Tata Kelola Perusahaan & Manajemen Risiko

Tata Kelola Perusahaan & Manajemen Risiko Corporate Governance & Risk Management

Bank OCBC NISP percaya bahwa pelaksanaan praktik perbankan yang sehat, bertanggung jawab dan berhati-hati merupakan faktor yang penting dalam memastikan keberlanjutan bagi Bank maupun bagi masyarakat pada umumnya. Bank OCBC NISP believes that the implementation of sound, responsible and prudent banking practices is a key element in ensuring sustainability for the Bank as well as communities in general.

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LAPORAN KEBERLANJUTAN 2011 OCBC NISP

Tata Kelola Perusahaan Corporate Governance

Pola pikir dan perilaku kami berlandaskan pada prinsip moral dan etika yang kuat. Strong moral and ethical beliefs are the foundation of our thinking and behaviour.

Semangat untuk menjadi “Your Partner for Life” bagi nasabah dan para pemangku kepentingan lainnya menyiratkan pemahaman Bank OCBC NISP akan kewajiban dan sekaligus potensi yang dimilki untuk secara konsisten meningkatkan kinerja aktivitas bisnis. Manajemen dan jajaran karyawan juga menyadari bahwa cara terbaik untuk mencapai hal tersebut adalah dengan mempertahankan praktik perbankan yang sehat dan berhatihati.

Bank OCBC NISP’s positioning as “Your Partner for Life” to customers and all stakeholders reveals the Bank’s understanding of its duty and potential to consistently enhance business activities. The Bank’s management and staff also recognize that the best way to follow this course of action is to maintain prudent and sound banking practices.

Melalui kepatuhan terhadap seluruh peraturan regulator, perhatian pada suara nasabah dari berbagai survei, dan struktur pengawasan serta pengendalian internal yang jelas, Bank OCBC NISP mampu mengukur kinerjanya, menghadirkan produk dan layanan yang unggul, serta berkiprah secara berkelanjutan. Terkait dengan penyusunan laporan keberlanjutan, Bank berkeinginan untuk menyampaikan informasi mengenai beragam aspek yang dapat berdampak pada keberlanjutan Bank maupun masyarakat pada umumnya.

Through full compliance with all government regulation, attention to customer opinions through surveys, and a clear oversight and internal control structure, the Bank is able to measure its performance, deliver superior products and service and sustain its business. In embarking on a wider sustainability reporting project, the Bank has committed itself to report on a wider array of issues which may impact on the sustainability of the Bank and the wider society.

Ada tiga organ pengendali utama di Bank yang memiliki struktur dan tanggung jawab sesuai dengan peraturan regulator maupun ketentuan Anggaran Dasar perusahaan. Organ pertama adalah Rapat Umum Pemegang Saham (RUPS), memiliki wewenang yang tidak didelegasikan kepada organ-organ lain, dimana pemegang saham memberikan keputusan atas hal-hal yang penting melalui forum Rapat Umum Pemegang Saham Tahunan maupun Rapat Umum Pemegang Saham Luar Biasa.

The Bank has three major organs of control in whose duties and organization are in compliance with government regulation and the Bank’s Articles of Association. The General Meeting of Shareholders (GMS), the first of the three organs, retains all powers not designated to other bodies and through its required Annual General Meeting of Shareholders, and possible elective Extraordinary Meetings of Shareholders, the shareholders may decide on all important matters.

Organ kedua adalah Dewan Komisaris, dipilih oleh RUPS untuk mengawasi strategi, operasional dan kinerja Bank. Dibantu oleh tiga komite yaitu Komite Audit, Komite Pemantauan Risiko dan Komite Nominasi dan Remunerasi, maupun keberadaan Komisaris Independen, Dewan Komisaris bertanggung jawab terhadap RUPS atas berlangsungnya operasional Bank secara efektif.

The second organ, the Board of Commissioners, are selected by a GMS and provide oversight of the Bank’s strategies, operations and overall performance. With the assistance of three committees, the Audit Committee, Risk Monitoring Committee and Nomination and Remuneration Committee, as well as its Independent Commissioners, the Board of Commissioners is accountable to the GMS for the effective operations of the Bank.

