Towards Progressive START

Towards Progressive START Pencapaian Bank Hana pada tahun 2013 terbilang sangat memuaskan. Hal ini dapat terlihat pada peningkatan aset sebesar 65% yang diiringi dengan peningkatan laba sebesar 83%. Pertumbuhan kredit mencapai 62%, sedangkan Dana Pihak Ketiga (DPK) tumbuh sebesar 52%. Bank Hana juga memperluas jaringan cabang untuk lebih menjangkau nasabah serta menambahkan lini bisnis yang lebih beragam demi memberikan pelayanan yang lebih baik. Bank Hana juga tengah mempersiapkan diri untuk melakukan merger dengan PT Bank KEB Indonesia demi memperkuat struktur permodalan Bank. Dengan demikian, dapat disimpulkan bahwa tahun 2013 menjadi tahun persiapan bagi Bank Hana untuk menuju awal progresif yang dicanangkan pada tahun 2015 ketika Bank masuk dalam jajaran TOP 40 Bank di Indonesia. The achievement of Bank Hana in 2013 is outstanding. The result can be seen where assets and net income grew by 65% and 83%, respectively. Total loans also grew by 62% along with funds from third parties which grew by 52%. Bank Hana also expanded its business network to reach out to more customers along with the addition comprehensive line of business for better service. In addition, Bank Hana has also began to prepare the merger with PT Bank KEB Indonesia in order to strengthen the capital structure of the Bank. Therefore, it can be concluded that 2013 is the year of preparation for Bank Hana towards progressive start in 2015 when the Bank become the TOP 40 Banks in Indonesia.

Laporan Tahunan

2013

Annual Report

Pengantar Foreword

1

Daftar Isi

Table of Content

03 04 06

KINERJA 2013 2013 PERFORMANCE highlights Kilas Kinerja 2013 Flashback Over 2013 Performance Ikhtisar Keuangan Financial Highlights

105 106 107 129

09 10 14

19 20 22 24 26 30 32 33

34 35 42

44 46 48 54 100 101 102

Laporan Manajemen Management Report Laporan Dewan Komisaris Board of Commissioners Report Laporan Direksi Board of Directors Report

Profil Perusahaan Company Profile Visi, Misi, dan Nilai-nilai Perusahaan Vision, Mission, and Corporate Values Sekilas Perusahaan Company at a Glance Tonggak Sejarah Milestones Kegiatan Usaha Business Activity Struktur Organisasi Organization Structure Komposisi Pemegang Saham Shareholders Composition Struktur Kelompok Usaha PSP & Ultimate Shareholder Business Group Structure of PSP & Ultimate Shareholder Wilayah Operasional Bank Hana Operational Area of Bank Hana Sumber Daya Manusia Human Resources Teknologi Informasi Information Technology

ANALISIS DAN PEMBAHASAN MANAJEMEN

130 130 131 137 138

143

Tata Kelola Perusahaan Good Corporate Governance Pelaksanaan Tata Kelola Perusahaan GCG Implementation Struktur Tata Kelola Perusahaan GCG Structure Penerapan Manajemen Risiko dan Pengendalian Internal Risk Management and Internal Control Implementation Penanganan Benturan Kepentingan Management of Conflict of Interest Jumlah Penyimpangan Internal Internal Fraud Kode Etik Code of Conduct Permasalahan Hukum Legal Issues Self Assessment Good Corporate Governance Self Assessment Good Corporate Governance

PELAKSANAAN STANDAR KINERJA PADA KELANGSUNGAN SOSIAL DAN LINGKUNGAN IMPLEMENTATION OF THE PERFORMANCE STANDARDS ON SOcIAL AND ENVIRONMENTAL SUSTAINABILITY

151

Tanggung Jawab Sosial Perusahaan

157

DATA PERUSAHAAN

158 160 164 168

Corporate Social Responsibility

CORPORATE INFORMATION Profil Dewan Komisaris Board of Commissioners Profile Profil Direksi Board of Directors Profile Pejabat Eksekutif Executive Officer Alamat Cabang Branches Addresses

MANAGEMENT DISCUSSION AND ANALYSIS Tinjauan Umum dan Prospek Usaha Business Overview and Prospects Tinjauan Kinerja Keuangan Financial Performance Review Manajemen Resiko Risk Management Strategi Pemasaran Marketing Strategy Realisasi dan Pencapaian 2013 Realization and Achievement of 2013 Strategi Bisnis 2014 Business Strategy in 2014

172

Pernyataan Pertanggungjawaban Laporan Tahunan 2013

173

LAPORAN KEUANGAN

Responsibility statement of 2013 Annual Report

FINANCIAL REPORT

Laporan Tahunan

2013

Annual Report

2

Kilas Kinerja 2013 Flashback over 2013 Performance

Laporan Tahunan

2013

Annual Report


3

01

Kinerja 2013 2013 Performance Highlights Laporan Tahunan

2013

Annual Report

4


Kilas Kinerja 2013

Flashback over 2013 Performance

65

%

Total Aset Total Assets

8,720

billions miliar

83

%

Laba Bersih Net Income

89,434

millions juta

52

%

Total dana pihak ketiga Total third party funds

5,298

millions juta

66

%

Pendapatan Bunga Interest Income

272 Laporan Tahunan

2013

Annual Report

millions juta


20

%

Kantor Cabang Branches

36

unit unit

Memperluas jaringan untuk menjangkau nasabah Expanding our network to reach customers

18

%

Karyawan Employees

476

karyawan employees

Tumbuh seiring dengan perkembangan bisnis Bank Hana Growing in accordance with the business growth of Bank Hana

penghargaan 2013 2013 award

Mendapatkan penghargaan dari Info Bank sebagai Bank yang berpredikat “Sangat Bagus” atas kinerja keuangan tahun 2012 Have the award as a Bank predicated as “Very Good” on 2012 financial performance from Info Bank

5

6


Ikhtisar Keuangan Financial Highlights

(dalam Jutaan Rupiah)

(in Million Rupiah)

