bila terdapat bukti objektif, sebagai akibat dari satu atau lebih peristiwa yang terjadi setelah pengakuan awal aset keuangan, dan peristiwa yang merugikan tersebut berdampak pada estimasi arus kas masa depan atas aset keuangan yang dapat diestimasi secara andal.
Financial assets, other than those at FVTPL, are assessed for indicators of impairment at each reporting date. Financial assets are impaired when there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows of the investment have been affected.
Untuk investasi ekuitas AFS yang tercatat dan tidak tercatat di bursa, penurunan yang signifikan atau jangka panjang dalam nilai wajar dari instrumen ekuitas di bawah biaya perolehannya dianggap sebagai bukti obyektif terjadinya penurunan nilai.
For listed and unlisted equity investments classified as AFS, a significant or prolonged decline in the fair value of the security below its cost is considered to be objective evidence of impairment.
Bukti obyektif penurunan sebagai berikut:
The objective evidence of impairment could include:
nilai
termasuk
kesulitan keuangan signifikan yang dialami penerbit atau pihak peminjam; atau
significant financial difficulty of the issuer or counterparty; or
pelanggaran kontrak, seperti terjadinya wanprestasi atau tunggakan pembayaran pokok atau bunga; atau
default or delinquency in interest or principal payments; or
terdapat kemungkinan bahwa pihak peminjam akan dinyatakan pailit atau melakukan reorganisasi keuangan.
it becoming probable that the borrower will enter bankruptcy or financial reorganisation.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Untuk aset keuangan yang diukur pada biaya perolehan yang diamortisasi, jumlah kerugian penurunan nilai merupakan selisih antara jumlah tercatat aset keuangan dengan nilai kini dari estimasi arus kas masa depan yang didiskontokan menggunakan suku bunga efektif awal dari aset keuangan.
For financial assets carried at amortized cost, the amount of the impairment is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the financial asset’s original effective interest rate.
Kerugian penurunan nilai dihitung secara individual untuk aset keuangan yang signifikan secara individual serta kolektif untuk aset yang secara individual tidak signifikan dan secara individual signifikan namun tidak terdapat bukti obyektif penurunan nilai. Di dalam menentukan penurunan nilai kolektif, aset keuangan dikelompokkan pada kelompok aset keuangan berdasarkan karakteristik risiko kredit yang serupa. Arus kas masa depan dari kelompok aset keuangan ini diestimasi berdasarkan arus kas kontraktual dan pengalaman kerugian historis untuk aset yang memiliki karakteristik risiko kredit yang serupa. Pengalaman historis kerugian disesuaikan berdasarkan hasil pengamatan data pada masa kini, untuk merefleksikan efek dari kondisi masa kini yang tidak mempengaruhi periode dari pengalaman historis.
Impairment loss is calculated individually for financial assets that are individually significant and collectively for assets that are individually not significant or individually significant but there is no objective evidence of impairment when assessed individually. In determining collective impairment, financial assets are grouped into groups of financial assets based on similar credit risk characteristics. Future cash flow from a group of financial assets is estimated based on contractual cash flows and historical loss experience for assets that have similar credit risk characteristics. Historical loss experience is adjusted based on data observations in the present, to reflect the effects of current conditions that do not affect the period of historical experience.
Dalam melakukan penilaian secara kolektif, Bank harus menghitung:
In conducting collective assessment, the Bank must calculate:
Probability of default (”PD”) – model ini menilai probabilitas konsumen gagal melakukan pembayaran kembali secara penuh dan tepat waktu.
Probability of default (“PD”) – these models assess the probability of customers failing to repay fully and on time.
Recoverable amount – didasarkan pada identifikasi arus kas masa depan dan estimasi nilai kini dari arus kas tersebut (discounted cash flow).
Recoverable amount – based on identification of future cash flows and estimation of the present value of those cash flows (discounted cash flow).
Loss given default (”LGD”) – Bank mengestimasi kerugian ekonomis yang mungkin akan diderita Bank apabila terjadi tunggakan fasilitas kredit. LGD menggambarkan jumlah utang yang tidak dapat diperoleh kembali dan umumnya ditunjukkan dalam persentase dari exposure at default (EAD). Model perhitungan LGD mempertimbangkan jenis peminjam, fasilitas dan mitigasi risiko, misalnya ketersediaan agunan.
Loss given default (“LGD”) – the Bank estimates economic losses that may be suffered by the Bank if there are arrears in credit facility. LGD describes the amount of debt that may not be recovered and is generally expressed as a percentage of the exposure at default (EAD). The LGD calculation model considers the type of borrower, facility and any risk mitigation such as availability of collateral.
Loss identification period (”LIP”) –periode waktu antara terjadinya peristiwa yang merugikan dalam kelompok aset keuangan sampai bukti obyektif dapat diidentifikasi atas fasilitas kredit secara individual.
Loss identification period (”LIP”) – the period of time from the occurrence of a loss event in a group of financial assets until objective evidence can be identified on credit facility individually.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Exposure at default (”EAD”) – Bank mengestimasi tingkat utilisasi yang diharapkan dari fasilitas kredit pada saat terjadi tunggakan.
Exposure at default (“EAD”) – The Bank estimates the expected utilization level of credit facilities in the event of arrears.
PD, LGD dan LIP diperoleh dari observasi data fasilitas kredit selama minimal empat tahun.
PD, LGD and LIP are derived from observation of credit facility data for at least four years.
Cadangan kerugian penurunan nilai yang dinilai secara kolektif dilakukan dengan mengkalikan nilai baki debet fasilitas kredit pada posisi laporan dengan probability default (PD), loss identification period (LIP) dan loss given default (LGD).
Allowance for impairment losses collectively assessed is performed by multiplying the outstanding credit facility at report date by the probability of default (PD), loss identification period (LIP) and loss given default (LGD).
Kerugian penurunan nilai diakui pada laba rugi dan nilai tercatat dari aset keuangan atau kelompok aset keuangan dikurangi dengan cadangan kerugian penurunan nilai yang terbentuk. Pada saat penurunan nilai diakui dalam aset keuangan atau kelompok aset keuangan, pendapatan bunga diakui berdasarkan nilai tercatat setelah penurunan nilai menggunakan tarif bunga yang digunakan untuk mendiskontokan estimasi arus kas masa depan pada saat menghitung penurunan nilai.
The impairment loss is recognized in profit or loss and the carrying amount of the financial asset or group of financial assets are presented net of allowance for impairment losses. When impairment losses are recognized in the financial asset or group of financial assets, interest income is recognized based on the carrying amount after impairment using the interest rate used for discounting the estimated future cash flow when calculating impairment.
Jika aset keuangan AFS dianggap menurun nilainya, keuntungan atau kerugian kumulatif yang sebelumnya telah diakui dalam ekuitas direklasifikasi ke laba rugi.
When an AFS financial asset is considered to be impaired, cumulative gains or losses previously recognized in equity are reclassified to profit or loss.
Pengecualian dari instrumen ekuitas AFS, jika, pada periode berikutnya, jumlah penurunan nilai berkurang dan pengurangan tersebut dapat dikaitkan secara obyektif dengan peristiwa yang terjadi setelah penurunan nilai diakui, kerugian penurunan nilai yang diakui sebelumnya dipulihkan melalui laba rugi hingga nilai tercatat investasi pada tanggal pemulihan penurunan nilai tidak melebihi biaya perolehan diamortisasi sebelum pengakuan kerugian penurunan nilai dilakukan.
With the exception of AFS equity instruments, if, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognized, the previously recognized impairment loss is reversed through profit or loss to the extent that the carrying amount of the investment at the date the impairment is reversed does not exceed what the amortized cost would have been had the impairment not been recognized.
Dalam hal efek ekuitas AFS, kerugian penurunan nilai yang sebelumnya diakui dalam laba rugi tidak boleh dipulihkan melalui laba rugi. Setiap kenaikan nilai wajar setelah penurunan nilai diakui secara langsung ke penghasilan komprehensif lain.
In respect of AFS equity investments, impairment losses previously recognized in profit or loss are not reversed through profit or loss. Any increase in fair value subsequent to an impairment loss is recognized directly in other comprehensive income.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Penghentian pengakuan aset keuangan
Derecognition of financial assets
Bank menghentikan pengakuan aset keuangan jika dan hanya jika hak kontraktual atas arus kas yang berasal dari aset keuangan berakhir, atau Bank mentransfer aset keuangan dan secara substansial mentransfer seluruh risiko dan manfaat atas kepemilikan aset kepada entitas lain. Jika Bank tidak mentransfer serta tidak memiliki secara substansial atas seluruh risiko dan manfaat kepemilikan serta masih mengendalikan aset yang ditransfer, maka Bank mengakui keterlibatan berkelanjutan atas aset yang ditransfer dan liabilitas terkait sebesar jumlah yang mungkin harus dibayar. Jika Bank memiliki secara substansial seluruh risiko dan manfaat kepemilikan aset keuangan yang ditransfer, Bank masih mengakui aset keuangan dan juga mengakui pinjaman yang dijamin sebesar pinjaman yang diterima.
The Bank derecognize a financial asset only when the contractual rights to the cash flows from the asset expire, or when it transfers the financial asset and substantially all the risks and rewards of ownership of the asset to another entity. If the Bank neither transfers nor retains substantially all the risks and rewards of ownership and continues to control the transferred asset, the Bank recognizes their retained interest in the asset and an associated liability for amounts it may have to pay. If the Bank retains substantially all the risks and rewards of ownership of a transferred financial asset, the Bank continues to recognize the financial asset and also recognizes a collateralized borrowing for the proceeds received.
Pada saat penghentian pengakuan aset keuangan secara keseluruhan, selisih antara jumlah tercatat aset dan jumlah pembayaran dan piutang yang diterima dan keuntungan atau kerugian kumulatif yang telah diakui dalam penghasilan komprehensif lain dan terakumulasi dalam ekuitas diakui dalam laba rugi.
On derecognition of financial asset in its entirety, the difference between the asset’s carrying amount and the sum of the consideration received and receivable and the cumulative gain or loss that had been recognized in other comprehensive income and accumulated in equity is recognized in profit or loss.
Pada saat penghentian pengakuan aset keuangan terhadap satu bagian saja (misalnya ketika Bank masih memiliki hak untuk membeli kembali bagian aset yang ditransfer), Bank mengalokasikan jumlah tercatat sebelumnya dari aset keuangan tersebut pada bagian yang tetap diakui berdasarkan keterlibatan berkelanjutan dan bagian yang tidak lagi diakui berdasarkan nilai wajar relatif dari kedua bagian tersebut pada tanggal transfer. Selisih antara jumlah tercatat yang dialokasikan pada bagian yang tidak lagi diakui dan jumlah dari pembayaran yang diterima untuk bagian yang yang tidak lagi diakui dan setiap keuntungan atau kerugian kumulatif yang dialokasikan pada bagian yang tidak lagi diakui tersebut yang sebelumnya telah diakui dalam penghasilan komprehensif lain diakui pada laba rugi. Keuntungan dan kerugian kumulatif yang sebelumnya diakui dalam penghasilan komprehensif lain dialokasikan pada bagian yang tetap diakui dan bagian yang dihentikan pengakuannya, berdasarkan nilai wajar relatif kedua bagian tersebut.
On derecognition of financial asset other than its entirety (e.g., when the Bank retains an option to repurchase part of a transferred asset), the Bank allocates the previous carrying amount of the financial asset between the part it continues to recognize under continuing involvement, and the part it no longer recognizes on the basis of the relative fair values of those parts on the date of the transfer. The difference between the carrying amount allocated to the part that is no longer recognized and the sum of the consideration received for the part no longer recognized and any cumulative gain or loss allocated to it that had been recognized in other comprehensive income is recognized in profit or loss. A cumulative gain or loss that had been recognized in other comprehensive income is allocated between the part that continues to be recognized and the part that is no longer recognized on the basis of the relative fair values of those parts.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Aset dihapusbukukan dari cadangan kerugian penurunan nilai pada saat manajemen berpendapat bahwa aset tersebut harus dihapuskan karena secara operasional debitur sudah tidak mampu membayar dan/atau sulit untuk ditagih. Penerimaan kembali aset yang telah dihapuskan pada tahun berjalan dicatat sebagai penambahan cadangan kerugian penurunan nilai yang bersangkutan selama tahun berjalan. Penerimaan kembali aset yang telah dihapuskan pada tahun-tahun sebelumnya dicatat sebagai pendapatan operasional tahun berjalan.
Assets written off are charged to the allowance for impairment losses when management believes that they are definitely uncollectible. Recovery of assets previously written off in the current year is recorded as an addition to the allowance for impairment losses during the year of credit recovery. Recovery of assets previously written off in the previous years is recorded as operating income during the year.
f.
Liabilitas Keuangan dan Instrumen Ekuitas
f.
Financial Liabilities Instruments
and
Equity
Klasifikasi sebagai liabilitas atau ekuitas
Classification as debt or equity
Liabilitas keuangan dan instrumen ekuitas yang diterbitkan oleh Bank diklasifikasi sesuai dengan substansi perjanjian kontraktual dan definisi liabilitas keuangan dan instrumen ekuitas.
Financial liabilities and equity instruments issued by the Bank are classified according to the substance of the contractual arrangements entered into and the definitions of a financial liability and an equity instrument.
Instrumen ekuitas
Equity instruments
Instrumen ekuitas adalah setiap kontrak yang memberikan hak residual atas aset entitas setelah dikurangi dengan seluruh liabilitasnya. Instrumen ekuitas yang diterbitkan oleh Bank dicatat sebesar hasil penerimaan bersih setelah dikurangi biaya penerbitan langsung.
An equity instrument is any contract that evidences a residual interest in the assets of an entity after deducting all of its liabilities. Equity instruments issued by the Bank are recorded at the proceeds received, net of direct issue costs.
Liabilitas keuangan
Financial liabilities
Liabilitas keuangan diklasifikasikan sebagai FVTPL atau pada biaya perolehan diamortisasi.
Financial liabilities are classified as either “at FVTPL” or “at amortized cost”.
Liabilitas keuangan yang Diukur pada Nilai Wajar melalui Laba Rugi (FVTPL)
Financial liabilities at FVTPL
Liabilitas keuangan diklasifikasi sebagai FVTPL pada saat liabilitas keuangan baik dimiliki untuk diperdagangkan atau ditetapkan pada FVTPL.
Financial liabilities are classified as at FVTPL when the financial liability is either held for trading or designated as at FVTPL.
Liabilitas keuangan diperdagangkan jika:
A financial liability is classified as held for trading if:
dimiliki
untuk
diperoleh terutama untuk tujuan dibeli kembali dalam waktu dekat; atau
it has been acquired principally for the purpose of repurchasing in the near term; or
pada pengakuan awal merupakan bagian dari portofolio instrumen keuangan tertentu yang dikelola bersama dan terdapat bukti mengenai pola ambil untung dalam jangka pendek aktual terkini; atau
on initial recognition it is part of an identified portfolio of financial instruments that the entity manages together and has a recent actual pattern of short-term profit-taking; or
merupakan derivatif yang tidak ditetapkan dan tidak efektif sebagai instrumen lindung nilai.
it is a derivative that is not designated and effective as a hedging instrument.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Liabilitas keuangan selain liabilitas keuangan yang diperdagangkan, dapat ditetapkan sebagai FVTPL pada saat pengakuan awal, jika:
A financial liability other than a financial liability held for trading may be designated as at FVTPL upon initial recognition, if:
penetapan tersebut mengeliminasi atau mengurangi secara signifikan inkonsistensi pengukuran dan pengakuan yang dapat timbul; atau
such designation eliminates or significantly reduces a measurement or recognition inconsistency that would otherwise arise; or
kelompok aset keuangan, liabilitas keuangan atau keduanya, dikelola dan kinerjanya dievaluasi berdasarkan nilai wajar, sesuai dengan manajemen risiko atau strategi investasi yang didokumentasikan, dan informasi tentang Bank disediakan secara internal kepada manajemen kunci entitas, misalnya direksi dan CEO.
a group of financial assets, financial liabilities or both is managed and its performance is evaluated on a fair value basis, in accordance with a documented risk management or investment strategy, and information about the Bank is provided internally on that basis to the entity’s key management personnel, for example the board of directors and chief executive officer.
Liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi, keuntungan atau kerugian yang timbul diakui dalam laba rugi. Keuntungan atau kerugian bersih yang diakui dalam laba rugi mencakup setiap bunga yang dibayar dari liabilitas keuangan.
Financial liabilities at FVTPL are stated at fair value, with any resulting gain or loss recognized in profit or loss. The net gain or loss recognized in profit or loss incorporates any interest paid on the financial liability.
Liabilitas keuangan diukur perolehan diamortisasi
Financial liabilities at amortized costs
pada
biaya
At initial recognition, financial liabilities measured at amortized cost are recognized at fair value. The fair value is reduced by transaction costs which are directly attributable to the issuance of such financial liabilities. Subsequently, these financial liabilities are measured at amortized cost using the effective interest method, where interest expense is recognized based on the rate of effective return, except for short-term liabilities when the recognition of interest would be immaterial.
Pada saat pengakuan awal, liabilitas keuangan yang diukur pada biaya perolehan yang diamortisasi, diakui pada nilai wajarnya. Nilai wajar tersebut dikurangi biaya transaksi yang dapat diatribusikan secara langsung dengan penerbitan liabilitas keuangan tersebut. Pengukuran selanjutnya diukur pada biaya perolehan diamortisasi dengan menggunakan metode suku bunga efektif, dimana beban bunga diakui berdasarkan tingkat pengembalian yang efektif, kecuali untuk liabilitas jangka pendek dimana pengakuan bunganya tidak material. Penghentian pengakuan liabilitas keuangan
Derecognition of financial liabilities
Bank menghentikan pengakuan liabilitas keuangan, jika dan hanya jika, kewajiban Bank telah dilepaskan, dibatalkan atau kadaluarsa. Selisih antara jumlah tercatat liabilitas keuangan yang dihentikan pengakuannya dan imbalan yang dibayarkan dan utang diakui dalam laba rugi.
The Bank derecognizes financial liabilities when, and only when, the Bank’s obligations are discharged, cancelled or expire. The difference between the carrying amount of the financial liability derecognized and the consideration paid and payable is recognized in profit or loss.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
g.
h.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Reklasifikasi Instrumen Keuangan
g.
Reclassifications of Financial Instruments
Reklasifikasi Aset Keuangan
Reclassification of Financial Assets
Bank tidak diperkenankan untuk melakukan reklasifikasi aset keuangan ke kelompok aset keuangan FVTPL. Bank hanya dapat melakukan reklasifikasi aset keuangan ke kelompok pinjaman yang diberikan dan piutang jika aset keuangan tersebut memenuhi definisi pinjaman yang diberikan dan piutang dan Bank memiliki intensi dan kemampuan memiliki aset keuangan untuk masa depan yang dapat diperkirakan atau hingga jatuh tempo dari kelompok aset keuangan FVTPL atau dari kelompok tersedia untuk dijual. Aset keuangan tersebut direklasifikasi pada nilai wajar pada tanggal reklasifikasi yang menjadi biaya perolehan diamortisasi yang baru. Setiap keuntungan dan kerugian yang sudah diakui dalam laba rugi tidak boleh dipulihkan. Setiap keuntungan dan kerugian yang sudah diakui dalam penghasilan komprehensif lain diamortisasi ke laba rugi selama sisa umur aset keuangan (jika aset keuangan memiliki jatuh tempo tetap) atau tetap diakui dalam penghasilan komprehensif lain sampai aset keuangan tersebut dilepas atau dijual (jika aset keuangan tidak memiliki jatuh tempo tetap).
The Bank shall not reclassify any financial assets into the FVTPL after initial recognition. The Bank only reclassifies financial assets classified as at FVTPL or available-for-sale into loans and receivables if the financial assets meet the definition of loans and receivables and the Bank has the intention and ability to hold the financial assets for the foreseeable future or until maturity. The financial assets are reclassified at fair value, on the date of reclassification which become its new amortized cost. Any gains or losses already recognized in profit or loss are not reversed. Any gains or losses that have been recognized in other comprehensive income are amortized through profit or loss over the remaining life of the financial assets (for financial assets that have fixed maturities) or continue to be recognized in other comprehensive income until the financial assets are sold or other wise disposed (for financial assets that do not have fixed maturities).
Reklasifikasi Liabilitas Keuangan
Reclassification of Financial Liabilities
Bank tidak diperkenankan untuk mereklasifikasi liabilitas keuangan dari atau ke kelompok liabilitas keuangan FVTPL.
The Bank is not allowed to reclassify any financial liabilities from or to a group of FVTPL financial liabilities.
Saling Hapus Antar Aset Keuangan dan Liabilitas Keuangan
h.
Netting of Financial Assets and Financial Liabilities
Aset keuangan dan liabilitas keuangan Bank saling hapus dan nilai bersihnya disajikan dalam laporan posisi keuangan, jika dan hanya jika:
The Bank only offsets financial assets and liabilities and presents the net amount in the statement of financial position, where it:
saat ini memiliki hak yang berkekuatan hukum untuk melakukan saling hapus atas jumlah yang telah diakui tersebut; dan
currently has a legal enforceable right to set-off the recognized amount; and
berniat untuk menyelesaikan secara neto atau untuk merealisasikan aset dan menyelesaikan liabilitasnya secara simultan.
intend either to settle on a net basis, or to realize the asset and settle the liability simultaneously.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
i.
j.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai Wajar
i.
Fair Value
Sejak 1 Januari 2015, nilai wajar adalah harga yang akan diterima untuk menjual suatu aset atau harga yang akan dibayar untuk mengalihkan suatu liabilitas dalam transaksi teratur antara pelaku pasar pada tanggal pengukuran tanpa memperhatikan apakah harga tersebut dapat diobservasi secara langsung atau diestimasi menggunakan teknik penilaian lain. Dalam mengukur nilai wajar atas suatu aset atau liabilitas pada tanggal pengukuran, Bank memperhitungkan karakteristik suatu aset atau liabilitas jika pelaku pasar akan memperhitungkan karakteristik tersebut ketika menentukan harga aset atau liabilitas pada tanggal pengukuran.
Starting January 1, 2015, fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date, regardless of whether that price is directly observable or estimated using another valuation technique. In estimating the fair value of an asset or a liability, the Bank takes into account the characteristics the asset or a liability if market participants would take those characteristics into account when pricing the asset or liability at the measurement date.
Sebelum 1 Januari 2015, nilai wajar adalah nilai yang digunakan untuk mempertukarkan suatu aset atau untuk menyelesaikan suatu liabilitas antara pihak-pihak yang memahami dan berkeinginan untuk melakukan transaksi secara wajar (arm’s length transaction).
Prior to January 1, 2015, fair value is the value which is used to exchange an asset or to settle a liability between parties who understand and are willing to perform a fair transaction (arm’s length transaction).
Dalam rangka konsistensi dan perbandingan dalam pengukuran nilai wajar dan pengungkapan terkait, Bank melakukan pengukuran nilai wajar atas instrumen keuangan yang dimiliki dengan hirarki berikut:
In order to increase consistency and comparability in fair value measurements and related disclosures, the Bank measures the fair value of the financial instruments held based on the following hierarchy that categorized into three levels the inputs to valuation techniques:
Tingkat 1 pengukuran nilai wajar adalah yang berasal dari harga kuotasian (tidak disesuaikan) dalam pasar aktif untuk aset atau liabilitas yang identik.
Level 1 fair value measurements are those derived from quoted prices (unadjusted) in active markets for identical assets or liabilities.
Tingkat 2 pengukuran nilai wajar adalah yang berasal dari input selain harga kuotasian yang termasuk dalam Tingkat 1 yang dapat diobservasi untuk aset atau liabilitas, baik secara langsung (misalnya harga) atau secara tidak langsung (misalnya deviasi dari harga).
Level 2 fair value measurements are those derived from inputs other than quoted prices included within Level 1 that are observable for the assets or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).
Tingkat 3 pengukuran nilai wajar adalah yang berasal dari teknik penilaian yang mencakup input untuk aset atau liabilitas yang bukan berdasarkan data pasar yang dapat diobservasi (input yang tidak dapat diobservasi).
Level 3 fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that are not based on observable market data (unobservable inputs).
Giro pada Bank Indonesia dan Bank Lain
j.
Giro pada Bank Indonesia dan bank lain diklasifikasikan dalam kategori pinjaman yang diberikan dan piutang.
Demand Deposits with Bank Indonesia and Other Banks Demand deposits with Bank Indonesia and other banks are classified as loan and receivables.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan giro pada Bank Indonesia dan bank lain mengacu pada Catatan 3e, 3g dan 3i terkait aset keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of demand deposits with Bank Indonesia and other banks are discussed in to Notes 3e, 3g and 3i related to financial assets.
k.
l.
m.
n.
Penempatan pada Bank Indonesia dan Bank Lain
k.
Placements with Bank Indonesia and Other Banks
Penempatan pada Bank Indonesia dan bank lain diklasifikasikan dalam kategori pinjaman yang diberikan dan piutang.
Placements with Bank Indonesia and other banks are classified as loan and receivables.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan penempatan pada Bank Indonesia dan bank lain mengacu pada Catatan 3e, 3g dan 3i terkait aset keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of placements with Bank Indonesia and other banks are discussed in Notes 3e, 3g and 3i related to financial assets.
Efek-efek
l.
Securities
Efek-efek diklasifikasikan dalam kategori diperdagangkan, tersedia untuk dijual dan dimiliki hingga jatuh tempo.
Securities are classified as held-for-trading, available-for-sale and held-to-maturity.
Pengakuan, pengukuran awal, pengukuran setelah pengukuran awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan efek-efek mengacu pada Catatan 3e, 3g dan 3i terkait aset keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of securities are discussed in Notes 3e, 3g and 3i related to financial assets.
Tagihan dan Liabilitas Derivatif
m.
Derivative Receivables and Payables
Tagihan dan liabilitas derivatif diklasifikasikan dalam kategori diukur pada nilai wajar melalui laba rugi (FVTPL).
Derivative receivables and payables are classified as at fair value through profit or loss (FVTPL).
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan tagihan dan liabilitas derivatif mengacu pada Catatan 3e, 3f, 3g dan 3i terkait aset keuangan dan liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of derivative receivables and payablesare discussed in Notes 3e, 3f, 3g and 3i related through financial assets and financial liabilities.
Kredit
n.
Loans
Kredit diklasifikasikan dalam kategori pinjaman yang diberikan dan piutang.
Loans are receivables.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan kredit mengacu pada Catatan 3e, 3g dan 3i terkait aset keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of loans are discussed in Notes 3e, 3g and 3i related to financial assets.
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classified
as
loan
and
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
o.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Restrukturisasi Kredit Bermasalah
o.
Kerugian yang timbul dari restrukturisasi kredit yang berkaitan dengan modifikasi persyaratan kredit diakui bila nilai sekarang dari jumlah penerimaan kas yang akan datang yang telah ditentukan dalam persyaratan kredit yang baru, termasuk penerimaan yang diperuntukkan sebagai bunga maupun pokok, adalah lebih kecil dari nilai kredit yang diberikan yang tercatat sebelum restrukturisasi seperti yang dibahas pada Catatan 3n. p.
q.
Troubled Debt Restructuring Losses resulting from loan restructuring related to modification of credit terms are recognized if the present value of future cash receipts which have been determined in new loan terms, including receipts designated as interest or principal, is less than the amount of the outstanding loan before the restructuring as discussed in Note 3n.
Tagihan dan Liabilitas Akseptasi
p.
Acceptances Receivable and Payable
Tagihan akseptasi diklasifikasikan dalam kategori pinjaman yang diberikan dan piutang. Liabilitas akseptasi dikategorikan sebagai liabilitas keuangan diukur pada biaya perolehan yang diamortisasi.
Acceptance receivables are classified as loan and receivables. Acceptance liabilities are classified as financial liabilities at amortized costs.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar, penurunan nilai dan penghentian pengakuan tagihan dan liabilitas akseptasi mengacu pada Catatan 3e, 3f, 3g dan 3i terkait aset keuangan dan liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value, impairment and derecognition of acceptances receivable and payable are discussed in Notes 3e, 3f, 3g and 3i related to financial assets and financial liabilities.
Sewa
q.
Leases
Sewa merupakan suatu perjanjian yang mana lessor memberikan kepada lessee hak untuk menggunakan aset selama periode waktu yang disepakati. Sebagai imbalannya, lessee melakukan pembayaran atau serangkaian pembayaran kepada lessor.
A lease is an agreement whereby the lessor conveys to the lessee in return for a payment or series of payments the right to use an asset for an agreed period of time.
Sewa diklasifikasikan sebagai sewa pembiayaan jika sewa tersebut mengalihkan secara substantial seluruh risiko dan manfaat yang terkait dengan kepemilikan aset. Sewa lainnya, yang tidak memenuhi kriteria tersebut, diklasifikasikan sebagai sewa operasi.
Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases.
Sebagai Lessor
As Lessor
Pendapatan sewa dari sewa operasi diakui sebagai pendapatan dengan dasar garis lurus selama masa sewa. Biaya langsung awal yang terjadi dalam proses negosiasi dan pengaturan sewa operasi ditambahkan dalam jumlah tercatat dari aset sewaan dan diakui dengan dasar garis lurus selama masa sewa.
Rental income from operating leases is recognized on a straight-line basis over the term of the relevant lease. Initial direct costs incurred in negotiating and arranging an operating lease are added to the carrying amount of the leased asset and recognized on a straight-line basis over the lease term.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
r.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Sebagai Lessee
As Lessee
Pembayaran sewa operasi diakui sebagai beban dengan dasar garis lurus (straight-line basis) selama masa sewa, kecuali terdapat dasar sistematis lain yang dapat lebih mencerminkan pola waktu dari manfaat aset yang dinikmati pengguna. Rental kontijen diakui sebagai beban di dalam periode terjadinya.
Operating lease payments are recognized as an expense on a straight-line basis over the lease term, except where another systematic basis is more representative of the time pattern in which economic benefits from the leased asset are consumed. Contingent rentals arising under operating leases are recognized as an expense in the period in which they are incurred.
Dalam hal insentif diperoleh dalam sewa operasi, insentif tersebut diakui sebagai liabilitas. Keseluruhan manfaat dari insentif diakui sebagai pengurangan dari biaya sewa dengan dasar garis lurus kecuali terdapat dasar sistematis lain yang lebih mencerminkan pola waktu dari manfaat yang dinikmati pengguna.
In the event that lease incentives are received to enter into operating leases, such incentives are recognized as a liability. The aggregate benefit of incentives is recognized as a reduction of rental expense on a straight-line basis, except where another systematic basis is more representative of the time pattern in which economic benefits from the leased asset are consumed.
Biaya Dibayar Dimuka
r.
Biaya dibayar dimuka diamortisasi selama masa manfaat masing-masing biaya dengan menggunakan metode garis lurus. s.
Prepaid Expenses Prepaid expenses are amortized over their beneficial periods using the straight-line method.
Aset Tetap
s.
Premises and Equipment
Aset tetap yang dimiliki dicatat berdasarkan biaya perolehan setelah dikurangi akumulasi penyusutan dan akumulasi kerugian penurunan nilai.
Premises and equipment are stated at cost, less accumulated depreciation and any accumulated impairment losses.
Penyusutan diakui sebagai penghapusan biaya perolehan aset dengan menggunakan metode garis lurus (straight-line method) masing-masing dengan estimasi masa manfaat sebagai berikut:
Depreciation is recognized so as to write-off the cost of assets using the straight-line method. The estimated useful lives of the assets are as follows:
Tahun/ Years Bangunan Prasarana kantor (partisi dan renovasi kantor)
20 5
Kendaraan bermotor Perabotan kantor Peralatan kantor Perangkat keras komputer
5 5 5 5
Buildings Leasehold improvements (partition and office renovation) Motor vehicles Office furniture Office equipment Computer hardware
Masa manfaat ekonomis, nilai residu dan metode penyusutan di-review setiap akhir periode dan pengaruh dari setiap perubahan estimasi tersebut berlaku prospektif.
The estimated useful lives, residual values and depreciation method are reviewed at each period end, with the effect of any changes in estimate accounted for on a prospective basis.
Tanah dinyatakan berdasarkan perolehan dan tidak disusutkan.
Land is stated at cost and is not depreciated.
biaya
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Beban pemeliharaan dan perbaikan dibebankan pada laba rugi pada saat terjadinya. Biaya-biaya lain yang terjadi selanjutnya yang timbul untuk menambah, mengganti atau memperbaiki aset tetap dicatat sebagai biaya perolehan aset jika dan hanya jika besar kemungkinan manfaat ekonomis di masa depan berkenaan dengan aset tersebut akan mengalir ke entitas dan biaya perolehan aset dapat diukur secara andal.
The cost of maintenance and repairs is charged to operations as incurred. Other costs incurred subsequently to add to, replace part of, or service an item of premises and equipment, are recognized as asset if, and only if, it is probable that future economic benefits associated with the item will flow to the entity and the cost of the item can be measured reliably.
Aset tetap yang dihentikan pengakuannya atau yang dijual nilai tercatatnya dikeluarkan dari kelompok aset tetap. Keuntungan atau kerugian dari penjualan aset tetap tersebut dibukukan dalam laba rugi.
When assets are retired or otherwise disposed of, their carrying values are removed from the accounts and any resulting gain or loss is reflected in profit or loss.
Aset dalam penyelesaian dinyatakan sebesar biaya perolehan. Biaya perolehan tersebut termasuk biaya pinjaman yang terjadi selama masa pembangunan yang timbul dari utang yang digunakan untuk pembangunan aset tersebut. Akumulasi biaya perolehan akan dipindahkan ke masing-masing aset tetap yang bersangkutan pada saat selesai dan siap digunakan.
Construction in progress is stated at cost which includes borrowing costs during construction on debts incurred to finance the construction. Construction in progress is transferred to the respective property, plant and equipment account when completed and ready for use.
t.
u.
Aset Tak Berwujud
t.
Intangible Assets
Aset takberwujud merupakan perangkat lunak yang dibeli oleh Bank dan dicatat sebesar biaya perolehan dikurangi akumulasi amortisasi.
Intangible assets consist of software acquired by the Bank and stated at cost less accumulated amortization.
Amortisasi diakui dalam laba rugi dengan menggunakan metode garis lurus (straightline method) berdasarkan taksiran masa manfaat ekonomis selama 5 tahun.
Amortization is recognized in profit or loss using the straight line method based on its estimated useful life of 5 years.
Masa manfaat ekonomis, nilai residu dan metode amortisasi direview setiap akhir periode.
The estimated useful lives, residual values and amortization method are reviewed at each period end.
Penurunan Nilai kecuali Goodwill
Aset
Non-keuangan
u.
Pada setiap akhir periode pelaporan, Bank menelaah nilai tercatat aset non-keuangan untuk menentukan apakah terdapat indikasi bahwa aset tersebut telah mengalami penurunan nilai. Jika terdapat indikasi tersebut, nilai yang dapat diperoleh kembali dari aset diestimasi untuk menentukan tingkat kerugian penurunan nilai (jika ada). Bila tidak memungkinkan untuk mengestimasi nilai yang dapat diperoleh kembali atas suatu aset individu, Bank mengestimasi nilai yang dapat diperoleh kembali dari unit penghasil kas atas aset.
Impairment of Non-financial Asset except Goodwill At the end of each reporting period, the Bank reviews the carrying amounts of nonfinancial assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of an individual asset, the Bank estimates the recoverable amount of the cash generating unit to which the asset belongs.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Perkiraan jumlah terpulihkan adalah nilai tertinggi antara nilai wajar dikurangi biaya untuk pelepasan nilai pakai. Dalam menilai nilai pakai, estimasi arus kas masa depan didiskontokan ke nilai kini menggunakan tingkat diskonto sebelum pajak yang menggambarkan penilaian pasar kini dari nilai waktu uang dan risiko spesifik atas aset yang mana estimasi arus kas masa depan belum disesuaikan.