Organ utama terakhir yang juga dipilih oleh RUPS adalah Direksi, yang bertanggung jawab terhadap operasional Bank dari hari ke hari serta dalam penyusunan strategi dan rencana bisnis. Direksi dibantu oleh Komite Manajemen Risiko, Komite Manajemen Risiko Kredit, Komite Manajemen Risiko Pasar, Komite Aset-Liabilitas (ALCO), Komite Sumber Daya Manusia, Komite Pengarah Teknologi Informasi, Komite Jaringan, dan Komite Harga, dalam tugas-tugasnya untuk menetapkan kebijakan dan tindakan yang efektif untuk jangka pendek, menengah dan panjang.

Lastly also selected at a GMS, the Board of Directors is responsible for the day to day operations as well as the formulation of strategy and business plans. The Board of Directors is assisted by the Risk Management Committee, Credit Risk Management Committee, Market Risk Management Committee, Assets-Liabilities Committee (ALCO), Human Capital Committee, Information Technology Steering Committee, Network Committee, and Price Committee in determining effective short, medium and long term actions and policies.

SUSTAINABILITY REPORT 2011 OCBC NISP

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Pada tahun 2011, Bank telah melakukan self assessment GCG berdasarkan regulasi Bank Indonesia mengenai Penerapan Tata Kelola Perusahaan bagi Bank Umum sebagaimana diatur dalam Peraturan bank Indonesia (PBI) No. 8/4/PBI/2006, PBI No 8/14/ PBI/2006 dan Surat Edaran BI (SEBI) No. 9/12/ DPNP. Hasil self assessment pada 11 kriteria yang diukur mengindikasikan bahwa penerapan GCG di Bank OCBC NISP masuk dalam kategori Sangat Baik.

In 2011, the Bank completed a GCG self-assessment based on Bank Indonesia regulations on the Implementation of Corporate Governance for Commercial Banks, as stipulated in PBI. 8/4/ PBI/2006, PBI. No 8/14/PBI/2006 and SEBI No. 9/12/ DPNP. Selfassessment results for 11 factors being evaluated indicate that overall implementation of corporate governance by Bank OCBC NISP falls under the category: Very Good.

Uraian rinci mengenai sistem-sistem tata kelola Bank disajikan di Laporan Tahunan 2011, yang antara lain menguraikan dengan jelas mengenai masalah-masalah seperti pencegahan benturan kepentingan, pelaksanaan fungsi kepatuhan serta audit internal. Selain itu, laporan keuangan Bank juga diaudit secara independen oleh Bank Indonesia maupun Kantor Akuntan Publik yang ditunjuk oleh RUPS.

A full detailing of the Bank’s governance system can be found in the 2011 Annual Report, giving effective descriptions of such issues as the prevention of conflicts of interest arising, the breadth of the compliance function and internal audit. In addition to these, the Bank is open and responsive to external audit, both by Bank Indonesia and the accounting firm selected by a GMS to audit the financial reports.

Sebagai bagian dari upaya-upaya yang komprehensif dalam mengelola risiko, Bank melakukan sosialisasi dan pelatihan bagi karyawan terkait penerapan kebijakan dan prosedur program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT). Bank mewajibkan setiap karyawan baru untuk mengikuti pelatihan dasar APU-PPT tiga bulan setelah bergabung, dan setiap karyawan diwajibkan mengikuti pelatihan penyegaran APU-PPT secara berkala. Melalui mekanisme Red Flag, Bank dapat secara akurat memantau aktivitas transaksi nasabah disesuaikan dengan volume dan kompleksitas bisnis Bank.

In line with a broad risk mitigation effort, the Bank carries out socialization and training for all bank staff related to application of Anti Money Laundering and Counter Financing of Terrorism (AML-CFT) policies and procedures. Bank OCBC NISP applies an internal policy requiring all new employees within a period of 3 months after joining the Bank and periodically thereafter. Through a series of Red Flag parameters and other mechanisms, The Bank is able to flexibly and accurately monitor customer transactional activities in line with complexity and volume of the Bank’s business.