Laporan Laba Rugi

2013

2012

2011

Pendapatan Bunga

507.152

305.647

219.723

Interest Income

Beban Bunga

235.072

114.981

91.321

Interest Expense

Pendapatan Bunga Bersih

272.080

190.666

128.402

Net Interest Income

29.373

12.198

8.980

Other Operating Income

8.012

7.197

12.972

Expense on Allowance for Current Assets Impairment

Beban Overhead

171.883

130.511

88.296

Overhead Expense

Pendapatan Operasional

121.558

65.156

36.114

Operating Profit

61

939

1.501

Net Non-Operating Income

Pajak Penghasilan

32.185

17.299

10.302

Income Tax

Laba Bersih

89.434

48.796

27.313

Net Income

Pendapatan Operasional Lainnya Beban Cadangan Kerugian Penurunan Aktiva Produktif

Pendapatan Non Operasional Netto

(dalam Jutaan Rupiah)

Profit and Loss Statement

(in Million Rupiah)

Neraca

2013

2012

2011

Aset

8.719.664

5.280.209

3.682.330

Total Assets

Dana Pihak Ketiga

5.298.291

3.485.308

2.294.998

Third Party Funds

Pinjaman

6.336.082

3.912.345

2.354.998

Loans

Ekuitas

1.178.849

1.095.999

1.048.955

Equity

272.080

190.666

128.402

Net Interest Income

89.434

48.796

27.313

Net Income

Pendapatan Bunga Netto Laba Bersih

(dalam Persentase)

Balance Sheet

(in Percentage)

Rasio Keuangan

2013

2012

2011

Rasio Pengembalian Aset

1,84%

1,53%

1,41%

Return on Assets (ROA)

Rasio Pengembalian Ekuitas

8,18%

4,64%

4,84%

Return on Equity (ROE)

Rasio Pinjaman Terhadap Simpanan Masyarakat

119,59%

112,25%

102,61%

Loan to Deposits (LDR)

Rasio Kecukupan Modal

18,97%

28,93%

43,60%

Capital Adequacy Ratio (CAR)

Efisiensi

78,73%

80,93%

85,27%

Efficiency (BOPO)

0,14%

0,24%

0,70%

Non-Performing Loan (NPL) Gross

Rasio Kredit Bermasalah

Laporan Tahunan

2013

Annual Report

Financial Ratio


PERTUMBUHAN ASET

PERTUMBUHAN LABA BERSIH

Total Assets

Net Income (dalam Jutaan Rupiah) (in Million Rupiah)

(dalam Jutaan Rupiah) (in Million Rupiah)

8.719.664

2013

89.434

2013

5.280.209

48.796

2012

2012

3.682.330

27.313

2011

2011

PERTUMBUHAN Deposit

PERTUMBUHAN Kredit

Total Deposits

Total Loans



6.336.082

2013

5.298.291

2013

3.912.345

2012

3.485.308

2012

2.354.998

2.294.998

2011

2011

EKUITAS

PENDAPATAN BUNGA BERSIH

Equity

Net Interest Income (dalam Jutaan Rupiah) (in Million Rupiah)


1.178.849

2013

272.080

2013

1.095.999

2012

190.666

2012

1.048.955

2011

7

128.402

2011

Laporan Tahunan

2013

Annual Report

8

Laporan Manajemen Management Report

Laporan Tahunan

2013

Annual Report


9

02

Laporan Manajemen Management Report Laporan Tahunan

2013

Annual Report

10


Laporan Dewan Komisaris Board of Commissioners Report

ko, yung-ryul Komisaris Utama President Commissioner

Pemegang Saham yang Terhormat,

Dear Shareholders,

Hasil pencapaian Bank Hana di tahun 2013 membawa

Bank Hana’s achievement has trully made us, as Board of

kebanggaan bagi kami, selaku Dewan Komisaris, terutama atas

Commissioners really proud, in particular regarding the

kinerja Bank dalam mempertahankan tingkat pertumbuhan

performance in maintaning sustainable business growth, in both

bisnis secara sustainable, baik dari sisi kinerja keuangan maupun

financial and operational aspect amidst the challenging economic

operasional di tengah kondisi perekonomian Indonesia yang

condition of Indonesia.

penuh dengan tantangan.

Kondisi Perekonomian Tahun 2013 Terdapat

tiga

isu

penting

yang

membayangi

Economic Condition in 2013 kondisi

The slow economic rate that Indonesia has to face in 2013 is due

perekonomian global dan berdampak besar dalam menghambat

to three major issues that overshadowed the global economic

laju perekonomian Indonesia di tahun 2013 yaitu terkait

condition namely tapering of United States and uncertainty in

pengurangan stimulus moneter (tapering) Amerika Serikat,

global economic recovery along with the decline of commodity

ketidakpastian pemulihan ekonomi global serta penurunan

prices. As the result, a large amount of foreign capital flows out of

harga komoditas. Akibatnya, sejumlah besar portofolio modal

Indonesia quite heavily along with the increase of current account

asing mengalir keluar dari Indonesia dengan cukup deras yang

deficit.

diiringi dengan meningkatnya defisit neraca transaksi berjalan.

Laporan Tahunan

2013

Annual Report


11

Total aset tumbuh sebesar 66,14% dengan tingkat NPL Gross sebesar 0,14%, jauh di bawah ketentuan Bank Indonesia sebesar 5%. Total asset grows as much as 66.14% with NPL Gross of 0.14%, far below the regulation of Bank Indonesia which amounted to 5%.

Bank Indonesia telah melakukan sejumlah langkah antisipasi

Bank Indonesia has performed some strategic movements to

termasuk meningkatkan suku bunga BI Rate sebesar 175

anticipate the current condition by rising BI Rate as much as 175

bps menjadi 7,50 serta meningkatkan koordinasi dengan

bps into 7.50 along with intensive coordination with Government.