Estimated recoverable amount is the higher of fair value less cost to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.
Jika jumlah yang terpulihkan dari aset nonkeuangan (unit penghasil kas) lebih kecil dari nilai tercatatnya, nilai tercatat aset (unit penghasil kas) diturunkan menjadi sebesar nilai terpulihkan dan rugi penurunan nilai segera diakui dalam ke laba rugi.
If the recoverable amount of a non-financial asset (cash generating unit) is less than its carrying amount, the carrying amount of the asset (cash generating unit) is reduced to its recoverable amount and an impairment loss is recognized immediately against earnings.
v.
w.
Agunan yang Diambil Alih
v.
Foreclosed Collateral
Tanah dan aset lainnya (jaminan kredit yang telah diambil alih oleh Bank) disajikan dalam akun Agunan yang Diambil Alih dalam kelompok “Aset lain-lain”.
Land and other assets (foreclosed collateral by the the Bank) are presented in the Foreclosed Collateral account under “Other assets”.
Agunan yang diambil alih diakui sebesar nilai realisasi bersih. Selisih lebih saldo kredit di atas nilai realisasi bersih dari agunan yang diambil alih, dibebankan ke dalam akun cadangan kerugian penurunan nilai.
Foreclosed properties are stated at net realizable value. The excess of loan receivable over the net realizable value of the foreclosed properties is charged against allowance for impairment losses.
Selisih antara nilai agunan yang telah diambil alih dan hasil penjualannya diakui sebagai keuntungan atau kerugian pada saat penjualan agunan.
The difference between the carrying amount of foreclosed properties and the proceeds from the sale of such properties is recorded as gain or loss at the time of sale.
Manajemen mengevaluasi nilai agunan yang diambil alih secara berkala. Cadangan kerugian penurunan nilai agunan yang diambil alih dibentuk atas penurunan nilai agunan yang diambil alih.
Management evaluates the value of foreclosed properties periodically. Allowance for impairment losses on foreclosed properties is reserved on reduction of foreclosed properties value.
Bila terjadi penurunan nilai yang bersifat permanen, maka nilai tercatatnya dikurangi untuk mengakui penurunan tersebut dan kerugiannya dibebankan pada laba rugi.
The carrying amount of foreclosed properties is written down to recognize a permanent decline in the value of the foreclosed properties, which is charged to current operations.
Liabilitias Segera
w.
Liabilities Payable Immediately
Liabilitas segera merupakan liabilitas Bank kepada pihak lain yang sifatnya wajib segera dibayarkan sesuai dengan perintah pemberi amanat perjanjian yang ditetapkan sebelumnya.
Liabilities payable immediately represent obligation to third parties, based on contract or orders by those having authority that should be settled immediately.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar dan penghentian pengakuan liabilitas segera mengacu pada Catatan 3f, 3g dan 3i terkait liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value and derecognition of liabilities payable immediately are discussed in Notes 3f, 3g and 3i related to financial liabilities.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
x.
y.
z.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Simpanan
x.
Deposits
Simpanan diklasifikasikan dalam kategori liabilitas keuangan diukur pada biaya perolehan yang diamortisasi.
Deposits are classified as financial liabiities at amortized cost.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar dan penghentian pengakuan simpanan mengacu pada Catatan 3f, 3g dan 3i terkait liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value and derecognition of deposits are discussed in Notes 3f, 3g and 3i related to financial liabilities.
Simpanan dari Bank Lain
y.
Deposits from Other Banks
Simpanan dari bank lain diklasifikasikan dalam kategori liabilitas keuangan diukur pada biaya perolehan yang diamortisasi.
Deposits from other banks are classified as financial liabilities at amortized cost.
Simpanan dari bank lain terdiri dari liabilitas terhadap bank lain, baik local maupun luar negeri, dalam bentuk giro, inter-bank call money dengan periode jatuh tempo menurut perjanjian kurang dari atau 90 hari, tabungan dan deposito berjangka.
Deposits from other banks represent liabilities to domestic and overseas banks, in the form of demand deposits, inter-bank call money deposits with original maturities of 90 days or less, saving deposits and time deposits.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar dan penghentian pengakuan simpanan dari bank lain mengacu pada Catatan 3f, 3g dan 3i terkait liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value and derecognition of deposits from other banks are discussed in Notes 3f, 3g and 3i related to financial liabilities.
Instrumen Utang Diterbitkan
dan
Ekuitas
yang
z.
Debt and Equity Instruments Issued
Surat Berharga yang Diterbitkan
Securities Issued
Obligasi yang diterbitkan diklasifikasikan dalam kategori liabilitas keuangan diukur pada biaya perolehan diamortisasi.
Bonds issued are classified as financial liabilities at amortized costs.
Pengakuan, pengukuran awal, pengukuran setelah pengakuan awal, reklasifikasi, penentuan nilai wajar dan penghentian pengakuan instrumen utang dan ekuitas yang diterbitkan mengacu pada Catatan 3f, 3g dan 3i terkait liabilitas keuangan.
Recognition, initial measurement, subsequent measurement, reclassification, fair value and derecognition of debt and equity instrumentare discussed in Notes 3f, 3g and 3i related to financial liabilities.
Biaya Emisi Saham
Share Issuance Costs
Biaya emisi saham yang menambah dan beratribusi secara langsung terhadap penerbitan saham baru disajikan sebagai bagian dari tambahan modal disetor dan tidak diamortisasi.
Share issuance costs that are incremental and directly attributable to issuance of new shares are deducted from additional paid-in capital and are not amortized.
aa. Pengakuan Pendapatan dan Beban Bunga
aa.
Pendapatan dan beban bunga diakui secara akrual menggunakan metode suku bunga efektif (Catatan 3e).
Recognition of Interest Revenues and Expenses Interest income and expenses are recognized on an accrual basis using the effective interest method (Notes 3e and 3f).
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pendapatan kredit yang mengalami penurunan nilai dihitung menggunakan suku bunga efektif atas dasar nilai kredit setelah memperhitungkan kerugian penurunan nilai.
Interest income from impaired loan are computed using the effective interest method based on the amount of loan – net of impairment loss.
Pendapatan dan beban bunga yang diakui dalam laporan keuangan termasuk:
Interest income and expense recognized in the financial statements includes:
Bunga pada aset dan liabilitas keuangan pada biaya perolehan diamortisasi yang dihitung menggunakan suku bunga efektif.
Interest on financial assets and liabilities measured at amortized cost using the effective interest method.
Bunga pada instrumen sekuritas investasi tersedia untuk dijual dihitung menggunakan suku bunga efektif.
Interest on available-for-sale investment securities is computed using the effective interest method.
Perubahan nilai wajar pada efek-efek yang diklasifikasikan sebagai diperdagangkan diukur pada nilai wajar pada laba rugi dan derivatif lainnya yang digunakan untuk kepentingan manajemen risiko, dan aset dan liabilitas keuangan lainnya yang diukur pada nilai wajar melalui laba rugi, akan mempengaruhi laporan laba rugi dan penghasilan komprehensif lain.
Changes in fair value of trading securities measured at fair value through profit or loss and other derivatives used for risk management purposes, and other financial assets and liabilities measured at fair value through profit and loss will affect the statement of profit loss and other comprehensive income.
bb. Pengakuan Pendapatan dan Beban Provisi dan Komisi
bb.
Recognition of Revenues and Expenses on Commissions and Fees
Pendapatan provisi dan komisi yang berkaitan langsung dengan kegiatan perkreditan atau jangka waktu tertentu yang jumlahnya signifikan ditangguhkan dan diamortisasi sesuai dengan jangka waktunya dengan menggunakan metode suku bunga efektif.
Commissions and fees income related to loan activities or specific terms and with significant amounts are treated as deferred transaction cost which directly attributable to the financial instruments and amortized over the periods of the related financial instruments using the effective interest method.
Provisi dan komisi yang tidak berkaitan dengan kegiatan perkreditan atau pinjaman dan jangka waktu tertentu atau nilainya tidak material menurut Bank diakui sebagai pendapatan atau beban pada saat terjadinya transaksi.
Commissions and fees, which are not related to loan activities and terms of the loan or whose amount is not material according to the Bank are recognized as revenues or expenses at the time the transactions are made.
cc. Program Pensiun dan Imbalan Pasca Kerja Lainnya
cc.
Program Iuran Pasti Pembayaran kepada program pasti dibebankan pada saat Pembayaran kepada program didasarkan pada iuran pasti ditentukan program.
Pension plan and employment Benefits
Other
Post-
Defined Contribution Plan dana pensiun jatuh tempo. dana pensiun tertentu yang
Payments made to defined contribution plan are charged as an expense as they fall due. Payments made to pension plan are dealt with as payments to defined contribution plan.
Program Imbalan Pasti
Defined Benefits Plan
Bank juga memberikan imbalan pasca kerja imbalan pasti untuk karyawan sesuai dengan Undang-undang Ketenagakerjaan No. 13/2003. Tidak terdapat pendanaan yang disisihkan sehubungan dengan imbalan pasca-kerja ini.
In addition, the Bank provides defined benefit post-employment benefits to its employees in accordance with Labor Law No. 13/2003. No funding has been made to this post-employment benefits.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Biaya penyediaan imbalan ditentukan dengan menggunakan metode projected unit credit dengan penilaian aktuaria yang dilakukan pada setiap akhir periode pelaporan tahunan. Pengukuran kembali, terdiri dari keuntungan dan kerugian aktuarial, perubahan dampak batas atas aset (jika ada) dan dari imbal hasil atas aset program (tidak termasuk bunga), yang tercermin langsung dalam laporan posisi keuangan yang dibebankan atau dikreditkan dalam penghasilan komprehensif lain periode terjadinya. Pengukuran kembali diakui dalam penghasilan komprehensif lain tercermin segera sebagai pos terpisah pada penghasilan komprehensif lain di ekuitas dan tidak akan direklas ke laba rugi. Biaya jasa lalu diakui dalam laba rugi pada periode amandemen program. Bunga neto dihitung dengan mengalikan tingkat diskonto pada awal periode imbalan pasti dengan liabilitas atau aset imbalan pasti neto. Biaya imbalan pasti dikategorikan sebagai berikut:
The cost of providing benefits is determined using the projected unit credit method, with actuarial valuations being carried out at the end of each annual reporting period. Remeasurement, comprising actuarial gains and losses, the effect of the changes to the asset ceiling (if applicable) and the return on plan assets (excluding interest), is reflected immediately in the statement of financial position with a charge or credit recognised in other comprehensive income in the period in which they occur. Remeasurement recognised in other comprehensive income is reflected immediately as a separate item under other comprehensive income in equity and will not be reclassified to profit or loss. Past service cost is recognised in profit or loss in the period of a plan amendment. Net interest is calculated by applying the discount rate at the beginning of the period to the net defined benefit liability or asset. Defined benefit costs are categorised as follows:
Biaya jasa (termasuk biaya jasa kini, biaya jasa lalu serta keuntungan dan kerugian kurtailmen dan penyelesaian)
Beban atau pendapatan bunga neto Pengukuran kembali
Service cost (including current service cost, past service cost, as well as gains and losses on curtailments and settlements) Net interest expense or income Remeasurement
Bank menyajikan dua komponen pertama dari biaya imbalan pasti di laba rugi, Keuntungan dan kerugian kurtailmen dicatat sebagai biaya jasa lalu.
The Bank presents the first two components of defined benefit costs in profit or loss. Curtailment gains and losses are accounted for as past service costs.
Liabilitas imbalan pensiun yang diakui pada laporan posisi keuangan merupakan defisit atau surplus aktual dalam program imbalan pasti Bank. Surplus yang dihasilkan dari perhitungan ini terbatas pada nilai kini manfaat ekonomik yang tersedia dalam bentuk pengembalian dana program dan pengurangan iuran masa depan ke program.
The retirement benefit obligation recognised in the statements of financial position represents the actual deficit or surplus in the Bank’s defined benefit plans. Any surplus resulting from this calculation is limited to the present value of any economic benefits available in the form of refunds from the plans or reductions in future contributions to the plans.
Liabilitas untuk pesangon diakui pada lebih awal ketika entitas tidak dapat lagi menarik tawaran imbalan tersebut dan ketika entitas mengakui biaya restrukturisasi terkait.
A liability for a termination benefit is recognised at the earlier of when the entity can no longer withdraw the offer of the termination benefit and when the entity recognises any related restructuring costs.
Imbalan kerja jangka panjang lainnya
Other long-term benefits
Bank memberikan penghargaan masa kerja kepada karyawan yang memenuhi persyaratan.
The Bank also provides long service award for all qualified employees.
Perhitungan imbalan kerja jangka panjang lainnya ditentukan dengan menggunakan metode Projected Unit Credit. Jumlah diakui sebagai provisi untuk imbalan kerja jangka panjang lainnya di laporan posisi keuangan adalah nilai kini kewajiban imbalan pasti.
The cost of providing other long-term benefits is determined using the Projected Unit Credit Method. The provision for longterm employee benefits recognized in the statements of financial position represents the present value of the defined benefits obligation.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
dd. Pajak Penghasilan
dd.
Income Tax
Pajak saat terutang berdasarkan laba kena pajak untuk suatu tahun. Laba kena pajak berbeda dari laba sebelum pajak seperti yang dilaporkan dalam laporan laba rugi dan penghasilan komprehensif lain karena pos pendapatan atau beban yang dikenakan pajak atau dikurangkan pada tahun berbeda dan pos-pos yang tidak pernah dikenakan pajak atau tidak dapat dikurangkan.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from profit before tax as reported in the statements of profit or loss and other comprehensive income because of items of income or expense that are taxable or deductible in other years and items that are never taxable or deductible.
Beban pajak kini ditentukan berdasarkan laba kena pajak dalam periode yang bersangkutan yang dihitung berdasarkan tarif pajak yang berlaku.
Current tax expense is determined based on the taxable income for the year computed using prevailing tax rates.
Pajak tangguhan diakui atas perbedaan temporer antara jumlah tercatat aset dan liabilitas dalam laporan keuangan dengan dasar pengenaan pajak yang digunakan dalam perhitungan laba kena pajak. Liabilitas pajak tangguhan umumnya diakui untuk seluruh perbedaan temporer kena pajak. Aset pajak tangguhan umumnya diakui untuk seluruh perbedaan temporer yang dapat dikurangkan sepanjang kemungkinan besar bahwa laba kena pajak akan tersedia sehingga perbedaan temporer dapat dimanfaatkan. Aset dan liabilitas pajak tangguhan tidak diakui jika perbedaan temporer timbul dari pengakuan awal (bukan kombinasi bisnis) dari aset dan liabilitas suatu transaksi yang tidak mempengaruhi laba kena pajak atau laba akuntansi. Selain itu, liabilitas pajak tangguhan tidak diakui jika perbedaan temporer timbul dari pengakuan awal goodwill.
Deferred tax is recognized on temporary differences between the carrying amounts of assets and liabilities in the financial statements and the corresponding tax bases used in the computation of taxable profit. Deferred tax liabilities are generally recognized for all taxable temporary differences. Deferred tax assets are generally recognized for all deductible temporary differences to the extent that is probable that taxable profits will be available against which those deductible temporary differences can be utilized. Such deferred tax assets and liabilities are not recognized if the temporary differences arises from the initial recognition (other than in a business combination) of assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit. In addition, deferred tax liabilities are not recognized if the temporary differences arises from the initial recognition of goodwill.
Aset dan liabilitas pajak tangguhan diukur dengan menggunakan tarif pajak yang diekspektasikan berlaku dalam periode ketika liabilitas diselesaikan atau aset dipulihkan dengan tarif pajak (dan peraturan pajak) yang telah berlaku atau secara substantif telah berlaku pada akhir periode pelaporan.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled or the asset realized, based on the tax rates (and tax laws) that have been enacted, or substantively enacted, by the end of the reporting period.
Pengukuran aset dan liabilitas pajak tangguhan mencerminkan konsekuensi pajak yang sesuai dengan cara Bank ekspektasikan, pada akhir periode pelaporan, untuk memulihkan atau menyelesaikan jumlah tercatat aset dan liabilitasnya.
The measurement of deferred tax assets and liabilities reflects the consequences that would follow from the manner in which the Bank expects, at the end of the reporting period, to recover or settle the carrying amount of their assets and liabilities.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Jumlah tercatat aset pajak tangguhan ditelaah ulang pada akhir periode pelaporan dan dikurangi jumlah tercatatnya jika kemungkinan besar laba kena pajak tidak lagi tersedia dalam jumlah yang memadai untuk mengkompensasikan sebagian atau seluruh aset pajak tangguhan tersebut.
The carrying amount of deferred tax asset is reviewed at the end of each reporting period and reduced to the extent that it is no longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered.
Pajak kini dan pajak tangguhan diakui sebagai beban atau penghasilan dalam laba rugi, kecuali sepanjang pajak penghasilan yang berasal dari transaksi atau kejadian yang diakui, diluar laba rugi (baik dalam penghasilan komprehensif lain maupun secara langsung di ekuitas), dalam hal tersebut pajak juga diakui di luar laba rugi atau yang timbul dari akuntansi awal kombinasi bisnis. Dalam kombinasi bisnis, pengaruh pajak termasuk dalam akuntansi kombinasi bisnis.
Current and deferred tax are recognized as an expense or income in profit or loss, except when they relate to items that are recognized outside of profit or loss (whether in other comprehensive income or directly in equity), in which case the tax is also recognized outside of profit or loss, or where they arise from the initial accounting for a business combination. In the case of a business combination, the tax effect is included in the accounting for the business combination.
ee. Laba (Rugi) per Saham
ff.
ee.
Earnings (Loss) per Share
Laba (rugi) per saham dasar dihitung dengan membagi laba (rugi) bersih yang diatribusikan kepada pemilik entitas induk dengan jumlah rata-rata tertimbang saham yang beredar pada periode yang bersangkutan.
Basic earnings (loss) per share is computed by dividing net income (loss) attributable to the owners of the entity by the weighted average number of shares outstanding during the period.
Laba (rugi) per saham dilusian dihitung dengan membagi laba (rugi) bersih yang diatribusikan kepada pemilik entitas induk dengan jumlah rata-rata tertimbang saham biasa yang telah disesuaikan dengan dampak dari semua efek berpotensi saham biasa yang dilutif.
Diluted earnings (loss) per share is computed by dividing net income (loss) attributable to the owners of the entity by the weighted average number of shares outstanding as adjusted for the effects of all potentially dilutive ordinary shares.
Segmen Operasi
ff.
Operating Segment
Segmen operasi diidentifikasi berdasarkan laporan internal mengenai komponen dari Bank yang secara regular di-review oleh “pengambil keputusan operasional” dalam rangka mengalokasikan sumber daya dan menilai kinerja segmen operasi.
Operating segments are identified on the basis of internal reports about components of the Bank that are regularly reviewed by the chief operating decision maker in order to allocate resources to the segments and to assess their performances.
Segmen operasi adalah suatu komponen dari entitas:
An operating segment is a component of an entity:
a)
yang terlibat dalam aktivitas bisnis yang mana memperoleh pendapatan dan menimbulkan beban (termasuk pendapatan dan beban terkait dengan transaksi dengan komponen lain dari entitas yang sama);
a)
that engages in business activities from which it may earn revenues and incurred expenses (including revenues and expenses relating to the transactions with other components of the same entity);
b)
yang hasil operasinya dikaji ulang secara regular oleh pengambil keputusan operasional untuk membuat keputusan tentang sumber daya yang dialokasikan pada segmen tersebut dan menilai kinerjanya; dan
b)
whose operating results are reviewed regularly by the entity’s chief operating decision maker to make decision about resources to be allocated to the segments and assess its performance; and
c)
dimana tersedia informasi keuangan yang dapat dipisahkan.
c)
for which discrete financial information is available.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Informasi yang digunakan oleh pengambil keputusan operasional dalam rangka alokasi sumber daya dan penilaian kinerja mereka terfokus pada kategori dari setiap produk.
Information reported to the chief operating decision maker for the purpose of resources allocation and assessment of performance is more specifically focused on the category of each product.
4.
PERTIMBANGAN KRITIS AKUNTANSI DAN ESTIMASI AKUNTANSI YANG SIGNIFIKAN
4.
CRITICAL ACCOUNTING JUDGMENTS AND ESTIMATES
Dalam penerapan kebijakan akuntansi Bank, yang dijelaskan dalam Catatan 3, manajemen diwajibkan untuk membuat pertimbangan, estimasi dan asumsi tentang jumlah tercatat aset dan liabilitas yang tidak tersedia dari sumber lain. Estimasi dan asumsi yang terkait didasarkan pada pengalaman historis dan faktor-faktor lain yang dianggap relevan. Hasil aktualnya mungkin berbeda dari estimasi tersebut.
In the application of the Bank accounting policies, which are described in Note 3, the management is required to make judgments, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
Estimasi dan asumsi yang mendasari ditelaah secara berkelanjutan. Revisi estimasi akuntansi diakui dalam periode yang estimasi tersebut direvisi jika revisi hanya mempengaruhi periode tersebut, atau pada periode revisi dan periode masa depan jika revisi mempengaruhi periode saat ini dan masa depan.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period which the estimates is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
Pertimbangan Kritis Kebijakan Akuntansi
Penerapan
Critical Judgments in Applying Accounting Policies
Di bawah ini adalah pertimbangan kritis, selain dari estimasi yang telah diatur, dimana manajemen telah membuat suatu proses penerapan kebijakan akuntansi Bank dan memiliki pengaruh paling signifikan terhadap jumlah yang diakui dalam laporan keuangan.
Below are the critical judgments, apart from those involving estimations, that the managements have made in the process of applying the Bank’s accounting policies and that have the most significant effect on the amounts recognized in the financial statements.
Aset Keuangan Dimiliki hingga Jatuh Tempo
Held-to-maturity (HTM) Financial Assets
Klasifikasi atas aset keuangan dimiliki hingga jatuh tempo memerlukan pertimbangan yang signifikan. Dalam membuat pertimbangan tersebut, Bank mengevaluasi tujuan dan kemampuan untuk memiliki suatu investasi hingga jatuh tempo. Jika Bank tidak dapat menjaga investasinya hingga jatuh tempo selain dalam kondisi tertentu contohnya, menjual sekuritas dengan nilai tidak signifikan pada waktu yang mendekati jatuh tempo - hal ini mengharuskan reklasifikasi seluruh portofolio menjadi investasi tersedia untuk dijual. Investasi tersebut selanjutnya akan diukur pada nilai wajar dan bukan pada biaya perolehan diamortisasi.
The classificiation to HTM financial assets requires significant judgment. In making this judgment, the Bank evaluates its intention and ability to hold such investments to maturity. If the Bank fails to keep these investments to maturity other than in certain specific circumstances for example, selling an insignificant amount close to maturity it will be required to reclasify the entire portfolio as AFS investments. The investments would therefore measured at fair value and not at amortized cost.
Jumlah tercatat atas sekuritas dimiliki hingga jatuh tempo diungkapkan dalam Catatan 9.
The carrying amount of HTM is disclosed in Note 9.
Sumber Estimasi Ketidakpastian
Key Sources of Estimation Uncertainty
Asumsi utama mengenai masa depan dan sumber estimasi ketidakpastian utama lainnya pada akhir periode pelaporan, yang memiliki risiko signifikan yang mengakibatkan penyesuaian material terhadap jumlah tercatat aset dan liabilitas dalam periode pelaporan berikutnya dijelaskan dibawah ini:
The key assumptions concerning future and other key sources of estimation uncertainty at the end of the reporting period, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial period are discussed below:
dalam
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Rugi penurunan nilai aset keuangan
Impairment loss on financial assets
Bank menilai penurunan nilai aset keuangan pada setiap tanggal pelaporan. Dalam menentukan apakah rugi penurunan nilai harus dicatat dalam laba rugi, manajemen membuat penilaian, apakah terdapat bukti obyektif bahwa kerugian telah terjadi. Suatu aset keuangan dinyatakan mengalami penurunan nilai bila ada bukti obyektif terjadinya peristiwa yang berdampak pada estimasi arus kas atas aset keuangan. Bukti tersebut meliputi data yang dapat diobservasi yang menunjukkan bahwa telah terjadi peristiwa yang merugikan dalam status pembayaran debitur atau kondisi ekonomi nasional atau lokal yang berkorelasi dengan kelalaian membayar piutang.
The Bank assesses its financial assets at each reporting date. In determining whether the impairment loss should be recorded in profit or loss, management makes judgement as to whether there is objective evidence that loss event has occured. Financial assets are considered to be impaired when there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows of the financial assets have been affected. The evidence includes observable data which indicates that an adverse event has occurred in the payment status of borrowers or in the national or local economic conditions that correlate with the omission of payment of receivables.
Cadangan kerugian penurunan nilai akan dibentuk untuk mengakui kerugian penurunan nilai yang terjadi dalam portofolio aset keuangan. Manajemen menggunakan perkiraan berdasarkan pengalaman kerugian historis untuk aset dengan karakteristik risiko kredit dan bukti obyektif adanya penurunan nilai yang serupa dengan yang ada dalam portofolio pada saat penjadwalan arus kas masa depan.
Provision for loss on impairment will be set up to recognize the impairment loss that occurs in a portfolio of financial assets. Management uses estimates based on historical loss experience for assets with credit risk characteristics and objective evidence of impairment similar to those in the portfolio when scheduling the future cash flows.
Manajemen juga membuat penilaian atas metodologi dan asumsi untuk memperkirakan jumlah dan waktu arus kas masa depan yang di-review secara berkala untuk mengurangi perbedaan antara estimasi kerugian dan kerugian aktualnya.
Management also makes judgement as to the methodology and assumptions for estimating the amount and timing of future cash flows which are reviewed regularly to reduce any difference between loss estimate and actual loss.
Bank melakukan penilaian terhadap penurunan nilai dalam dua cara, yaitu:
The Bank performs assessment of the impairment amounts in two ways, namely:
a.
Individual, dilakukan untuk jumlah aset keuangan yang melebihi ambang batas (threshold) tertentu dan aset keuangan yang memiliki bukti obyektif penurunan nilai yang telah teridentifikasi secara terpisah pada tanggal laporan posisi keuangan. Kerugian penurunan nilai adalah selisih antara nilai tercatat dan nilai kini dari estimasi terbaik atas arus kas masa depan dan realisasi agunan pada tingkat suku bunga efektif awal dari aset keuangan tersebut. Estimasi ini dilakukan dengan mempertimbangkan kapasitas utang dan fleksibilitas keuangan debitur, kualitas pendapatan debitur, jumlah dan sumber arus kas, industri di mana debitur beroperasi dan nilai realisasi agunan. Estimasi jumlah dan waktu pemulihan masa depan akan membutuhkan banyak pertimbangan. Jumlah penerimaan tergantung pada kinerja debitur pada masa mendatang dan nilai agunan, keduanya akan dipengaruhi oleh kondisi ekonomi di masa depan, di samping itu agunan mungkin tidak mudah dijual. Nilai aktual arus kas masa depan dan tanggal penerimaan mungkin berbeda dari estimasi tersebut dan akibatnya kerugian aktual yang terjadi mungkin berbeda dengan yang diakui dalam laporan keuangan.
a.
- 43 -
Individually, made to the amount of financial assets that exceed certain threshold and to certain financial assets that have objective evidence that impairment has been identified separately on the date of statement of financial position. Impairment loss is the difference between the carrying amount and the present value of the best estimated future cash flows and realization of collateral at the initial effective interest rates of financial assets. The estimates are made by considering the debt capacity and financial flexibility of the debtor, debtor's earnings quality, quantity and source of cash flows, industry in which the debtor operates and realizable value of collateral. Estimating the amount and timing of future recovery will require a lot of considerations. The amount of revenue depends on the performance of the debtor in the future and the value of collateral, both of which will be affected by future economic conditions, in addition to the fact that the collateral may not be easily sold. The actual value and date of receipt of future cash flows may differ from the estimates and as a result, actual loss which occurs may be different from the amount recognized in the financial statements.
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
b.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Kolektif, dilakukan untuk jumlah aset keuangan yang tidak melebihi ambang batas (threshold) tertentu, tidak memiliki bukti obyektif penurunan nilai dan aset keuangan yang memiliki bukti obyektif penurunan nilai, namun belum diidentifikasi secara terpisah pada tanggal laporan posisi keuangan. Pembentukan kerugian penurunan nilai dilakukan secara kolektif dengan antara lain memperhitungkan jumlah dan lamanya tunggakan, agunan dan pengalaman kerugian masa lalu. Faktor paling penting dalam pembentukan cadangan adalah probability of default dan loss given default. Kualitas aset keuangan pada masa mendatang dipengaruhi oleh ketidakpastian yang dapat menyebabkan kerugian aktual aset keuangan dapat berbeda secara material dari cadangan kerugian penurunan nilai yang telah dibentuk. Ketidakpastian ini termasuk lingkungan ekonomi, suku bunga dan pengaruhnya terhadap pembelanjaan debitur, tingkat pengangguran dan perilaku pembayaran.
b.
Collectively, made to the amount of financial assets that do not exceed certain threshold and do not have objective evidence of impairment when assessed individually, and to the financial assets that have objective evidence of impairment but has not been identified separately on the date of statement of financial position. Establishment of collective impairment loss is made by, among others, taking into account the number and duration of arrears, collateral and past loss experience. The most important factors in establishing reserves are the probability of default and the loss given default. The quality of financial assets in the future is affected by uncertainties that could cause actual loss on financial assets, which may differ materially from the impairment loss reserves that have been established. These uncertainties include the economic environment, interest rates and the effect on spending of the debtor, unemployment rate and payment behavior.
Manfaat Karyawan
Employee Benefits
Penentuan liabilitas imbalan kerja tergantung pada pemilihan asumsi tertentu yang digunakan oleh aktuaris dalam menghitung jumlah liabilitas tersebut. Asumsi tersebut termasuk antara lain tingkat diskonto dan tingkat kenaikan gaji. Realisasi yang berbeda dari asumsi Bank diakumulasi dan diamortisasi selama periode mendatang dan akibatnya akan berpengaruh terhadap jumlah biaya serta liabilitas yang diakui di masa mendatang. Walaupun asumsi Bank dianggap tepat dan wajar, namun perubahan signifikan pada kenyataannya atau perubahan signifikan dalam asumsi yang digunakan dapat berpengaruh secara signifikan terhadap liabilitas imbalan pasca kerja Bank.
Determination of liability for employee benefits depends on the selection of certain assumptions used by actuaries in calculating the amount of such liability. These assumptions include, among others, the discount rate and the rate of increase in salaries. Different realization of the Bank’sassumptions is accumulated and amortized over future periods and consequently will affect the amount of costs and liabilities recognized in the future periods. Although the assumptions used by the Bank are assessed to be appropriate and fair, significant changes in actual events or significant changes in the assumptions used can significantly affect the Bank's post-employment benefits liability.
Taksiran Masa Manfaat Ekonomis Aset Tetap
Estimated Useful Lives of Premises and Equipment
Masa manfaat setiap aset tetap Bank ditentukan berdasarkan kegunaan yang diharapkan dari aset tersebut. Estimasi ini ditentukan berdasarkan evaluasi teknis internal dan pengalaman atas aset sejenis. Masa manfaat setiap aset di-review secara periodik dan disesuaikan apabila perkiraan berbeda dengan estimasi sebelumnya karena keausan, keusangan teknis dan komersial, hukum atau keterbatasan lainnya atas pemakaian aset. Namun terdapat kemungkinan bahwa hasil operasi dimasa mendatang dapat dipengaruhi secara signifikan oleh perubahan atas jumlah serta periode pencatatan biaya yang diakibatkan karena perubahan faktor yang disebutkan di atas.
The useful life of each item of the Bank’s premises and equipment are estimated based on the period over which the asset is expected to be available for use. Such estimation is based on internal technical evaluation and experience with similar assets. The estimated useful life of each asset is reviewed periodically and updated if expectations differ from previous estimates due to physical wear and tear, technical or commercial obsolescence and legal or other limits on the use of the asset. It is possible, however, that future results of operations could be materially affected by changes in the amounts and timing of recorded expenses brought about by changes in the factors mentioned above.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Perubahan masa manfaat aset tetap dapat mempengaruhi jumlah biaya penyusutan yang diakui dan penurunan nilai tercatat aset tersebut.
A change in the estimated useful life of any item of premises and equipment would affect the recorded depreciation expense and decrease in the carrying values of these assets.
Nilai tercatat Catatan 14.
The carrying amounts of premises equipmentare disclosed in Note 14.
5.
aset
tetap
diungkapkan
dalam
KAS
5. 2015 Rp Juta/ Rp Million
CASH
2014 Rp Juta/ Rp Million
Rupiah Dollar Amerika Serikat Dollar Singapura Dollar Australia
105.032 3.869 49 5
88.299 2.798 459 -
Rupiah United States Dollar Singapore Dollar Australian Dollar
Jumlah
108.955
91.556
Total
Saldo kas termasuk uang pada mesin ATM (Automated Teller Machines) sejumlah Rp 23.203 juta dan Rp 16.348 juta masing-masing pada tanggal 31 Desember 2015 dan 2014.
6.
Cash includes cash in ATMs (Automated Teller Machines) amounting to Rp 23,203 million and Rp 16,348 million as of December 31, 2015 and 2014, respectively.
GIRO PADA BANK INDONESIA
Rp Juta/ Rp Million Rupiah Dollar Amerika Serikat
641.689 170.934
Jumlah
812.623
and
6. 2015 % GWM Primer/ % Primary GWM 8,61 9,26
DEMAND DEPOSITS WITH BANK INDONESIA
Rp Juta/ Rp Million 487.207 108.988 596.195
Sesuai dengan Peraturan Bank Indonesia (PBI) No. 17/21/PBI/2015 tanggal 26 November 2015 yang berlaku efektif sejak 1 Desember 2015, tentang Perubahan kedua atas Peraturan Bank Indonesia Nomor 15/15/PBI/2013 tentang Giro Wajib Minimum Bank Umum bagi Bank Umum konvensional dalam Rupiah dan Valuta Asing, setiap bank di Indonesia diwajibkan mempunyai saldo giro minimum di Bank Indonesia untuk cadangan likuiditas. Giro Wajib Minimum (GWM) dalam Rupiah terdiri dari GWM Primer ditetapkan sebesar 7,5% dan GWM Sekunder ditetapkan sebesar 4%, serta GWM Loan to Funding Ratio (LFR) sebesar perhitungan antara parameter disinsentif bawah atau parameter disinsentif atas dengan selisih antara LFR bank dan LFR target dengan memperhatikan selisih antara Kewajiban Penyediaan Modal Minimum (KPMM) bank dan KPMM Insentif. GWM dalam Dollar Amerika Serikat ditetapkan sebesar 8%.