11 Faktor Assesment GCG 1. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris; 2. Pelaksanaan tugas dan tanggung jawab Direksi; 3. Kelengkapan dan pelaksanaan tugas komite; 4. Penanganan benturan kepentingan; 5. Penerapan fungsi kepatuhan; 6. Penerapan fungsi audit internal; 7. Penerapan fungsi audit eksternal; 8. Penerapan manajemen risiko termasuk sistem pengendalian intern; 9. Penyediaan dana kepada pihak terkait dan penyediaan dana besar; 10. Transparansi kondisi keuangan dan non-keuangan, laporan pelaksanaan GCG dan pelaporan internal; 11. Rencana strategis Bank.

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The 11 Corporate Governance Assessment Factors 1. Duties and responsibilities of the Board of Commissioners; 2. Duties and responsibilities of the Board of Directors; 3. Completeness and implementation of the Committees; 4. Handling of Conflict of Interest; 5. Implementation of the compliance function; 6. Implementation of the internal audit function; 7. Implementation of the external audit function; 8. Implementation of risk management including internal control system; 9. Exposure of related parties and large exposures; 10. Transparency of financial/non-financial conditions, GCG implementation and internal reporting; 11. Bank’s strategic plan.

Manajemen Risiko Risk Management

Bank melakukan pengukuran, pemantauan dan penyesuaian atas posisi risiko, memberikan nilai dan keuntungan yang berkelanjutan. The Bank measures, monitors and modifies its risk positions, providing sustainable value and returns going forward. Untuk meningkatkan kapabilitas perencanaan dan pengawasan risiko, pengembangan manajemen risiko Bank dititikberatkan pada 4 (empat) pilar infrastruktur risiko. Infrastruktur risiko yang dikembangkan oleh Grup Manajemen Risiko dimaksudkan untuk memperoleh gambaran menyeluruh atas kerangka pengelolaan risiko Bank.

In order to further improve risk planning and supervision, the development of the Bank’s risk management emphasizes on 4 (four) pillars of the risk infrastructure. This infrastructure, developed by the Risk Management Group, is intended to allow a holistic approach to the Bank’s risk management framework.

Kerangka kerja dan pengembangan pilar-pilar risiko tersebut disajikan pada gambar di bawah ini, dimana tujuan utamanya adalah tercapainya identitas dan citra Bank sesuai visi dan misinya, dan peningkatan nilai Bank bagi pemegang saham dan pemangku kepentingan.

The framework and development of these pillars are presented in the figure below, where the main purpose is the accomplishment of corporate identity and image in line with the vision and mission of the Bank, as well as enhance corporate values for shareholders and stakeholders.

Corporate Image and Identity Shareholders Values (Capital Management)

Best Asset Quality Bank Profitable Bank

Strongest Bank in the world

Reputation Risk

Legal Risk Credit Risk

Best Managed Bank Bank with Sustainability

Strategic Risk

Compliance Risk

Liquidity Risk

Market Risk Interest Rate Risk

FX Risk

Other Risks

Operational Risk

Liquidity Risk

IT /System

Human Capital

Catastrophe

Portfolio and Capital Risk Management

I. Organization Structure & Human Capital

III. System & Data Development & Maintenance

II. Policy & Procedure

IV. Methodology & Approach, Model & Risk Analytic

Enterprise Risk Management (International Best Practice / Basel)

Front Office

Middle Office

Back Office

Good Corporate Governance Corporate Culture & Values Employees

Shareholders

Corporate Vision, Mission, Strategy

Stakeholders Roles & Beliefs Customers Vendors

Regulators

Other Publics

Dalam struktur Grup Manajemen Risiko, pendekatan holistik terhadap risiko dilakukan oleh 8 (delapan) unit fungsional yang menangani seluruh spektrum risiko yang ada seperti risiko kredit, risiko pasar, risiko likuiditas dan risiko operasional.

Within the organization of Risk Management Group, the holistic approach is covered by 8 (eight) functional units that handle the entire spectrum of existing types of risks, such as credit risks, market risks, liquidity risks, and operational risks.

Fokus pengelolaan pilar infrastruktur risiko yang pertama dimulai dari aspek organisasi dan sumber daya manusia, yang diarahkan untuk memenuhi kebutuhan Bank akan sumber daya manusia yang kompeten dalam jumlah yang cukup di seluruh unit bisnis maupun fungsi pendukung.