Pemerintah. Selain itu, upaya penguatan juga tak henti-

In addition, Bank Indonesia also tries to reinforce the monetary

hentinya terus dilakukan dalam hal operasi moneter, kebijakan

operation along with macroprudential policy, cooperation

makroprudensial, kerja sama antar bank sentral dalam kebijakan

between central bank in the policy of monetary and financial

moneter dan stabilitas sistem keuangan serta stabilisasi nilai

stability and stabilization of Rupiah’s exchange rate.

tukar Rupiah. Kondisi

melakukan

This condition has forced many industries to tighten their budget

penghematan di sejumlah aspek keuangan dan menekan

ini

menyebabkan

sejumlah

pihak

and hampering business growth, including in banking industry. In

pertumbuhan bisnis di berbagai industri, termasuk industri

particular, bank is having trouble in collecting funds. The solution

perbankan. Secara khusus, bank mengalami kesulitan dalam

that most banks in Indonesia have gone through is by increasing

hal penghimpunan dana. Salah satu cara yang ditempuh

the credit interest rate which burden the customer quite heavily.

adalah dengan meningkatkan suku bunga kredit yang sangat

Thus, the credit interest rate is quite high and made a number of

membebani nasabah. Akibatnya, suku bunga kredit yang

banks trapped in price war.

ditawarkan cukup tinggi dan membuat sejumlah bank terjebak dalam perang harga.

Kinerja Bank Hana

Bank Hana Performance

Walaupun diterpa berbagai tantangan, Bank Hana tetap mampu

Even when faced with various challenges, Bank Hana is still able

menunjukkan kinerja yang kuat dalam mengantisipasi kondisi

to show strong performance in anticipating Indonesian economic

perekonomian Indonesia. Total aset tumbuh sebesar 66,14%

condition. Total asset grows as much as 66.14% with NPL Gross of

dengan tingkat NPL Gross sebesar 0,14%, jauh di bawah

0.14%, far below the regulation of Bank Indonesia which amounted

ketentuan Bank Indonesia sebesar 5%. Laba di tahun 2013

to 5%. Profit in 2013 has also experienced quite a significant growth

juga mengalami lonjakan signifikan sebesar 83,33%. Dalam

of 83,33%. In anticipating the high rate of credit interest, Bank Hana

mengantisipasi suku bunga kredit yang melonjak, Bank Hana

has its own superiority in collecting funds due to strong position in

Laporan Tahunan

2013

Annual Report

12


memiliki keunggulan dalam hal penghimpunan dana karena

liquidity. The interest rate is quite competitive compare to others in

posisi likuiditas yang cukup baik. Suku bunga kredit yang

the same category. Thus, the credit growth along with third party

ditawarkan relatif bersaing dibandingkan dengan suku bunga

funds of Bank Hana in 2013 are recorded at 61.95% and 52.02%,

bank lainnya dalam kategori yang sama. Hasilnya pertumbuhan

respectively, higher compare to credit growth rate of national

kredit dan dana pihak ketiga (DPK) Bank Hana di tahun 2013

banking industry in average.

masing-masing tercatat sebesar 61,95% dan 52,02%, melebihi rata-rata pertumbuhan kredit perbankan nasional secara umum. Dengan demikian dapat disimpulkan kondisi perekonomian

Therefore, it can be concluded that the national economic

Indonesia tidak mempengaruhi kinerja Bank Hana, terutama

condition did not affected the performance of Bank Hana, especially

dalam mengantisipasi potensi kenaikan NPL secara nasional.

in anticipating the potential increase of NPL, nationally. Based on

Atas dasar ini, Dewan Komisaris menilai bahwa Direksi telah

this achievement, the Board of Commissioners regard that the

berhasil dalam mengelola organisasi. Kinerja keuangan terbilang

Board of Directors has performed their duties well in managing the

sangat memuaskan dengan pencapaian target hampir di semua

organization. The financial performance is very satisfying where

lini operasional dan finansial. Terlebih lagi, pertumbuhan laba

almost every target in both financial and operational aspects can

yang jauh lebih tinggi dibandingkan pertumbuhan kredit

be achieved. Moreover, the profit growth that far exceeding credit

menunjukkan bahwa Direksi telah mampu menerapkan strategi

growth has showed that Board of Directors is able to successfully

kombinasi ekspansi bisnis dan efisiensi secara optimal. Tidak

implement a strategy that showed strong combination of business

hanya dari sisi operasional dan finansial, Dewan Komisaris juga

expansion and efficiency, optimally. Not only in both financial and

mencermati keberhasilan Direksi dari sisi SDM dimana suasana

operational aspects, the Board of Commissioners also appreciated

kerja terasa semakin kondusif sehingga menurunkan tingkat

the Board of Directors’ success in HR where working condition is

perputaran karyawan.

getting more condusive, thus decreasing the employee turnover.

Peran Komite-komite di Bawah Dewan Komisaris

The Role of Committees under the Board of Commissioners

Dalam menjalankan fungsi pengawasan terhadap kinerja

In carrying out the oversight on the course of the Bank’s operations,

operasi Bank, Dewan Komisaris dibantu oleh Komite Audit,

the Board of Commissioners is assisted by Audit Committee,

Komite Remunerasi dan Nominasi, serta Komite Pemantauan

Remuneration and Nomination Committee, and Risk Monitoring

Risiko.

Committee.

Di tahun 2013, seluruh Komite mampu menunjukkan kinerja

In 2013, all of three committees have shown excellent performance.

yang memuaskan. Rekomendasi yang diberikan oleh masing-

Recommendation given by each Committee is suitable with the

masing Komite sangat sesuai dengan perkembangan bisnis

business development of Bank Hana. In particular, the Board of

Bank Hana. Dewan Komisaris memberikan apresiasi khusus

Commissioners is quite satisfied with the recommendation to

terutama terhadap rekomendasi terkait peningkatan kualitas

increase the quality of supervision in branch offices that keeps

supervisi pada kantor cabang yang semakin bertambah diiringi

adding up along with improvement on SOP refering to best

dengan perbaikan SOP mengacu pada best practice, terutama

practice, especially based on Bank Hana Seoul. The implementation

berdasarkan Bank Hana Seoul. Penerapan Management

of Management Development Program has also increased the

Development Program juga mampu meningkatkan kualitas

employees’ quality along with improvement of employee retention

karyawan yang dibarengi dengan perbaikan program employee

program.

retention.