2014 % GWM Primer/ % Primary GWM 8,18 8,22
Rupiah United States Dollar Total
In accordance with Bank Indonesia Regulation (PBI) No. 17/21/PBI/2015 dated November 26, 2015 which is effective starting December 1, 2015, regarding the second amendment to Bank Indonesia Regulation Number 15/15/PBI/2013 about Minimum Statutory Reserves (GWM) with Commercial Banks in Rupiah and foreign currencies, each Bank in Indonesia is required to have a minimum demand deposit balance in Bank Indonesia as liquidity reserve. The GWM in Rupiah consists of Primary GWM which is set at 7.5% and the Secondary GWM which is set at 4%, and GWM Loan to Funding Ratio (LFR GWM) which is determined based on parameters under disincentive and over disincentive for the difference between the bank's LFR and target LFR by taking into account the difference between the bank's Capital Adequacy Ratio (CAR) and CAR incentive. GWM in the United States Dollar is set at 8%.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Sesuai dengan Peraturan Bank Indonesia (PBI) No. 15/15/PBI/2013 tanggal 24 Desember 2013 yang berlaku efektif sejak 31 Desember 2013, tentang Giro Wajib Minimum Bank Umum pada Bank Indonesia dalam Rupiah dan Valuta Asing, setiap bank di Indonesia diwajibkan mempunyai saldo giro minimum di Bank Indonesia untuk cadangan likuiditas. Giro Wajib Minimum (GWM) dalam Rupiah terdiri dari GWM Primer ditetapkan sebesar 8% dan GWM Sekunder ditetapkan sebesar 4%, serta GWM Loan to Deposit Ratio (LDR) sebesar perhitungan antara parameter disinsentif bawah atau parameter disinsentif atas dengan selisih antara LDR bank dan LDR target dengan memperhatikan selisih antara Kewajiban Penyediaan Modal Minimum (KPMM) bank dan KPMM Insentif. GWM dalam Dollar Amerika Serikat ditetapkan sebesar 8%.
In accordance with Bank Indonesia Regulation (PBI) No. 15/15/PBI/2013 dated December 24, 2013 which is effective starting December 31, 2013, regarding Minimum Statutory Reserves (GWM) with Bank Indonesia in Rupiah and Foreign Currencies, each bank in Indonesia is required to maintain minimum demand deposit balances with Bank Indonesia, as liquidity reserve. The GWM in Rupiah consists of Primary GWM which is set at 8% and the Secondary GWM which is set at 4%, and GWM Loan to Deposit Ratio (LDR GWM) which is determined based on parameters under disincentive and over disincentive for the difference between the bank's LDR and target LDR by taking into account the difference between the bank's Capital Adequacy Ratio (CAR) and CAR incentive. GWM in the United States Dollar is set at 8%.
Pada tanggal 31 Desember 2015 dan 2014, giro wajib minimum (GWM) sekunder Bank yang terdiri dari obligasi Pemerintah Indonesia masing-masing sebesar 12,86% dan 9,07%.
As of December 31, 2015 and 2014, the Bank’s secondary statutory reserve which consists of Indonesian Government bonds were 12.86% and 9.07%, respectively.
Pada tanggal 31 Desember 2015 dan 2014, Bank telah memenuhi giro wajib minimum yang harus disediakan sesuai dengan ketentuan Bank Indonesia.
As of December 31, 2015 and 2014, the Bank has complied with the minimum reserve requirements under the Bank Indonesia regulation.
7.
GIRO PADA BANK LAIN
7.
Rincian giro pada bank lain berdasarkan pihak dimana Bank menempatkan dananya dan jenis mata uang adalah sebagai berikut:
Demand deposits with other banks counterparty and by currency are as follows:
2015 Rp Juta/ Rp Million Pihak ketiga Rupiah Bank Mandiri Bank Maybank Indonesia Standard Chartered Bank Bank CIMB Niaga Bank Central Asia Sub jumlah Dollar Amerika Serikat Deutsche Bank, Frankfurt Wells Fargo Bank, New York Standard Chartered Bank, New York Bank Mandiri, Jakarta Bank Central Asia, Jakarta Standard Chartered Bank, Jakarta Sub jumlah Dollar Singapura United Overseas Bank Ltd., Singapura
DEMAND DEPOSITS WITH OTHER BANKS
48 29 27 1 1 106
2014 Rp Juta/ Rp Million
50 3 27 2.229 2.309
Third parties Rupiah Bank Mandiri Bank Maybank Indonesia Standard Chartered Bank Bank CIMB Niaga Bank Central Asia Sub total
891.280 233.703 68.588 21.382 15.601 2 1.230.556
25.628 100.454 21.869 9.195 11.806 2 168.954
United States Dollar Deutsche Bank, Frankfurt Wells Fargo Bank, New York Standard Chartered Bank, New York Bank Mandiri, Jakarta Bank Central Asia, Jakarta Standard Chartered Bank, Jakarta Sub total
24.872
22.652
Singapore Dollar United Overseas Bank Ltd., Singapore
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
2015 Rp Juta/ Rp Million Pihak ketiga Euro Standard Chartered Bank, Frankurt Wells Fargo Bank, London Sub jumlah
Third parties Euro Standard Chartered Bank, Frankfurt Wells Fargo Bank, London Sub total
5.061 672 5.733
1.974 2.210 4.184
Dollar Australia Commonw ealth Bank, Sydney
2.680
1.755
Australian Dollar Commonw ealth Bank, Sydney
Yen Jepang Wells Fargo Bank, Tokyo
1.337
2.132
Japanese Yen Wells Fargo Bank, Tokyo
Dollar Hongkong Standard Chartered Bank, Hongkong
1.190
1.260
Hongkong Dollar Standard Chartered Bank, Hongkong
1.266.474
203.246
Jumlah Giro pada Bank Lain
8.
2014 Rp Juta/ Rp Million
Total Demand Deposit w ith Other Banks
Tingkat suku bunga efektif rata-rata per tahun giro pada bank lain untuk mata uang Rupiah dan valuta asing masing-masing sebesar 1,97% dan 0,06% pada tanggal 31 Desember 2015 dan 1,75% dan 0,5% pada tanggal 31 Desember 2014.
The average annual effective interest rates of demand deposits with other banks in Rupiah and foreign currencies are 1.97% and 0.06% as of December 31, 2015 and 1.75% and 0.5% as of December 31, 2014, respectively.
Pada tanggal 31 Desember 2015 dan 2014, tidak terdapat giro pada bank lain yang dijadikan agunan oleh Bank.
On December 31, 2015 and 2014, there are no demand deposits from other banks which are used as collateral by the Bank.
Tidak terdapat cadangan kerugian penurunan nilai yang diakui karena manajemen berpendapat bahwa seluruh giro pada bank lain dapat ditagih.
No allowance for impairment losses has been recognized since management believes that all demand deposits with other bank are collectible.
PENEMPATAN PADA BANK INDONESIA DAN BANK LAIN
8.
Penempatan pada Bank Indonesia dan bank lain berdasarkan jenis penempatan adalah sebagai berikut:
PLACEMENTS WITH BANK INDONESIA AND OTHER BANKS Placements with Bank Indonesia and other banks by types of placements are as follows:
2015 Tingkat bunga efektif rata-rata per tahun/
Pihak ketiga Rupiah Call money Fasilitas Simpanan Bank Indonesia Sertifikat Deposito Sertifikat Deposito Bank Indonesia Sub jumlah Valuta Asing Call money
Jangka w aktu/
Average annual
Jumlah/
Period
effective interest rate
Total Rp Juta/ Rp Million
4 - 7 hari/days 4 hari/days 183 - 367 hari/days 273 hari/days
8,00% 5,50% 8,90% 6,68%
655.000 466.786 97.024 19.949 1.238.759
4 hari/days
0,45%
96.495
Jumlah Penempatan pada Bank Indonesia dan Bank Lain
1.335.254
- 47 -
Third parties Rupiah Call money Bank Indonesia Deposit Facility Certificate of Deposit Bank Indonesia Certificate of Deposit Sub total Foreign Currencies Call money Total Placements w ith Bank Indonesia and Other Banks
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued) 2014 Tingkat bunga efektif rata-rata per tahun/
Jangka w aktu/
Average annual
Period
effective interest rate
Jumlah/ Total Rp Juta/ Rp Million
Pihak ketiga
Third parties
Rupiah
Rupiah
Fasilitas Simpanan Bank Indonesia
1 - 2 hari/days
5,75%
899.856
Bank Indonesia Deposit Facility
Call money
2 - 31 hari/days
6,07%
515.000
Call money
Sertifikat Deposito
90 - 92 hari/days
8,20%
64.384
Certificate of Deposit
Sertifikat Deposito Bank Indonesia
91 - 92 hari/days
6,50%
59.196
Bank Indonesia Certificate of Deposit
Jumlah Penempatan pada Bank Indonesia dan Bank Lain
1.538.436
Rincian penempatan pada Bank Indonesia dan bank lain berdasarkan pihak dimana Bank menempatkan dananya adalah sebagai berikut: 2015 Rp Juta/ Rp Million Pihak ketiga Rupiah Bank Indonesia BPD Jabar dan Banten Bank Victoria International Bank Pan Indonesia Bank Sinarmas Lembaga Pembiayaan Ekspor Indonesia Bank Bukopin Bank KEB Hana Indonesia BPD Kaltim Bank Mandiri Bank CIMB Niaga Bank Commonw ealth BPD Riau Bank Permata Bank OCBC NISP Bank DKI Jakarta Bank Rakyat Indonesia Bank China Trust BPD Sumatera Barat Sub jumlah
Placements with Bank Indonesia and other banks by counterparty are as follows:
2014 Rp Juta/ Rp Million
486.735 150.000 100.000 100.000 75.000
959.052 100.000 50.000 40.000 -
70.000 60.000 50.000 50.000 48.362 28.806 19.856 1.238.759
50.000 34.780 50.000 30.000 100.000 50.000 29.604 25.000 20.000 1.538.436
Valuta Asing Bank Rabobank International Indonesia
96.495
Jumlah Penempatan pada Bank Indonesia dan Bank Lain
1.335.254
Total Placements w ith Bank Indonesia and Other Banks
-
1.538.436
- 48 -
Third parties Rupiah Bank Indonesia BPD Jabar dan Banten Bank Victoria International Bank Pan Indonesia Bank Sinarmas Lembaga Pembiayaan Ekspor Indonesia Bank Bukopin Bank KEB Hana Indonesia BPD Kaltim Bank Mandiri Bank CIMB Niaga Bank Commonw ealth BPD Riau Bank Permata Bank OCBC NISP Bank DKI Jakarta Bank Rakyat Indonesia Bank China Trust BPD Sumatera Barat Sub total Foreign currency Bank Rabobank International Indonesia Total Placements w ith Bank Indonesia and Other Banks
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai tercatat biaya perolehan diamortisasi dari penempatan pada Bank Indonesia dan bank lain adalah sebagai berikut:
The carrying amount of placements with Bank Indonesia and other banks at amortized cost are as follows:
Penempatan pada Bank Indonesia dan bank lain Pendapatan bunga yang masih akan diterima (Catatan 16) Jumlah
9.
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
1.335.254
1.538.436
177
588
1.335.431
1.539.024
Placements w ith Bank Indonesia and other banks Accrued interest receivables (Note 16) Total
Pada tanggal 31 Desember 2015 dan 2014, tidak terdapat penempatan pada Bank Indonesia dan bank lain yang dijadikan agunan oleh Bank.
On December 31, 2015 and 2014 there are no placement with Bank Indonesia and other banks which are used as collateral by the Bank.
Tidak terdapat cadangan kerugian penurunan nilai yang diakui karena manajemen berpendapat bahwa seluruh penempatan pada bank lain dapat ditagih.
No allowance for impairment losses has been recognized since management believes that all placements with other banks are collectible.
EFEK-EFEK
9.
SECURITIES
Rincian efek-efek berdasarkan mata uang adalah sebagai berikut:
Securities classified according to currency are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Pihak ketiga Rupiah Dollar Amerika Serikat
1.133.163 40.791
503.806 -
Third parties Rupiah United States Dollar
Jumlah Efek-Efek
1.173.954
503.806
Total Securities
Berdasarkan jenis dan tujuan investasi, efek-efek adalah sebagai berikut:
Securities classified according purpose are as follows:
2015 Rp Juta/ Rp Million Pihak ketiga Dim iliki hingga jatuh tem po Obligasi Pemerintah Indonesia Surat kredit berdokumen dalam negeri
to
type
2014 Rp Juta/ Rp Million
476.251 -
5.000
Third parties Held-to-m aturity Indonesian Government bonds Domestic letter of credit Total held-to-maturity securities
-
Jumlah efek dimiliki hingga jatuh tempo
476.251
5.000
Tersedia untuk dijual Obligasi Pemerintah Indonesia Obligasi lainnya Surat utang jangka menengah
253.725 198.667 30.000
462.339 23.900 -
Available-for-sale Indonesian Government bonds Other bonds Medium term notes
Jumlah efek tersedia untuk dijual
482.392
486.239
Total available-for-sale securities
Diperdagangkan Obligasi Pemerintah Indonesia Obligasi lainnya
166.498 48.813
12.567 -
Trading Indonesian Government bonds Other bonds
Jumlah efek diperdagangkan
215.311
12.567
Total trading securities
1.173.954
503.806
Jumlah Efek-Efek
- 49 -
Total Securities
and
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tingkat bunga rata-rata per tahun untuk efek-efek adalah sebagai berikut:
Average annual interest rates of the above securities are as follows:
Rupiah Obligasi Pemerintah Indonesia Obligasi lainnya Surat utang jangka menengah Surat kredit berdokumen dalam negeri Dollar Amerika Serikat Obligasi Pemerintah Indonesia
2015
2014
7,29% 8,70% 11,75%
6,62% 8,65% -
-
13,00%
4,75%
-
Obligasi lainnya Surat utang jangka menengah Surat kredit berdokumen dalam negeri Dollar Amerika Serikat Obligasi Pemerintah Indonesia
The terms of the above securities from acquisition dates to maturity dates are as follows:
2015
2014
9 bulan - 28 tahun/ 9 months - 28 years 3 - 60 bulan/months 2 tahun/years
3 bulan - 30 tahun/ 3 months - 30 years 3 - 60 bulan/months -
-
90 hari/days
10 tahun/years
-
Rincian efek-efek berdasarkan penerbit dan peringkat obligasi berdasarkan beberapa perusahaan pemeringkat pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:
855.683
idBBB-
101.951 51.722 48.972 25.000 9.953 6.976 2.906
idAAA idAA+ idAA+ idAA idAAA idAA+ idAA+
Surat berdokumen dalam negeri Perusahaan lainnya
-
Surat utang jangka menengah PT Perkebunan Nusantara II
30.000
Jumlah efek-efek rupiah Dollar Amerika Serikat Obligasi Pemerintah Republik Indonesia Jumlah Efek-efek
Other bonds Medium term notes Domestic letter of credit United States Dollar Indonesian Government bonds
2014 Rp Juta/ Peringkat/ Rp Million Rating
474.906
idA+
1.930 10.000 11.970 -
1.173.954
idAA+
Domestic letter of credit Other companies
Total securities - Rupiah United States Dollar Bonds Government of Republic of Indonesia
503.806
Efek-efek telah diperingkat oleh PT Pemeringkat Efek Indonesia (Pefindo) dan Fitch Rating Indonesia.
idAA+ idAA+
Rupiah Bonds Government of Republic of Indonesia Other companies Lembaga Pembiayaan Ekspor Indonesia PT Astra Sedaya Finance PT Sarana Multi Infrastruktur PT Wahana Ottomitra Multiartha PT Federal Internasional Finance PT Adira Dinamika Multifinance PT Sarana Multigriya Finance
Medium term notes PT Perkebunan Nusantara II
503.806
idBB+
idBBB-
-
5.000
1.133.163
40.791
Rupiah Indonesian Government bonds
Securities classified according to issuers and rating of bonds from various rating companies as of December 31, 2015 and 2014 are as follows:
2015 Rp Juta/ Peringkat/ Rp Million Rating Rupiah Obligasi Pemerintah Republik Indonesia Perusahaan lainnya Lembaga Pembiayaan Ekspor Indonesia PT Astra Sedaya Finance PT Sarana Multi Infrastruktur PT Wahana Ottomitra Multiartha PT Federal Internasional Finance PT Adira Dinamika Multifinance PT Sarana Multigriya Finance
Domestic letter of credit United States Dollar Indonesian Government bonds
Jangka waktu efek-efek sejak tanggal pembelian hingga tanggal jatuh tempo adalah sebagai berikut:
Rupiah Obligasi Pemerintah Indonesia
Rupiah Indonesian Government bonds Other bonds Medium term notes
Total Securities
Securities are rated by PT Pemeringkat Efek Indonesia (Pefindo) and Fitch Rating Indonesia.
- 50 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pada Maret 2015, Bank melakukan perubahan tujuan investasi terhadap obligasi Pemerintah Republik Indonesia dengan nilai nominal sebesar Rp 476.251 juta dari klasifikasi “tersedia untuk dijual” ke klasifikasi “dimiliki hingga jatuh tempo”. Manajemen berkeyakinan memiliki kemampuan dan berkeinginan untuk memiliki obligasi Pemerintah Republik Indonesia tersebut hingga jatuh tempo. Nilai wajar obligasi Pemerintah Republik Indonesia pada tanggal perpindahan menjadi nilai buku awal obligasi Pemerintah Republik Indonesia dalam klasifikasi “dimiliki hingga jatuh tempo”. Kerugian yang belum direalisasi atas obligasi yang dipindahkan sebesar Rp 1.604 juta dicatat sebagai bagian dari kerugian yang belum direalisasi atas perubahan nilai wajar efek-efek tersedia untuk dijual di ekuitas dan diamortisasi ke laba rugi sampai dengan tanggal jatuh tempo dari obligasi tersebut dengan metode suku bunga efektif. Tingkat suku bunga efektif yang digunakan berkisar 0,11% sampai dengan 0,17% pada tanggal 31 Maret 2015.
In March 2015, the Bank changed its investment objective on the Government Bonds of the Republic of Indonesia with a total nominal value of Rp 476,251 million and transferred such bonds from “available-for-sale” into the “held-to-maturity” classification. Management believes that the Bank has the ability and intention to hold the Government Bonds of the Republic of Indonesia until maturity. The fair value of the Government Bonds of the Republic of Indonesia on the date of the transfer are deemed as the cost of the Government Bonds of the Republic of Indonesia under “held-to-maturity“ classification. The unrealized loss resulting from the transfer of such bonds amounted to Rp 1,604 million are reported in equity section of the statement of the financial position as part of the unrealized loss on available-for-sale securities, which are amortized using the effective interest rate method over the term of the bonds. The effective interest rates ranged from 0.11% to 0.17% as of March 31, 2015.
Apabila terhadap efek-efek tersedia untuk dijual di atas tidak dilakukan perubahan tujuan investasi, jumlah kerugian yang belum direalisasi atas efek-efek tersedia untuk dijual pada tanggal 31 Desember 2015 adalah sebesar Rp 109.876 juta.
Had there been no changes in objective on the available-for-sale securities above, the unrealized loss on available-for-sale securities as of December 31, 2015 amounted to Rp 109,876 million.
Nilai tercatat dan nilai wajar efek tersedia untuk dijual yang direklasifikasi pada tanggal 31 Maret 2015 adalah sebesar Rp 476.251 juta dan Rp 474.198 juta.
The carrying amount and fair value of availablefor-sale securities amounted to Rp 476,251 million and Rp 474,198 million respectively, which are reclassified as of March 31, 2015.
Biaya perolehan efek yang dimiliki hingga jatuh tempo pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 476.251 juta dan Rp 5.000 juta.
Cost of held-to-maturity securities as of December 31, 2015 and 2014 amounted to Rp 476,251 million and Rp 5,000 million, respectively.
Nilai wajar pada saat perolehan awal atas efek tersedia untuk dijual pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 494.565 juta dan Rp 573.884 juta. Perubahan kerugian yang belum direalisasi atas efek-efek yang tersedia untuk dijual untuk tahun 2015 dan 2014 adalah sebagai berikut:
Initial fair value of available-for-sale securities as of December 31, 2015 and 2014 amounted to Rp 494,565 million and Rp 573,884 million, respectively. The amount of unrealized loss from changes in fair value of available-for-sale securities for 2015 and 2014 are as follows:
2015 Rp Juta/ Rp Million Saldo aw al tahun sebelum pajak penghasilan tangguhan Penambahan tahun berjalan Kerugian yang direalisasi atas penjualan selama tahun berjalan Perubahan nilai efek tahun berjalan Jumlah sebelum pajak penghasilan tangguhan Aset pajak tangguhan - bersih Saldo akhir tahun
2014 Rp Juta/ Rp Million
85.025
28.617
(13.729) 3.433
(87.645) 21.912
Balance at beginning of year before deferred tax income Addition during the year Realized loss on sale during the year Changes in value of outstanding securities during the year Balance at ending of year before deferred tax income Deferred tax asset - net
(10.296)
(65.733)
Balance at ending of year
(87.645) (11.583) 474
- 51 -
(116.262) -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai wajar pada saat perolehan awal atas efek diperdagangkan pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 217.869 juta dan Rp 12.605 juta. Kerugian yang belum direalisasi akibat penurunan nilai wajar efek untuk tahun 2015 dan 2014 masing-masing sebesar Rp 2.558 juta dan Rp 38 juta yang diakui dalam laba rugi tahun berjalan.
Initial fair value of held-for-trading securities as of December 31, 2015 and 2014 amounted to Rp 217,869 million and Rp 12,605 million, respectively. Unrealized loss on decrease in fair values of securities securities for 2015 and 2014 amounted to Rp 2,558 million and Rp 38 million respectively, which are charged to profit or loss.
Pada tanggal 31 Desember 2015 dan 2014, tidak terdapat efek-efek yang dijadikan agunan oleh Bank.
As of December 31, 2015 and 2014, there are no securities which are used as collateral by the Bank.
Tidak terdapat cadangan kerugian penurunan nilai yang diakui untuk efek-efek karena Bank melakukan transaksi dengan pihak yang memiliki reputasi yang baik.
No allowance for impairment losses on securities has been recognized since the Bank’s counterparties have a good reputation.
Keuntungan (kerugian) bersih dari penjualan efek adalah sebagai berikut:
Net gain (loss) on sale of securities are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Diperdagangkan Tersedia untuk dijual
2.873 (47)
14.171 (25)
Trading Available-for-sale
Jumlah
2.826
14.146
Total
Nilai tercatat biaya perolehan diamortisasi dari efek-efek dimiliki hingga jatuh tempo adalah sebagai berikut:
The carrying amount of held-to-maturities securities at amortized cost is as follows:
2015 Rp Juta/ Rp Million
10.
Efek-efek Pendapatan bunga yang masih akan diterima (Catatan 16)
476.251
Jumlah
480.584
2014 Rp Juta/ Rp Million
4.333
TAGIHAN DAN LIABILITAS DERIVATIF
5.000
Securities Accrued interest receivables (Note 16)
5.000
Total
-
10.
DERIVATIVE RECEIVABLES AND PAYABLES
Bank melakukan transaksi derivatif dalam bentuk pembelian dan penjualan berjangka valuta asing (forward) dan swap untuk tujuan trading.
The Bank’s derivative instruments, principally consist of forward foreign exchange contracts and swap contracts for trading purposes.
Transaksi swap terdiri dari kontrak swap mata uang asing. Transaksi tersebut merupakan komitmen untuk melunasi liabilitas dalam mata uang asing dengan kurs yang ditentukan terlebih dahulu.
Swap transactions consists of foreign currency swap contracts. Such currency swap transactions are commitments to settle in cash on a future date an obligation in foreign currency at a predetermined rate of exchange.
Risiko pasar dari transaksi derivatif timbul sebagai akibat dari adanya perubahan nilai potensial fluktuasi kurs mata uang, sedangkan risiko kredit timbul dalam hal pihak lain tidak dapat memenuhi liabilitasnya kepada Bank. Jangka waktu dari pembelian dan penjualan berjangka valuta asing pada tanggal 31 Desember 2015 dan 2014 masingmasing berkisar antara 4 sampai 370 hari dan 2 sampai 16 hari.
The market risk of derivative transactions arise from potential changes in value due to fluctuations in foreign exchange rates, while credit risk is the possibility that a loss may occur due to the failure of a counterparty to fulfill its obligations. According to the term of the contract as of December 31, 2015 and 2014, the Bank’s derivative instruments have terms ranging from 4 to 370 days and 2 to 16 days, respectively.
- 52 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Rincian tagihan dan liabilitas derivatif pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:
The details of derivative receivables and payables as of December 31, 2015 and 2014 are as follows:
2015 Jumlah nosional/ Notional amount Beli/ Jual/ Buy Sell Rp Juta/ Rp Juta/ Rp Million Rp Million Forw ard Dollar Amerika Serikat Perusahaan lainnya Bank Indonesia Sub jumlah Dollar Australia Standard Chartered Bank Spot Dollar Amerika Serikat Bank Sinarmas Bank Nobu Bank Permata Standard Chartered Bank Sub jumlah Dollar Singapura Bank Nobu Jumlah
Nilai w ajar/ Fair value Tagihan/ Liabilitas/ Receivables Payables Rp Juta/ Rp Juta/ Rp Million Rp Million
258.803
438.337 -
7.519 656
3.626
258.803
438.337
8.175
3.626
-
13.785 41.415
13.800 2.069 68.986 1.807
55.200
86.662
314.003
-
1.384
28
10 56
-
-
60 66
1.464 527.847
60
Forw ard United States Dollar Other companies Bank Indonesia Sub total Australian Dollar Standard Chartered Bank Spot United States Dollar Bank Sinarmas Bank Nobu Bank Permata Standard Chartered Bank Sub total Singapore Dollar Bank Nobu
-
-
8.241
3.714
Total
2014 Jumlah nosional/ Notional amount Beli/ Jual/ Buy Sell Rp Juta/ Rp Juta/ Rp Million Rp Million
11.
Forw ard Dollar Amerika Serikat Standard Chartered Bank
-
62.325
Yen Jepang Standard Chartered Bank
-
1.544
Spot Dollar Amerika Serikat Bank Sinarmas Bank Permata Standard Chartered Bank Individu
24.874 -
49.784 24.920 1.243
Sub jumlah Jumlah
24.874 24.874
75.947 139.816
Nilai w ajar/ Fair value Tagihan/ Liabilitas/ Receivables Payables Rp Juta/ Rp Juta/ Rp Million Rp Million
298
-
-
10
240 148
-
5
-
-
102
393 691
KREDIT
11.
Kredit memiliki suku bunga tetap maupun mengambang, sehingga Bank terpapar risiko suku bunga atas nilai wajar (fair value interest rate risk) dan risiko suku bunga atas arus kas (cash flow interest rate risk).
Forw ard United States Dollar Standard Chartered Bank
102 112
Japanese Yen Standard Chartered Bank Spot United States Dollar Bank Sinarmas Bank Permata Standard Chartered Bank Individual Sub total Total
LOANS Loans are arranged at both fixed and floating interest rates, thus exposing the Bank to fair value interest rate risk and cash flow interest rate risk.
- 53 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
a.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Jenis Pinjaman
a. 2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Rupiah Kredit modal kerja Kredit konsumsi Pinjaman sindikasi Kredit investasi Pinjaman karyawan
3.260.578 1.334.151 895.744 718.987 37.582
3.123.013 1.160.259 72.253 841.051 29.105
Jumlah - Rupiah
6.247.042
5.225.681
673.462 164.723
740.434 291.120
838.185
1.031.554
Total - Foreign currencies
Jumlah Cadangan kerugian penurunan nilai
7.085.227 (37.962)
6.257.235 (128.402)
Total Allowance for impairment losses
Jumlah Kredit - Bersih
7.047.265
6.128.833
Total Loans - Net
Valuta asing Kredit modal kerja Kredit investasi Jumlah - Valuta asing
b.
By Type of Loan
Sektor Ekonomi
b. 2015 Rp Juta/ Rp Million
Rupiah Jasa-jasa dunia usaha Perindustrian Perdagangan, restoran dan hotel Konstruksi
Rupiah Working capital loans Consumer loans Syndicated loans Investment loans Employee loans Total - Rupiah Foreign currencies Working capital loans Investment loans
By Economic Sector
2014 Rp Juta/ Rp Million Rupiah Business services Manufacturing Trading, restaurant and hotel Construction Transportation, warehouses and communication Electricity, gas and water Social/public services Agriculture and forestry Others
1.765.160 757.391 714.266 350.541
1.752.745 607.306 857.876 416.282
Angkutan, gudang dan komunikasi Listrik, gas dan air Jasa sosial/masyarakat Pertanian dan perhutanan Lainnya
301.149 51.114 37.636 7.112 2.262.673
336.860 42.708 10.926 1.200.978
Jumlah - Rupiah
6.247.042
5.225.681
494.227 146.410
624.546 167.747
89.216 30.581 37.095 21.702 17.555 1.399
104.207 54.638 28.980 28.782 20.412 2.242
838.185
1.031.554
Total - Foreign currencies
Jumlah Cadangan kerugian penurunan nilai
7.085.227 (37.962)
6.257.235 (128.402)
Total Allowance for impairment losses
Jumlah Kredit - Bersih
7.047.265
6.128.833
Total Loans - Net
Valuta asing Perindustrian Jasa-jasa dunia usaha Angkutan, gudang dan komunikasi Perdagangan, restoran dan hotel Konstruksi Pertambangan Jasa sosial/masyarakat Listrik, gas dan air Jumlah - Valuta asing
Sektor ekonomi lain-lain terdiri dari perikanan, pertambangan, penyediaan akomodasi, listrik, gas dan air, transportasi, perantara keuangan, real estate dan rumah tangga.
Total - Rupiah Foreign currencies Manufacturing Business services Transportation, warehouses and communication Trading, restaurant and hotel Construction Mining Social/public services Electricity, gas and water
Others economic sector consists of fishery, mining, accomodation, electricity, gas and water, transportation, financial services, real estate developer and household.
- 54 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
c.
Kolektibilitas Otoritas (Bank Indonesia)
Jasa
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Keuangan
c.
2015 Rp Juta/ Rp Million
d.
6.223.807 652.046 41.335 12.492 155.547
5.444.689 444.384 130.066 10.508 227.588
Current Special mention Substandard Doubtful Loss
Jumlah Cadangan kerugian penurunan nilai
7.085.227 (37.962)
6.257.235 (128.402)
Total Allow ance for impairment losses
Jumlah Kredit - Bersih
7.047.265
6.128.833
Total Loans - Net
Berdasarkan penilaian internal Bank
Kredit yang dinilai secara individual Baki debet Cadangan kerugian penurunan nilai Jumlah Kredit yang dinilai secara kolektif Baki debet Cadangan kerugian penurunan nilai
d.
Jumlah Jumlah Kredit - Bersih
Based on Bank’s internal assesment
2014 Rp Juta/ Rp Million
369.580
316.294
(18.084)
(97.872)
351.496
218.422
6.715.647
5.940.941
(19.878)
(30.530)
6.695.769
5.910.411
7.047.265
6.128.833
Jangka Waktu
e.
Jangka waktu pinjaman diklasifikasikan berdasarkan periode pinjaman dalam perjanjian kredit adalah sebagai berikut:
(Bank
2014 Rp Juta/ Rp Million
Lancar Dalam perhatian khusus Kurang lancar Diragukan Macet
2015 Rp Juta/ Rp Million
e.
Financial Service Authority’s Indonesia) colectibility
Loans assessed individually Outstanding Allow ance for impairment losses Total Loans assessed collectively Outstanding Allow ance for impairment losses Total Total loan - net
By Period Loans classified based on the term of the loan agreements are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
1 tahun > 1 - 2 tahun > 2 - 5 tahun > 5 tahun Jumlah Cadangan kerugian penurunan nilai
2.168.431 441.990 2.966.481 1.508.325 7.085.227 (37.962)
789.381 873.098 2.363.357 2.231.399 6.257.235 (128.402)
1 year > 1 - 2 years > 2 - 5 years > 5 years Total Allow ance for impairment losses
Jumlah Kredit - Bersih
7.047.265
6.128.833
Total Loans - Net
- 55 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
f.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tingkat bunga efektif rata-rata per tahun
Rupiah Kredit investasi Kredit modal kerja Kredit konsumsi Kartu kredit Pinjaman sindikasi Dolar Amerika Serikat Kredit investasi Kredit modal kerja Dolar Singapura Kredit modal kerja
f.
2015
2014
18,72% 14,47% 13,51% 34,65% 12,97%
17,32% 15,31% 13,29% 34,65% 11,03%
6,91% 7,02%
6,68% 6,64%
6,90%
6,90%
Berikut adalah informasi pokok lainnya sehubungan dengan kredit:
Average annual effective interest rates
Rupiah Investment loans Working capital loans Consumer loans Credit card Syndicated loans United States Dollar Investment loans Working capital loans Singapore Dollar Working capital loans
Other major information on loans are as follows:
1)
Kredit dijamin dengan agunan yang diikat dengan hak tanggungan atau surat kuasa untuk menjual dan jaminan lain yang umumnya diterima oleh perbankan. Kredit juga dijamin dengan jaminan tunai berupa giro, tabungan dan deposito berjangka (Catatan 17). Manajemen berkeyakinan agunan yang diterima tersebut cukup untuk menutup kerugian yang mungkin timbul akibat tidak tertagihnya kredit yang diberikan.
1)
Loans are secured by collateral, which are legalized by deed of encumbrance, power of attorney to sell and other collaterals that are generally accepted in the banking industry. Loans are also secured by cash collateral, in the form of demand deposits, savings deposits and time deposits (Note 17). Management believes that collateral received from debtor is adequate to cover possible losses on uncollectible loan.
2)
Kredit untuk modal kerja dan investasi terdiri dari pinjaman jangka panjang, tetap, berulang dan diskonto, sedangkan kredit konsumsi terdiri dari kredit pemilikan rumah, kredit kendaraan bermotor dan kredit konsumsi lain.
2)
Loans for working capital and investments include long-term, fixed, revolving and discounted loans, while consumer loans include housing, car and other consumer loans.
3)
Kredit dalam Rupiah berjangka waktu 1 bulan sampai 35 tahun, sedangkan kredit dalam valuta asing berjangka waktu antara 1 bulan sampai 13 tahun. Kredit dalam rangka pembiayaan bersama dalam Rupiah berjangka waktu 3 sampai dengan 10 tahun.
3)
Loans in Rupiah have terms ranging from 1 month to 35 years, while those in foreign currencies have terms ranging from 1 month to 13 years. Syndicated loans have terms of 3 to 10 years for Rupiah.
4)
Keikutsertaan Bank sebagai anggota sindikasi dengan persentase penyertaan berkisar antara 8% sampai 50% dan 9% sampai dengan 30% masing-masing pada tanggal 31 Desember 2015 dan 2014.
4)
The Bank’s participation as a member in syndicated loans ranges from 8% to 50% and 9% to 30% as of December 31, 2015 and 2014.
5)
Kredit yang diberikan kepada karyawan Bank merupakan kredit yang diberikan untuk membeli rumah, kendaraan dan keperluan lainnya dengan jangka waktu 1 (satu) sampai 20 (dua puluh) tahun dan dibayar kembali melalui pemotongan gaji setiap bulan. Kredit yang diberikan kepada karyawan dibebani tingkat bunga efektif rata-rata per tahun sebesar 5,80% dan 5,97% pada tanggal 31 Desember 2015 dan 2014.
5)
Employee loans for the purchase of houses, cars and other necessities with terms of 1 (one) to 20 (twenty) years and are payable through salary deduction. Employee loans earn average annual effective interest rate of 5.80% and 5.97% as of December 31, 2015 and 2014, respectively.
6)
Dalam jumlah kredit termasuk kredit yang diberikan kepada pihak yang berelasi sebesar Rp 57.343 juta dan Rp 70.957 juta setelah dikurangi cadangan kerugian penurunan nilai (berdasarkan penurunan nilai secara kolektif) sebesar Rp 6 juta dan Rp 12 juta masingmasing pada tanggal 31 Desember 2015 dan 2014 (Catatan 36).
6)
Total loans include loans to related parties amounting to Rp 57,343 million and Rp 70,957 million net of allowance for impairment losses (based on collective impairment) of Rp 6 million and Rp 12 million as of December 31, 2015 and 2014, respectively (Note 36).
- 56 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Seluruh kredit yang diberikan kepada pihak yang berelasi pada tanggal 31 Desember 2015 dan 2014 tidak lewat jatuh tempo dan tidak mengalami penurunan nilai.