The focus of the first pillar of risk infrastructure starts at the organization and human resources to meet corporate needs for capable human resources in terms of both quality and quantity in all business and supporting units.


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Pilar infrastruktur risiko yang kedua difokuskan pada pengembangan kebijakan dan kerangka kerja risiko dalam bentuk arsitektur kebijakan dan prosedur. Arsitektur kebijakan dan prosedur ini terdiri dari 5 (lima) tingkatan, dimana Kebijakan Manajemen Risiko sebagai tingkat pertama memberikan pedoman bagi seluruh kebijakan dan prosedur di tingkat-tingkat di bawahnya.

The second pillar of risk infrastructure focuses on the development of risk policies and frameworks, policy and procedural architectures. These architectures comprise 5 (five) levels, where the first level, the Risk Management Policy, becomes the guidance for all implemented policies and procedures of the other four levels.

Pengembangan dan integrasi sistem-sistem data menjadi fokus pilar ketiga infrastruktur risiko, guna mengintegrasikan aktivitas bisnis yang kompleks dalam lingkungan internal dan eksternal yang beragam. Termasuk dalam bidang ini adalah transformasi dari proses semi-manual menjadi sistem-sistem yang real-

The development of data systems and integration is the main attention of the third pillar, integrating complex business activities within internal and external environments. Part of the on-going thrust in this area is the transformation from semimanual processes into real-time, structured, and integrated systems by utilizing state-of-the-art information technology.

Infrastruktur risiko dilengkapi melalui pilar keempat yaitu aplikasi analisa dan permodelan risiko. Pengembangan metodologi dan pendekatan yang terus-menerus sesuai dengan praktik terbaik internasional diharapkan akan memperkokoh kapabilitas manajemen risiko Bank menghadapi perubahan kondisi ekonomi global.

Risk infrastructures is completed through the focus of the fourth pillar, that is, with application of risk analyses and modeling. The continuous development of methodologies and approaches according to international best practices will fortify the Bank’s risk management in the face of ever-changing global economy.

time, terstruktur dan terpadu, melalui pemanfaatan teknologi informasi terkini.

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Informasi Perusahaan Corporate Information

Nama

Name

PT Bank OCBC NISP Tbk

PT Bank OCBC NISP Tbk

Bidang Usaha

Line of Business

Bank Umum, Bank Devisa, dan Bank yang melakukan Kegiatan Berdasarkan Prinsip Syariah.

Commercial Banks, Foreign Exchange Bank, and Sharia Bank.

Kepemilikan

Ownership

• OCBC Bank – Singapura 85,1%

• OCBC Bank – Singapore 85.1%

• Masyarakat 14,9%

• Public 14.9%

Tanggal Pendirian 4 April 1941 dengan nama NV Nederlandsh Indische Spaar En Deposito Bank. Perubahan Nama Tahun 1941: Didirikan dengan nama NV Nederlandsch Indische Spaar En Deposito Bank (NISP)

Date of Establishment 4 April 1941 under the name NV Nederlandsch Indische Spaar En Deposito Bank. Year 1941:

Name Change Established under the name NV Nederlandsch Indische Spaar En Deposito Bank (NISP)

Tahun 1958: Singkatan NISP berubah menjadi Nilai Inti Sari Penyimpan

Year 1958:

Abbreviation of NISP was changed to Nilai Inti Sari Penyimpan

Tahun 1981: NISP bukan lagi singkatan melainkan nama Bank yaitu Bank NISP

Year 1981:

NISP was no longer an abbreviation but instead became the Bank’s name, Bank NISP

Tahun 2008: Menggunakan nama baru Bank OCBC NISP

Year 2008: Used a new name, Bank OCBC NISP

• Akta Pendirian Perseroan No. 6 tanggal 4 April 1941 yang dibuat dihadapan Theodor Johan Indewey Gerlings, Notaris di Purwakarta yang telah disetujui menurut penetapan Directeur van Justitie tanggal 28 April 1941 No. A 42/6/9 dan diumumkan dalam berita Javasche Courant tanggal 20 Juni 1941 No. 49 Bijvoegsel No. 1961.