Tata Kelola Perusahaan dan Perubahan Komposisi Dewan Komisaris

Good Corporate Governance and Changes in the Boad of Commissioners’ Composition

Penilaian terhadap penerapan Tata Kelola Perusahaan (GCG)

The

di Bank Hana telah dilaksanakan secara independen dengan

implementation in Bank Hana has been done independently

tingkat satisfactory (pada posisi 2). Dewan Komisaris menilai

with result of satisfactory (level 2). Based on this result, the Board

bahwa hasil ini menunjukkan tingkat implementasi yang telah

of Commissioners regards that the implementation has already

berjalan dengan baik. Memang ada sedikit kekurangan, namun

been done accordingly. There is indeed some shortages, however

Laporan Tahunan

2013

Annual Report

assessment

of

Good

Corporate

Governance

(GCG)


demikian tidaklah secara signifikan mempengaruhi Bank

nothing proves to be serious in affecting Bank Hana. Corrective

Hana. Usaha perbaikan dapat diselesaikan dengan melakukan

action can be done by management through normal action. In

tindakan normal yang dapat dilakukan oleh manajemen. Dalam

this occassion, allow us to inform that during 2013, there is not any

kesempatan ini, kami juga menginformasikan bahwa selama

changes in the composition of the Board of Commissioners.

13

tahun 2013 tidak terjadi perubahan komposisi Dewan Komisaris.

Prospek Bisnis 2014

Business Prospect 2014

Pada tahun 2014, bank-bank di Indonesia akan tetap mengalami

In 2014, banks in Indonesia still have to face fairly difficult period

periode yang cukup sulit terutama akibat adanya pengaruh

primarily due to the influence of the general election, either

dari pemilihan umum, baik legislatif atau presidensial. Bank

legislative or presidential. Bank Indonesia has estimated that the

Indonesia telah memperkirakan bahwa tingkat pertumbuhan

growth rate of the banking industry ranges between 15% -17%.

industri perbankan berkisar antara 15%-17%. Tantangan terbesar bagi Bank Hana terletak pada sisi

The biggest challenge for Bank Hana is in ensuring profitability due

profitabilitas

baru

to the opening of new branches that is expected to increase the

diprediksi akan meningkatkan biaya secara keseluruhan

dimana

pembukaan

cabang-cabang

overall costs in the short term. Management needs to increase its

dalam jangka pendek. Manajemen perlu untuk meningkatkan

creativity to achieve initial fee-based income. In addition, there is

kreativitas usaha demi mencapai fee based income yang telah

also the potential for an increase in non-performing loan that may

ditargetkan. Selain itu, terdapat pula potensi peningkatan kredit

affect the overall performance of Bank Hana.

macet yang secara umum dapat mempengaruhi kinerja Bank Hana secara keseluruhan. Akan tetapi, Dewan Komisaris optimis bahwa Bank Hana masih

However, the Board of Commssioners optimistic that Bank Hana

akan dapat menunjukkan kinerja yang cukup kuat melebihi

will still be able to demonstrate strong performance exceeding the

tingkat rata-rata pertumbuhan bank di Indonesia secara umum.

average growth rate of banks in Indonesia in general. This optimism

Optimisme ini juga didukung oleh rencana besar Bank Hana

is also supported by Bank Hana plans to carry out large merger with

untuk melakukan proses merger dengan Bank KEB.

KEB Bank.

Apresiasi

Apreciation

Menutup laporan ini, atas nama Dewan Komisaris, perkenankan

Closing this report, on behalf of the Board of Commissioners, please

kami menyampaikan apresiasi yang setinggi-tingginya kepada

allow us to express our highest appreciation to management for

manajemen Bank Hana atas keberhasilan dalam mencapai

the success in achieving great performance. Allow us to also thank

kinerja yang membanggakan. Perkenankan kami juga untuk

the shareholders, stakeholders, business partners and customers

mengucapkan terima kasih kepada pemegang saham,

for their contributions in helping, guiding, and providing valuable

pemangku kepentingan, mitra bisnis serta para nasabah

input in developing the Bank’s business.

akan kontribusi yang telah diberikan dalam membantu, membina, dan menyediakan masukan yang bermanfaat dalam mengembangkan usaha Bank.


Laporan Tahunan

2013

Annual Report

14


Laporan Direksi

Board of Directors Report

choi, chang-sik Direktur Utama President Director

Pemegang Saham yang Terhormat, Merupakan

sebuah

kebanggaan

Dear Shareholders, untuk

It is with great pleasure that we present to you the Annual Report

mempersembahkan Laporan Tahunan Bank Hana di tahun 2013.

bagi

kami

of Bank Hana in 2013. Even amidst the challenging conditions of

Walaupun harus dihadapkan pada kondisi perbankan nasional

Indonesian banking industry, Bank Hana, once again is able to

yang penuh tantangan, Bank Hana mampu menunjukkan

show strong performance in both operational and financial aspect.

performa kuat, baik secara finansial ataupun operasional.

Kinerja 2013

2013 Performance

Sejak pertengahan tahun 2013, BI rate meningkat cukup tajam

Starting from mid-2013, BI rate rose quite significantly and affecting

dan mempengaruhi nilai Rupiah terhadap Dolar AS. Kondisi

the value of Indonesian Rupiah against US Dollar. This condition

terjadi akibat adanya krisis yang melanda negara-negara Eropa

occurred as an impact of the economic crisis in European countries

dan Amerika Serikat. Akibatnya tingkat persaingan dalam

and United States. As a result, the competition of third party

menghimpun dana dari pihak ke-tiga semakin intensif di akhir

funds is becoming more intensive towards the end of 2013 and

tahun 2013 dan diperkirakan akan relatif sama hingga tahun

presumably until the following year.

berikutnya.

Laporan Tahunan

2013

Annual Report


Meskipun dihadapkan pada kondisi yang sulit, Bank Hana tetap

Faced with the emerging challenges, Bank Hana managed to

mampu mencapai kesuksesan dan melewati tantangan. Secara

strive for success and passed the challenge. The Bank’s overall

garis besar, seluruh indikator finansial Bank mampu mencatatkan

financial indicator produces a positive signal and we even grew

hasil yang positif dan bahkan melebihi tingkat rata-rata industri

above the average banking industry. Moreover, we surpassed the

perbankan. Terlebih lagi, kami bahkan mampu melewati target

financial performance targets that have been set. On the asset side,

yang telah ditetapkan. Dari sisi aset, kami berhasil meningkatkan

we managed to grow by nearly 1.5 times while on net profit, we

aset Bank hampir 1,5 kali lipat. Dari sisi net profit, pencapaian

managed to double our achievement compared to previous year.

kami di tahun 2013 adalah sebesar dua kali lipat dari tahun

On the operational side, we also managed to increase our branch

sebelumnya. Sedangkan dari sisi operasional, kami berhasil

network up to 36 branches.