All of loans to related parties as of December 31, 2015 and 2014 are neither past due nor impaired.
7)
Rasio kredit usaha mikro dan kecil terhadap kredit yang diberikan adalah sebesar 1,24% dan 2,80% masing-masing pada tanggal 31 Desember 2015 dan 2014.
7)
The ratio of micro and of small business loans to total loans as of December 31, 2015 and 2014 is 1.24% and 2.80%, respectively.
8)
Pada tanggal 31 Desember 2015 dan 2014, tidak terdapat kredit yang dijadikan agunan oleh Bank.
8)
As of December 31, 2015 and 2014, there are no loans pledged as collateral by the Bank.
9)
Pada tanggal 31 Desember 2015 dan 2014, rincian kredit yang direstrukturisasi menurut jenis pinjaman sebelum cadangan kerugian penurunan nilai adalah sebagai berikut:
9)
As of December 31, 2015 and 2014, the details of restructured loans classified based on types of loans, gross of allowance of impairment losses are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Rupiah Kredit modal kerja Kredit investasi Kredit konsumsi Pinjaman sindikasi
328.535 110.817 42.528 -
56.539 5.443 4.186 35.957
Jumlah - Rupiah
481.880
102.125
Valuta asing Kredit modal kerja Kredit investasi
38.262 10.705
9.656 112.126
48.967
121.782
530.847
223.907
Jumlah - Valuta asing Jumlah Kredit
Rupiah Working capital loans Investment loans Consumer loans Syndicated loans Total - Rupiah Foreign currencies Working capital loans Investment loans Total - Foreign currencies Total Loans
Selama tahun 2015 dan 2014, Bank telah melakukan penyelamatan kembali atas kredit untuk beberapa debitur masing-masing sebesar Rp 438.560 juta dan Rp 160.926 juta.
In 2015 and 2014, the Bank has restructured loans for some debtors, amounted to Rp 438,560 million and Rp 160,926 million, respectively.
10) Pada tanggal 31 Desember 2015 dan 2014, fasilitas kredit yang disalurkan dengan sistem pembiayaan bersama (joint financing) dan penyaluran kredit melalui lembaga pembiayaan untuk menyalurkan kredit kendaraan motor dan mobil masing-masing sebesar Rp 833.769 juta dan Rp 27 juta, melalui perjanjian pemberian fasilitas pembiayaan bersama dengan PT Bintang Mandiri Finance, PT Buana Sejahtera Multidana, PT MNC Finance (pihak berelasi), PT Pratama Interdana Finance, PT Reksa Finance dan PT Sumber Arthamas Finance.
10) As of December 31, 2015 and 2014, loan facilities with joint financing arrangements and credits chanelled through financing companies in granting motorcycle and car loan amounted to Rp 833,769 million and Rp 27 million, respectively, which include, separate joint agreements with PT Bintang Mandiri Finance, PT Buana Sejahtera Multidana, PT MNC Finance (related party), PT Pratama Interdana Finance, PT Reksa Finance and PT Sumber Arthamas Finance.
- 57 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
11) Rasio non-performing loan (NPL) yang dihitung berdasarkan Surat Edaran Bank Indonesia No. 13/30/DPNP tanggal 16 Desember 2011 adalah sebagai berikut:
11) Non-performing loan (NPL) ratio calculated based on Circular Letter of Bank Indonesia No. 13/30/DPNP dated December 16, 2011 are as follows:
NPL Bruto NPL Neto
2015
2014
2,97% 2,43%
5,88% 3,86%
Gross NPL Net NPL
12) Dalam laporan Batas Maksimum Pemberian Kredit (BMPK) kepada Bank Indonesia pada tanggal 31 Desember 2015 dan 2014 tidak terdapat kredit yang tidak memenuhi ketentuan BMPK.
12) As of December 31, 2015 and 2014, there are no loans that exceeded the legal lending limit (BMPK) as stated in the legal lending limit report submitted to Bank Indonesia.
13) Pada tanggal 31 Desember 2015 dan 2014, rincian kredit bermasalah menurut sektor ekonomi adalah sebagai berikut:
13) As of December 31, 2015 and 2014, the details of non-performing loans based on economic sector are as follows:
2015 Kredit bermasalah/ Non-performing loans Rp Juta/ Rp Million
2014
Penyisihan penurunan nilai/ Allowance for impairment losses Rp Juta/ Rp Million
Kredit bermasalah/ Non-performing loans Rp Juta/ Rp Million
Penyisihan penurunan nilai/ Allowance for impairment losses Rp Juta/ Rp Million
Rupiah Perdagangan, restoran dan hotel Jasa-jasa dunia usaha Angkutan, gudang dan komunikasi Perindustrian Jasa sosial/masyarakat Konstruksi Pertanian dan perhutanan Lainnya Jumlah - Rupiah
67.583 39.939
8.293 2.829
43.294 47.678
14.396 13.962
25.596 14.150 6.895 2.168 898 52.145 209.374
2.747 2.282 1.003 409 279 2.928 20.770
65.924 38.996 6.450 868 2.423 66.037 271.670
2.177 12.350 868 272 390 14.109 58.524
Rupiah Trading, restaurant and hotel Business services Transportation, warehouses and communication Manufacturing Social/public services Construction Agriculture and forestry Others Total - Rupiah
Valuta Asing Perindustrian
-
96.492
27.269
Foreign Currency Manufacturing
Jumlah
209.374
368.162
85.793
Total
20.770
14) Mutasi cadangan kerugian penurunan nilai adalah sebagai berikut:
Rupiah Rp Juta/ Rp Million Saldo awal tahun Penyisihan (pemulihan) tahun berjalan (Catatan 30) Individual Kolektif Penghapusan Selisih kurs Saldo akhir tahun
100.984
2015 Valuta asing/ Foreign currencies Rp Juta/ Rp Million 27.418
14) The changes in the allowance for impairment losses are as follows:
Jumlah/ Total Rp Juta/ Rp Million
Rupiah Rp Juta/ Rp Million
128.402
118.274
2014 Valuta asing/ Foreign currencies Rp Juta/ Rp Million 19.787
Jumlah/ Total Rp Juta/ Rp Million 138.061
Balance at beginning of year
(38.762) 5.287 (30.500) -
38.206 330 (67.181) 2.180
(556) 5.617 (97.681) 2.180
9.808 7.794 (34.892) -
26.705 (33) (20.247) 1.206
36.513 7.761 (55.139) 1.206
Provision (reversal of provision) during the year (Note 30) Individual Collective Write-off Exchange rate differences
37.009
953
37.962
100.984
27.418
128.402
Balance at end of year
- 58 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai baki debet atas debitur-debitur yang cadangan kerugian penurunan nilai dihitung secara individual sebesar Rp 369.580 juta dan Rp 316.294 juta masing-masing pada tanggal 31 Desember 2015 dan 2014. Debitur-debitur tersebut termasuk dalam sektor ekonomi perindustrian, konstruksi, perdagangan, restoran dan hotel, angkutan, gudang dan komunikasi, jasa-jasa dunia usaha, jasa sosial/masyarakat dan lainnya.
The outstanding amount of debtors whose allowance for impairment losses are calculated individually amounted to Rp 369,580 million and Rp 316,294 million as of December, 31 2015 and 2014, respectively. The economic sector in which the debtors came in are from manufacturing, construction, trading, restaurant and hotel, transportation, warehouses and communication, business services, social/public services and others.
Manajemen berpendapat bahwa cadangan kerugian penurunan nilai kredit adalah cukup untuk menutup kerugian yang mungkin timbul akibat tidak tertagihnya kredit.
Management believes that the allowance for impairment losses on loans is adequate to cover the losses which might arise from uncollectible loans.
15) Mutasi kredit yang dihapus buku adalah sebagai berikut:
15) The changes in the loans written-off are as follows:
2015
2014
Valuta
Valuta
asing/
Saldo awal tahun
asing/
Foreign
Jumlah/
Foreign
Rupiah
currencies
Total
Rupiah
currencies
Jumlah/ Total
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
574.980
20.247
595.227
545.867
-
545.867
30.500
67.181
97.681
34.892
20.247
55.139
Additions during the y ear
(8.940)
(5.779)
-
(5.779)
Recov ery
Balance at beginning of y ear
Penambahan dalam tahun berjalan Penerimaan kembali Saldo akhir tahun
(8.940) 596.540
87.428
683.968
16) Nilai tercatat biaya perolehan diamortisasi dari kredit yang diberikan adalah sebagai berikut:
12.
574.980
20.247
595.227
Balance at end of y ear
18) 17)The carrying amount of loans at amortised cost is as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Kredit Pendapatan bunga yang masih akan diterima (Catatan 16) Cadangan kerugian penurunan nilai
7.085.227
6.257.235
Jumlah
7.096.903
49.638 (37.962)
TAGIHAN DAN LIABILITAS AKSEPTASI
36.883 (128.402) 6.165.716
12. 2015 Rp Juta/ Rp Million
Loans Accrued interest receivable (Note 16) Allow ance for impairment losses Total
ACCEPTANCES RECEIVABLE AND PAYABLE 2014 Rp Juta/ Rp Million
Tagihan Akseptasi Rupiah Valuta asing
21.234
5.000 88.962
Acceptances Receivable Rupiah Foreign currencies
Jum lah Tagihan Akseptasi
21.234
93.962
Total Acceptances Receivable
Liabilitas Akseptasi Rupiah Valuta asing
21.234
5.000 88.962
Acceptances Payable Rupiah Foreign currencies
Jum lah Liabilitas Akseptasi
21.234
93.962
Total Acceptances Payable
- 59 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tagihan dan liabilitas akseptasi berdasarkan jangka waktu perjanjian adalah sebagai berikut:
The acceptances receivable and payable classified according to original term are as follows:
2015 Tagihan/ Receiv able Rp Juta/ Rp Million 1 >1 >3 >6
bulan - 3 bulan - 6 bulan - 12 bulan
Jumlah
13.
2014 Liabilitas/ Pay able Rp Juta/ Rp Million
Tagihan/ Receiv able Rp Juta/ Rp Million
13.105 8.129 -
13.105 8.129 -
768 12.418 75.373 5.403
768 12.418 75.373 5.403
1 >1 >3 >6
21.234
21.234
93.962
93.962
Total
BIAYA DIBAYAR DIMUKA
13. 2015 Rp Juta/ Rp Million
14.
Liabilitas/ Pay able Rp Juta/ Rp Million month - 3 months - 6 months - 12 months
PREPAID EXPENSES
2014 Rp Juta/ Rp Million
Sew a dibayar dimuka Beban promosi dibayar dimuka Asuransi dibayar dimuka Lainnya
35.846 1.170 1.057 6.890
28.761 777 1.860 2.948
Prepaid rent Prepaid promotional expense Prepaid insurance Others
Jumlah
44.963
34.346
Total
ASET TETAP
14. 1 Januari/ January 1, 2015 Rp Juta/ Rp Million
Biaya perolehan: Pemilikan langsung Tanah Bangunan dan prasarana kantor Kendaraan bermotor Perabotan kantor Peralatan kantor Perangkat keras komputer Aset tetap dalam penyelesaian Jumlah Akumulasi Penyusutan Pemilikan langsung Bangunan dan prasarana kantor Kendaraan bermotor Perabotan kantor Peralatan kantor Perangkat keras komputer Jumlah Jumlah Tercatat
2.403
PREMISES AND EQUIPMENT
31 Desember/ Penambahan/ Pengurangan/ Reklasifikasi/ December 31, Additions Deductions Reclassification 2015 Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million
-
-
-
58.822 2.229 13.031 11.841 37.673 -
19.766 1.850 7.862 2.635 6.585 2.687
15.100 301 3.419 350 14.547 -
2.081 (334) 566 (120) (2.193)
125.999
41.385
33.717
-
50.413 1.545 12.471 10.985 31.569
4.820 509 663 715 3.051
14.659 301 3.376 323 14.456
106.983
9.758
33.115
19.016
- 60 -
2.403
133.667
(123) (255) 564 (186) -
65.569 3.778 17.140 14.692 29.591 494
Cost: Direct acquisitions Land Building and leasehold improvements Motor vehicles Office furnitures Office equipments Computer hardwares Construction in progress Total
40.451 1.753 9.503 11.941 19.978
Accumulated depreciation Direct acquisitions Building and leasehold improvements Motor vehicles Office furnitures Office equipments Computer hardwares
83.626
Total
50.041
Net Book Value
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan) 1 Januari/ January 1, 2014 Rp Juta/ Rp Million Biaya perolehan: Pemilikan langsung Tanah Bangunan dan prasarana kantor Kendaraan bermotor Perabotan kantor Peralatan kantor Perangkat keras komputer Jumlah Akumulasi Penyusutan Pemilikan langsung Bangunan dan prasarana kantor Kendaraan bermotor Perabotan kantor Peralatan kantor Perangkat keras komputer Jumlah Jumlah Tercatat
2.403
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
31 Desember/ Penambahan/ Pengurangan/ Reklasifikasi/ December 31, Additions Deductions Reclassification 2014 Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million
-
-
-
2.403
79.217 3.922 17.800 20.922 50.144
2.036 613 37 323 2.764
22.532 2.306 4.774 6.223 18.347
(32) (3.181) 3.112
174.408
5.773
54.182
-
101
58.822 2.229 13.031 11.841 37.673
-
125.999
66.960 3.740 16.239 18.897 43.527
5.598 111 1.027 1.073 3.374
22.197 2.306 4.765 6.148 18.147
52 (30) (2.837) 2.815
149.363
11.183
53.563
-
50.413 1.545 12.471 10.985 31.569
-
106.983
25.045
19.016
Pengurangan aset tetap merupakan penjualan dan penghapusan aset tetap dengan rincian sebagai berikut:
Cost: Direct acquisitions Land Building and leasehold improvements Motor vehicles Office furnitures Office equipments Computer hardwares Total Accumulated depreciation Direct acquisitions Building and leasehold improvements Motor vehicles Office furnitures Office equipments Computer hardwares Total Net Book Value
Deductions of premises and equipment represent the sale and write-off of premises and equipment with details as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Nilai buku Harga jual
602 617
440 899
Net book value Selling price
Laba penjualan dan penghapusan aset tetap - bersih
15
459
Gain on sale and w rite-off of premises and equipment - net
Bank memiliki tanah dengan hak legal berupa Hak Pakai yang berjangka waktu 5 (lima) tahun dan akan jatuh tempo pada tahun 2016. Manajemen berpendapat tidak terdapat masalah dengan perpanjangan hak atas tanah karena seluruh tanah diperoleh secara sah dan didukung dengan bukti pemilikan yang memadai.
The Bank owns land with Building Use Rights (Hak Pakai) for a period of 5 (five) years until 2016. Management believes that there will be no issue in extending the landrights since the land were acquired legally and supported by sufficient evidence of ownership.
Nilai wajar aset tetap untuk tanah dan bangunan yang dimiliki oleh Bank telah dinilai oleh KJPP Nanang Rahayu dan Rekan pada tanggal 26 September 2014 dengan metode penilaian pendekatan biaya dengan hasil penilaian sebesar Rp 26.565 juta. Pada tanggal 31 Desember 2015, estimasi nilai wajar dari aset tetap tidak berbeda secara material dari hasil penilaian tersebut.
The fair value of the land and buildings which are directly own by the Bank had been appraised by KJPP Nanang Rahayu dan Rekan on September 26, 2014 by using cost approach with result amounting to Rp 26,565 million. As of December 31, 2015, the estimated fair value of premises and equipment is not significantly different from the appraisal result.
Manajemen berpendapat bahwa nilai tercatat semua aset tetap masih lebih rendah dari pada nilai yang dapat dipulihkan, oleh karena itu tidak diperlukan penurunan nilai aset tetap.
Management believes that the net book value of premises and equipment is lower than the recoverable value, as such there is no impairment in value of premises and equipment.
- 61 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Aset tetap dalam penyelesaian merupakan prasarana kantor dan peralatan kantor yang diperkirakan akan selesai pada tahun 2016.
Construction in progress represents leasehold improvements and office equipments which are estimated to be completed in 2016.
Aset tetap kecuali tanah telah diasuransikan terhadap risiko kebakaran, kecurian dan risiko lainnya kepada PT MNC Insurance, pihak berelasi dan PT Asuransi Bumiputeramuda 1967 dengan jumlah pertanggungan sebesar Rp 58.775 juta pada tanggal 31 Desember 2015 dan PT MNC Insurance, pihak berelasi, PT Asuransi Bumiputeramuda 1967 dan PT Asuransi Wahana Tata dengan jumlah pertanggungan sebesar Rp 39.633 juta pada tanggal 31 Desember 2014. Manajemen berpendapat bahwa nilai pertanggungan tersebut cukup untuk menutupi kemungkinan kerugian atas aset yang dipertanggungkan.
Premises and equipment, except for land, are insured against fire, theft, and other possible risks with PT MNC Insurance, related party and PT Asuransi Bumiputeramuda 1967 for Rp 58,775 million as of December 31, 2015 and PT MNC Insurance, related party, PT Asuransi Bumiputeramuda 1967 and PT Asuransi Wahana Tata for Rp 39,633 million as of December 31, 2014. Management believes that the insurance coverage is adequate to cover possible asset losses on the assets insured.
Jumlah aset tetap yang sudah didepresiasi penuh dan masih digunakan adalah sebesar Rp 65.698 juta dan Rp 79.933 juta masing-masing pada tanggal 31 Desember 2015 dan 2014.
The total amount of fully depreciated premises and equipment that are still in use amounted to Rp 65,698 million and Rp 79,933 million as of December 31, 2015 and 2014, respectively.
15.
ASET TAK BERWUJUD
15.
Perincian perangkat lunak adalah sebagai berikut: 1 Januari/ January 1, 2015 Rp Juta/ Rp Million Biaya perolehan Perangkat lunak komputer Aset takberwujud dalam penyelesaian Jumlah Akumulasi amortisasi Perangkat lunak komputer Jumlah Tercatat
Jumlah
The details of software are as follows:
31 Desember/ Penambahan/ Pengurangan/ Reklasifikasi/ December 31, Additions Deductions Reclassification 2015 Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million Cost Computer software Intangible assets in progress
70.471
3.340
60
1.018
74.769
732
1.426
75
(1.018)
1.065
71.203
4.766
135
-
75.834
Total
61.230
3.731
60
-
64.901
Accumulated amortization Computer software
10.933
Net Book Value
9.973
1 Januari/ January 1, 2014 Rp Juta/ Rp Million Biaya perolehan Perangkat lunak komputer Aset takberwujud dalam penyelesaian
INTANGIBLE ASSETS
76.919 -
31 Desember/ Penambahan/ Pengurangan/ December 31, Additions Deductions 2014 Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million 6.655 732
13.103 -
70.471 732
Cost Computer software Intangible assets in progress
76.919
7.387
13.103
71.203
Total
Akumulasi amortisasi Perangkat lunak komputer
66.479
7.280
12.529
61.230
Accumulated amortization Computer software
Jumlah Tercatat
10.440
9.973
Sisa periode amortisasi untuk aset tak berwujud adalah 1 bulan sampai 5 tahun.
Net Book Value
The remaining amortization period for intangible assets are between 1 month to 5 years.
- 62 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
16.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
ASET LAIN-LAIN
16. 2015 Rp Juta/ Rp Million
Agunan yang diambil alih Pendapatan yang masih akan diterima Setoran jaminan Biaya yang ditangguhkan Tagihan restitusi pajak (Catatan 44) Lainnya
OTHER ASSETS
2014 Rp Juta/ Rp Million
77.217 60.989 25.457 13.267 8.892 27.395
38.470 42.096 27.632 13.768 8.892 13.514
Foreclosed collaterals Accrued interest receivable Security deposits Deferred charges Claim for tax refund (Note 44) Others
Sub jumlah Cadangan kerugian penurunan nilai aset non-keuangan
213.217
144.372
(19.178)
(19.718)
Sub total Allow ance for impairment losses on non-financial assets
Jumlah Aset Lain-lain - Bersih
194.039
124.654
Total Other Assets - Net
Agunan yang Diambil Alih
Foreclosed Collaterals
Agunan yang diambil alih merupakan jaminan kredit dalam bentuk tanah, bangunan dan kendaraan yang telah diambil alih oleh Bank.
Foreclosed collaterals represent collaterals on loans in the form of land, buildings and vehicles that have been foreclosed by the Bank.
Untuk memenuhi Peraturan Bank Indonesia No.7/2/PBI/2005 tanggal 20 Januari 2005, Bank telah melakukan upaya penyelesaian atas agunan yang diambil alih.
The Bank has taken actions for the resolution of foreclosed collaterals as required by Bank Indonesia under regulation No. 7/2/PBI/2005 dated January 20, 2005.
Bank telah menyewakan sementara sebagian agunan yang diambil alih kepada pihak ketiga dengan nilai kontrak sewa pada tahun 2015 dan 2014 masing-masing sebesar Rp 892 juta dan Rp 644 juta termasuk Pajak Pertambahan Nilai dan Pajak Penghasilan Final. Pendapatan sewa yang diperoleh Bank selama tahun 2015 dan 2014 masing-masing sebesar Rp 404 juta dan Rp 392 juta. Agunan yang diambil alih dan disewakan berupa kios-kios yang terletak di ITC Cipulir.
The Bank has rented out temporarily some of its foreclosed collaterals to third parties with total contract rental in 2015 and 2014 amounting to Rp 892 million and Rp 644 million including Value Added Tax and final income taxes, respectively. Total rental revenue obtained by the Bank during 2015 and 2014 amounted to Rp 404 million and Rp 392 million, respectively. The foreclosed collaterals to be rented out consisted of kiosks located at ITC Cipulir.
Mutasi cadangan kerugian penurunan nilai agunan yang diambil alih adalah sebagai berikut:
The changes in the allowance for foreclosed collaterals are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Saldo aw al tahun Pemulihan tahun berjalan (Catatan 30)
19.718
Saldo akhir tahun
19.178
(540)
Manajemen berpendapat bahwa cadangan kerugian penurunan nilai agunan yang diambil alih adalah cukup untuk menutupi kerugian yang mungkin timbul.
19.955 (237) 19.718
Balance at beginning of year Reversal of provision during the year (Note 30) Balance at end of year
Management believes that the allowance for foreclosed collaterals is adequate to cover potential losses.
- 63 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
17.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pendapatan yang Masih Akan Diterima
Accrued Interest Receivable
Merupakan bunga yang masih akan diterima atas penempatan pada Bank Indonesia dan bank lain, efek-efek dan kredit.
These account represents interest receivables on placement with Bank Indonesia and other banks, securities and loans.
Setoran Jaminan
Security Deposit
Merupakan setoran jaminan atas sewa gedung dan jaminan setoran terkait kartu kredit (Visa International Service Association) yang dijaminkan di Standard Chartered Bank, Singapura.
This account represents marginal deposits of buildings rental and deposit related to credit card (Visa International Service Association), pledged to Standard Chartered Bank, Singapore.
Biaya yang Ditangguhkan
Deferred Charges
Merupakan biaya-biaya yang telah dikeluarkan oleh Bank untuk melakukan renovasi dan rebranding, yang akan diselesaikan ketika proses pekerjaan telah selesai.
Represent costs incurred by the Bank for the renovation and rebranding, and it will be settled when the work has been completed.
SIMPANAN
17.
DEPOSITS
Simpanan memiliki suku bunga tetap maupun mengambang, sehingga Bank terpapar risiko suku bunga atas nilai wajar (fair value interest rate risk) dan risiko suku bunga atas arus kas (cash flow interest rate risk).
Deposits are arranged at both fixed and floating interest rate, thus exposing the Bank to fair value interest rate risk and cash flow interest rate risk.
Simpanan terdiri dari:
Deposits consist of: Pihak berelasi/ Related parties Rp Juta/ Rp Million
2015 Pihak ketiga/ Third parties Rp Juta/ Rp Million
Giro Tabungan Deposito berjangka
354.558 3.514 589.810
714.640 563.825 7.540.180
Jumlah
947.882
8.818.645
Pihak berelasi/ Related parties Rp Juta/ Rp Million
2014 Pihak ketiga/ Third parties Rp Juta/ Rp Million
1.069.198 567.339 8.129.990
171.880 3.641 743.699
529.106 672.115 5.613.993
700.986 675.756 6.357.692
Demand deposits Savings deposits Time deposits
9.766.527
919.220
6.815.214
7.734.434
Total
Jumlah/ Total Rp Juta/ Rp Million
Nilai tercatat biaya perolehan diamortisasi dari simpanan adalah sebagai berikut:
Simpanan Giro Tabungan Deposito berjangka Jumlah Beban bunga yang masih harus dibayar (Catatan 21) Deposito berjangka Jumlah
Jumlah/ Total Rp Juta/ Rp Million
The carrying amount of deposits at amortized cost are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
1.069.198 567.339 8.129.990
700.986 675.756 6.357.692
9.766.527
7.734.434
38.341
27.204
9.804.868
7.761.638
- 64 -
Deposits Demand deposit Saving Time deposits Total Accrued interest payable (Note 21) Time deposits Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
a. Giro terdiri atas:
a. Demand deposits consist of: 2015 Rp Juta/ Rp Million
Pihak berelasi Rupiah Dollar Amerika Serikat Lainnya Sub Jumlah Pihak ketiga Rupiah Dollar Amerika Serikat Dollar Singapura Euro Lainnya Sub Jumlah Jumlah
2014 Rp Juta/ Rp Million
316.353 37.874 331
150.850 20.933 97
354.558
171.880
462.659 238.547 6.744 5.788 902
340.068 175.526 6.484 5.423 1.605
714.640
529.106
1.069.198
700.986
Jumlah giro yang diblokir dan dijadikan jaminan kredit pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 26.026 juta dan Rp 5.020 juta.
Related parties Rupiah United States Dollar Others Sub Total Third parties Rupiah United States Dollar Singapore Dollar Euro Others Sub Total Total
As of December 31, 2015 and 2014, demand deposits which are earmarked and pledged as loan collateral amounted to Rp 26,026 million and Rp 5,020 million, respectively.
b. Tabungan terdiri atas:
b. Savings deposits consist of: 2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Rupiah Tabungan Bung Hari Tabungan MNC Tabungan MNC Program Hadiah Tabungan Bung Hari Junior Tabungan Bung Hari Fantastis Tabungan Bung Hari Prima Tabungan Bung Hari Gemilang Tabungan Bung Putera Hari Lainnya
232.297 55.817 32.238 28.389 24.327 21.548 17.633 4.499 150.591
312.541 12.901 9.965 45.005 34.421 3.428 62.045 40.180 155.270
Rupiah Tabungan Bung Hari Tabungan MNC Tabungan MNC Program Hadiah Tabungan Bung Hari Junior Tabungan Bung Hari Fantastis Tabungan Bung Hari Prima Tabungan Bung Hari Gemilang Tabungan Bung Putera Hari Others
Jumlah
567.339
675.756
Total
Tingkat bunga efektif rata-rata per tahun
3,15%
Jumlah tabungan yang diblokir dan dijadikan jaminan kredit pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 124.460 juta dan Rp 16.043 juta.
3,60%
Average annual effective interest rates
As of December 31, 2015 and 2014, savings deposits which are earmarked and pledged as loan collateral amounted to Rp 124,460 million and Rp 16,043 million, respectively.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
c.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Deposito berjangka terdiri atas:
c. Time deposits consist of: 2015 Rp Juta/ Rp Million
Pihak berelasi Rupiah Dollar Amerika Serikat
Sub Jumlah Jumlah Tingkat bunga efektif rata-rata per tahun Rupiah Valuta asing
425.345 318.354
589.810
743.699
5.709.236 1.813.630 17.314
4.848.317 746.756 18.920
7.540.180
5.613.993
8.129.990
6.357.692
Total
10,13% 2,99%
Average annual effective interest rates Rupiah Foreign currencies
9,39% 2,83%
Klasifikasi deposito berjangka periode adalah sebagai berikut:
Rupiah Rp Juta/ Rp Million
berdasarkan
Sub Total Third parties Rupiah United States Dollar Others Sub Total
Time deposits classified based on the term are as follows:
2015
2014
Valuta asing/ Foreign currencies Rp Juta/ Rp Million
Valuta asing/ Foreign currencies Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
Rupiah Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
1 bulan 3 bulan 6 bulan 12 bulan Lebih dari 12 bulan
1.312.147 1.567.165 2.605.597 757.180 47.610
355.348 851.801 447.411 86.099 99.632
1.667.495 2.418.966 3.053.008 843.279 147.242
518.698 3.395.706 799.503 275.195 284.560
819.850 44.787 91.977 127.416
518.698 4.215.556 844.290 367.172 411.976
1 month 3 months 6 months 12 months More than 12 months
Jumlah
6.289.699
1.840.291
8.129.990
5.273.662
1.084.030
6.357.692
Total
Jumlah deposito berjangka yang diblokir dan dijadikan jaminan kredit pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 419.830 juta dan Rp 383.562 juta. 18.
Related parties Rupiah United States Dollar
580.463 9.347
Sub Jumlah Pihak ketiga Rupiah Dollar Amerika Serikat Lain-lain
2014 Rp Juta/ Rp Million
As of December 31, 2015 and 2014, time deposits which are earmarked and pledged as loan collateral amounted to Rp 419,830 million and Rp 383,562 million, respectively.
SIMPANAN DARI BANK LAIN
18.
Simpanan dari bank lain memiliki suku bunga tetap maupun mengambang, sehingga Bank terpapar risiko suku bunga atas nilai wajar (fair value interest rate risk) dan risiko suku bunga atas arus kas (cash flow interest rate risk).
DEPOSITS FROM OTHER BANKS Deposits from other banks are arranged at both fixed and floating interest rate, thus exposing the Bank to fair value interest rate risk and cash flow interest rate risk.
- 66 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Simpanan dari bank lain terdiri dari:
Deposits from other banks consist of: 2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Pihak ketiga Giro Tabungan Deposito berjangka Call money
235.921 28.389 91.395 145.000
18.349 47.805 169.794 -
Third parties Demand deposits Savings deposits Time deposits Call money
Jumlah
500.705
235.948
Total
1,74% 4,31% 6,42% -
Average annual effective interest rates Demand deposits Savings deposits Time deposits Call money
Tingkat bunga efektif rata-rata per tahun Giro Tabungan Deposito berjangka Call money
1,04% 3,07% 5,12% 6,78%
Nilai tercatat biaya perolehan diamortisasi dari simpanan dari bank lain adalah sebagai berikut:
Carrying amount at amortized cost of the deposit from other banks are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Simpanan dari bank lain Beban bunga yang masih harus dibayar (Catatan 21)
500.705
235.948
409
242
Jumlah
501.114
236.190
Deposit from other banks Accrued interest (Note 21) Total
Deposito Berjangka
Time Deposits
Klasifikasi deposito berjangka berdasarkan periode adalah sebagai berikut:
Time deposits classified based on the term are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
1 bulan 3 bulan 6 bulan 12 bulan Lebih dari 12 bulan
6.800 79.331 1.050 305 3.909
91.600 56.832 13.953 3.207 4.202
Jumlah
91.395
169.794
1 month 3 months 6 months 12 months More than 12 months Total
Call Money
Call Money
Pada tanggal 31 Desember 2015 jangka waktu call money Rupiah masing-masing 4 sampai dengan 33 hari.
As of December 31, 2015, the terms of call money in Rupiah are 4 to 33 days.
- 67 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
19.
20.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
OBLIGASI KONVERSI
19.
Obligasi wajib konversi Bank ICB Bumiputera tahun 2010 (OWK) dengan jumlah pokok sebesar Rp 150.000 juta diterbitkan tanpa warkat, ditawarkan dengan nilai 100% (seratus persen) dari nilai nominal, berjangka waktu 5 (lima) tahun terhitung sejak tanggal emisi.
Mandatory Convertible Bonds of Bank ICB Bumiputera 2010 (OWK) with principal amount of Rp 150,000 million was issued in scriptless, offered at 100% (one hundred percent) of the nominal value, payable for 5 (five) years from the issuance date.
Pada tanggal 21 Agustus 2014, Wali amanat telah mengadakan Rapat Umum Pemegang Obligasi (RUPO) yang memutuskan menyetujui untuk mempercepat pelaksanaan konversi OWK, pelaksanaan konversi dilaksanakan pada tanggal 29 Agustus 2014 dengan jumlah saham hasil konversi sebanyak 1.500.000.000 saham (Catatan 23).
On August 21, 2014, the trustee held a bondholders’ meeting to accelerate the conversion of OWK which was carried out on August 29, 2014 with total conversion of 1,500,000,000 shares (Note 23).
UTANG PAJAK
20. 2015 Rp Juta/ Rp Million
21.
CONVERTIBLE BONDS
TAXES PAYABLE
2014 Rp Juta/ Rp Million
Pajak Penghasilan Pasal 21 Pasal 23/26 Pasal 4 ayat 2 Pajak Pertambahan Nilai - Bersih
1.368 177 12.083 132
1.085 284 9.537 82
Jumlah
13.760
10.988
BEBAN YANG MASIH HARUS DIBAYAR
21. 2015 Rp Juta/ Rp Million
Income tax Article 21 Articles 23/26 Article 4(2) Value Added Tax - Net Total
ACCRUALS 2014 Rp Juta/ Rp Million
Bunga yang masih harus dibayar Simpanan Simpanan dari bank lain Subjumlah
38.341 409 38.750
27.204 242 27.446
Accrued interest Deposits Deposits from other banks Subtotal
Beban yang masih harus dibayar lainnya Tunjangan karyaw an Jasa pihak ketiga Lainnya Subjumlah
10.363 4.041 9.711 24.115
5.246 5.866 5.857 16.969
Other accrued expenses Employee benefits Third party services Others Subtotal
Jumlah
62.865
44.415
Total
- 68 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
22.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
LIABILITAS LAIN-LAIN
22. 2015 Rp Juta/ Rp Million
23.
OTHER LIABILITIES
2014 Rp Juta/ Rp Million
Pendapatan diterima dimuka Setoran jaminan Lainnya
6.126 673 1.743
5.922 1.324 4.338
Jumlah
8.542
11.584
Income received in advance Margin deposits Others Total
Pendapatan Diterima di Muka
Income Received in Advance
Merupakan pendapatan diterima dimuka atas kredit yang diberikan dan pendapatan sewa diterima di muka atas agunan yang diambil alih.
This account represents income received in advance for loans and income received in advance for rented foreclosed properties.
Setoran Jaminan
Margin Deposits
Merupakan setoran jaminan yang diterima dari pelanggan untuk keperluan transaksi luar negeri, bank garansi dan safe deposit box.
This account represents margin deposits received from customer for the purpose of overseas money transfer, bank guarantee and safe deposit.
MODAL SAHAM
23.
Based on report from the Securities’ Administration Bureau, the Bank’s stockholders as of December 31, 2015 and 2014 are as follows:
Berdasarkan laporan Biro Administrasi Efek, rincian pemegang saham Bank pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:
Nama pemegang saham
PT MNC Kapital Indonesia Tbk Marco Prince Corp RBC/Singapore Client A/C Citibank Singapore S/A BK Julius Baer & Co Ltd - Client A/C Masyarakat (masing-masing di baw ah 5%) Jumlah
Nama pemegang saham
PT MNC Kapital Indonesia Tbk Citibank Singapore S/A BK Julius Baer & Co Ltd - Client A/C Masyarakat (masing-masing di baw ah 5%) Jumlah
Jumlah saham/ Number of shares
CAPITAL STOCK
2015 Persentase pemilikan/ Percentage of ow nership
Jumlah modal/ Total paid-up capital stock Rp Juta/ Rp Millions
Name of stockholders
7.499.923.241 2.654.374.881 1.909.537.680
39,21% 13,88% 9,98%
749.992 265.437 190.954
1.047.054.000
5,47%
104.705
PT MNC Kapital Indonesia Tbk Marco Prince Corp RBC/Singapore Client A/C Citibank Singapore S/A BK Julius Baer & Co Ltd - Client A/C
6.018.673.270
31,46%
601.869
Public (below 5% each)
19.129.563.072
100,00%
1.912.957
Jumlah saham/ Number of shares
2014 Persentase pemilikan/ Percentage of ow nership
Jumlah modal/ Total paid-up capital stock Rp Juta/ Rp Millions
5.995.630.556
39,88%
599.563
808.054.000
5,38%
80.805
8.228.642.512
54,74%
822.865
15.032.327.068
100,00%
1.503.233
- 69 -
Total
Name of stockholders
PT MNC Kapital Indonesia Tbk Citibank Singapore S/A BK Julius Baer & Co Ltd - Client A/C Public (below 5% each) Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Modal ditempatkan dan disetor penuh adalah saham biasa yang memberikan hak satu suara per saham dan berpartisipasi dalam dividen.