•

Deed of Incorporation No. 6 dated 4 April 1941, made before Theodor Johan Indewey Gerlings, Notary in Purwakarta as have been approved by letter of Directeur van Justitie dated 28 April 1941 No. A 42/6/9 and announced in Javasche Courant dated 20 June 1941 No. 49 Bijvoegsel No. 1961.

• Berita Negara Republik Indonesia No. 5 tanggal 16 Januari 1951 Tambahan No. 21.

•

State Gazette of the Republic of Indonesia No. 5 dated 16 January 1951 Supplement No. 21.

Bursa Efek Saham PT Bank OCBC NISP Tbk dicatat dan diperdagangkan pada Bursa Efek Indonesia (BEI) Tanggal Pencatatan Saham 20 Oktober 1994 Kode Saham & Obligasi NISP ISIN Code ID 10000 94402 SWIFT Code NISPIDJA Kantor Pusat: OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 Indonesia Tel: (021) 255 33 888 Fax: (021) 579 44 000 Website: www.ocbcnisp.com

Stock Exchange Shares of PT Bank OCBC NISP Tbk are listed and traded on Indonesia Stock Exchange (IDX) Listing Date 20 October 1994 Share & Bonds Code NISP ISIN Code ID 10000 94402 SWIFT Code NISPIDJA Head Office: OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 Indonesia Tel: (021) 255 33 888 Fax: (021) 579 44 000 Website: www.ocbcnisp.com SUSTAINABILITY REPORT 2011 OCBC NISP

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Struktur Organisasi Organization Structure Per 31 Desember 2011 As of December 31, 2011

Deputy President Director Business Banking Group Na Wu Beng

Wholesale Banking

Enterprise Banking

Treasury

Consumer Banking Group

Louis Sudarmana

Emilya Tjahjadi

Parwati Surjaudaja

Rudy N. Hamdani

Wholesale Banking

Enterprise Banking A

Treasury Trading

Sani Effendy

Jap Chin Phing

Johannes Husin

Metropolitan Liabilities & Wealth Distribution

Wholesale Banking Credit Management

Enterprise Banking B

Asset Liability Management

Heriyanto

Suwano

Ari Priyatna

Value Chain

Enterprise Banking Credit Management

Treasury Advisory

Franki

Novelina Luciana

Financial Institution

Network Relationship

Business Management

Honggo Karyono

Ho Lie Kie/Melissa Ho

Maya K Hartanto

Diah Indrawati

Commercial Banking

Transaction Banking

Micro Banking Group

Hardi Juganda

Na Wu Beng

Hardi Juganda

Commercial Business

Trade Finance Product

Micro Banking Development

Andrae Khrisnawan

Andrew Suhandinata

Prahari Geminika

National Emerging Business

Cash Management Product

Micro Banking Distribution

Low Seh Kiat

Amran Setiawan

Indrajit Osing

Cash Management Sales

Collection & Fraud Handling

Habsari Budhi Utami

Binsar Pasaribu

Trade Finance Sales

Quality Assurance

-

Rita Febrita

Commercial Portfolio Management Minnarto Djojo

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Ivonne P Chandra Metropolitan Secured Loan Distribution Piter Tampang Wealth Management and Premier Banking Ka jit Liability Product & E-Channel Untung Kurniawan Secured Loan Heintje Mogi Unsecured Loan Irwan S. Tisnabudi Consumer Portfolio Management Hengky Kurniawan Unit Usaha Syariah Koko T. Rachmadi

Board of Commissioners CEO Parwati Surjaudaja Internal Audit Rudy Dekriadi Corporate Secretary Uliya Ariyani