15

meningkatkan cabang Bank hingga mencapai 36 unit. Serangkaian pencapaian di atas menunjukkan kapabilitas Bank

Through these whole series of achievement, Bank Hana once again

Hana sebagai bank yang mampu tumbuh secara konsisten

managed to show itself as a bank that constantly grows in the last

dalam tiga tahun terakhir.

three years.

Strategi “Glocalized” membawa kami untuk melayani kebutuhan industri lokal dengan standar pelayanan berjaring internasional. The “Glocalized” strategy encouraged us to serve the needs of local businesses by offering our global-wide network.

Pada tahun 2013, Bank tengah mempersiapkan diri untuk

In 2013 the Bank is preparing itself to merger with Bank KEB

melakukan merger dengan Bank KEB Indonesia. Penggabungan

Indonesia. This merger is essential for achieving the grand

ini menjadi penting demi mencapai tujuan besar untuk masuk

vision in becoming Top 50 Global Finance as well as one form of

ke dalam jajaran Top 50 Global Finance serta sebagai bentuk

compliance of Bank towards single presence policy from Bank

kepatuhan Bank Hana terhadap kebijakan single presence policy

Indonesia. Bank Hana always open the lines of communication to

dari Bank Indonesia. Bank Hana senantiasa mengedepankan

all parties concerned, especially to the regulators. We believe that

pentingnya aspek keterbukaan informasi dan komunikasi

communication is one of the key success points for the success of

dengan seluruh pihak terkait, terutama regulator. Komunikasi

this merger for both Banks and all stakeholders.

menjadi kunci utama dalam mensukseskan merger demi kedua Bank dan juga stakeholders.

Laporan Tahunan

2013

Annual Report

16


Strategi Bank

The Bank Strategy

Bank Hana memiliki sebutan tersendiri untuk rencana

In 2013, Bank Hana has set its own unique business strategy that

strategis tahun 2013 yaitu “Glocalized”. Strategi ini membawa

is called “Glocalized”. This strategy means a lot to serve the needs

Bank Hana untuk melayani kebutuhan industri lokal dengan

of local businesses by offering our global-wide network. With this

standar pelayanan berjaring internasional. Dengan tetap

focus, we continue to improve services to the Commercial-SME

mempertahankan fokus, kami senantiasa meningkatkan

and corporate segments that are mostly drawn to local customers

pelayanan kepada Usaha Kecil Menengah (UKM) serta segmen

and the rest are South Korean businessmen in Indonesia.

korporasi yang sebagian besar terdiri dari konsumen lokal dan sisanya merupakan para pebisnis yang berasal dari Korea Selatan. Strategi “Glocalized” mendorong kami untuk terus meningkatkan

The “Glocalized” strategy also encouraged us to constantly

kualitas sumber daya manusia, pengembangan infrastruktur,

increasing the quality of human resources, infrastructure

dan pemenuhan kebutuhan konsumen.

development, and fulfillment towards customers’ needs.

Peningkatan

dilakukan

The quality of human resources is done by improving staff

dengan mengembangkan kapabilitas karyawan serta jiwa

kualitas

sumber

daya

manusia

capabilities and leadership qualities. While infrastructure is being

kepemimpinannya. Infrastruktur Bank ditingkatkan melalui IT

developed in the field of IT and Operation, especially for consumer

dan Operation, terlebih lagi pada segmen konsumen pribadi

business that we immediately entered in the near future. The

yang akan kami masuki dalam waktu dekat. Infrastruktur

infrastructure is developed with the best IT systems from South

dikembangkan dengan sistem IT terbaik dari Korea Selatan.

Korea. The customer is once again being satisfied with our way to

Pelayanan terhadap konsumen akan ditingkatkan dengan

strengthen Customer Base with emphasis on product and service

memperkuat Customer Base Bank dengan memperkaya fitur

features.

produk dan layanan. Melalui serangkaian langkah strategis yang telah dijalankan

Through these, commitment to the parent company in South Korea

di atas, komitmen terhadap pemegang saham utama kami di

can be maintained and changes in global economic conditions can

Korea Selatan dan tetap dipenuhi dan perubahan pada kondisi

be anticipated earlier.

ekonomi global dapat diatasi lebih awal.

Kinerja Komite-komite di Bawah Direksi

The Performance of Committees under the Board of Directors

Seluruh komite yang berada di bawah Direksi telah bekerja

The whole range of committees under the Board of Directors have

secara bersama-sama untuk mendukung kinerja Bank dengan

worked together to support the business performance while also

tetap memperhitungkan setiap risiko yang ada. Terdapat enam

take into consideration all the risks that exist. Until now there are

komite yang berada di bawah Direksi dan masing-masing

six committees in charge of, among others, Fraud, Credit, Policy,

mempunyai tugas untuk menangani permasalahan Fraud,

Risk Management, IT and Asset – Liability. We plan to add more

Credit, Policy, Risk Management, IT dan Asset – Liability. Kami

committees in order to speed up our business in the following year.

berencana untuk menambah komite baru di masa yang akan datang untuk mempercepat peningkatan bisnis Bank.

Susunan Direksi

Members of the Board of Directors

Selama tahun 2013 tidak ada pengangkatan ataupun

In 2013, there is no appointment or resignation of members of

pengunduran diri dari anggota Direksi yang menjabat. Dengan

the Board of Directors. As such, the composition of the Board of

demikian, susunan anggota Direksi Bank Hana tetap tanpa

Directors of Bank Hana remained the same.

mengalami adanya perubahan.

Laporan Tahunan

2013

Annual Report


Menuju 2014

Toward 2014

Sebagai kelanjutan terhadap dampak dari krisis finansial di tahun

As a continuation of the impact of the international financial

sebelumnya serta adanya pelaksanaan Pemilu di Indonesia,

crisis in the previous year and the conduct of General Election in

sejumlah analis memprediksi bahwa tahun pertumbuhan

Indonesia, the analysts predicted that the economic condition in

ekonomi di tahun 2014 akan berjalan dengan lambat.