The shares issued and fully paid are ordinary shares which entitle the holder to carry one vote per share and to participate in dividends.
Perubahan jumlah saham beredar Bank adalah sebagai berikut:
The change in the shares outstanding Bank’s are as follows:
Lembar/Shares Saldo 1 Januari 2014 Penaw aran Umum Terbatas III (Catatan 1b) Penukaran obligasi w ajib konversi menjadi modal saham Saldo 31 Desember 2014 Pelaksanaan w aran Penaw aran Umum Terbatas IV Saldo 31 Desember 2015
24.
5.486.078.541 8.046.248.527 1.500.000.000 15.032.327.068 1.000 4.097.235.004 19.129.563.072
TAMBAHAN MODAL DISETOR
24.
Balance as of January 1, 2014 Limited Public Offering III (Note 1b) Exchange of shares through mandatory convertible bonds Balance as of December 31, 2014 Exercise of w arrants Limited Public Offering IV Balance as of December 31, 2015
ADDITIONAL PAID IN CAPITAL
Agio Saham
Additional Paid in Capital
Agio saham merupakan kelebihan di atas nominal dari penjualan saham perdana, penawaran umum terbatas (right issue) dan pelaksanaan waran dengan perincian sebagai berikut:
The additional paid-in-capital represents the excess of the total proceeds over the total par value of shares arising from the sale of shares through public offering, right issues and exercise of warrants, with details as follows:
Rp Juta/ Rp Million Saldo 1 Januari 2014 Biaya-biaya yang dikeluarkan sehubungan dengan penaw aran terbatas III kepada masyarakat Biaya-biaya yang dikeluarkan sehubungan dengan konversi OWK
12.048
Saldo 31 Desember 2014 Biaya-biaya yang dikeluarkan sehubungan dengan penaw aran terbatas IV kepada masyarakat Saldo 31 Desember 2015
6.360
(2.217) (3.471)
(2.805) 3.555
- 70 -
Balance as of January 1, 2014 Share issuance cost in connection w ith limited public offering III Share issuance cost in connection w ith the convertion of OWK Balance as of December 31, 2014 Share issuance cost in connection w ith limited public offering IV Balance as of December 31, 2015
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
25.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PENGHASILAN (RUGI) KOMPREHENSIF LAIN
25.
Akun ini meliputi penghasilan (rugi) komprehensif lain yang diakumulasi dalam ekuitas.
OTHER COMPREHENSIVE INCOME (LOSS) This account comprises other comprehensive income (loss) that are accumulated in equity.
Disajikan kembali - Catatan 45/ As restated - Note 45 1 Januari/ January 1, 2014/ 31 Desember/December 31, 31 Desember / 2015 2014 December 31, 2013 Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Perubahan nilai w ajar efek tersedia untuk dijual (Catatan 9) Pengukuran kembali atas kew ajiban imbalan pasti (Catatan 35) Jumlah rugi komprehensif lain
26.
(10.296)
(65.733)
3.079
(1.376)
(7.217)
(67.109)
PENDAPATAN BUNGA YANG DIPEROLEH
26. 2015 Rp Juta/ Rp Million
Rupiah Dimiliki hingga jatuh tempo Efek-efek Obligasi Sertifikat kredit berdokumen dalam negeri Tersedia untuk dijual Efek-efek Obligasi dan surat utang jangka menengah Diperdagangkan Efek-efek Obligasi
Changes in fair value of AFS securities (Note 9) Remeasurement of defined benefits 3.554 obligation (Note 35) Total other comprehensive (83.641) loss (87.195)
23.101 -
36.545
16.275
INTEREST EARNED
2014 Rp Juta/ Rp Million Rupiah Held-to-maturity Securities Bonds
163
Domestic letter of credit
38.024
Available-for-sale Securities Bonds and medium term notes
10.182
Trading Securities Bonds
Pinjaman yang diberikan dan piutang Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Call Money Fasilitas Simpanan Bank Indonesia Sertifikat Deposito Bank Indonesia Sertifikat deposito Kredit Kredit konsumsi Kredit modal kerja Kredit investasi Pinjaman karyaw an Pinjaman sindikasi Efek yang dibeli dengan janji dijual kembali Sub jumlah - Pinjaman yang diberikan dan piutang
3.472
2.989
22
33
20.745 20.449
9.583 24.272
11.898 11.895
175 706
426.545 227.186 71.521 4.147 2.891
174.018 354.294 69.582 2.964 10.907
-
10
800.771
- 71 -
649.533
Loans and receivable Demand deposits w ith Bank Indonesia Demand deposits w ith other banks Placements w ith Bank Indonesia and other banks Call money Bank Indonesia Deposit Facility Bank Indonesia Certificate of Deposit Certificate of deposit Loans Consumer loans Working capital loans Investment loans Employee loans Syndicated loans Securities purchased w ith agreements to resell Sub total - Loans and receivable
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
2015 Rp Juta/ Rp Million Valuta asing Dimiliki hingga jatuh tempo Wesel tagih
24
Foreign currencies Held to maturity Export draft
33
195
Trading Securities Bonds
213
101
181 53
110 93
47.632 10.547
37.888 10.979
Loans and receivable Demand deposits w ith other banks Placements w ith Bank Indonesia and other banks Bank Indonesia Deposit Facility Call money Loans Working capital loans Investment loans
58.626
49.171
Sub total - Loans and receivable
58.659
49.390
935.351
747.292
-
Diperdagangkan Efek-efek Obligasi Pinjaman yang diberikan dan piutang Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Fasilitas Simpanan Bank Indonesia Call money Kredit Kredit modal kerja Kredit investasi Sub jumlah - Pinjaman yang diberikan dan piutang Jumlah Pendapatan Bunga - Valuta asing Jumlah Pendapatan Bunga
27.
2014 Rp Juta/ Rp Million
BEBAN BUNGA
27. 2015 Rp Juta / Rp Million
Liabilitas keuangan diukur pada biaya perolehan diamortisasi Rupiah Simpanan Simpanan dari bank lain Obligasi konversi Lainnya
Total Interest Earned
INTEREST EXPENSE
2014 Rp Juta / Rp Million Financial liabilities measured at amortized cost Rupiah Deposits Deposits from other banks Convertible bonds Others
581.408 13.519 11.942
449.380 8.836 7.953 12.291
606.869
478.460
Valuta Asing Simpanan Simpanan dari bank lain
38.963 -
30.744 1.288
Foreign currencies Deposits Deposits from other banks
Sub jumlah
38.963
32.032
Sub total
645.832
510.492
Sub jumlah
Jumlah Beban Bunga
28.
Total Interest Earned - Foreign currencies
PROVISI BERSIH
DAN
KOMISI
SELAIN
KREDIT
-
28.
2015 Rp Juta/ Rp Million Kiriman uang Komisi ATM bersama Asuransi Lainnya - bersih Jumlah
Sub total
Total Interest Expense
COMMISSIONS AND FEES FROM TRANSACTIONS OTHER THAN LOANS - NET
2014 Rp Juta/ Rp Million
5.825 4.545 2.591 3.317
5.570 3.638 1.150 2.445
16.278
12.803
- 72 -
Money transfers Interbank ATM commision Insurance Others - Net Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
29.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
PENDAPATAN OPERASIONAL LAIN - LAINNYA
29.
2015 Rp Juta/ Rp Million
30.
2014 Rp Juta/ Rp Million
Pendapatan denda Pendapatan administrasi Lainnya
14.090 11.350 8.151
10.049 10.204 (267)
Penalties Administrative income Others
Jumlah
33.591
19.986
Total
BEBAN (PEMULIHAN) KERUGIAN PENURUNAN NILAI
30.
2015 Rp Juta/ Rp Million Aset keuangan Dimiliki hingga jatuh tempo Efek-efek (Catatan 9) Pinjaman yang diberikan dan piutang Kredit (Catatan 11) Jumlah Aset Non-keuangan (Catatan 16) Agunan yang diambil alih Jumlah
31.
OTHER OPERATING REVENUES - OTHERS
PROVISION (REVERSAL OF PROVISION) OF IMPAIRMENT LOSSES
2014 Rp Juta/ Rp Million
-
(1.705)
5.061
44.274
5.061
42.569
(540)
(237)
4.521
BEBAN UMUM DAN ADMINISTRASI
42.332
31. 2015 Rp Juta/ Rp Million
Loans and receivable Loans (Note 11) Total Non-financial Assets (Note 16) Foreclosed collaterals Total
GENERAL AND ADMINISTRATIVE EXPENSES
2014 Rp Juta/ Rp Million
Biaya sew a gedung dan pemeliharaan
40.228
26.154
Data komunikasi dan sew a komputer Transportasi dan sew a kendaraan Penyusutan dan amortisasi (Catatan 14 dan 15) Keamanan Listrik dan air Promosi dan iklan Telepon, teleks dan fax Keanggotaan kartu kredit Outsourcing Cetakan dan alat tulis Asuransi Pemeliharaan dan perbaikan Jasa tenaga ahli Perjalanan dinas Lainnya
31.129 15.133
30.782 17.291
13.489 9.012 6.731 6.414 4.254 3.767 3.693 2.188 1.895 1.887 1.660 1.236 8.221
16.018 11.595 5.551 5.098 4.162 3.650 4.756 1.968 3.081 1.818 7.235 1.427 6.295
150.937
146.881
Jumlah
Financial Assets Held-to-maturity Securities (Note 9)
- 73 -
Office rental and maintenance Data communication and computer rental Transportation and vehicle rental Depreciation and amortisation (Notes 14 and 15) Security Electricity and w ater Advertising and promotion Telephone, telex and fax Credit card membership Outsourcing Printing and stationery Insurance Repairs and maintenance Professional fees Business travel Others Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
32.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
BEBAN TENAGA KERJA
32. 2015 Rp Juta/ Rp Million
PERSONNEL EXPENSES
2014 Rp Juta/ Rp Million
Gaji Tunjangan Honorarium dan bonus Beban pelatihan karyaw an Lainnya
102.092 37.321 10.178 3.867 12.130
99.606 42.553 9.137 508 6.178
Jumlah
165.588
157.982
Rincian gaji dan tunjangan atas kelompok direksi, dewan komisaris, komite audit dan pejabat eksekutif adalah sebagai berikut:
3 6 4 39
1.500 9.763 750 22.308
Jumlah
52
34.321
-
33.
3 6 4 38
630 6.840 473 18.957
Jumlah
51
26.900
6.170
Board of Commissioners Directors Audit Committee Members Executive officers
6.170
40.491
Total
-
PAJAK PENGHASILAN Pajak penghasilan Bank merupakan beban pajak Rp 3.010 juta, sementara merupakan manfaat pajak Rp 15.484 juta.
33.
Jumlah/ Total Rp Juta/ Rp Million 1.500 9.763 750 28.478
2014 Jumlah Gaji dan Beban manfaat Pejabat/ Tunjangan/ karyawan/ Number of Salaries and Post-employment Officers Benefits benefit Rp Juta/ Rp Juta/ Rp Million Rp Million Dewan Komisaris Direksi Anggota Komite Audit Pejabat Eksekutif
Total
Details of salaries and benefits of directors, commissioners, audit committee and executive officers are as follows:
2015 Jumlah Gaji dan Beban manfaat Pejabat/ Tunjangan/ karyawan/ Number of Salaries and Post-employment Officers Benefits benefit Rp Juta/ Rp Juta/ Rp Million Rp Million Dewan Komisaris Direksi Anggota Komite Audit Pejabat Eksekutif
Salaries Allow ances Honorarium and bonuses Employee training Others
Jumlah/ Total Rp Juta/ Rp Million
11.373
630 6.840 473 30.330
Board of Commissioners Directors Audit Committee Members Executive officers
11.373
38.273
Total
INCOME TAX The Bank’s income tax in 2015 is deferred tax expense amounting to Rp 3,010 million, while in 2014 was deferred tax benefit amounting to Rp 15,484 million.
pada tahun 2015 tangguhan sebesar pada tahun 2014 tangguhan sebesar
- 74 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pajak Kini
Current Tax
Rekonsiliasi antara laba (rugi) sebelum pajak menurut laporan laba rugi dan penghasilan komprehensif lain dengan laba (rugi) kena pajak adalah sebagai berikut:
A reconciliation between income (loss) before tax per statement of profit or loss and other comprehensive income and taxable income (loss) is as follows:
2015 Rp Juta/ Rp Million Laba (rugi) sebelum pajak penghasilan menurut laporan laba rugi dan penghasilan komprehensif lain Perbedaan temporer: Cadangan manfaat pensiun karyaw an Cadangan kerugian penurunan nilai aset keuangan dan non-keuangan Lainnya Jumlah Beban yang tidak dapat diperhitungkan menurut fiskal: Sanksi administrasi Natura Lainnya Jumlah
Disajikan kembali - Catatan 45/ As restated Note 45 2014 Rp Juta/ Rp Million
11.188
(1.646)
(70.040)
517
(94.491) (7.711)
(38.955) (3.802)
(103.848)
(42.240)
7 412 432
1.816 1.784 526
851
4.126
Income (loss) before tax per statements of profit or loss and other comprehensive income Temporary differences: Provision for employee benefits Allow ance for impairment losses of financial and non-financial asset Others Total
Non deductible expenses: Penalties Benefit in kind Others Total
Rugi kena pajak Bank sebelum kompensasi kerugian fiskal Rugi fiskal 2011 2012 2014
(91.809)
(108.154)
(111.512) (6.129) (108.154)
(111.512) (6.129) -
Bank's taxable loss before fiscal loss carryforw ard Fiscal loss 2011 2012 2014
Akumulasi Rugi Fiskal
(317.604)
(225.795)
Accumulated Fiscal Losses
The Bank’s fiscal loss becomes the basis for income tax and is in corporate tax return filed Service Office.
Rugi fiskal Bank tahun 2014 hasil rekonsiliasi menjadi dasar dalam pengisian Surat Pemberitahuan Tahunan (SPT) Pajak Penghasilan Badan dan sudah sesuai dengan SPT yang disampaikan ke Kantor Pelayanan Pajak.
- 75 -
reconciliation for 2014 the annual corporate accordance with the by the Bank to the Tax
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Pajak Tangguhan
Deferred Tax
Rincian dari aset dan liabilitas pajak tangguhan Bank adalah sebagai berikut:
The details of the Bank’s deferred tax assets (liabilities) are as follows:
Disajikan kembali - Catatan 45/ As restated - Note 45 Dikreditkan (dibebankan) Dikreditkan ke penghasilan (dibebankan) komprehensif lain/ ke laba rugi Credited Credited (charged) to 1 Januari/ (charged) to other 31 Desember/ January 1, profit or comprehensive December 31, 2014 loss income 2014 Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million Aset (liabilitas) pajak tangguhan Cadangan kerugian penurunan nilai kredit Penyusutan aset tetap Liabilitas imbalan pasca kerja Cadangan kerugian aset keuangan selain kredit yang diberikan Kerugian (keuntungan) yang belum direalisasi atas perubahan nilai wajar efek tersedia untuk dijual Lainnya Rugi fiskal
29.067 750 29.410
330 27.039
Jumlah Aset Paj ak Tangguhan
76.030
15.484
(7.475) 8.271 9.458
(8.119) (2.276) 129
-
6.549
(1.619)
-
(15.594) 5.995 11.230
1.643
-
Dikreditkan (dibebankan) Dikreditkan ke penghasilan (dibebankan) komprehensif lain/ ke laba rugi Credited Credited (charged) to (charged) to other 31 Desember/ profit or comprehensive December 31, loss income 2015 Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million
(23.488) (1.753) (412)
-
(135)
-
21.912 1.080 56.449
(175) 22.953
-
86.002
(3.010)
4.930
(7.155) (5.512)
(18.479)
3.433 905 79.402
Deferred tax assets (liabilities) Allowance for impairment losses on loans Depreciation of fixed assets Post-employment benefits obligation Allowance for impairment losses on financial assets other than loans Unrealized loss (gain) on change in fair value of available for sale securities Others Fiscal loss
(19.964)
63.028
Total Deferred Tax Assets
(1.485)
-
(39.082) 4.242 9.333 4.795
Rugi fiskal dapat dikompensasi dengan laba fiskal pada masa lima tahun mendatang sejak kerugian fiskal terjadi. Manajemen memperkirakan bahwa akumulasi kerugian fiskal dapat dikompensasikan dengan laba fiskal masa mendatang.
The fiscal loss can be utilized against the taxable income for a period of five years subsequent to the year the fiscal loss was incurred. Management believes that probable future taxable profits will be available to utilize accumulated fiscal losses.
Rekonsiliasi antara manfaat (beban) pajak dan hasil perkalian laba (rugi) akuntansi sebelum pajak dengan tarif pajak efektif yang berlaku adalah sebagai berikut:
A reconciliation between the total tax benefit (expense) and the amount computed by applying the effective tax rates to loss before tax is as follows:
2015 Rp Juta/ Rp Million
Disajikan kembali - Catatan 45/ As restated Note 45 2014 Rp Juta/ Rp Million
Laba (rugi) sebelum manfaat (beban) pajak penghasilan menurut laporan laba rugi dan penghasilan komprehensif lain
11.188
(70.040)
Tarif pajak yang berlaku Pengaruh pajak atas perbedaan tetap Koreksi dasar pengenaan pajak
(2.797) (213) -
17.509 (1.032) (993)
Tax expense at effective tax rates Tax effect on permanent differences Correction of tax bases
Manfaat (Beban) Pajak
(3.010)
15.484
Tax Benefit (Expense)
- 76 -
Income (loss) before tax benefit (expense) per statements of profit or loss and other comprehensive income
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
34.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
LABA (RUGI) PER SAHAM
34.
Berikut ini adalah data yang digunakan untuk perhitungan laba (rugi) per saham dasar/dilusian:
The computation of basic/diluted earnings (loss) per share attributable to the owners of the Bank is based on the following data: Disajikan kembali - Catatan 45/ As restated Note 45 2014 Rp Juta/ Rp Million
2015 Rp Juta/ Rp Million Laba (rugi) bersih Laba (rugi) untuk perhitungan per saham dasar/dilusian: Laba (rugi) bersih
8.178
Jumlah rata-rata tertimbang saham biasa untuk perhitungan laba (rugi) bersih per saham dasar/dilusian
Lembar/ Shares
13.511.778.343
Pengaruh efek berpotensi saham biasa yang dilutif - w aran Jumlah rata-rata tertimbang saham biasa untuk perhitungan laba per saham dilusian
(54.556)
Lembar/ Shares
Jumlah Saham (dalam angka penuh)
9.230.286.366
874.817.998
14.386.596.341
Net income (loss) Earnings (loss) for computation of basic/diluted earnings per share: Net income (loss)
Numbers of Shares (in full amount) Weighted average number of ordinary shares for computation of basic/ diluted earnings (loss) per share Effect of dilutive potential ordinary shares - w arrants
-
9.230.286.366
Waran Seri II yang diterbitkan tanggal 20 Juni 2014 berpotensi mendilusi rugi per saham dasar dimasa depan, namun tidak dimasukan dalam perhitungan rugi per saham dilusian karena waran tersebut bersifat antidilutif untuk tahun yang berakhir 31 Desember 2014.
35.
EARNINGS (LOSS) PER SHARE
Weighted average number of ordinary shares for computation of diluted earnings per share
The Warrants Series II issued on June 20, 2014, potentially dilute basic loss per share in the future, but not included in the calculation of diluted loss per share because the warrants are anti-dilutive for the year ended December 31, 2014.
LIABILITAS IMBALAN PASCA KERJA
35.
a. Program Iuran Pasti
POST-EMPLOYMENT BENEFIT OBLIGATION a.
Defined Contribution Plan
Bank menyelenggarakan program iuran pasti untuk seluruh karyawan tetap yang dikelola oleh DPLK Manulife Indonesia. Iuran ini berasal dari 2% gaji pokok yang dibayarkan karyawan, sedangkan sisanya sebesar 3,5% sampai 10% dibayarkan oleh Bank per bulan.
The Bank provides defined contribution plan for all of its permanent employees, which is managed by DPLK Manulife Indonesia. Contribution to the pension plan consists of a payment of 2% basic salary paid by the employee, and 3.5% up to 10% contributed by the Bank per month.
Beban pensiun Bank yang timbul dari program iuran pasti adalah sebesar Rp 2.630 juta dan Rp 2.775 juta masing-masing pada tanggal 31 Desember 2015 dan 2014.
The Bank’s pension expense arising from the defined contribution plan amounted to Rp 2,630 million and Rp 2,775 million as of December 31, 2015 and 2014, respectively.
- 77 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
b. Program Imbalan Pasti
b.
Defined Benefits Plan
Bank juga menghitung imbalan pasca kerja imbalan pasti untuk karyawan sesuai dengan Undang-undang Ketenagakerjaan No. 13/2003. Jumlah karyawan yang berhak memperoleh manfaat tersebut sebanyak 902 dan 1.141 masing-masing pada tanggal 31 Desember 2015 dan 2014.
The Bank also calculates defined postemployment benefits for its employees in accordance with Labor Law No. 13/2003. The number of employees entitled to the benefits are 902 and 1,141 as of December 31, 2015 and 2014, respectively.
Bank mengakui tambahan liabilitas imbalan pasca kerja berupa kekurangan antara liabilitas imbalan pasca kerja berdasarkan program iuran pasti dengan manfaat minimum yang dipersyaratkan undang-undang tenaga kerja.
The Bank recognized the cost of providing post-employement benefits as shortage of benefits provided by the defined contribution plan againts the minimum benefits required in accordance with the labor law.
Program pensiun imbalan pasti memberikan eksposur Bank terhadap risiko aktuarial seperti risiko tingkat bunga, risiko harapan hidup dan risiko gaji.
The defined benefit pension plan typically expose the Bank to actuarial risks such as: interest rate risk, longevity risk and salary risk.
Risiko Tingkat Bunga
Interest risk
Penurunan suku bunga obligasi meningkatkan liabilitas program.
akan
A decrease in the bond interest rate will increase the plan liability.
Risiko Harapan Hidup
Longevity risk
Nilai kini kewajiban imbalan pasti dihitung dengan mengacu pada estimasi terbaik dari mortalitas peserta program baik selama dan setelah kontrak kerja. Peningkatan harapan hidup peserta program akan meningkatkan liabilitas program.
The present value of the defined benefit plan liability is calculated by reference to the best estimate of the mortality of plan participants both during and after their employment. An increase in the life expectancy of the plan participants will increase the plan’s liability.
Risiko Gaji
Salary risk
Nilai kini kewajiban imbalan pasti dihitung dengan mengacu pada gaji masa depan peserta program. Dengan demikian, kenaikan gaji peserta program akan meningkatkan liabilitas program itu.
The present value of the defined benefit plan liability is calculated by reference to the future salaries of plan participants. As such, an increase in the salary of the plan participants will increase the plan’s liability.
Imbalan Kerja Jangka Panjang Lain
Other Long Term Employee Benefits
Bank memberikan imbalan kerja jangka panjang lain berupa cuti besar kepada karyawan yang memenuhi persyaratan ditentukan berdasarkan pada masa kerja.
The Bank provides other long term benefits such as grand leaves to qualifying employees determined based on years of service.
- 78 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
Biaya jasa: Biaya jasa kini Biaya jasa lalu Biaya bunga neto Keuntungan aktuarial bersih Komponen dari biaya imbalan pasti yang diakui dalam laba rugi Pengukuran kembali liabilitas imbalan pasti - neto: Keuntungan aktuarial yang timbul dari perubahan asumsi keuangan Keuntungan aktuarial yang timbul dari penyesuaian Komponen beban imbalan pasti yang diakui dalam penghasilan komprehensif lain Jumlah
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Imbalan pasca-kerja/ Postemployment benefits Rp Juta/ Rp Million
2015 Imbalan kerja jangka panjang lainnya/ Other long term benefits Rp Juta/ Rp Million
7.462 (2.782) 3.122 -
1.343 (132) 215 (849)
8.805 (2.914) 3.337 (849)
7.802
577
8.379
Jumlah/ Total Rp Juta/ Rp Million
Components of defined benefit costs recognised in profit or loss
(2.498)
-
(2.498)
(3.442)
-
(3.442)
(5.940)
-
1.862
(5.940) 577
2.439
Service cost: Current service cost Past service cost Net interest cost Net actuarial gain
Remeasurement on the net defined benefit liability: Actuarial gains arising from changes in financial assumptions Actuarial gains arising from adjustments Components of defined benefit costs recognised in other comprehensive income Total
Disajikan kembali - Catatan 45/As restated - Note 45 2014 Imbalan Imbalan pasca-kerja/ kerja jangka Postpanjang lainnya/ employment Other long term Jumlah/ benefits benefits Total Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Biaya jasa: Biaya jasa kini Biaya jasa lalu Biaya bunga neto Keuntungan aktuarial bersih Komponen dari biaya imbalan pasti yang diakui dalam laba rugi Pengukuran kembali liabilitas imbalan pasti - neto: Kerugian aktuarial yang timbul dari perubahan asumsi keuangan Kerugian aktuarial yang timbul dari penyesuaian Komponen beban imbalan pasti yang diakui dalam penghasilan komprehensif lain Jumlah
5.526 (671) 2.674
1.160 (127) 315 (1.611)
-
7.529
(263)
6.686 (798) 2.989 (1.611)
7.266
Service cost: Current service cost Past service cost Net interest cost Net actuarial gain Components of defined benefit costs recognised in profit or loss
1.695
-
1.695
4.878
-
4.878
Remeasurement on the net defined benefit liability: Actuarial losses arising from changes in financial assumptions Actuarial losses arising from adjustments
6.573
Components of defined benefit costs recognised in other comprehensive income
6.573
-
14.102
(263)
- 79 -
13.839
Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Jumlah tercatat di laporan posisi keuangan yang timbul dari liabilitas terkait dengan imbalan kerja selain pensiun iuran pasti adalah sebagai berikut:
The amounts included in the statements of financial position arising from the obligation in respect of the employee benefits other than defined contributions are as follows:
Disajikan kembali - Catatan 45/ As restated - Note 45 1 Januari/ January 1, 2014/ 31 Desember/December 31 31 Desember/ 2015 2014 December 31, 2013 Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Imbalan pasca-kerja Imbalan kerja jangka panjang lainnya
34.823
41.616
33.458
2.508
3.301
4.369
Jumlah
37.331
44.917
37.827
Mutasi nilai kini kewajiban pada tahun berjalan adalah sebagai berikut: 2015 Imbalan kerja jangka panjang lainnya/ Other long term benefits
Jumlah/ Total
Rp Juta/ Rp Million
Rp Juta/ Rp Million
Rp Juta/ Rp Million
41.616 7.462 (2.782) 3.122 (8.655) (2.498) (3.442)
Saldo akhir
34.823
Other long term benefits Total
Movements in the present values of obligation in the current year are as follows:
Imbalan pasca-kerja/ Postemployment benefits
Saldo aw al Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran manfaat Keuntungan aktuarial Penyesuaian
Post-employment benefits
3.301 1.343 (132) 215 (1.370) (849)
44.917 8.805 (2.914) 3.337 (10.025) (3.347) (3.442)
2.508
37.331
-
Beginning balance Current service cost Past service cost Interest cost Benefits paid Actuarial gains Adjustment Ending balance
Disajikan kembali - Catatan 45/As restated - Note 45 2014 Imbalan Imbalan pasca-kerja/ kerja jangka Postpanjang lainnya/ employment Other long term Jumlah/ benefits benefits Total Rp Juta/ Rp Million Saldo aw al Biaya jasa kini Biaya jasa lalu Biaya bunga Pembayaran manfaat Kerugian (keuntungan) aktuarial Penyesuaian
33.458 5.526 (671) 2.674 (5.944) 1.695 4.878
Saldo akhir
41.616
Rp Juta/ Rp Million
Rp Juta/ Rp Million
4.369 1.160 (127) 315 (805) (1.611)
37.827 6.686 (798) 2.989 (6.749) 84 4.878
Beginning balance Current service cost Past service cost Interest cost Benefits paid Actuarial losses (gains) Adjustment
3.301
44.917
Ending balance
-
- 80 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Asumsi aktuarial yang signifikan untuk penentuan liabilitas imbalan pasti adalah tingkat diskonto dan kenaikkan gaji yang diharapkan dan mortalitas. Sensitivitas analisis di bawah ini ditentukan berdasarkan masing-masing perubahan asumsi yang mungkin terjadi pada akhir periode pelaporan, dengan semua asumsi lain konstan.
Significant actuarial assumptions for the determination of the defined obligation are discount rate and expected salary increase. The sensitivity analysis below have been determined based on reasonably possible changes of the respective assumptions occuring at the end of the reporting period, while holding all other assumptions constant.
Pada tanggal 31 Desember 2015 dampak pergerakan 1% dalam asumsi tingkat diskonto dan tingkat kenaikan gaji terhadap nilai kini kewajiban imbalan pasti adalah sebagai berikut:
As of December 31, 2015 the effect of 1% movement in assumed discount rate and salary incremental rate on present value of defined benefit obligation is as follows:
Tingkat diskonto Tingkat kenaikan gaji
Kenaikan/ Increase
Penurunan/ Decrease
Rp Juta/ Rp Million
Rp Juta/ Rp Million
32.859 37.134
36.999 32.707
Discount rate Salary incremental rate
Analisis sensitivitas yang disajikan di atas mungkin tidak mewakili perubahan yang sebenarnya dalam kewajiban imbalan pasti mengingat bahwa perubahan asumsi terjadinya tidak terisolasi satu sama lain karena beberapa asumsi tersebut mungkin berkorelasi.
The sensitivity analysis presented above may not be representative of the actual change in the defined benefit obligation as it is unlikely that the change in assumptions would occur in isolation of one another as some of the assumptions may be correlated.
Selanjutnya, dalam menyajikan analisis sensitivitas di atas, nilai kini kewajiban imbalan pasti dihitung dengan menggunakan metode projected unit credit pada akhir periode pelaporan, yang sama dengan yang diterapkan dalam menghitung liabilitas manfaat pasti yang diakui dalam laporan posisi keuangan.
Furthermore, in presenting the above sensitivity analysis, the present value of the defined benefit obligation has been calculated using the projected unit credit method at the end of the reporting period, which is the same as that applied in calculating the defined benefit obligation liability recognised in the statement of financial position.
Durasi rata-rata dari estimasi jangka pembayaran imbalan pada tanggal 31 Desember 2015 dan 2014 masing-masing adalah 6,70 tahun dan 6,39 tahun.
The average duration of the estimated payment of benefit at December 31, 2015 and 2014 is 6.70 years and 6.39 years, respectively.
Perhitungan imbalan pasca kerja untuk periode 31 Desember 2015 dan 2014 dihitung oleh PT Padma Raya Aktuaria, aktuaris independen dengan menggunakan asumsi utama sebagai berikut:
The cost of providing employee benefits as of December 31, 205 and 2014 are calculated by an independent actuary, PT Padma Raya Aktuaria, respectively, using the following key assumptions:
31Desember/December 31, 2015 2014 Usia pensiun no rmal Tingkat pengunduran diri
P o rsi dari pengunduran diri dipercepat Tingkat disko nto per tahun Tingkat kenaikan gaji
55 tahun/years 18% p.a. sampai usia 35 kemudian secara linier sampai 0% di usia 55/ 18% p.a. at age 35 decreases linearly until 0% at age 55 13% 8,75% 6%
55 tahun/years 18% p.a. sampai usia 35 kemudian secara linier sampai 0% di usia 55/ 18% p.a. at age 35 decreases linearly until 0% at age 55 13% 7,25% 6%
- 81 -
1Januari/ January 1, 2014 31Desember/ December 31, 2013 55 tahun/years 18% p.a. sampai usia 35 kemudian secara linier sampai 0% di usia 55/ 18% p.a. at age 35 decreases linearly until 0% at age 55 13% 7,70% 6%
No rmal pensio n age Resignatio n rate
P ro po rtio n o f early retirement A nnual disco unt rate Future salary increment rate
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
36.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
SIFAT DAN TRANSAKSI BERELASI
36.
NATURE OF RELATIONSHIP AND TRANSACTIONS WITH RELATED PARTIES
Sifat Berelasi
Nature of Relationship
Pihak berelasi yang merupakan entitas dalam grup yang sama:
Related parties which are entities that are members of the same group:
- PT MNC Investama - PT MNC Kapital Indonesia - PT Global Mediacom - PT MNC Energi - PT Media Nusantara Citra - PT Rajawali Citra Televisi Indonesia - PT Media Nusantara Informasi - PT Okezone Indonesia - PT Mediate Indonesia - PT Star Media Nusantara - PT Linktone Indonesia - PT MNC Sky Vision Tbk - PT MNC GS Homeshopping - PT MNC Asset Management - PT MNC Finance - PT MNC Securities - PT MNC Asuransi Indonesia - PT Nuansacipta Coal Investment - PT MNC Land - PT Investasi Hasil Sejahtera - PT Lido Nirwana Parahyangan
- PT MNC Investama - PT MNC Kapital Indonesia - PT Global Mediacom - PT MNC Energi - PT Media Nusantara Citra - PT Rajawali Citra Televisi Indonesia - PT Media Nusantara Informasi - PT Okezone Indonesia - PT Mediate Indonesia - PT Star Media Nusantara - PT Linktone Indonesia - PT MNC Sky Vision Tbk - PT MNC GS Homeshopping - PT MNC Asset Management - PT MNC Finance - PT MNC Securities - PT MNC Asuransi Indonesia - PT Nuansacipta Coal Investment - PT MNC Land - PT Investasi Hasil Sejahtera - PT Lido Nirwana Parahyangan
Transaksi Berelasi
Transactions with Related Parties
Dalam kegiatan usahanya, Bank juga mengadakan transaksi tertentu dengan pihak-pihak berelasi. Transaksi-transaksi tersebut meliputi antara lain:
In the course of business, the Bank entered into certain transactions with related parties. These transactions included, among others, the following:
1.
Pemberian kredit dan penerimaan bunga (Catatan 11 dan 26).
1.
Granting of loans and receipts of interest (Notes 11 and 26).
2.
Penempatan dana dari pihak-pihak berelasi dalam bentuk simpanan dan pembayaran bunga (Catatan 17 dan 27).
2.
Placements of funds by related parties in the form of deposits and payments of interest (Notes 17 and 27).
3.
Pembelian kendaraan bermotor PT. MNC Finance (Catatan 16).
kepada
3.
Purchase of motor vehicles from PT MNC Finance (Note 16).
4.
Bank menyewa ruang kantor dari PT MNC Land (Catatan 31).
4.
The Bank rents office spaces from PT MNC Land (Note 31).
5.
Aset tetap Bank diasuransikan pada (Catatan 31).
5.