Network Group

Risk Group

Human Capital Group

Financial & Planning Group

Hardi Juganda

Thomas Arifin

Rama P. Kusumaputra

Hartati

Yogadharma Ratnapalasari

Senior Corporate Executive Paulus Agus Tjarman Faisal Firdaus Andrae Khrisnawan

Commercial Credit Risk Management

HC Services

Financial Control

Business Solution

Andre Sudjono

Piryanti Syarif

Monalisa

David Formula

Corporate Credit Risk Management

HC Planning & Development

Enterprise Integration

Jeffrey B. Karman

Putu Gde Wibawa

Corp Planning & Performance Management

Operations Risk Management Donna P. Silalahi

Metropolitan Jabotabek Tangerang: Shella Rayaindah Bekasi: Erna

Bogor: Jarwadi Djafar

Jakarta (Syariah): Nita Silfiyanthi

Metropolitan Bandung Suwardi Candra Syariah: Mahendra

Metropolitan Surabaya Indra Suwandi Syariah: Elisa

Metropolitan Medan Meri Suriani

Metropolitan Batam Meri

Metropolitan Palembang Nurwati Suhaimi

Market Risk & Treasury Control Iwan Dharmawan Asset Liability Risk Management

HC Business Partner

Network Development

Central Operation

Mustika Atmanari

Jozef I. Munaba

Hannar Yogia Operations Services

Corporate Services Group

Andyani Pusparini

Rama P. Kusumaputra Operations Process

Consumer Credit Risk Management

Iswahyudi Rahardjo

Sandra Sahelangi

Corporate Communication

Chandra Budiana

Lanny Goenawi

Operations Development

Robby Cokro

Linda Adam

Adi Setiawan

Enterprise Portfolio & Policy Management

Regional Jateng

Caecilia Zilvia

Regional Jatim

Filipus H Suwarno

Corporate Legal

Asset Recovery Management

Cynthia, The Syariah (Semarang): Teguh

Adri Triwitjahjo

Budi Gunawan

Metropolitan Makassar

Regional Jabar

Operation & IT

Boyke I. Aveanto Operations Monitoring

-

Compliance Rama P. Kusumaputra Compliance Angeline Nangoi

Thomas Purnawarman

Regional Sumatera Julizar

Regional IBT Hengky Tanring


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Daftar Isi Contents

Memperkokoh Pencapaian Visi Strengthening the Vision

1

Mengenai Laporan Ini About the Report

2

Sekilas Bank OCBC NISP Bank OCBC NISP at a Glance

3

Visi, Misi & Nilai-nilai Perusahaan Vision, Mission & Corporate Values

5

Budaya Perusahaan Corporate Culture

7

Pedoman Perilaku Utama Main Code of Conduct

8

Brand Bank OCBC NISP Bank OCBC NISP Brand

9

Laporan Presiden Komisaris Report of The Chairman

10

Laporan Presiden Direktur Report from The CEO

12

Jejak Langkah Keberlanjutan & Jaringan Milestone of Sustainability & Network

14

Penghargaan Accolades

16

Keberadaan yang Memberikan Manfaat bagi Seluruh Masyarakat Giving Benefits to All Communities

18

Meningkatkan Akses atas Jasa Keuangan Customer Access to Financial Services

20

Mendorong Pertumbuhan Ekonomi Riil Masyarakat Encourage Growth of the Real Economy

24

Memberikan Kontribusi Positif Kepada Masyarakat Sekitar & Pemerintah Making Positive Contribution to Nearby Communities & Government

27

Keterlibatan dengan para Pemangku Kepentingan Engagement with Stakeholders

28

Sumber Daya Manusia Human Capital

30

Tanggung jawab Sosial Perusahaan Corporate Social Responsibility

40

Pendidikan Education

42

Edukasi Masyarakat di bidang Perbankan Banking Education Program

44

Kampanye Hidup Sehat Promote Healthy Life

46

Pemberdayaan Komunitas Community Empowerment

48

Lingkungan Hidup Environment

50

Hubungan dengan Investor Investor Relations

52

Hubungan dengan Pemerintah Government Relations

53


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Informasi Perusahaan Corporate Information

59

Struktur Organisasi Organization Structure

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w

Laporan Keberlanjutan

2011 Sustainability Report

Laporan Keberlanjutan Sustainability Report Strengthening the Vision Memperkokoh Pencapaian Visi

Head Office Corporate Communication Division OCBC NISP Tower, 16th Floor Jl. Prof. Dr. Satrio Kav.25 Jakarta 12940 - Indonesia Tel. (62-21) 255 33 888 Fax. (62-21) 579 44 000 www.ocbcnisp.com

PT Bank OCBC NISP Tbk Laporan Keberlanjutan

2011 Sustainability Report

2011

Strengthening the Vision Memperkokoh Pencapaian Visi

Tata Kelola Perusahaan & Manajemen Risiko

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