2014 will be performing slower.

Akan tetapi, kami tetap percaya diri dan mampu mengulang

However, we are still optimistic to grow positively as our previous

kesuksesan tahun-tahun sebelumnya untuk terus tumbuh

years. This optimism is built mainly based on the issue of our merger

dengan kuat. Optimisme ini dibangun berdasarkan merger

with Bank KEB Indonesia. Both of bank has its own competency

yang akan kami lakukan dengan Bank KEB Indonesia. Masing-

and will strive to synergize optimally. Bank Hana owned a set of

masing bank memiliki kekuatan masing-masing dan akan

competencies, among others, strong business channels, retail

berusaha untuk bersinergi secara optimal. Bank Hana memiliki

infrastructure, mobile/internet banking, and organization set-up

kekuatan dalam jaringan bisnisnya, infrastruktur ritel, mobile/

which aimed to be optimized for local business. While Bank KEB

internet banking, serta struktur organisasi yang didesain khusus

Indonesia is strong at trade finance and remittance business,

untuk mendukung bisnis lokal. Sementara Bank KEB Indonesia

overall efficiency (BOPO ratio No. 1 in Indonesia).

17

memiliki kekuatan dalam trade finance dan remittance business serta overall efficiency (BOPO rasio No. 1 di Indonesia). Kami akan tetap melanjutkan konsep “Glocalized” sebagai dasar

We will continue the concept of “Glocalized” as our basis worldwide

filosofi bisnis yang telah melekat. Di Indonesia, perkembangan

business philosophy in running the business. In Indonesia, the

UKM masih sangat menjanjikan dan pertumbuhan segmen

Commercial-SME segment is still growing and the middle class

masyarakat kelas menengah juga membuka peluang bisnis

segment also remained attractive to be explored, both in terms of

baru dalam hal pendanaan, peminjaman serta layanan finansial

funding, lending and other financial services. We will also continue

lainnya. Kami juga akan tetap mengembangkan jaringan bisnis

to expand our office network throughout economic centers in

yang dimiliki dan menjangkau sentra ekonomi di Indonesia serta

Indonesia and also improving the performance of our branch

meningkatkan kinerja cabang-cabang yang telah menunjukkan

offices that have been running well.

hasil memuaskan.

Apresiasi

Appreciation

Seluruh Direksi ingin menyampaikan apresiasi mendalam kepada

The entire Board of Directors would like to express deep

Dewan Komisaris, komite yang relevan serta seluruh karyawan

appreciation and gratitude to the Board of Commissioners, relevant

yang telah berkontribusi dalam mendukung pertumbuhan dan

committees, as well as all employees who contribute to support

perkembangan Bank. Apresiasi yang setinggi-tingginya juga

the growth and development of the Bank. Deep appreciation is also

kami berikan khususnya bagi konsumen, pemegang saham,

particularly addressed to the customers, shareholders, regulators

pihak regulator dan juga pemangku kepentingan. Dengan

and other stakeholders. Armed with full support of all parties, the

dukungan penuh dari seluruh pihak, Bank berkomitmen untuk

Bank is committed to achieve a significant and sustainable growth.

mencapi pertumbuhan yang signifikan dan berkelanjutan.


Laporan Tahunan

2013

Annual Report

18

Profil Perusahaan Company Profile

Laporan Tahunan

2013

Annual Report


19

03

Profil Perusahaan Company Profile Laporan Tahunan

2013

Annual Report

20


VISI, MISI, DAN NILAI-NILAI PERUSAHAAN VISION, MISSION, AND CORPORATE VALUES

VISI

Vision

Menjadi TOP 40 Bank di Indonesia tahun 2015 dengan fokus pembiayaan usaha kecil, menengah komersial dan korporasi. Becoming the TOP 40 Bank in Indonesia in 2015 with a focus on microbusiness, commercial, and corporation financing.

MISI

Mission

Memberikan standar pelayanan dan pengelolaan bank yang berorientasi kepada kepuasan nasabah, perkembangan pasar, peningkatan kinerja dan atmosfer kerja yang menyenangkan. Providing a bank service and management that orients to customer satisfaction, market developments, performance improvements, and a pleasurable work atmosphere.

Laporan Tahunan

2013

Annual Report


NILAI-NILAI PERUSAHAAN

21

CORPORATE VALUES

Communication for Success Berkomunikasi dengan jelas secara tepat untuk mencapai kesuksesan. Clearly communicates with others in appropriate way in order to gain success. Customer Satisfaction Menempatkan kepuasan konsumen sebagai hal utama dalam segala hal yang dilakukan. Customer satisfaction shall be the utmost important thing that comes in mind in everything that we do. Continue to “Self-Progress” Meningkatkan potensi diri secara terus-menerus untuk mencapai hasil terbaik. Never stop progressing oneself in order to achieve the best results. Coach my Subordinate Senantiasa menjadi pemimpin yang bertanggung jawab dan menyadari bahwa kesuksesan bukan hanya milik pribadi semata. Always strive to become a responsible leader who realized that success is not only belong to one person. Create Superb Value in My Job Memberikan hasil melebihi standar yang telah ditetapkan. Generating results beyond standard.

Laporan Tahunan

2013

Annual Report

22


Sekilas Perusahaan Company at A Glance

RIWAYAT SINGKAT

A BRIEF HISTORY

Sejarah PT Bank Hana (selanjutnya disebut Bank, Bank Hana atau

History of PT Bank Hana (hereinafter referred to as Bank, Bank Hana

Perusahaan) dimulai pada tanggal 13 Desember 2007 ketika

or the Company) began on December 13, 2007 when the Bank

Bank diakuisisi oleh Hana Financial Group – perusahaan financial

was acquired by Hana Financial Group – the largest financial global

global terbesar ke-93 dunia. Bank Hana, Korea membeli saham

company ranked 93rd in the world. Bank Hana, Korea bought the

Bank dari pemilik saham lama dan menjadi pemegang saham

shares and become the majority shareholders replacing the old

utama.

one.