The Bank’s premises, equipment and cash-in safe are insured to PT MNC Insurance (Note 31).
dan cash-in safe PT MNC Insurance
- 82 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Persentase kredit dan biaya dibayar dimuka dari pihak yang berelasi terhadap jumlah aset adalah sebagai berikut:
The percentage of loans and prepaid expense from related parties to total assets are as follows:
2015 Rp Juta/ Rp Million Kredit-sebelum dikurangi cadangan kerugian penurunan nilai (Catatan 11) MNC Finance Infokom Elektrindo Manajemen kunci Biaya dibayar dimuka (Catatan 13) MNC Land MNC Life MNC Kapital MNC Asuransi Indonesia PT Media Nusantara Citra MNC Insurance Jumlah
2014 Rp Juta/ Rp Million
47.824 5.000 4.525
0,39 0,05 0,04
70.837 132
6.001 675 63 36 32 -
0,05 0,01 -
7.758 395 14
64.156
0,54
79.136
%
0,75 0,08 0,83
Loans-gross of allow ance for impairment losses (Note 11) MNC Finance Infokom Elektrindo Key management Prepaid expenses (Note 13) MNC Land MNC Life MNC Kapital MNC Asuransi Indonesia PT Media Nusantara Citra MNC Insurance Total
Persentase simpanan dari pihak yang berelasi terhadap jumlah liabilitas adalah sebesar 9,09% dan 11,21% masing-masing pada tanggal 31 Desember 2015 dan 2014.
The percentage of deposits from related parties to total liabilities are 9.09% and 11.21% as of December 31, 2015 and 2014, respectively.
Persentase pendapatan bunga, beban bunga, beban sewa, beban asuransi dan beban promosi kepada pihak yang berelasi terhadap jumlah pendapatan bunga, beban bunga, serta beban umum dan administrasi adalah sebagai berikut:
The percentage of interest income, interest expense, rental expense, insurance expense and promotion expense from related parties to total interest income, total interest expense, and total general and administrative expense are as follows:
Pendapatan bunga Beban bunga Beban sewa dan asuransi Beban promosi
37.
%
2015 Rp Juta/ Rp Million
%
7.496 30.678
0,78 4,75
5.789 11.876
0,77 2,32
22.516 1.198
14,92 0,79
1.956 1.630
1,33 1,11
KOMITMEN DAN KONTINJENSI
37. 2015 Rp Juta/ Rp Million
Kom itm en Tagihan Komitmen Pembelian berjangka valuta asing Liabilitas Komitmen Fasilitas kredit kepada nasabah yang belum digunakan L/C yang irrevocable dan masih berjalan dalam rangka ekspor dan impor Penjualan valuta asing tunai yang belum diselesaikan Jumlah Liabilitas Komitmen Jumlah Liabilitas Komitmen - bersih
2014 Rp Juta/ Rp Million
%
Interest income Interest expense Rental and insurance expense Promotion expense
COMMITMENTS AND CONTINGENCIES
2014 Rp Juta/ Rp Million Com m itm ents Commitment Receivables Forw ards foreign currencies purchased Commitment Liabilities
838.009
255.600
(353.363)
(434.237)
(35.365)
(91.015)
(819.770)
(163.901)
(1.208.498)
(689.153)
Total Commitment Liabilities
(370.489)
(433.553)
Total Commitment Liabilities - Net
- 83 -
Unused facilities Outstanding irrevocable Letters of Credit (L/C) for export and import Unsettled spot foreign currencies sold
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
2015 Rp Juta/ Rp Million Kontinjensi Tagihan Kontinjensi Bank garansi Pendapatan bunga dalam penyelesaian Jumlah tagihan kontinjensi Liabilitas Kontinjensi Bank garansi Stand-by L/C Jumlah liabilitas kontinjensi Jumlah Tagihan Kontinjensi - Bersih Lainnya Kredit hapus buku
38.
2014 Rp Juta/ Rp Million
8.271 80.946
26.009 98.658
89.217
124.667
(9.752) (8.271)
(31.028) (26.009)
(18.023)
(57.037)
71.194
67.630
683.968
595.227
ASET DAN LIABILITAS DALAM MATA UANG ASING
38.
Posisi aset dan liabilitas dalam mata uang asing adalah sebagai berikut:
Total contingent receivables Contingent Liabilities Bank guarantee Stand-by L/C Total contingent liabilities Total Contingent Receivables - Net Others Loans w ritten - off
ASSETS AND LIABILITIES DENOMINATED IN FOREIGN CURRENCIES The balance of assets and liabilities denominated in foreign currencies are as follows:
2015 Rp Juta/ Rp Million Aset Kas Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Efek-efek Kredit Tagihan akseptasi Aset lain-lain
Contingencies Contingent Receivables Bank guarantee Past due interest revenues
2014 Rp Juta/ Rp Million
3.923 170.934 1.266.368
3.257 108.988 200.937
96.495 40.791 838.185 21.234 11.649
1.031.554 88.962 26.006
Assets Cash on hand Demand deposits w ith Bank Indonesia Demand deposits w ith other banks Placements w ith Bank Indonesia and other banks Securities Loans Acceptances receivable Other assets
Jumlah Cadangan kerugian penurunan nilai
2.449.579 (953)
1.459.704 (27.418)
Total Allow ance for impairment losses
Jumlah
2.448.626
1.432.286
Total
Liabilitas Liabilitas segera Simpanan Liabilitas akseptasi Liabilitas lain-lain
27 2.130.477 21.234 3.417
192 1.294.098 88.962 3.437
Liabilities Liabilities payable immediately Deposits Acceptances payable Other liabilities
Jumlah
2.155.155
1.386.689
Total
- 84 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Rincian aset dan liabilitas dalam mata uang asing pada tanggal 31 Desember 2015 adalah sebagai berikut:
As of December 31, 2015, the details of assets and liabilities denominated in foreign currencies are as follows:
Mata Uang Asing/ Foreign Currency
Ekuivalen dalam Rp/ Equivalent in Rp Rp Juta/ Rp Million 3.869 49 5
ASET
Assets
Kas
USD SGD AUD
280.667 5.021 496
Giro pada Bank Indonesia
USD
12.400.000
170.934
Giro pada bank lain
USD SGD EUR AUD JPY HKD
89.267.682 2.548.635 380.761 265.794 11.677.602 669.224
1.230.556 24.872 5.733 2.680 1.337 1.190
Penempatan pada Bank Indonesia dan bank lain
USD
7.000.000
96.495
Placements w ith Bank Indonesia and other banks
Efek-efek
USD
2.959.050
40.791
Securities
Kredit
USD SGD
60.728.545 106.773
837.143 1.042
Tagihan akseptasi
USD
1.540.338
21.234
Acceptances receivable
Aset lain-lain
USD SGD
844.577 614
11.643 6
Other assets
Cadangan kerugian penurunan nilai
USD
69.278
Jumlah aset
(953) 2.448.626
Liabilitas
Cash
Demand deposits w ith Bank Indonesia Demand deposits w ith other banks
Loans
Allow ance for impairment losses Total assets Liabilities
Bank Liabilitas segera
USD JPY
1.886 8.732
26 1
Simpanan
USD SGD EUR AUD JPY
152.295.794 2.465.307 384.420 61.584 5.355.214
2.099.398 24.058 5.788 620 613
Liabilitas akseptasi
USD
1.540.338
21.234
Liabilitas lain-lain
USD SGD AUD EUR
24.166 1.961 250 140
3.393 19 3 2
Jumlah liabilitas
2.155.155
Jumlah Liabilitas - Bersih
293.471
Bank Liabilities payable immediately
Deposits
Acceptance payable Other liabilities
Total liabilities Total Liabilities - Net
Jumlah aset dan liabilitas moneter pada tanggal 31 Desember 2015 dengan menggunakan kurs 10 Maret 2016 masing-masing sebesar Rp 2.161.920 juta dan Rp 2.043.816 juta.
The total monetary assets and liabilities on December 31, 2015 using the exchange rate on March 10, 2016 amounted to Rp 2,161,920 million and Rp 2,043,816 million, respectively.
Kurs yang digunakan oleh Bank untuk menjabarkan aset dan liabilitas dalam mata uang asing adalah kurs Reuters jam 16.00 WIB dengan rincian sebagai berikut:
The foreign exchange rates used for assets and liabilities of the Bank denominated in foreign currencies were Reuters rates at 4:00 P.M. Western Indonesian Time as follows:
Valuta asing 1 1 1 1 1 1
Dollar Amerika Serikat Dollar Singapura Yen Jepang Euro Dollar Hongkong Dollar Australia
10 Maret/ March 10, 2016 Rp 13.069,00 9.466,18 115,23 14.327,55 1.683,02 9.784,76
31 Desember/December 31, 2015 2014 Rp Rp 13.785,00 9.758,45 114,52 15.056,67 1.778,70 10.083,73
- 85 -
12.385,00 9.376,18 103,56 15.053,34 1.596,98 10.148,27
Foreign currencies 1 1 1 1 1 1
United States Dollar Singapore Dollar Japanese Yen Euro Hongkong Dollar Australian Dollar
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
39.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
INFORMASI SEGMEN
39.
SEGMENT INFORMATION
Bank melaporkan informasi berdasarkan segmen operasi dan informasi wilayah geografis.
The Bank’s reportable segments are based on their operating segments and geographical information.
a. Segmen Operasi
a.
Operating Segments
Segmen operasi Bank dibagi berdasarkan produk dan jasa sebagai berikut:
The Bank’s operating segment classified based on products and services, with details as follows:
– – – –
– – – –
Bisnis perbankan Konsumer Treasuri Lainnya
Berikut ini adalah informasi berdasarkan segmen operasi: Bank/ Banking Rp Juta/ Rp Million PENDAPATAN Pendapatan bunga Pendapatan operasional lainnya Jumlah BEBAN Beban bunga Beban operasional Jumlah
segmen
Banking business Consumer Treasury Others
The operating segment information is as follows:
Konsumer/ Consumer Rp Juta/ Rp Million
2015 Treasuri/ Treasury Rp Juta/ Rp Million
Lainnya/ Others Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
601.524 14.028 615.552
210.542 6.784 217.326
117.383 2.386 119.769
21.072 48.956 70.028
950.521 72.154 1.022.675
(610.894) (610.894)
(19.795) (19.795)
(15.144) (15.144)
(17.581) (348.314) (365.895)
(663.414) (348.314) (1.011.728)
(140) 4.518
561 198.092
104.625
(180) (296.047)
241 11.188 8.178 68.070
REVENUES Interest revenues Other operating revenues Total EXPENSES Interest expenses Operating expenses Total
Pendapatan (beban) non operasional
Laba sebelum beban pajak Laba bersih tahun berjalan Jumlah laba komprehensif
Non-operating revenues (expenses) Income before tax expense Net income for the year Total comprehensive income
INFORMASI LAINNYA ASET Penempatan pada Bank Indonesia dan bank lain Efek-efek Kredit - bersih Aset tetap - bersih Aset lainnya Jumlah Aset
4.706.072 4.706.072
1.338.570 1.338.570
19.949 1.173.954 8.240 1.202.143
1.315.305 1.002.623 50.041 2.522.250 4.890.219
1.335.254 1.173.954 7.047.265 50.041 2.530.490 12.137.004
OTHER INFORMATION ASSETS Placements w ith Bank Indonesia and other banks Securities Loans - net Premises and equipment - net Other assets Total Assets
LIABILITAS Simpanan Simpanan dari bank lain Liabilitas lainnya Jumlah Liabilitas
8.129.991 350.688 72.452 8.553.131
6.945
150.017 150.017
1.629.591 64.965 1.694.556
9.766.527 500.705 161.568 10.428.800
LIABILITIES Deposits Deposits from other banks Other liabilities Total Liabilities
24.151 31.096
- 86 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Disajikan kembali - Catatan 45/As restated - Note 45
Bank/ Banking Rp Juta/ Rp Million PENDAPATAN Pendapatan bunga Pendapatan operasional lainnya Jumlah BEBAN Beban bunga Beban operasional Jumlah
Konsumer/ Consumer Rp Juta/ Rp Million
2014 Treasuri/ Treasury Rp Juta/ Rp Million
Lainnya/ Others Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
508.388 23.128 531.516
166.512 14.451 180.963
85.798 9.431 95.229
15.880 15.880
760.698 62.890 823.588
(474.234) (133.226) (607.460)
(19.526) (102.946) (122.472)
(30.657) (59.309) (89.966)
(75.000) (75.000)
(524.417) (370.481) (894.898)
(741) (76.685)
(99) 58.392
(704) 4.559
2.814 (56.306)
1.270 (70.040) (54.556) (38.024)
REVENUES Interest revenues Other operating revenues Total EXPENSES Interest expenses Operating expenses Total
Pendapatan (beban) non operasional
Rugi sebelum manfaat pajak Rugi bersih tahun berjalan Jumlah rugi komprehensif INFORMASI LAINNYA ASET Penempatan pada Bank Indonesia dan bank lain Efek-efek Kredit - bersih Aset tetap - bersih Aset lainnya Jumlah Aset
3.983.741 10.459 58.585 4.052.785
2.145.092 6.656 50.456 2.202.204
1.538.436 503.806 834.313 2.876.555
LIABILITAS Simpanan Simpanan dari bank lain Liabilitas lainnya Jumlah Liabilitas
6.574.269 235.948 39.457 6.849.674
386.722 34.196 420.918
9.757 9.757
b. Informasi Wilayah Geografis
b.
Seluruh kegiatan operasional Bank berada di wilayah negara Indonesia. 40.
Non-operating revenues (expenses) Loss before tax benefit Net loss for the year Total comprehensive loss
1.901 297.271 299.172
1.538.436 503.806 6.128.833 19.016 1.240.625 9.430.716
OTHER INFORMATION ASSETS Placements w ith Bank Indonesia and other banks Securities Loans - net Premises and equipment - net Other assets Total Assets
773.443 143.709 917.152
7.734.434 235.948 227.119 8.197.501
LIABILITIES Deposits Deposits from other banks Other liabilities Total Liabilities
-
Geographical Information The Bank conducts its operational activities in Indonesia.
JAMINAN PEMERINTAH TERHADAP KEWAJIBAN PEMBAYARAN BANK UMUM
40.
GOVERNMENT GUARANTEE ON OBLIGATIONS OF PRIVATE BANKS
Berdasarkan Salinan Peraturan Lembaga Penjamin Simpanan No. 1/PLPS/2005 pada tanggal 26 September 2005 tentang Program Penjaminan Simpanan yang menyatakan bahwa sejak tanggal 22 September 2005, Lembaga Penjamin Simpanan menjamin simpanan yang meliputi giro, deposito berjangka, sertifikat deposito, tabungan dan atau bentuk lain yang dipersamakan dengan itu yang merupakan simpanan yang berasal dari masyarakat termasuk yang berasal dari bank lain.
Based on “Lembaga Penjamin Simpanan” Regulation No. 1/PLPS/2005 dated September 26, 2005 regarding Deposit Guarantee Program, since September 22, 2005, the “Lembaga Penjamin Simpanan” will guarantee bank deposits including demand deposits, time deposits, certificate of deposits, savings deposit and other forms of deposits, including deposits from other banks.
Berdasarkan Peraturan Pemerintah Republik Indonesia No. 66 tahun 2008 tanggal 13 Oktober 2008, yang menyatakan bahwa sejak tanggal 13 Oktober 2008 besaran nilai simpanan yang dijamin Lembaga Penjamin Simpanan untuk setiap nasabah pada satu bank yang semula maksimal Rp 100 juta diubah menjadi maksimal Rp 2.000 juta.
In accordance with Government Regulation No. 66 years 2008 dated October 13, 2008, starting October 13, 2008 the “Lembaga Penjamin Simpanan” will guarantee deposits of each customer in a bank which was previously set at a maximum of Rp 100 million and was changed to a maximum of Rp 2,000 million.
Beban premi penjaminan Pemerintah yang dibayar pada tahun 2015 dan 2014 masing-masing sebesar Rp 17.582 juta dan 13.925 juta.
The Government guarantee premium paid in 2015 and 2014 amounted to Rp 17,582 million and Rp 13,925 million, respectively.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
41.
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
KLASIFIKASI DAN NILAI WAJAR ATAS ASET DAN LIABILITAS
41.
Selain daripada yang disebutkan dalam tabel dibawah ini, manajemen menilai bahwa nilai tercatat dari aset dan liabilitas keuangan adalah hampir sama dengan nilai wajarnya.
Catatan/ Notes
Aset keuangan Dimiliki hingga jatuh tempo Efek-efek Pinjaman yang diberikan dan piutang Kredit - Bersih
Except as detailed in the following table, the management considers that the carrying amount of financial assets and liabilities approximate their fair values.
2015 Nilai tercatat/ Carrying Nilai w ajar/ amount Fair value Rp Juta/ Rp Juta/ Rp Million Rp Million
2014 Nilai tercatat/ Carrying Nilai w ajar/ amount Fair value Rp Juta/ Rp Juta/ Rp Million Rp Million
9
476.251
367.980
5.000
5.000
11
7.047.265
7.096.903
6.128.833
6.165.716
7.523.516
7.464.883
6.133.833
6.170.716
Jumlah Aset Keuangan Liabilitas keuangan Biaya perolehan diamortisasi Simpanan Simpanan dari bank lain
CLASIFICATION AND FAIR VALUE OF ASSETS AND LIABILITIES
Financial assets Held-to-maturity Securities Loans and receivable Loans - Net Total Financial Assets
9.766.527 500.705
9.804.868 501.114
7.734.435 235.948
7.761.638 236.190
Financial liabilities Amortized cost Deposits Deposits from other bank
Jumlah Liabilitas Keuangan
10.267.232
10.305.982
7.970.383
7.997.828
Total Financial Liabilities
Selisih
(2.743.716)
(2.841.099)
(1.836.550)
17 18
(1.827.112) Difference
Teknik penilaian dan asumsi yang diterapkan untuk tujuan pengukuran nilai wajar
Valuation techniques and assumptions applied for the purposes of measuring fair value
Nilai wajar aset keuangan dan non keuangan dan liabilitas keuangan ditentukan sebagai berikut:
The fair value of financial assets and non financial asset and financial liabilities are determined as follows:
Manajemen menganggap bahwa nilai tercatat kas, giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia dan bank lain, pendapatan yang masih akan diterima, simpanan, simpanan dari bank lain, bunga yang masih harus dibayar, setoran jaminan dan liabilitas keuangan lainnya dengan suku bunga tetap yang diakui dalam laporan keuangan mendekati nilai wajarnya karena jatuh tempo dalam jangka pendek atau yang memiliki tingkat suku bunga pasar.
Management considers that the carrying amount of cash, demand deposits with Bank Indonesia, demand deposits with other banks, placements with Bank Indonesia and other banks, accrued interest receivable, deposits, deposits from other banks, accrued interest, margin deposits and other financial instruments with floating interest recognized in the financial statements approximate their fair values either because of their short-term maturities or they carry market rates of interest.
Nilai wajar efek-efek dengan syarat dan kondisi standar dan diperdagangkan di pasar aktif ditentukan dengan mengacu pada kuotasi harga pasar.
Fair value of securities with standard terms and conditions and traded on active markets are determined with reference to quoted market prices.
Nilai wajar tagihan dan liabilitas derivatif diukur dengan menggunakan kurs kuotasi dan kurva yield yang berasal dari suku bunga kuotasi mencocokkan jatuh tempo kontrak.
Fair value of derivative receivables and payables are measured using quoted forward exchange rates and yield curves derived from quoted interest rates matching maturities of the contracts.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Nilai wajar aset keuangan dan liabilitas keuangan lainnya (tidak termasuk yang dijelaskan di atas) ditentukan sesuai dengan model penentuan harga yang berlaku umum berdasarkan analisis discounted cash flow menggunakan harga dari transaksi pasar yang dapat diamati saat ini dan kutipan dealer untuk instrumen sejenis.
Fair value of other financial assets and financial liabilities (excluding those described above) are determined in accordance with generally accepted pricing models on discounted cash flow analysis using prices from observable current market transactions and dealer quotes for similar instruments.
Nilai wajar tanah dan bangunan ditentukan antara lain dengan menggunakan pendekatan pasar yang mempertimbangkan harga yang baru terjadi di pasar dari transaksi aset yang identik atau sebanding, pendekatan pendapatan yang mempertimbangkan pendapatan yang akan dihasilkan aset selama masa manfaatnya dan menghitung nilai melalui proses konversi pendapatan menjadi sejumlah modal dengan menggunakan tingkat diskonto yang sesuai, serta pendekatan biaya yang berdasarkan prinsip harga yang akan dibayarkan pembeli di pasar untuk aset yang akan dinilai tidak lebih dari biaya untuk membeli atau membangun aset yang setara, kecuali ada faktor waktu yang tidak wajar, ketidaknyamanan, risiko atau faktor lainnya.
Fair value of the land and building was determined based on market approach that considers current market value from identical or comparable assets transaction, income approach that considers the value of income generated by the assets during its useful life and calculating the value through conversion process from revenue into equity through appropriate discount rate, also cost approach that is based on cost principal that will be paid by the buyer in the market for the assets that valued less than its cost to buy or build the comparable assets, except for unfair timing factor, inconvenience, risk or other factors.
Tabel berikut ini memberikan kondisi dari nilai wajar dari aset dan liabilitas yang dikelompokkan ke Tingkat 1 sampai 3 didasarkan pada sejauh mana nilai wajar diamati.
Tingkat 1/ Level 1 Rp Juta/ Rp Million
The following table provide an analysis of fair value of assets and liabilities, grouped into Levels 1 to 3 based on the degree to which the fair value is observable.
Tingkat 2/ Level 2 Rp Juta/ Rp Million
2015 Tingkat 3/ Level 3 Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
Aset diukur pada nilai wajar Aset keuangan Tersedia untuk dijual Efek-efek Diperdagangkan Efek-efek Tagihan derivatif Sub jumlah
Assets measured at fair value Financial assets Available-for-sale 482.392
-
-
482.392
215.311 215.311
8.241 8.241
-
215.311 8.241 223.552
Aset yang nilai wajarnya diungkapkan Dimiliki hingga jatuh tempo Efek-efek Pinjaman yang diberikan dan piutang Kredit - Bersih Aset non keuangan Aset tetap - tanah dan bangunan Jumlah Aset
Securities Trading Securities Derivative receivables Sub total Assets for which fair values are disclosed
367.980
-
1.065.683
-
-
-
7.096.903
26.565 34.806
- 89 -
7.096.903
367.980
7.096.903
26.565
Held-to-maturity Securities Loans and receivable Loans - Net Non-financial assets Premises and equipment - land and building
8.197.392 Total Assets
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
Tingkat 1/ Level 1 Rp Juta/ Rp Million Liabilitas diukur pada nilai wajar Liabilitas keuangan Diperdagangkan Liabilitas derivatif Liabilitas dimana nilai wajar diungkapkan Biaya perolehan diamortisasi Simpanan Simpanan dari bank lain
Jumlah Liabilitas Selisih
-
Tingkat 2/ Level 2 Rp Juta/ Rp Million
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued) 2015 Tingkat 3/ Level 3 Rp Juta/ Rp Million
3.714
Jumlah/ Total Rp Juta/ Rp Million Liabilities measured at fair value Financial liabilities Trading 3.714 Derivative payables
-
-
-
-
3.714
10.305.982
10.309.696 Total Liabilities
31.092
(3.209.079)
(2.112.304) Difference
1.065.683
Tingkat 1/ Level 1 Rp Juta/ Rp Million
9.804.868 501.114
Liabilities to which fair value are disclosed Amortized cost 9.804.868 Deposits 501.114 Deposits from other banks
Tingkat 2/ Level 2 Rp Juta/ Rp Million
2014 Tingkat 3/ Level 3 Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
Aset keuangan pada FVTPL Efek-efek Tagihan derivatif
Financial assets at FVTPL 12.567 -
-
Aset keuangan tersedia untuk dijual Efek-efek
486.239
-
Jumlah
498.806
Liabilitas keuangan pada FVTPL Liabilitas derivatif
-
-
12.567 691
-
486.239
Available-for-sale financial assets Securities
691
-
499.497
Total
112
-
112
691
Pada tahun 2015 dan 2014, tidak terdapat perpindahan metode pengukuran nilai wajar dari tingkat 1 menjadi tingkat 2, dan sebaliknya. 42.
Securities Derivative receivables
Financial liabilities at FVTPL Derivative payables
In 2015 and 2014, there is no movement of fair value measurement method from level 1 to level 2, and vice versa.
INFORMASI LAINNYA
42.
a. Rasio Kewajiban Penyediaan Modal Minimum
OTHER INFORMATION a. Capital Adequacy Ratio
Kewajiban Penyediaan Modal Minimum pada tanggal 31 Desember 2015 dihitung berdasarkan Peraturan Bank Indonesia (PBI) No. 15/12/PBI/2013 tentang Kewajiban Penyediaan Modal Minimum Bank Umum dimana modal terdiri dari modal inti (modal inti utama dan modal inti tambahan dan modal pelengkap dimana Bank wajib menyediakan modal inti paling rendah 6% dari aset tertimbang menurut risiko (ATMR) baik secara individual maupun konsolidasi. Bank juga wajib membentuk tambahan modal sebagai penyangga yang dibentuk bertahap mulai tanggal 1 Januari 2016.
Capital Adequacy Ratio (CAR) on December 31, 2015 was calculated based on Bank Indonesia Regulation (PBI) No. 15/12/PBI/2013 regarding Capital Adequacy Ratio of general banks wherein capital consists of core capital (prime core capital and additional core capital) and supplementary capital wherein the Bank is required to provide core capital at the minimum of 6% from risk weighted assets individually or on a consolidated basis. The Bank is also required to establish additional capital as a buffer that could be formed gradually starting January 1, 2016.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Kewajiban Penyediaan Modal Minimum pada tanggal 31 Desember 2014 dihitung berdasarkan Peraturan Bank Indonesia No. 14/18/PBI/2012 tanggal 28 Nopember 2012 yang mulai berlaku pada tanggal ditetapkan tentang kewajiban penyediaan modal minimum bank umum sesuai dengan profil risiko.
CAR Ratio on December 31, 2014 is calculated based on Bank Indonesia Regulation No. 14/18/PBI/2012 dated November 28, 2012 which is valid on the assigned date covered the Capital Adequency Ratio of general banks according to its risk profile.
Surat Edaran Bank Indonesia No. 14/37/DPNP tanggal 27 Desember 2012 yang mulai berlaku pada tanggal ditetapkan tentang kewajiban penyediaan modal minimum sesuai profil risiko dan pemenuhan Capital Equivalency Maintained Asset (CEMA).
Circular Letter of Bank Indonesia No. 14/37/DPNP dated December 27, 2012 which is valid on the assigned date covered the Capital Adequacy Ratio according to the risk profile and fulfillment of Capital Equivalency Maintained Asset (CEMA).
Rasio kewajiban penyediaan modal Bank dengan memperhitungkan risiko kredit, risiko operasional dan risiko pasar pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:
The Bank’s capital adequacy ratio with consideration for credit, operational and market risks as of December 31, 2015 and 2014 are as follows:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Modal Modal Inti Modal Pelengkap
1.402.881 92.631
1.129.372 66.304
Capital Core Capital Supplementary Capital
Jumlah Modal
1.495.512
1.195.676
Total Capital
Aset Tertimbang Menurut Risiko: untuk risiko kredit *)
7.410.502
5.908.369
Risk Weighted Assets: for credit risk
untuk risiko operasional **)
685.745
738.325
for operational risk
untuk risiko pasar ***)
291.290
75.725
Rasio Kew ajiban Penyediaan Modal Minimum dengan memperhitungkan: risiko kredit dan operasional risiko kredit, operasional dan pasar
18,03% 17,83%
17,99% 17,79%
for market risk
Capital Adequacy Ratio for: credit and operational risk credit, operational and market risk
Pada tanggal 31 Desember 2015 dan 2014, Bank telah memenuhi rasio sesuai yang disyaratkan oleh Bank Indonesia untuk rasio kecukupan modal.
On December 31 2015 and 2014, the Bank has complied with the required ratio set by Bank Indonesia for capital adequacy ratio.
*)
Rasio ATMR untuk risiko kredit dihitung berdasarkan Surat Edaran Bank Indonesia No. 13/6/DPNP tanggal 18 Februari 2011.
*)
Risk weighted assets ratio for credit risk is calculated based on Surat Edaran Bank Indonesia No. 13/6/DPNP dated February 18, 2011.
**)
Rasio ATMR untuk risiko pasar dihitung berdasarkan Surat Edaran Bank Indonesia No. 14/21/DPNP tanggal 18 Juli 2012.
**)
Risk weighted assets ratio for market risk is calculated based on Surat Edaran Bank Indonesia No. 14/21/DPNP dated July 18, 2012.
***) Rasio ATMR untuk risiko operasional dihitung berdasarkan Surat Edaran Bank Indonesia No. 11/3/DPNP tanggal 27 Januari 2009.
***) Risk weighted assets ratio for operational risk is calculated based on Surat Edaran Bank Indonesia No. 11/3/DPNP dated January 27, 2009.
b. Rasio modal inti terhadap Aset Tertimbang Menurut Risiko pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar 16,73% dan 16,80%.
b. The ratio of core capital to Risk Weighted Assets as of December 31, 2015 and 2014 are 16.73% and 16.80%, respectively.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
c. Rasio aset produktif yang diklasifikasikan terhadap total aset produktif pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar 2,18% dan 4,41%.
c. The ratio of classified earning assets to total earning assets as of December 31, 2015 and 2014 are 2.18% and 4.41%, respectively.
d. Berikut ini adalah saldo penyediaan dana kepada pihak berelasi per tanggal 31 Desember 2015 dan 2014 sesuai dengan ketentuan Bank Indonesia, tentang Batas Maksimum Pemberian Kredit (BMPK):
d. The following are the balances of amounts with affiliates as of December 31, 2015 and 2014 in accordance with the Legal Lending Limit (LLL) regulation of Bank Indonesia:
2015 Rp Juta/ Rp Million
2014 Rp Juta/ Rp Million
Kredit Rekening administratif
57.349 7.951
70.969 16.923
Loans Administrative accounts
Jumlah
65.300
87.892
Total
Batas maksimum pemberian kredit kepada pihak berelasi per tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp 149.551 juta dan Rp 119.568 juta (10% dari modal Bank).
43.
Maximum legal lending limit to affiliates as of December 31, 2015 and 2014 amounted to Rp 149,551 million and Rp 119,568 million (10% of the Bank’s capital), respectively.
MANAJEMEN RISIKO
43.
RISK MANAGEMENT
Kerangka Manajemen Risiko
Risk Management Framework
Penerapan manajemen risiko di Bank berpedoman pada peraturan Bank Indonesia tentang Penerapan Manajemen Risiko bagi Bank Umum berikut perubahannya serta dokumen-dokumen dari Basel Committee on Banking Supervision, terutama konsep Basel Accord II.
The implementation of risk management of the Bank is guided by Bank Indonesia regulation on the Application of Risk Management for Commercial Banks and the changes as well as documents from the Basel Committee on Banking Supervision, particularly the concept of Basel Accord II.
Pengelolaan risiko di Bank mencakup seluruh jenis risiko dari semua aktivitas fungsional Bank berdasarkan kebutuhan akan keseimbangan antara pertumbuhan usaha dengan pengelolaan risikonya.
Risk management within the Bank covers all types of risks in all functional activities of the Bank, based on demand to stabilize between the growth of the Bank’s business and risk management.
Untuk mengakomodasi tren perbankan dan pertumbuhan bisnis, Bank secara terus menerus melakukan evaluasi secara berkala dan mengembangkan serta meningkatkan kerangka sistem pengelolaan risiko perusahaan terpadu dan struktur pengendalian internal yang komprehensif, agar dapat memberikan informasi secara dini mengenai terdapatnya potensi risiko kepada manajemen, sehingga manajemen dapat mengambil langkah-langkah yang memadai untuk meminimalisasi dampak risiko tersebut. Kerangka manajemen risiko perusahaan terpadu tersebut dituangkan dalam kebijakan, prosedur, batas-batas transaksi, kewenangan dan ketentuan lain serta berbagai perangkat manajemen risiko, yang berlaku di seluruh lingkup aktivitas fungsional.
To accomodate the growing trend of banking and business growth, the Bank continually evaluates on a regular basis, develops and also improves the framework of integrated enterprise risk management system and a comprehensive internal control structure, in order to give management a precaution of potential risk and to take an appropriate solution to minimize the impact of the risk. The integrated enterprise risk management framework stated in the policies, procedures, transaction limits, authority and other provisions, and risk management tools, apply within the functional activities.
- 92 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Selain itu Bank juga menerapkan kerangka manajemen risiko perusahaan terpadu yang merupakan sarana untuk menentukan strategi, organisasi, kebijakan dan pedoman untuk memastikan bahwa semua risiko yang dihadapi Bank dapat dikenali, diukur, diatasi dan dilaporkan dengan baik.
Furthermore, the Bank uses the integrated enterprise risk management framework as a tool to determine strategy, organization, policies and guidelines to ensure that all risks faced by the Bank can be identified, measured, mitigated and reported properly.
Bank memiliki Komite Manajemen Risiko di level Direksi dan Komite Pemantau Risiko di level Dewan Komisaris untuk menentukan kebijakan dan membahas permasalahan risiko yang dihadapi Bank secara keseluruhan.
The Bank has a Risk Management Committee under the Board of Directors and Risk Oversight Committee under the Board of Commissioners to determine the overall policies and discuss the risk faced by the Bank.
Selain komite-komite tersebut, terdapat komite-komite lain yang bertugas untuk menangani risiko-risiko secara lebih spesifik, antara lain: Komite Pemutus Kredit dan Komite Manajemen Aset dan Kewajiban (ALCO).
In addition to those committees, there are several other committees responsible for handling the risks that are more specific, among others: the Credit Committee and Asset and Liability Management Committee (ALCO).
Terkait dengan produk atau aktivitas bisnis baru, penilaian risiko dilakukan untuk memastikan bahwa semua risiko telah diidentifikasi, dinilai dan dimitigasi secara tepat.
In relation to new product or business activity, risk assessment is conducted to ensure that all risks have been identified, assessed and mitigated appropriately.
Secara berkala, Bank membuat profil risiko yang mencerminkan tingkat risiko yang dimiliki Bank berdasarkan 8 (delapan) jenis risiko yang ditetapkan Otoritas Jasa Keuangan.
On a regular basis, the Bank prepares a risk profile that reflects the Bank’s risk in 8 (eight) types of risks set by Financial Services Authority.
Manajemen Risiko Kredit
Credit Risk Management
Risiko kredit diartikan sebagai risiko kerugian akibat kegagalan debitur atau pihak lain dalam memenuhi kewajibannya pada saat jatuh tempo. Risiko kredit dikelola baik pada tingkat transaksi maupun portofolio. Pengelolaan risiko kredit dirancang untuk menjaga independensi dan integritas proses penilaian risiko, serta diversifikasi risiko kredit.
Credit risk is defined as the risk of suffering losses due to failure of debtors or other parties to fulfill their obligations at their maturity date. This risk is managed both at the transaction and portfolio levels. Credit risk management are designed to preserve the independence and integrity of the risk assessment process, and also to avoid risk concentration.
Kebijakan manajemen dalam pemberian kredit didasarkan pada prinsip kehati-hatian, yang meliputi:
The Bank’s lending policy is governed by prudent principles, consisting of:
a.
Menghindari pemberian kredit pada debitur yang mengandung risiko tinggi, tujuan usaha yang bersifat spekulatif atau usaha dimana Bank tidak memiliki pengalaman atau keahlian signifikan dalam menilai dan menghindari pemberian kredit pada debitur yang bermasalah, tidak terbatas pada debitur yang namanya tercantum dalam daftar hitam Otoritas Jasa Keuangan.
a.
Avoid granting of loans to debtors which are assessed as high risk, speculative, or businesses which the Bank is not familiar with or does not have significant knowledge, and avoid granting of loans to troubled debtors, in addition to those registered in Financial Services Authority’s black list.
b.