Aset Bank Hana telah mengalami beberapa kali peningkatan.

Bank Hana’s asset has increased for a number of time. On 2010,

Pada tahun 2010, berdasarkan Akta Notaris No. 25 tahun 2010

based on Notarial Deed No. 25 of 2010 made before Refizal SH.,

yang dibuat di hadapan Refizal, SH., M. Hum., Notaris di Jakarta,

M. Hum., Notary in Jakarta, the asset was recorded at Rp1 trillion.

aset tercatat sebesar Rp1 triliun. Per 31 Desember 2013, aset

As of December 31, 2013, the asset has increased and stood at

Bank Hana tercatat sebesar Rp1,17 triliun. Peningkatan ini

Rp1.17 trillion. This become an undeniable fact that shows the level

menunjukkan kepercayaan para pemegang saham kepada

of confidence of the shareholders towards the capability of Bank

kapabilitas Bank Hana yang terus menunjukkan kinerja kuat

Hana that continues to show strong performance in the last three

dalam tiga tahun terakhir.

years.

Laporan Tahunan

2013

Annual Report


23

IDENTITAS PERUSAHAAN CORPORATE IDENTITY

Nama Perusahaan

PT Bank Hana

Company Name

Tanggal Pendirian Establishment Date

Bidang Usaha Business Line

27 April 1971 April 27, 1971 Perbankan dan jasa keuangan lainnya. Banking and other financial services.

Kegiatan Usaha Utama sesuai Anggaran Dasar Terakhir Corporate Business Activities in Accordance with Articles of Association

Perbankan dan jasa keuangan lainnya.

Akta Pendirian Establishment Deed

Akta Notaris No. 25 tanggal 27 April 1971 dibuat di hadapan Andjar Djarkasih, pengganti dari Soedjono, Notaris di Jakarta.

Banking and other financial services.

Notarial Deed No. 25 dated April 27, 1971 made before Andjar Djarkasih, substitute of Soedjono, Notary in Jakarta. Dasar Hukum Legal Basis

•

Surat Keputusan Menteri Keuangan Republik Indonesia Nomor: 1306/ KMK.01306/1989 tanggal 30 November 1989 sebagai Bank Umum.

•

Surat Keputusan Gubernur Bank Indonesia Nomor: 10/6/Kep.Dp.G/ 2008 tanggal 30 November 2008.

• •

Kepemilikan Ownership

Decree of the Minister of Finance of the Republic of Indonesia Number: 1306/ KMK.01306/1989 dated November 30, 1989 as Public Bank. Decree of Governor of Bank Indonesia Number: 10/6/Kep.Dp.G/ 2008 dated November 30, 2008.

Bank Hana, Korea

: 75,10%

International Finance Corporation

: 19,90%

Bambang Setijo

: 5,00%

Modal Dasar Authorized Capital

Rp1.000 juta

Modal Ditempatkan dan Disetor Penuh Issued and Fully Paid Capital

Rp1.000 juta

Kantor Pusat Head Office

Wisma Mulia Lantai 52

Rp1,000 million

Rp1,000 million

Jln. Jend. Gatot Subroto No. 42 Jakarta Selatan – 12710 Telp.

: +6221 5220222, 5220223

Fax.

: +6221 5220133

E-mail

: [email protected]

Website : www.hanabank.co.id

Laporan Tahunan

2013

Annual Report

24


TONGGAK SEJARAH MILESTONES

2007 o Mengakuisisi PT Bank Bintang Manunggal dan menggabungkannya sebagai sebuah bank komersial dengan nama PT Bank Hana. o Terjadi peningkatan modal disetor (dari Rp34 miliar menjadi Rp150 miliar). o Acquiring PT Bank Bintang Manunggal and merging it as a commercial bank with the name PT Bank Hana.

2008 o Peningkatan modal disetor mencapai Rp300 miliar. o Memperoleh izin untuk beroperasi sebagai bank devisa. o Membuka 12 cabang baru dan memulai layanan ATM. o The increase of paid up capital reached Rp 300 billion. o Acquired a license to operate as foreign exchange bank o Opened 12 new branch and started offering ATM services.

o The paid up capital increased (from Rp34 billion to Rp150 billion).

2010 2009 o Mencatatkan profit netto dalam 22 bulan sejak awal dimulainya kegiatan usaha. o Peningkatan modal disetor mencapai Rp500 miliar. o Menerima pinjaman dari International Finance Corporation (IFC) sebagai bagian dari World Bank Group o Recording a net profit in 22 months since the commencement of the business.

o Melakukan renovasi pada IT system dengan menggunakan aplikasi core banking HOBIS untuk menunjang perkembangan Bank Hana. o Menambah 3 cabang Bank Hana yang baru dari 17 cabang menjadi 20 cabang. o Menetapkan target untuk mengembangkan aset menjadi Rp3 triliun, pinjaman menjadi Rp1,5 trilliun sehingga bisa mencapai profit netto sebesar Rp24 miliar. o Renovating the IT system by using HOBIS core banking applications to support the growth of Bank Hana.

o The increase in paid up capital was Rp500 billion.

o Increasing 3 new networks of Bank Hana, from 17 branch offices to 20 branch offices.

o Getting a loan from the International Finance Corporation (IFC) as a part of World Bank Group.

o Set the target to develop assets to Rp3 trillion, loan to Rp1.5 trillion, making the net profit at Rp24 billion.

Laporan Tahunan

2013

Annual Report


25

2013 2011

o Penyelenggaraan RUPS Luar Biasa yang menghasilkan beberapa keputusan menyetujui: •

Persetujuan atas akta penggabungan (merger) PT Bank KEB Indonesia ke dalam PT Bank Hana.

•

Pengangkatan Sdr. Ko Yung Ryul sebagai Komisaris Utama dan Sdr. Nasser Atorf sebagai Komisaris Independen.

•

Persetujuan atas perubahan nama Bank dari

o Kenaikan modal yang disetorkan menjadi Rp1 triliun dari sebelumnya Rp500 miliar. o Berpartisipasi dalam PRIMA atau BCA Debit Network sesuai dengan MOU dengan BCA. o Kantor Pusat dipindahkan ke Wisma Mulia Lantai 52 di Jl. Jend Gatot Subroto No. 42. o Mendapatkan penghargaan sebagai “Bank Terbaik 2011 untuk Kategori Aset Rp1-10 triliun”. o The increase in paid up capital to Rp1 trillion from Rp500 billion.