Menghindari konsentrasi pemberian hanya di satu sektor ekonomi.
kredit
b.
Avoid concentration of loans to specific economic sectors.
c.
Melakukan pemantauan dan pemeriksaan yang ketat, berkala dan terus menerus pada kredit yang telah disalurkan.
c.
Thoroughly, regularly and continuously review and evaluate loans granted.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Bank telah mengimplementasikan manajemen risiko kredit yang mencakup penetapan prosedur dan kebijakan kredit, pengaturan limit dan mengevaluasinya secara berkala untuk memastikan bahwa seluruh risiko yang mungkin timbul dari kegiatan pemberian kredit telah tercakup, serta menerapkan prinsip “Four Eyes Principle” secara konsisten. Bank telah melaksanakan pengelolaan portofolio kredit secara konsisten dan berkelanjutan serta melaporkannya kepada manajemen senior dan Dewan Komisaris secara berkala.
The Bank has implemented credit risk management which covers setting up procedures and credit policies, determining limit and conducting regular evaluation to ensure that all potential risks have been covered, and apply the “Four Eyes Principle” consistently. The Bank has managed its credit portfolio continuously in a consistent basis and reports to the senior management and Board of Commissioners regularly.
Agunan
Collateral
Bank menerapkan kebijakan untuk memitigasi risiko kredit, antara lain dengan meminta agunan sebagai jaminan pelunasan kredit jika jaminan berupa sumber pembayaran utama debitur berdasarkan arus kas tidak terpenuhi. Jenis agunan yang dapat diterima dalam rangka memitigasi risiko meliputi kas, tanah dan/atau bangunan, mesin, kendaraan bermotor, piutang dagang dan persediaan.
The Bank applies policies to mitigate credit risk, by taking collateral to secure the repayment of loan if the primary source of debtor’s payment is no longer available. Collateral types that can be used to mitigate the risk include cash, land and/or buildings, machinery, vehicles, accounts receivable, and inventory
Untuk meminimalisir kerugian kredit, Bank akan meminta tambahan agunan dari debitur ketika terdapat penurunan nilai atas agunan untuk pinjaman yang terkait. Perkiraan nilai wajar dari agunan yang digunakan oleh Bank didasarkan pada nilai agunan yang dinilai oleh penilai internal maupun eksternal.
In order to minimize the credit loss, the Bank will require additional collaterals from the debtor when lower value in the collaterals are identified for the related loans. The fair value of collateral is assessed based on internal and/or external appraisals.
Korporasi/ Corporate Rp Juta/ Rp Million Eksposur kredit Nilai agunan *) Jumlah eksposur kredit tanpa agunan Porsi eksposur kredit tanpa agunan (%) Jenis agunan: Kas (deposito dan tabungan) Tanah dan/atau bangunan Mesin-mesin Kendaraan Piutang usaha Persediaan Kapal Lainny a Jumlah
4.398.441 16.722.134
Ritel/ Retail Rp Juta/ Rp Million 337.395 882.560
2015 Kredit pemilikan rumah/ Mortgage Rp Juta/ Rp Million
Mikro/ Micro Rp Juta/ Rp Million 73.199 188.994
915.524 1.962.032
-
-
-
-
-
-
-
-
Lainny a/ Others Rp Juta/ Rp Million
Jumlah/ Total Rp Juta/ Rp Million
1.360.668 1.615.146
7.085.227 21.370.866
461.903
461.903
33,95%
6,52%
Credit exposure Collateral v alue *) Total unsecured credit exposure Unsecured portion of credit exposure (%)
303.155 2.728.135 700.138 320.049 11.764.434 547.984 43.980 314.259
46.807 657.495 444 11.306 148.307 17.756 445
186.091 2.903 -
39 1.961.993 -
6.757 109.360 1.496.961 2.068
356.758 5.643.074 700.582 1.831.219 11.912.741 565.740 43.980 316.772
Ty pes of collateral Cash (time deposit and sav ing) Land and/or building Machineries Vehicles Accounts receiv able Inv entories Vessels Others
16.722.134
882.560
188.994
1.962.032
1.615.146
21.370.866
Total
*) Berdasarkan penilaian y ang dilakukan Bank/Based on Bank's assessment
- 94 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
2014
Korporasi/ Corporate Rp Juta/ Rp M illion Eksposur kredit Nilai agunan *) Jumlah eksposur kredit tanpa agunan Porsi eksposur kredit tanpa agunan (%) Jenis agunan: Kas (deposito dan tabungan) Tanah dan/atau bangunan M esin-mesin Kendaraan Piutang usaha Persediaan Kapal Lainnya
Ritel/ Retail Rp Juta/ Rp M illion
4.511.359 9.195.989
Kredit pemilikan rumah/ M ortgage Rp Juta/ Rp M illion
M ikro/ M icro Rp Juta/ Rp M illion
379.277 906.564
135.652 379.054
-
-
-
-
-
-
376.584 2.035.885 742.651 472.251 4.050.149 818.621 96.398 603.450
62.706 626.079 1.780 16.346 175.613 13.236 10.000 804
372.712 6.342 -
9.195.989
906.564
379.054
Jumlah
Lainnya/ Others Rp Juta/ Rp M illion
765.462 1.636.706
Jumlah/ Total Rp Juta/ Rp M illion
465.485 93.657
6.257.235 12.211.970
Credit exposure Collateral value *) Total unsecured credit exposure Unsecured portion of credit exposure (%)
-
429.723
429.723
-
92,32%
6,87%
37 1.636.669 -
12.135 71.283 8.067 2.172
451.462 4.742.628 744.431 503.006 4.225.762 831.857 106.398 606.426
Types of collateral Cash (time deposit and saving) Land and/or building M achineries Vehicles Accounts receivable Inventories Vessels Others
1.636.706
93.657
12.211.970
Total
*) Berdasarkan penilaian yang dilakukan Bank/Based on Bank's assessment
Eksposur Maksimum Risiko Kredit
Maximum Exposure to Credit Risk
Tabel berikut menyajikan eksposur maksimum Bank terhadap risiko kredit (sebelum dikurangi cadangan kerugian penurunan nilai) untuk instrumen keuangan pada laporan posisi keuangan maupun rekening administratif dengan memperhitungkan agunan yang dimiliki atau perlindungan kredit lainnya.
The following table presents the Bank’s maximum exposure to credit risk (before deducting allowance for impairment losses) on statements of financial position and administrative accounts, taking into account any collateral held or other credit enhancement.
2015 Rp Juta/ Rp Million Laporan posisi keuangan Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Efek-efek Tagihan derivatif Kredit yang diberikan Tagihan akseptasi Aset lain-lain Jumlah
2014 Rp Juta/ Rp Million
812.623 1.266.474
596.195 203.246
1.335.254 1.173.954 8.241 7.085.227 21.234 86.446
1.538.436 503.806 691 6.257.235 93.962 69.728
Statem ents of financial position Demand deposits w ith Bank Indonesia Demand deposits w ith other banks Placements w ith Bank Indonesia and other banks Securities Derivatives receivable Loans Acceptances receivable Other assets
11.789.453
9.263.299
Total
Kom itm en dan kontinjensi Fasilitas kredit kepada nasabah yang belum digunakan L/C yang irrevocable dan masih berjalan Bank garansi yang diterbitkan
Com m itm ents and contingencies 353.363 35.365 9.752
434.237 91.015 31.028
Unused loan facilities granted Outstanding irrevocable letters of credit Bank guarantees issued
Jumlah
398.480
556.280
Total
Risiko konsentrasi kredit
Credit risk concentration
Risiko konsentrasi kredit timbul ketika sejumlah nasabah yang memiliki aktivitas usaha yang serupa atau memiliki kemiripan karakteristik yang akan menyebabkan kemampuan nasabah dalam memenuhi kewajiban kontraktualnya dipengaruhi oleh perubahan kondisi ekonomi dan kondisi lainnya.
Credit risk concentration arises when several customers have similar business activities or similar characteristics wherein the customers’ ability to meet their contractual obligation is affected by the change of economic condition and other conditions.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Berikut ini adalah tabel dari konsentrasi aset keuangan dan rekening administratif berdasarkan jenis counterparty (sebelum dikurangi cadangan kerugian penurunan nilai):
The following table presents the financial assets and administrative account concentration by type of counterparty (before deducting allowance for impairment losses): 2015
Pemerintah dan Bank Indonesia/ Gov ernment and Bank Indonesia Rp Juta/ Rp Million Giro pada Bank Indonesia
812.623
Giro pada bank lain
-
Bank lain/ Other banks Rp Juta/ Rp Million
Korporasi dan perseorangan/ Corporate and personal Rp Juta/ Rp Million
-
Jumlah/Total Rp Juta/ Rp Million
-
812.623
1.266.474
-
1.266.474
848.519
-
1.335.254
Penempatan pada Bank Indonesia dan bank lain Ef ek-ef ek
Demand deposits with Bank Indonesia Demand deposits with other banks Placements with Bank Indonesia and
486.735 896.474
Tagihan deriv atif
-
other banks Securities
7.519
8.241
-
-
7.085.227
7.085.227
Tagihan akseptasi
-
-
21.234
21.234
Acceptances receiv able
Aset lain-lain
-
-
86.446
86.446
Other assets
Komitmen dan kontinjensi
-
-
398.480
398.480
7.876.386
12.187.933
Bank lain/ Other banks Rp Juta/ Rp Million
Korporasi dan perseorangan/ Corporate and personal Rp Juta/ Rp Million
Jumlah/Total Rp Juta/ Rp Million
-
2.196.488
66
1.173.954
Kredit
Jumlah
656
277.480
2.115.059
Deriv ativ e receiv ables Loans
Commitments and contingencies
Total
2014 Pemerintah dan Bank Indonesia/ Gov ernment and Bank Indonesia Rp Juta/ Rp Million Giro pada Bank Indonesia
596.195
-
596.195
Demand deposits with Bank Indonesia
Giro pada bank lain
-
203.246
-
203.246
Demand deposits with other banks
959.052
579.384
-
1.538.436
Penempatan pada Bank Indonesia dan bank lain
Placements with Bank Indonesia and
474.906
Tagihan deriv atif
-
5
691
Kredit
-
-
6.257.235
6.257.235
Tagihan akseptasi
-
-
93.962
93.962
Acceptances receiv able
Aset lain-lain
-
-
69.728
69.728
Other assets
Komitmen dan kontinjensi
-
-
556.280
556.280
7.006.110
9.819.579
Jumlah
2.030.153
-
28.900 686
783.316
- 96 -
503.806
other banks
Ef ek-ef ek
Securities Deriv ativ e receiv ables Loans
Commitments and contingencies
Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Berikut ini adalah konsentrasi risiko kredit maksimum berdasarkan wilayah geografis adalah sebagai berikut:
The following table presents the maximum credit risk concentration by geographic are as follows: 2015
Jawa B arat/ West Java Rp Juta/ Rp M illio n
Jawa Tengah dan Jo gjakarta/ Central Java and Jo gjakarta Rp Juta/ Rp M illio n
Jawa Timur dan B ali/ East Java and B ali Rp Juta/ Rp M illio n
Sumatera Rp Juta/ Rp M illio n
Indo nesia Timur/ East Indo nesia Rp Juta/ Rp M illio n
812.623 1.266.474
-
-
-
-
-
812.623 1.266.474
1.335.254 1.173.954 8.241 4.426.375 8.129 69.551
352.321 2.768
669.077 13.105 4.842
935.793 5.310
-
184.550 793
1.335.254 1.173.954 8.241 7.085.227 21.234 86.446
194.649
4.531
93.674
21.990
9.125
353.363
19.858
3.999
Jakarta Rp Juta/ Rp M illio n Giro pada B ank Indo nesia Giro pada bank lain P enempatan pada B ank Indo nesia dan bank lain Efek-efek Tagihan derivatif Kredit Tagihan akseptasi A set lain-lain Fasilitas kredit kepada nasabah yang belum digunakan L/C yang irrevo cable dan masih berjalan
11.508
B ank garansi yang diterbitkan
5.883
200
9.312.641
359.820
Jumlah
-
-
800.556
967.092
517.111 3.182 29.394 -
-
Jumlah/To tal Rp Juta/ Rp M illio n
35.365
1.069
2.600
9.752
550.756
197.068
12.187.933
Demand depo sits with B ank Indo nesia Demand depo sits with o ther banks P lacement with B ank Indo nesia and o ther banks Securities Derivative receivables Lo ans A cceptances receivable Other assets Unused lo an facilities granted Outstanding irrevo cable letters o f credit B ank guarantees issued To tal
2014
Jakarta Rp Juta/ Rp Million Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Ef ek-ef ek Tagihan deriv atif Kredit Tagihan akseptasi Aset lain-lain Fasilitas kredit kepada nasabah y ang belum digunakan
Jawa Barat/ West Jav a Rp Juta/ Rp Million
Jawa Tengah dan Jogjakarta/ Central Jav a and Jogjakarta Rp Juta/ Rp Million
Jawa Timur dan Bali/ East Jav a and Bali Rp Juta/ Rp Million
Sumatera Rp Juta/ Rp Million
Indonesia Timur/ East Indonesia Rp Juta/ Rp Million
-
-
-
-
-
596.195 203.246 1.538.436 503.806 691 3.777.453 60.784 54.921 312.984
457.158 3.100
429.384 31.630 3.619
747.548 1.548 3.901
32.812
23.066
14.715
-
67.350
6.985
L/C y ang irrevocable dan masih berjalan
16.680
Bank garansi y ang diterbitkan
14.284
3.613
3.879
7.079.480
496.683
558.928
Jumlah
Kualitas Kredit Keuangan
Berdasarkan
Kelas
774.697
Aset
562.378 2.990
596.195 203.246
283.314 1.197
1.538.436 503.806 691 6.257.235 93.962 69.728
8.727
434.237
41.933 -
Jumlah/Total Rp Juta/ Rp Million
-
Demand deposits with Bank Indonesia Demand deposits with other banks Placements with Bank Indonesia and other banks Securities Deriv ativ e receiv ables Loans Acceptances receiv able Other assets Unused loan f acilities granted
91.015
Outstanding irrev ocable letters of credit Bank guarantees issued
8.769
483
31.028
616.070
293.721
9.819.579
Total
Credit Quality by Class of Financial Assets
Sebagai bagian dari manajemen risiko kredit, Bank mengadopsi bobot risiko dalam perhitungan aset tertimbang menurut risiko untuk mengukur kualitas kredit dari aset keuangan. Pedoman perhitungan bobot risiko dalam ATMR risiko kredit mengacu kepada Surat Edaran Bank Indonesia No. 13/6/DPNP tahun 2011.
As part of credit risk management, the Bank adopts a risk weighting in the calculation of credit risk weighted assets to measure the credit quality of financial assets. Guidelines for the calculation of risk weight in the credit risk weighted assets are stated in Bank Indonesia Circular Letter No. 13/6/DPNP in 2011.
Kualitas kredit aset keuangan berdasarkan bobot risiko diklasifikasikan sebagai berikut: Grade A = bobot risiko 0% Grade B = bobot risiko 20% Grade C = bobot risiko 35% Grade D = bobot risiko 40% Grade E = bobot risiko 45% Grade F = bobot risiko 50% Grade G = bobot risiko 75% Grade H = bobot risiko 100% Grade I = bobot risiko 150%
Credit quality of financial assets classified by risk weights as follows: Grade A = risk weight 0% Grade B = risk weight 20% Grade C = risk weight 35% Grade D = risk weight 40% Grade E = risk weight 45% Grade F = risk weight 50% Grade G = risk weight 75% Grade H = risk weight 100% Grade I = risk weight 150%
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Kelas aset keuangan di atas adalah untuk aset keuangan yang belum jatuh tempo dan tidak mengalami penurunan nilai.
Classes of financial assets above are for neither past due nor impaired financial assets.
Untuk aset keuangan yang sudah jatuh tempo dibagi menjadi dua bagian yaitu:
Overdue financial assets are segregated into two groups, which are:
a.
a.
Past due but not impaired
b.
Impaired
b.
Telah jatuh tempo tetapi tidak mengalami penurunan nilai Mengalami penurunan nilai
Tabel di bawah ini menyajikan kualitas aset keuangan berdasarkan kelas risiko kredit, jumlah yang disajikan adalah sebelum dikurangi cadangan kerugian penurunan nilai.
The tabel shows the quality of financial assets with credit risk by class. The amounts presented are gross of allowance for impairment losses. 2015 T elah jatuh tempo tetapi tidak mengalami
Belum jatuh tempo dan tidak mengalami penurunan nilai/Neither past due nor impaired
penurunan nilai/
Mengalami
Past due
penurunan nilai/
A
B
C
D
E
F
G
H
but not impaired
Impaired
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Jumlah/ Rp Juta/
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
T otal
Aset keuangan
Financial Assets
Kas
108.955
-
-
-
-
-
-
-
-
-
108.955
Cash
Giro pada Bank Indonesia
812.623
-
-
-
-
-
-
-
-
-
812.623
Demand deposits with Bank Indonesia
1.266.368
-
-
-
106
-
-
-
-
1.266.474
486.786
780.300
-
-
-
68.168
-
-
-
-
1.335.254
894.189
279.765
-
-
-
-
-
-
-
-
1.173.954
722
-
-
-
-
-
7.519
-
-
8.241
Giro pada bank lain
-
Penempatan pada Bank Indonesia dan bank lain Efek-efek
Demand deposits with other banks Placement with Bank Indonesia and other banks Securities
T agihan derivatif
-
Kredit yang diberikan
-
-
-
-
6.082.723
-
209.374
T agihan akseptasi
-
-
-
-
-
-
-
21.234
-
-
21.234
Acceptances receivable
Aset lain-lain
-
-
-
-
-
-
-
86.446
-
-
86.446
Other assets
2.302.553
2.327.155
-
-
6.197.922
-
209.374
Jumlah
390.316
390.316
233.044
169.770
301.318
169.770
7.085.227
11.898.408
Derivatives receivable Loans
T otal
2014 T elah jatuh tempo tetapi tidak mengalami Belum jatuh tempo dan tidak mengalami penurunan nilai/Neither past due nor impaired
penurunan nilai/
Mengalami
Past due
penurunan nilai/
A
B
C
D
E
F
G
H
but not impaired
Impaired
T otal
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Rp Juta/
Jumlah/ Rp Juta/
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
Rp Million
-
-
-
-
-
-
-
-
-
91.556
-
Aset keuangan Kas Giro pada Bank Indonesia Giro pada bank lain
Financial Assets 91.556 596.195
-
-
-
-
-
-
-
596.195
Demand deposits with Bank Indonesia
-
-
-
-
-
-
-
-
203.246
Demand deposits with other banks
899.856
544.604
-
-
-
93.976
-
-
-
-
1.538.436
479.906
21.969
-
-
-
1.931
-
-
-
-
503.806
-
-
Penempatan pada Bank Indonesia dan bank lain Efek-efek
Cash
-
203.246
-
Placement with Bank Indonesia
T agihan derivatif
-
4
-
-
Kredit yang diberikan
-
-
5.128.597
-
368.162
T agihan akseptasi
-
-
-
-
-
-
-
93.962
-
-
93.962
Acceptances receivable
Aset lain-lain
-
-
-
-
-
-
-
69.728
-
-
69.728
Other assets
5.292.291
-
368.162
Jumlah
2.067.513
687
770.506
164.087
164.087
164.923
164.923
22
22
-
212.753
308.660
218.691
218.691
691
and other banks Securities
6.257.235
9.354.855
Derivatives receivable Loans
T otal
Risiko Pasar
Market Risk
Risiko Pasar adalah risiko pada posisi neraca dan rekening administratif termasuk transaksi derivatif, akibat perubahan secara keseluruhan dari kondisi pasar, termasuk risiko perubahan harga option.
Market Risk is the risk on the balance sheet and off balance sheet position including derivative transactions due to the overall changes of the market condition, including the option price risk changes.
Bank menggunakan standar model untuk menghitung dan memantau risiko pasar sesuai Peraturan Bank Indonesia No. 15/12/PBI/2013 tentang kewajiban penyediaan modal minimum. Hasil perhitungan risiko pasar yang berdampak terhadap rasio kewajiban penyediaan modal minimum dilaporkan kepada Dewan Komisaris, Direksi dan manajemen senior secara berkala.
The Bank employs the standard model to calculate and monitor its market risks in line with Bank Indonesia Regulation No. 15/12/PBI/2013 concerning capital adequacy ratio. The result of calculation of market risk affecting its capital adequacy ratio are reported to the Board of Commissioners, Board of Directors and senior management in the regular meeting.
- 98 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tujuan utama Manajemen Risiko untuk Risiko Pasar adalah untuk meminimalkan kemungkinan dampak negatif akibat perubahan kondisi pasar terhadap aset dan permodalan Bank.
The main purpose of Risk Management for Market Risk is to minimize the possibility of negative impact due to the changes of market condition on Bank’s asset and equity.
Pengelolaan risiko pasar
Managing market risk
Bank mengelola risiko pasar yang inheren pada portofolio trading book dan banking book menggunakan pengukuran sebagai berikut:
The Bank manages market risk inherent in the trading book portfolio and banking book through:
Sensitivitas dari posisi atau portofolio terhadap perubahan faktor risiko pasar yang mempengaruhinya;
The sensitivity of the position or portfolio to a movement in the market risk factor to which it is exposed;
Maksimal perubahan dari faktor risiko pasar dalam horison waktu tertentu dengan tingkat keyakinan tertentu; pengukuran yang dimaksud ini adalah volatilitas.
The maximum expected movement in the market risk factor for a given time horizon at a specified level of confidence; a measure referred to as factor volatility.
Sebagai tambahan dari pendekatan tersebut, Bank juga melakukan analisis uji daya tahan untuk mengetahui kemampuan Bank dalam menghadapi pergerakan atau kondisi pasar yang tidak normal.
Supplementary to the above approach, the Bank also performs stress testing analysis, a proactive measure of the Bank’s capability to withstand abnormal market volatility or condition.
Risiko suku bunga
Interest rate risk
Pengelolaan risiko pasar dilakukan dengan berbagai analisa risiko dan limit.
Managing market risk is performed through various risk analysis and limits.
Sementara itu, pengelolaan risiko pasar pada posisi non trading (banking book) difokuskan pada pengelolaan risiko suku bunga melalui analisis imbal hasil suku bunga bulanan untuk penelaahan dampak dari perubahan suku bunga aktual terhadap aset dan liabilitas yang sensitif terhadap perubahan suku bunga dan pengukuran dengan menggunakan analisis repricing gap, dalam analisis ini aset yang akan di-reprice dalam suatu periode tertentu akan dikurangi dengan pasiva yang akan di-reprice dalam periode yang sama untuk menghasilkan net repricing gap untuk periode waktu tersebut.
Meanwhile, market risk for non trading (banking book) is focused on interest rate risk exposure as shown by monthly interest rate yield analysis to review the actual interest rate changes for all interest rate sensitive assets and liabilities and also by repricing gap analysis wherein assets that would be repriced over a certain time interval are subtracted from the liabilities that would reprice in the same period to produce the net repricing gap.
Tabel berikut merangkum aset dan liabilitas Bank yang sensitif terhadap perubahan tingkat suku bunga:
The following table below summarizes the Bank’s sensitivity of financial assets and financial liabilities to interest rate changes: 2015
Sampai dengan 1 bulan / 1 month or less Rp Juta/ Rp Million
>1 bulan 3 bulan / > 1 month 3 months Rp Juta/ Rp Million
>3 bulan 12 bulan / > 3 months 12 months Rp Juta/ Rp Million
>1 tahun 5 tahun / > 1 year 5 years Rp Juta/ Rp Million
>5 tahun / > 5 years Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million
Aset keuangan Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank indonesia dan bank lain Efek-efek Kredit Jumlah aset keuangan Liabilitas keuangan Simpanan Simpanan dari bank lain Jumlah liabilitas keuangan Jumlah aset (liabilitas) - bersih
1.218.281 29.603 4.253.028 7.580.009
154.500 158.421 312.921
116.973 49.739 466.455 633.167
313.443 1.748.487 2.061.930
626.669 458.836 1.085.505
1.335.254 1.173.954 7.085.227 11.673.532
Financial assets Demand deposits with Bank Indonesia Demand deposits with other banks Placements with Bank Indonesia and other banks Securities Loans Total financial assets
7.093.752 480.589 7.574.341
1.989.768 15.611 2.005.379
658.333 3.954 662.287
18.747 551 19.298
5.927 5.927
9.766.527 500.705 10.267.232
Financial liabilities Deposits Deposits from other banks Total financial liabilities
(1.692.458)
(29.120)
1.079.578
1.406.300
Total assets (liabilities) - net
812.623
-
-
-
-
812.623
1.266.474
-
-
-
-
1.266.474
5.668
- 99 -
2.042.632
-
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued) 2014
Sampai dengan 1 bulan / 1 month or less Rp Juta/ Rp Million
>1 bulan 3 bulan / > 1 month 3 months Rp Juta/ Rp Million
>3 bulan 12 bulan / > 3 months 12 months Rp Juta/ Rp Million
>1 tahun 5 tahun / > 1 year 5 years Rp Juta/ Rp Million
>5 tahun / > 5 years Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million
Aset keuangan
1.449.636 54.609 4.323.211
88.800 34.162
11.970 415.545
44.197 1.130.627
393.030 353.690
1.538.436 503.806 6.257.235
Financial assets Demand deposits with Bank Indonesia Demand deposits with other banks Placements with Bank Indonesia and other banks Securities Loans
Jumlah aset keuangan
6.626.897
122.962
427.515
1.174.824
746.720
9.098.918
Total financial assets
Liabilitas keuangan Simpanan Simpanan dari bank lain
6.222.298 227.686
932.097 2.086
580.039 6.176
Jumlah liabilitas keuangan
6.449.984
Giro pada Bank Indonesia
596.195
-
-
-
-
596.195
Giro pada bank lain Penempatan pada Bank indonesia dan bank lain Efek-efek Kredit
203.246
-
-
-
-
203.246
Jumlah aset (liabilitas) - bersih
176.913
934.183
586.215
(811.221)
(158.700)
1.174.824
Financial liabilities Deposits Deposits from other banks
-
7.734.434 235.948
-
7.970.382
Total financial liabilities
1.128.536
Total assets (liabilities) - net
746.720
Jika terjadi perubahan suku bunga yang mungkin dapat mempengaruhi kinerja Bank, maka Bank dapat segera merestruktur aset dan liabilitas yang dimiliki, baik tanggal repricing date-nya ataupun jenis suku bunganya (tetap atau variabel).
If there is change in interest rate that may affect the Bank’s performance, the Bank can immediately restructure its assets and liabilities, their repricing date or type of interest rate (i.e. Fixed or Variable).
Risiko mata uang
Currency risk
Risiko mata uang adalah risiko-risiko dimana nilai instrumen keuangan akan berfluktuasi karena perubahan dalam nilai tukar mata uang asing. Bank telah menetapkan limit posisi berdasarkan mata uang. Posisi tersebut dimonitor harian dan strategi lindung nilai akan digunakan untuk meyakinkan bahwa posisi dijaga agar dalam batasan yang telah ditetapkan.
Currency risk is the risk that the value of a financial instrument will fluctuate due to changes in foreign exchange rates. The Bank has set limits on positions by currency. Positions are monitored on a daily basis and hedging strategies will be used to ensure positions are maintained within established limits.
Sesuai Peraturan Bank Indonesia No. 5/13/PBI/2003, sebagaimana telah diubah terakhir dengan Peraturan Bank Indonesia No. 17/05/PBI/2015, Bank wajib mengelola dan memelihara Posisi Devisa Neto (PDN) pada akhir hari kerja secara keseluruhan paling tinggi 20% dari modal. Bank menetapkan limit internal PDN sebesar 17% dari modal dalam rangka mencegah terjadinya pelampauan terhadap limit yang ditetapkan oleh regulator.
In accordance with Bank Indonesia Regulation No. 5/13/PBI/2003 amended by Regulation No. 17/05/PBI/2015, the Bank is required to manage and maintain the end of day Net Open Position (NOP) up to 20% of its capital. The Bank has set internal limit for maximum NOP of 17% in order to prevent a breach of the limit set by regulator.
- 100 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Rasio PDN pada tanggal 31 Desember 2015 dan 2014, adalah sebagai berikut:
NOP ratios as of December 31, 2015 and 2014, are as follows: 2015
Aset/ Assets Rp Juta/ Rp Million
Laporan posisi keuangan Dollar Amerika Serikat Dollar Singapura Dollar Australia Dollar Hongkong Yen Jepang Euro Jumlah Rekening administratif Dollar Amerika Serikat Dollar Australia Yen Jepang Dollar Singapore Jumlah Jumlah
Liabilitas/ Liabilities Rp Juta/ Rp Million
Nilai bersih/ Net value Rp Juta/ Rp Million
Nilai bersih absolut/ Absolute Value Rp Juta/ Rp Million Statement of financial position United States Dollar Singapore Dollar Australian Dollar Hongkong Dollar Japanese Yen Euro Total
2.412.665 25.969 2.685 1.190 1.337 5.733 2.449.579
2.124.051 24.077 623 614 5.790 2.155.155
288.614 1.892 2.062 1.190 723 (57) 294.424
288.614 1.892 2.062 1.190 723 57 294.538
355.182 344 1.464 356.990
546.527 1.412 1.464 549.403
(191.345) (1.412) 344 (192.413)
191.345 1.412 344 193.101
Administrative account United States Dollar Australian Dollar Japanese Yen Singapore Dollar Total
2.806.569
2.704.558
102.011
487.639
Total
Persentase PDN
6,82%
NOP ratio
2014 Aset/ Assets Rp Juta/ Rp Million
Laporan posisi keuangan Dollar Amerika Serikat Yen Jepang Dollar Hongkong Euro Dollar Australia Dollar Singapura Jumlah Rekening administratif Dollar Amerika Serikat Yen Jepang Jumlah Jumlah
Liabilitas/ Liabilities Rp Juta/ Rp Million
Nilai bersih/ Net value Rp Juta/ Rp Million
Nilai bersih absolut/ Absolute Rp Juta/ Rp Million Statement of financial position United States Dollar Japanese Yen Hongkong Dollar Euro Australian Dollar Singapore Dollar Total
1.397.732 2.161 1.260 4.184 1.755 25.189 1.432.281
1.354.041 599 5.423 1.086 25.539 1.386.688
43.691 1.562 1.260 (1.239) 669 (350) 45.593
43.691 1.562 1.260 1.239 669 350 48.771
137.482 440 137.922
250.981 1.994 252.975
(113.499) (1.554) (115.053)
113.499 1.554 115.053
Administrative account United States Dollar Japanese Yen Total
1.570.203
1.639.663
(69.460)
163.824
Total
Persentase PDN
6,10%
- 101 -
NOP ratio
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tabel di bawah menggambarkan analisa sensitivitas 10 basis poin kenaikan atau penurunan dalam nilai tukar terhadap PDN Bank per tanggal 31 Desember 2015 dan 2014.
The table below shows sensitivity analysis of 10 basis point increase or decrease in the foreign exchange rates on Bank’s NOP per December 31, 2015 and 2014.
Mata Uang
Kenaikan (penurunan) dalam basis poin / Increase (decrease) in basis point
Sensitiv itas dalam posisi mata uang/ Sensitiv ity of open position 2015 2014 Rp Juta/ Rp Juta/ Rp Juta/ Rp Juta/ Rp Million Rp Million Rp Million Rp Million
Dollar Amerika serikat
10/(10)
90.176
89.996
(40.976)
(40.894)
Y en Jepang
10/(10)
1.068
1.066
10
10
Euro
10/(10)
(57)
(1.240)
(1.237)
Dollar Singapura
10/(10)
2.180
2.176
(350)
(349)
Dollar Hongkong
10/(10)
1.192
118
Dollar Australia
10/(10)
652
(57)
650
Currencies
United States Dollar Japanese Y en Euro Singapore Dollar
1.261
1.259
Hongkong Dollar
670
668
Australian Dollar
Risiko Likuiditas
Liquidity Risk
Risiko Likuiditas adalah risiko akibat ketidakmampuan Bank untuk memenuhi kewajiban yang jatuh tempo dari sumber pendanaan arus kas dan/ atau dari aset likuid berkualitas tinggi yang dapat diagunkan, tanpa mengganggu aktivitas dan kondisi keuangan Bank.
Liquidity Risk is the risk which is caused by Bank’s inability to meet its obligation from cash flow funding sources and/or the high quality liquid assets which can be pledged, without disturbing the activity and financial condition of the Bank.
Tujuan utama Manajemen Risiko untuk Risiko Likuiditas adalah untuk meminimalkan kemungkinan ketidakmampuan Bank dalam memperoleh sumber pendanaan arus kas.
The main purpose of the Risk Management for the Liquidity Risk is to minimize the possibility of the Bank’s inability to obtain cash flow funding source.
Pemantauan dan perhitungan risiko likuiditas dilakukan dengan menggunakan indikator risiko likuiditas seperti Giro Wajib Minimum, Primer dan Sekunder, Loan to Funding Ratio (LFR), rasio aset lancar terhadap dana pihak ketiga, konsentrasi 50 nasabah terbesar serta maturity mismatch, dilaporkan kepada Dewan Komisaris, Direksi dan manajemen senior secara harian, mingguan dan bulanan maupun dalam rapat bulanan ALCO.
Monitoring and calculation of liquidity risk is conducted by using liquidity risk indicators such as reserve requirement, both primary and secondary, Loan to Funding Ratio (LFR), asset liquid to third party fund ratio, concentration of 50 biggest customers and maturity mismatch, reported to the Board of Commissioners, Directors and senior management on a daily, weekly and monthly basis as well as during the monthly meeting of ALCO.
Secara berkala Bank melakukan kaji ulang terhadap kebijakan dan limit risiko likuiditas, serta kebijakan contingency funding plan yang telah ditetapkan sehingga terdapat panduan yang jelas di saat krisis terjadi. Untuk mengetahui dampak perubahan pasar maupun faktor internal pada kondisi ekstrim (krisis) terhadap kondisi likuiditas yang dapat berdampak pada kecukupan modal Bank, Bank melakukan stress test terhadap posisi likuiditas Bank secara regular. Melalui stress test, Bank dapat mengantisipasi lebih awal dan mengambil langkah-langkah pengendalian dan solusi yang paling optimal sebagai strategi jangka pendek maupun jangka panjang pemulihan likuiditas.
The Bank on a regular basis reviews the liquidity risk management policy and its limits, and ensures that liquidity contingency plan policy has been set up so that there is clear guidance in times of crisis. In determining impact of changes in market and internal factors in extreme conditions (crisis) to the liquidity conditions that could impact the Bank's capital adequacy, the Bank performs stress test on Bank’s funding liquidity position on a regular basis. By applying stress test, Bank can anticipate early and take control measures as well as calculate the most optimal solution per short-term strategy and long-term recovery of liquidity.
- 102 -
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Tabel berikut menggambarkan profil maturitas aset dan liabilitas Bank (sebelum dikurangi penyisihan cadangan kerugian penurunan nilai) berdasarkan behavioral dana pihak ketiga dan sisa jatuh tempo, sebagai berikut:
The following table below shows the maturity profile of the Bank’s financial assets (before deducting allowance for impairment losses) and financial liabilities based on behavior of third party funds are as follows: 2015
Lain-lain/ Others Rp Juta/ Rp Million Aset Keuangan Tanpa suku bunga Kas Giro pada Bank Indonesia Tagihan deriv atif Tagihan akseptasi Aset lain-lain Suku bunga v ariabel Kredit Ef ek-ef ek
Sampai dengan 1 bulan/ 1 month or Rpless Juta/ Rp Million
>1 bulan 3 bulan / > 1 month 3 months Rp Juta/ Rp Million
>3 bulan 12 bulan / > 3 months 12 months Rp Juta/ Rp Million
>1 tahun 5 tahun / > 1 y ear 5 y ears Rp Juta/ Rp Million
>5 tahun / >5 y ears Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million
-
108.955
-
-
-
-
108.955
-
812.623 8.241 2.304 60.989
11.551 -
-
25.457
-
812.623 8.241 21.234 86.446
-
148.125 -
408.570 29.603
-
1.266.474
-
1.286.772 78.346
154.500 158.422
48.482 49.739 466.456
313.443 1.748.486
626.669 458.836
1.335.254 1.144.351 2.910.546
-
3.772.829
762.646
1.716.924
3.915.330
1.730.679
11.898.408
7.379 -
1.144.868 -
1.827.944 -
645.174 -
4.174.681 29.603
Suku bunga tetap Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Ef ek-ef ek Kredit Jumlah Aset Keuangan
-
-
-
-
1.266.474
Liabilitas Keuangan Tanpa suku bunga Liabilitas segera Liabilitas deriv atif Liabilitas akseptasi Biay a y ang masih harus dibay ar Liabilitas lain-lain
-
14.122 3.714 2.304 6.799
Suku bunga v ariabel Simpanan Simpanan dari bank lain
-
1.575.865 293.179
Suku bunga tetap Simpanan Simpanan dari bank lain Biay a y ang masih harus dibay ar
-
Jumlah Liabilitas Keuangan
-
11.551 -
7.379 24.115 -
-
-
Financial Assets Non-interest bearing Cash Demand deposits with Bank Indonesia Deriv ativ e receiv ables Acceptances receiv able Other assets Variable interest rate Loans Securities Fixed interest rate Demand deposits with other banks Placements with Bank Indonesia and other banks Securities Loans Total Financial Assets Financial liabilities Non-interest bearing Liabilities pay able immediately Deriv ativ e pay ables Acceptances pay able Accruals Other liabilities
-
-
14.122 3.714 21.234 24.115 6.799
-
1.575.865 293.629
Variable interest rate Deposits Deposits f rom other banks Fixed interest rate Deposits Deposits f rom other banks Accruals
50
400
-
5.551.299 187.512 18.119
1.987.878 15.611 16.731
651.485 3.953 3.900
-
-
8.190.662 207.076 38.750
7.652.913
2.031.821
691.232
-
-
10.375.966
Total Financial Liabilities
2014
Lain-lain/ Others Rp Juta/ Rp Million Aset Keuangan Tanpa suku bunga Kas Giro pada Bank Indonesia Tagihan deriv atif Tagihan akseptasi Aset lain-lain Suku bunga v ariabel Kredit Ef ek-ef ek
Sampai dengan 1 bulan/ 1 month or less Rp Juta/ Rp Million
-
91.556
-
-
>1 bulan 3 bulan / > 1 month 3 months Rp Juta/ Rp Million
>3 bulan 12 bulan / > 3 months 12 months Rp Juta/ Rp Million
>1 tahun 5 tahun / > 1 y ear 5 y ears Rp Juta/ Rp Million
>5 tahun / >5 y ears Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million
-
-
-
-
91.556
596.195 691 19.683 42.096
38.266 -
36.013 -
27.632
-
596.195 691 93.962 69.728
353.260 -
189.046 -
1.264.164 19.906
1.746.636 29.703
732.665 -
4.285.771 49.609
Suku bunga tetap Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Ef ek-ef ek Kredit Jumlah Aset Keuangan
Financial Assets Non-interest bearing Cash Demand deposits with Bank Indonesia Deriv ativ e receiv ables Acceptances receiv able Other assets Variable interest rate Loans Securities
-
203.246
-
1.449.636 5.000 37.440
88.800 34.162
11.970 415.545
44.197 1.130.627
393.030 353.690
1.538.436 454.197 1.971.464
Fixed interest rate Demand deposits with other banks Placements with Bank Indonesia and other banks Securities Loans
-
2.798.803
350.274
1.747.598
2.978.795
1.479.385
9.354.855
Total Financial Assets
-
-
- 103 -
-
-
203.246
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued) 2014
Lain-lain/ Others Rp Juta/ Rp Million
Sampai dengan 1 bulan/ 1 month or less Rp Juta/ Rp Million
>1 bulan 3 bulan / > 1 month 3 months Rp Juta/ Rp Million
>3 bulan 12 bulan / > 3 months 12 months Rp Juta/ Rp Million
>1 tahun 5 tahun / > 1 y ear 5 y ears Rp Juta/ Rp Million
>5 tahun / >5 y ears Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million
Liabilitas Keuangan Tanpa suku bunga Liabilitas segera Liabilitas deriv atif Liabilitas akseptasi Biay a y ang masih harus dibay ar Liabilitas lain-lain
7.246
21.141 112 19.683 -
38.266 -
36.013 16.969 -
-
-
21.141 112 93.962 16.969 7.246
Financial liabilities Non-interest bearing Liabilities pay able immediately Deriv ativ e pay ables Acceptances pay able Accruals Other liabilities
Suku bunga v ariabel Simpanan Simpanan dari bank lain
-
254.295 31.138
196.163 -
51.077 -
875.207 -
-
1.376.742 31.138
Variable interest rate Deposits Deposits f rom other banks
Suku bunga tetap Simpanan Simpanan dari bank lain Biay a y ang masih harus dibay ar
-
941.918 183.003 19.683
7.025 4.315
11.346 2.862
5.415.774 3.436 586
-
6.357.692 204.810 27.446
Fixed interest rate Deposits Deposits f rom other banks Accruals
1.470.973
245.769
118.267
6.295.003
-
8.137.258
Total Financial Liabilities
Jumlah Liabilitas Keuangan
7.246
Analisa Jatuh Tempo untuk Liabilitas Keuangan
Maturity Analysis for Financial Liabilities
Tabel di bawah menunjukkan arus kas kontraktual tidak terdiskonto dari liabilitas keuangan dan rekening admisnitratif Bank didasarkan pada sisa jatuh tempo kontrak dari tanggal pelaporan per 31 Desember 2015 dan 2014.
The table below shows the contractual undiscounted cash flows of the Bank’s financial liabilities and off balance sheet based on the remaining contractual maturity from the reporting date as of December 31, 2015 and 2014.
2015
Lain-lain/ Others Rp Juta/ Rp Million Liabilitas keuangan Tanpa suku bunga Liabilitas segera Liabilitas derivatif Liabilitas akseptasi Biaya yang masih harus dibayar Liabilitas lain-lain
Sampai dengan 1 bulan/ 1 month or less Rp Juta/ Rp Million
6.798
-
Suku bunga variabel Simpanan Simpanan dari bank lain
-
1.579.322 294.303
Suku bunga tetap Simpanan Simpanan dari bank lain
6.798
Sub jumlah
14.122 3.714 2.304
>1 bulan - 3 bulan / >1 month - 3 months Rp Juta/ Rp Million
>3 bulan - 12 bulan / >3 months - 12 months Rp Juta/ Rp Million
11.551 -
-
-
-
7.379 24.115 -
>1 tahun - 5 tahun / >1 year - 5 years Rp Juta/ Rp Million
>5 tahun / >5 years Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million Financial liabilities Non-interest bearing Liabilities payable immediately Derivative payables Acceptances payable Accruals Other liabilities
-
-
14.122 3.714 21.234 24.115 6.798
-
1.579.322 294.753
Variable interest rate Deposits Deposits from other banks Fixed interest rate: Deposits Deposits from other banks
50
400
-
5.569.059 189.272
2.004.551 15.667
655.373 3.964
-
-
8.228.983 208.903
7.652.096
2.031.819
691.231
-
-
10.381.944
Liabilitas komitmen Fasilitas kredit kepada nasabah yang belum digunakan L/C yang irrevocable dan masih berjalan
-
40.285
82.553
193.732
-
4.131
15.852
15.382
Sub jumlah liabilitas komitmen
-
44.416
98.405
209.114
33.101
Liabilitas kontinjensi Bank garansi yang diterbitkan
-
2.571
3.214
2.710
1.257
Jumlah
6.798
7.699.083
2.133.438
903.055
34.358
Sub total Commitment liabilities
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33.101 -
3.692 -
353.363 35.365
3.692
-
388.728
9.752 3.692
10.780.424
Unused loan facilities granted Outstanding irrevocable letters of credit Sub total commitment liabilities Contingent liabilities Bank guarantees issued Total
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued) 2014
Lain-lain/ Others Rp Juta/ Rp Million Liabilitas keuangan Tanpa suku bunga Liabilitas segera Liabilitas derivatif Liabilitas akseptasi Biaya yang masih harus dibayar Liabilitas lain-lain
7.246
Suku bunga variabel Simpanan Simpanan dari bank lain Suku bunga tetap Simpanan Simpanan dari bank lain
Sampai dengan 1 bulan/ 1 month or less Rp Juta/ Rp Million
21.141 112 19.683
>1 bulan - 3 bulan / >1 month - 3 months Rp Juta/ Rp Million
>3 bulan - 12 bulan / >3 months - 12 months Rp Juta/ Rp Million
>1 tahun - 5 tahun / >1 year - 5 years Rp Juta/ Rp Million
>5 tahun / >5 years Rp Juta/ Rp Million
Jumlah / Total Rp Juta/ Rp Million Financial liabilities Non-interest bearing Liabilities payable immediately Derivative payables Acceptances payable Accruals Other liabilities
-
38.266 -
36.013 16.969 -
-
-
21.141 112 93.962 16.969 7.246
-
1.272.946 31.210
-
-
-
-
1.272.946 31.210
Variable interest rate Deposits Deposits from other banks
-
4.987.171 371.025
939.482 2.111
583.276 6.430
-
-
6.509.929 379.566
Fixed interest rate: Deposits Deposits from other banks
Sub jumlah
7.246
6.703.288
979.859
642.688
-
-
8.333.081
Liabilitas komitmen Fasilitas kredit kepada nasabah yang belum digunakan L/C yang irrevocable dan masih berjalan
-
70.478
22.725
268.958
68.076
-
499
51.857
38.659
Sub jumlah liabilitas komitmen
-
70.977
74.582
307.617
68.076
Liabilitas kontinjensi Bank garansi yang diterbitkan
-
10.995
11.791
5.483
2.759
Jumlah
7.246
6.785.260
1.066.232
955.788
70.835
Sub total Commitment liabilities
-
4.000
434.237
-
91.015 4.000
525.252
-
31.028 4.000
8.889.361
Unused loan facilities granted Outstanding irrevocable letters of credit Sub total commitment liabilities Contingent liabilities Bank guarantees issued Total
Risiko Operasional
Operational Risk
Risiko operasional adalah potensi timbulnya kerugian sebagai akibat dari kejadian-kejadian yang melibatkan manusia, proses, sistem dan kejadiankejadian di luar Bank.
Operational risk is the potential for loss resulting from events involving people, processes, systems and external events.
Dalam rangka menjaga pengelolaan risiko Bank, risk-taking-unit bertanggung jawab atas seluruh risiko yang terjadi di unitnya masing-masing termasuk risiko operasional. Cara pengendalian risiko-risiko tersebut telah diatur melalui kebijakan Bank secara menyeluruh, kebijakan dan prosedur pada masing-masing unit, serta metode-metode pengendalian dan pemantauan yang ada.
In keeping with the Bank’s risk management governance, the risk-taking-units are responsible for all the risks within the business, including operational risks. Such risks are managed through Bank-wide policies, risk taking unit specific policies and procedures, controls and monitoring tools.
Manajemen risiko operasional, bekerjasama dengan risk-taking-unit, telah mengembangkan tiga metode utama untuk membantu mengelola, memantau dan mengikhtisarkan risiko operasional, yaitu:
The operational risk management, working in conjunction with the risk-taking-units has developed three key methods to help manage, monitor and summarize operational risks as follows:
1.
1.
Risk Control and Self Assessment, yaitu sarana yang digunakan oleh unit-unit kerja untuk mengidentifikasi, mengukur dan merencanakan mitigasi risiko. Metode ini juga digunakan sebagai sarana untuk memperbaiki pemahaman kepada personil kantor cabang akan pentingnya manajemen risiko serta menegaskan bahwa aktivitas mereka akan selalu dipantau oleh manajemen.
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Risk Control and Self Assessment, which is a medium used by working units to identify, measure and plan to mitigate the risk. This method is also used as a medium to improve the understanding of the branch’s office personnel on the importance of risk management and also affirm that their activities will always be monitored by the management.
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
2.
Loss Event Database, merupakan metode yang digunakan untuk mencatat setiap peristiwa risiko operasional yang menimbulkan dampak finansial secara langsung maupun tidak langsung. Setiap kali unit pemilik risiko mengalami kejadian risiko operasional, maka unit tersebut harus melaporkan dengan menggunakan formulir Laporan Kejadian Risiko Sekitar Kita (LKS). Dari formulir LKS ini akan diketahui tipe risiko yang terjadi, penyebab kejadian tersebut, lokasi (lini bisnis) tempat terjadinya risiko serta besarnya kerugian yang terjadi atau kewajiban hukum yang terjadi serta pemulihan (bila ada). Sarana ini sangat penting untuk memonitor profil risiko operasional secara teratur, serta data yang diperoleh merupakan data utama bila Bank akan mengaplikasikan pendekatan maju (advance) dalam pengukuran kecukupan modal minimumnya.
2.
Loss Event Database, a method used to record every event of operational risk with direct and indirect financial impact. Each time the unit’s risk owner experience operational risk events, the event should be reported using the incident report form, Risk Around Us Incident Report (LKS). Through LKS, the type of the risk, the cause, location (business line), the place it occurs and also the legal obligation together with the recovery time (if any), are able to be indentified. This means it is very important to monitor the operational risk portfolio on a regular basis, and the data obtained is the main data input when the Bank is going to apply the advanced approach (advance) on the minimum adequacy measurement.
3.
Key Risk Indicators, yang merupakan serangkaian parameter pengukuran kuantitatif risiko operasional yang mengindikasikan tingkat risiko pada suatu fungsi/proses/bisnis dengan tujuan agar potensi risiko dapat teridentifikasi melalui analisa dari trend statistic individual, juga melalui pengendalian lingkungan yang tercermin dari data. Diharapkan penyimpanganpenyimpangan dapat teridentifikasi secara dini, serta dapat diperbaiki sebelum permasalahan tersebut berkembang menjadi lebih buruk.
3.
Key Risk Indicators, a quantitative operational risk measures that indicate the level of risk in a particular area of a function/process/ business, with the purpose of identifying potential risks through analysis of trend in individual statistics as well as the environment control implied by all data. Any deficiency is identified at an early stage and appropriate remedial action is taken before the issue becomes worse.
Hasil dari penggunaan metode tersebut diatas telah disampaikan kepada departemen dan divisi terkait, senior manajemen, manajemen eksekutif dan Direksi melalui Operational Risk Management Highlight Report, Risk Management Committee (RMC) Meeting dan Risk Oversight Committee (ROC) untuk memantau dan mengantisipasi risiko operasional yang mungkin timbul.
The results from the application of methods above are submitted to the related departments and divisions, senior management, executive management and Directors through Operational Risk Management Highlight Report, Risk Management Committee (RMC) Meeting and Risk Oversight Committee (ROC) to monitor and anticipate the operational risks which may arise.
Risiko Reputasi
Reputation Risk
Risiko reputasi adalah risiko akibat menurunnya tingkat kepercayaan stakeholder yang bersumber dari persepsi negatif terhadap Bank. Risiko ini melekat dalam setiap kegiatan yang dilakukan oleh Bank. Kegagalan Bank dalam menjaga reputasinya dimata masyarakat dapat menimbulkan pandangan maupun persepsi negatif masyarakat terhadap Bank. Apabila risiko ini dihadapi oleh Bank, maka dalam waktu singkat dapat terjadi penurunan atau hilangnya kepercayaan nasabah terhadap Bank yang pada akhirnya akan memberikan dampak negatif terhadap pendapatan dan volume aktivitas Bank.
Reputation risk is the risk related to the decreasing level of stakeholders’ confidence arising from the negative perception on the Bank. Reputation risk is inherent in every activity conducted by the Bank. The Bank’s failure to protect its reputation in the public’s eye may result in negative view as well as perception by the public towards the Bank. Once the Bank encounters such risk, the Bank may lose the customer’s trust that will ultimately result in a negative impact to the Bank’s income and volume of activities.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Untuk memitigasi risiko reputasi, Bank telah menunjuk divisi corporate secretary untuk melakukan pengamatan terhadap pemberitaan media untuk memantau publikasi negatif atau keluhan nasabah yang muncul di media. Untuk pemberitaan negatif dan keluhan nasabah yang muncul di media selanjutnya dibuatkan klarifikasi dan tanggapan sesuai dengan langkah yang ditempuh Bank. Pemantauan atas keluhan nasabah, Bank memiliki fasilitas seperti call center dan website, sedangkan keluhan yang datang dari cabang Bank diakomodasi dengan sistem CDS (Customer Desk Solution) yang disampaikan langsung ke Bank melalui unit kerja Quality Service untuk kemudian ditindaklanjuti penyelesaiannya.
To mitigate reputation risk, the Bank has appointed corporate secretary division to monitor the media to check on customer complaints or negative publicity that appeared in the media. In response to negative publicity and customer complaints that appear in the media, the Bank issues clarification as well as responses accordings to actions taken by the Bank. To monitor customer complaints, Bank has facilities such as call center and website, complaints coming from branches of the Bank are accommodated by CDS (Customer Desk Solution) system delivered directly to the Bank through Quality Service unit until followed up by the related work units.
Risiko Hukum
Legal Risk
Risiko hukum adalah risiko akibat tuntutan hukum dan/atau kelemahan aspek yuridis. Kelemahan aspek yuridis tersebut antara lain disebabkan oleh adanya, ketiadaan peraturan perundang-undangan yang mendukung atau kelemahan perikatan seperti tidak dipenuhinya syarat sahnya kontrak dan pengikatan dokumen yang tidak sempurna.
Legal risk is the risk related to legal claims and/or weakness in the legal aspect. Such weakness in legal aspect is caused, among others, by the lack of the supporting legislation or weakness of the contracts such as incomplete requirements for a valid contract and imperfect document contract.
Untuk memitigasi risiko hukum yang mungkin timbul akibat tuntutan hukum atau kelemahan aspek yuridis, Bank memiliki divisi legal untuk memastikan perikatan yang dilakukan oleh Bank telah memenuhi 4 (empat) landasan utama yaitu:
To mitigate the legal risks that may arise from law suits or juridical weakness, the Bank has legal division to ensure engagement made by the Bank has met 4 (four) main principles, as follows:
1. Kesepakatan, yaitu setiap hubungan hukum/perikatan yang dilakukan dengan pihak lawan harus berlandaskan adanya kesepakatan dari para pihak.
1. Agreement, legal relationship/engagement undertaken with counterparty must be based on the agreement of both parties.
2. Kecakapan, yaitu kemampuan atau kewenangan bertindak dari para pihak dalam suatu hubungan hukum perikatan.
2. Proficiency, the ability or authority to act of the parties to a legal relationship engagement.
3. Objek perjanjian, yaitu obyek perjanjian hukum yang harus jelas atau spesifik dan realistis.
3. Object of agreement, lawful object that must be clearly defined, specific and realistic.
4. Memiliki causa prima yang sejalan dengan regulasi, yaitu setiap perjanjian yang dilakukan tidak bertentangan dengan norma kepatutan, kesusilaan dan tidak melanggar ketentuan hukum yang berlaku.
4. Having a lawful prima causal, any agreement must not be in conflict with the norms of property, decency and does not violate the prevailing laws and regulations.
Selain itu, Bank juga memiliki divisi litigasi yang salah satu fungsinya adalah menangani setiap permasalahan hukum yang terkait dengan litigasi agar risiko hukum yang mungkin timbul dapat diminimalisir seminimal mungkin.
In addition, the Bank also has a litigation division, which one of its functions is to handle every legal case related to litigation so that the possible legal risk can be minimized as minimum as possible.
Pengelolaan risiko hukum dilakukan dengan memantau perkembangan kasus-kasus hukum yang terjadi dan mengambil tindakan hukum dari kasuskasus tersebut. Penanganan kasus hukum yang dilakukan pada Bank senantiasa memperhitungkan potensi kerugian baik atas penyelesaian kasus secara damai ataupun melalui jalur pengadilan. Bank juga memberikan perhatian khusus atas kasus hukum yang berpotensi menimbulkan kerugian secara signifikan.
Management of legal risk is done through monitoring the progress of legal cases that occurred and taking legal action of these cases. Handling legal cases which were undertaken by the Bank continually calculating any potential losses on the settlement of the case amicably or through the courts. The bank also pays special attention to the case law that has potential to cause significant losses.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Risiko Kepatuhan
Compliance Risk
Risiko kepatuhan merupakan risiko akibat Bank tidak mematuhi dan/atau tidak melaksanakan peraturan perundang-undangan. Dalam menjalankan kegiatan usaha pada industri perbankan, Bank diwajibkan untuk selalu tunduk terhadap peraturan perbankan yang diterbitkan baik oleh Pemerintah maupun Bank Indonesia. Selain itu, Bank juga wajib tunduk kepada beberapa ketentuan lainnya, seperti peraturan yang mengatur penjaminan simpanan, perseroan terbatas, perpajakan dan peraturan di bidang pasar modal (Otoritas Jasa Keuangan (“OJK”) (sebelumnya Badan Pengawas Pasar Modal (“BAPEPAM”)) dan Lembaga Keuangan).
Compliance risk is the risk resulting from the failure of the Bank in fulfilling and/or implementing the prevailing laws and regulations. In engaging in the banking industry services, the Bank is required to always comply with the banking regulations issued by the Government and Bank Indonesia. In addition, the Bank is also required to comply with several other rules, such as regulation on Deposit guarantee program, limited liability company, taxation and capital market (Financial Services Authority (“OJK”) (previously Capital Market and Financial Institutions Supervisory Agency (“BAPEPAM”)) and Financial Institution).
Bank memiliki unit kerja kepatuhan yang merupakan salah satu divisi satuan kerja kepatuhan dan hukum, dimana satuan kerja kepatuhan dan hukum bertanggung jawab langsung kepada direktur kepatuhan dan manajemen risiko.
The Bank has a compliance unit which is one of units in compliance & legal group, in which the unit compliance & legal group is directly responsible to the compliance & risk management director.
Tugas utama pada satuan kerja divisi kepatuhan adalah melakukan koordinasi atas pelaksanaan fungsi kepatuhan Bank yaitu :
The main task of the compliance unit division is to coordinate the implementation of the Bank's compliance function:
1.
Mewujudkan terlaksananya budaya kepatuhan pada semua tingkatan organisasi dan kegiatan usaha Bank.
1. Implementation of the culture of compliance at all levels of the organization and business activities of the Bank.
2.
Mengelola risiko kepatuhan yang dihadapi oleh Bank.
2. Management of the compliance risks faced by the Bank.
3.
Memastikan agar kebijakan, ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh Bank telah sesuai dengan ketentuan yang berlaku.
3. Ensuring that policies, regulations, systems and procedures and activities undertaken by the Bank is in accordance with applicable regulations.
4.
Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada otoritas pengawas yang berwenang.
4. Ensuring the bank’s compliance with the commitments made by the Bank to the supervisory authority.
Dalam rangka pengendalian aspek kepatuhan Bank melakukan mitigasi risiko kepatuhan yang setidaknya meliputi:
In order to control compliance, the Bank mitigates this compliance risk by at least:
1. Sosialisasi Peraturan Bank Indonesia yang baru diterbitkan melalui media sosialisasi melalui e-mail blast atau compliance news.
1. Disseminating the new Bank Indonesia Regulation issued through media socialization via e-mail blast or compliance news.
2. Membuat checklist pemenuhan ketentuan yang berisi daftar ketentuan yang berlaku untuk digunakan sebagai media kontrol risiko kepatuhan oleh Risk Taking Unit.
2. Creating a compliance checklist that lists down the provisions that are applicable for use by the Risk Taking Units to control compliance risk.
3. Memberikan pelatihan tentang pelaksanaan fungsi kepatuhan Bank dan ketentuan Bank Indonesia kepada karyawan baru, karyawan frontliner, karyawan yang sedang mengikuti pelatihan internal dan juga karyawan di kantor cabang.
3. Providing training on the Bank’s implementation of the compliance function with Bank Indonesia regulatory for new employees, front line employees, employees under internal training and employees in the branch office.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Risiko Stratejik
Strategic Risk
Risiko stratejik adalah risiko akibat ketidaktepatan dalam pengambilan dan/atau pelaksanaan suatu keputusan stratejik serta kegagalan dalam mengantisipasi perubahan lingkungan bisnis. Untuk dapat tumbuh dan berkembang menjadi sebuah institusi keuangan terdepan di Indonesia, Bank membutuhkan serangkaian strategi untuk mencapai tujuan tersebut. Ketidakmampuan Bank dalam melakukan penyusunan strategi yang tepat dapat menimbulkan kegagalan bisnis Bank di masa yang akan datang.
Strategic risk is the risk due to inadequacy in deciding and/or implementing a strategic decision as well as the failure in anticipating the changes in the business environment. In order to grow and develop as one of the leading financial institutions in Indonesia, the Bank needs to adopt certain strategies to achieve such goals. Failure in formulating the right strategy may deteriorate the Bank’s business in the future.
Risiko stratejik berhubungan dengan perencanaan strategi yang baik untuk menghindari terjadinya kerugian atau dampak negatif lainnya dari adanya kesalahan dalam pengambilan keputusan yang berpotensi untuk berdampak luas atau berjangka panjang yang kurang baik di dalam organisasi.
Strategic risks are associated with sound strategic planning to avoid losses or other negative impacts resulting from errors in decision making that may have widespread or long-term implications within the organization.
Bank secara berkelanjutan memantau kondisi pasar dan mengumpulkan informasi penting sebagai bahan pertimbangan dalam pengambilan keputusan dan penetapan kebijakan strategi Bank. Seiring dengan pemantauan kondisi pasar tersebut, Bank memiliki portofolio ragam produk yang variatif agar rencana stratejik yang ditetapkan dapat tercapai.
The Bank continuously monitors market conditions and gather important information to be taken into account during the decision-making and Bank’s strategic policy-setting. Along with monitoring market conditions, the Bank also has a diverse portfolio of products and services in order to achive its strategic plan.
Bank memiliki kebijakan mengidentifikasi merespon atas perubahan lingkungan yaitu:
The Bank has a policy to identify and respond to the changes in the external business environment as follows:
1.
dan
Analisa lingkungan bisnis
1. Business environment analysis
Menganalisa faktor internal dan eksternal, menangkap peluang dan tantangan dari perubahan lingkungan bisnis dan menganalisa kelebihan internal dan kekurangan. 2.
Perencanaan
2. Plannings
Menyusun sasaran yang ingin dicapai disesuaikan dengan kompleksitas, profil risiko maupun risk bearing capacity, menetapkan strategi dan direksi menetapkan kebijakan untuk dijadikan dasar keputusan. 3.
Analyze internal and external factors, seize opportunities and meet challenges of the changing business environment and analyze internal strength and weakness.
Implementasi
Set goals to be achieved tailored to the complexity of business, risk profile and risk bearing capacity, sets the policies and strategies on which to base subsequent decisions. 3. Implementation
Mengalokasikan sumber daya berupa keuangan maupun manusia, menyelesaikan program kerja, dan komitmen Direksi untuk mengalokasikan sumber daya yang dibutuhkan. 4. Evaluasi
Allocated necessary resources financial and human capital, complete work programs, and the commitment of Board of Directors to allocate the resources needed. 4. Evaluation
Evaluasi terhadap kondisi aktual dengan apa yang telah direncanakan, dan melakukan corrective action untuk perbaikan.
Evaluation of the actual condition of what has been planned, and corrective actions for improvement.
Secara triwulanan melalui pengukuran profil risiko, Bank melakukan pengukuran risiko stratejik dengan menggunakan indikator atau parameter berupa tingkat kompleksitas strategi bisnis Bank, posisi bisnis Bank di industri perbankan, pencapaian rencana bisnis, dan kesesuaian strategi dengan kondisi lingkungan bisnis.
On a quarterly basis through the risk profile assessment, the Bank measures strategic risk using indicators or parameters such as the level of complexity of the business strategy of the Bank, the Bank's business position in the banking industry, the achievement of the business plan, strategy and compliance with the conditions of the business environment.
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PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
44.
KONTINJENSI
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
44.
Kantor Pajak telah melakukan pemeriksaan untuk tahun 2010 dan menerbitkan Surat Ketetapan Pajak Kurang Bayar (SKPKB) pada tanggal 26 April 2012 atas Pajak Penghasilan (PPh) Badan, PPh Pasal 21, PPh Final Pasal 4(2) dan Pajak Pertambahan Nilai (PPN) sebesar Rp 18.497 juta (termasuk denda dan bunga). Bank telah melakukan pembayaran atas seluruh nilai SKPKB tersebut sebesar Rp 18.497 juta. Bank tidak menyetujui sebagian besar hasil keputusan di dalam SKPKB tersebut, dan telah menyampaikan Surat Keberatan sebesar Rp 8.892 juta pada tanggal 18 Juli 2012. Jumlah kurang bayar pajak berdasarkan SKPKB tersebut disajikan di dalam bagian aset lainnya (Catatan 16). Kantor Pajak menolak surat keberatan yang diajukan oleh Bank melalui Surat Keputusan No. KEP-1458/WPJ.07/ 2013 tertanggal 19 Juli 2013. Bank kemudian mengajukan surat banding ke pengadilan pajak pada tanggal 30 September 2013, hingga tanggal penerbitan laporan keuangan, Bank belum menerima berita apapun dari Kantor Pajak terkait dengan surat banding yang diajukan oleh Bank. 45.
PENYAJIAN KEMBALI LAPORAN KEUANGAN
The Indonesian Tax Office had conducted a tax audit for the fiscal year 2010 and issued the Tax Assessment Letter for Underpayment (SKPKB) dated April 26, 2012, on corporate income tax, income tax article 21, final income tax article 4(2) and value added tax amounting to Rp 18,497 million (including penalties and interests). The Bank paid all of the assessments amounting to Rp 18,497 million. However, the Bank also disputes most of the items contained in these SKPKBs and has already filed Objection Letter against them amounting to Rp 8,892 million on July 18, 2012. This tax underpayment based on SKPKBs has been presented as part of other assets (Note 16). The Indonesian Tax Office has rejected the Bank’s objection letter in its Decision Letter No. KEP- 1458/WPJ.07/2013 dated July 19, 2013. On September 30, 2013, the Bank filed the appeal letter to the tax court. Up to the issuance date of the financial statements, the Bank has not yet received any news from the Indonesian Tax Office regarding the appeal letter.
45.
Dampak penerapan PSAK 24 (revisi 2013) pada laporan posisi keuangan konsolidasian pada tanggal 31 Desember 2014 dan 1 Januari 2014/ 31 Desember 2013 adalah sebagai berikut:
31 Desember/ December 31, 2014 Sebelum Setelah peny ajian peny ajian kembali/ kembali/ Bef ore Af ter restatement restatement Rp Juta/ Rp Juta/ Rp Million Rp Million
CONTINGENCIES
RESTATEMENTS OF FINANCIAL STATEMENTS The impact of the application of PSAK 24 (revised 2013) on consolidated statements of financial position as of December 31, 2014 and January 1, 2014/December 31, 2013 are as follows:
1 Januari 2014/ 31 Desember 2013/ January 1, 2014/December 31,2013 Sebelum Setelah peny ajian peny ajian kembali/ kembali/ Bef ore Af ter restatement restatement Rp Juta/ Rp Juta/ Rp Million Rp Million
LAPORAN POSISI KEUANGAN
STATEMENT OF FINANCIAL POSITION
ASET Aset pajak tangguhan Jumlah Aset
ASSETS
85.550
86.002
77.221
76.030
9.430.264
9.430.716
8.165.865
8.164.673
43.112
44.917
42.603
37.827
8.195.695
8.197.501
7.401.987
7.397.212
LIABILITAS Liabilitas imbalan pasca kerja Jumlah Liabilitas
Saldo laba Jumlah Ekuitas Jumlah Liabilitas dan Ekuitas
Total Assets
LIABILITIES
EKUITAS Penghasilan komprehensif lain
Deffered tax assets
Post employment benefits obligation Total Liabilities EQUITY
(65.733) (209.291)
(67.109) (209.269)
(87.196) (154.741)
(83.641) (154.713)
1.234.569
1.233.215
763.878
767.461
9.430.264
9.430.716
8.165.865
8.164.673
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Other comprehensive income Retained Earnings Total Equity Total Liabilities and Equitiy
PT BANK MNC INTERNASIONAL TBK CATATAN ATAS LAPORAN KEUANGAN 31 DESEMBER 2015 DAN 2014 DAN UNTUK TAHUN-TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT DAN 1 JANUARI 2014/31 DESEMBER 2013 (Lanjutan)
PT BANK MNC INTERNASIONAL TBK NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2015 AND 2014 AND FOR THE YEARS THEN ENDED AND JANUARY 1, 2014/DECEMBER 31, 2013 (Continued)
Dampak penerapan PSAK 24 (revisi 2013) pada laporan laba rugi dan penghasilan komprehensif lain konsolidasian adalah sebagai berikut:
The impact of the application of PSAK 24 (revised 2013) on consolidated statements of profit or loss and other comprehensive income for the year are as follows: 2014
Sebelum peny ajian kembali/ Bef ore restatement Rp Juta/ Rp Million
Setelah peny ajian kembali/ Af ter restatement Rp Juta/ Rp Million
LAPORAN LABA RUGI DAN
STATEMENTS OF PROFIT OR LOSS
PENGHASILAN KOMPREHENSIF LAIN
AND OTHER COMPREHENSIVE INCOME
Beban operasional lainnya
Other operating expenses
Beban pensiun dan imbalan pasca kerja Manfaat pajak Rugi bersih tahun berjalan
9.874
10.041
Pension and employee benefits
15.483
15.484
Tax benefit
(54.550)
(54.556)
Penghasilan komprehensif lain
Net loss for the year Other comprehensive income
Pengukuran kembali atas kewajiban imbalan pasti Pajak penghasilan terkait Jumlah rugi komprehensif
46.
-
(6.573)
-
1.643 (33.087)
TRANSAKSI NON KAS
(38.024)
46.
Bank melakukan transaksi pendanaan yang tidak mempengaruhi kas dan setara kas dan tidak termasuk dalam laporan arus kas dengan rincian sebagai berikut:
Remeasurement of defined benefits obligation Related income tax Total comprehensive loss
NON-CASH TRANSACTION The bank entered into non-cash financing activities which are not reflected in the statements of cash flows with details as follows:
2014 Rp Juta/ Rp Million Kenaikan modal ditempatkan dan disetor penuh melalui: Konversi uang muka setoran modal Penukaran obligasi w ajib konversi Jumlah
47.
TANGGUNG JAWAB MANAJEMEN PERSETUJUAN LAPORAN KEUANGAN
315.000 150.000 465.000
DAN
47.
Penyusunan dan penyajian wajar laporan keuangan dari halaman 3 sampai dengan 111 merupakan tanggung jawab manajemen, dan telah disetujui oleh Direksi untuk diterbitkan pada tanggal 10 Maret 2016.
- 111 -
Increase in issued and paid-up capital through: Conversion of deposit for future stock subscription Exchange of shares through mandatory convertible bonds Total
MANAGEMENT RESPONSIBILITY AND APPROVAL OF FINANCIAL STATEMENTS The preparation and fair presentation of the financial statements on pages 3 to 111 are the responsibilities of the management and, are approved and authorized for issue by the Directors on March 10, 2016.