PT Bank Hana menjadi PT Bank KEB Hana. o Meluncurkan Web Portal Internal (Intranet) System untuk internal Bank, Internet Banking dan Mobile Banking untuk nasabah individual, Internet Banking untuk nasabah korporasi dengan nama Hana CBS, dan Private Banking dengan nama Hana Gold Club khusus untuk nasabah Korea. o Pembentukan merger steering committee.

o Taking part in the PRIMA/BCA Debit Network in accordance with MOU with BCA.

o Aset Bank mencapai Rp8,6 triliun.

o The Head Office was moved to Wisma Mulia 52nd floor at Jl. Jend Gatot Subroto No. 42.

o Mendapatkan penghargaan dari Infor Bank sebagai Bank yang berpredikat “Sangat Bagus” atas kinerja keuangan tahun 2012.

o Receiving award as “the Best Bank in 2011 for category of asset of Rp1-10 trillion”.

o Jumlah cabang bertambah menjadi 36 cabang.

o Held the Extraordinary GMS with several decisions to approve:

2012 o Jumlah aset tercatat senilai Rp5 triliun sehingga mendapatkan penghargaan dari Majalah Business Review dengan kategori aset Rp1-10 triliun. o Membuka cabang ke-30 setelah 6 tahun beroperasi di Indonesia. o Achieving Rp5 trillion assets, that made Bank Hana received awards from Business Review Magazine, Rp1-10 trillion assets category. o Opened the 30th branch after 6 years operation in Indonesia.

• Approval on deed of merger of PT Bank KEB Indonesia into PT Bank Hana. • Appointment of Mr. Ko Yung Ryul as President Commissoner and Mr. Nasser Atorf as Independent Commissioner. • Approval to change the name of PT Bank Hana to PT Bank KEB Hana. o Launched Web Portal Internal (Intranet) System for internal Bank, Internet Banking and Mobile Banking for individual customers, Internet Banking under the name Hana CBS for corporate, and Private Banking under the name Hana Gold Club for Korean customers. o Establishment of merger steering committee. o The Bank assets reached Rp8.6 trillion. o The branches have now reached 36 units. o Received the award as a Bank predicated as “Very Good” on 2012 financial performance from Info Bank.

Laporan Tahunan

2013

Annual Report

26


KEGIATAN USAHA BUSINESS ACTIVITY

Sebagai lembaga intermediasi, Bank Hana senantiasa menjalankan seluruh kegiatan perbankan dan menjalankan kegiatan jasa keuangan lainnya. As an intermediary, Bank Hana will always perform all banking activities and other financial services.

SIMPANAN DAN DEPOSITO SAVINGS AND DEPOSIT Hana

Tabungan merupakan produk simpanan yang

Hana Tabungan is a savings product offered to the customers

ditawarkan kepada Nasabah dengan syarat dan ketentuan yang

with simple terms and conditions and a competitive interest rate

mudah dan bunga bersaing. Produk ini memberikan keuntungan

without monthly administration costs and is accessible by all ATM

ekstra tanpa biaya administrasi bulanan dan mudah diakses di

with ALTO and PRIMA logos.

seluruh Anjungan Tunai Mandiri (ATM) berlogo ALTO dan PRIMA.

Laporan Tahunan

2013

Annual Report


Hana Future Saving merupakan produk tabungan berjangka

Hana Future Saving is an installment saving for individual and

untuk nasabah perorangan dan nasabah kooporasi dalam

corporate customers within certain period of time. This installment

kontrak jangka waktu tertentu dengan setoran yang tetap (fixed)

savings has fixed monthly payments in agreed period.

27

selama jangka waktu yang telah diperjanjikan. Hana Tabunganku merupakan produk simpanan individu

Hana Tabunganku is a savings products for each individual

secara umum dengan persyaratan mudah dan bunga yang

with easy terms and competitive interest rate to enhance the

bersaing. Produk ini memiliki tujuan agar masyarakat terbiasa

productivity of peoples lives through savings in the Bank.

dengan pola hidup produktif melalui tabungan di Bank. Hana Giro adalah produk yang ditawarkan Bank Hana dengan

Hana Giro is a product offered by Bank Hana that will expedite

manfaat lebih untuk melancarkan bisnis Nasabah dalam bentuk

business in the form of a current account. The product enables

Rekening Koran. Produk ini melayani transaksi dalam bentuk

transactions in foreign currency, including US Dollars.

mata uang asing termasuk Dolar Amerika Serikat. Hana Deposito merupakan suatu bentuk investasi yang

Hana Deposito is a safe investment in the form of a time deposit

aman dalam bentuk deposito berjangka dengan suku bunga

with competitive interest rates. This product offers investment in

kompetitif. Produk ini menawarkan investasi dalam bentuk

foreign currency with varied periods and high interest rates. Bank

mata uang asing dengan pilhan jangka waktu yang beragam dan

Hana also provides a feature of Automatic Roll Over that will enable

bunga yang tinggi. Bank Hana juga menyediakan fitur Automatic

the customers to manage the proper period for the fund deposit.

Roll Over yang memudahkan Nasabah dalam mengelola jangka waktu penempatan dana yang sesuai.

Laporan Tahunan

2013

Annual Report


28

PINJAMAN LOANS Bank

Hana

menawarkan

pinjaman pembiayaan kepada

Bank Hana offers financing loans to the customers in terms of:

Nasabah dalam hal: •

Kredit Kepemilikan Rumah

•

Housing Loan

•

Kredit Kepemilikan Mobil

•

Car Loan

•

Kredit Multiguna

•

Multi Purpose Loan

•

Pembiayaan Modal Kerja dan Investasi

•

Working Capital Financing and Investment

Bank Hana cermat dalam memprediksi kondisi ekonomi guna

Bank Hana is competent to forecast economic conditions and

mengoptimalkan usaha. Kapabilitas Bank Hana memungkinkan

opportunities to optimize profit for the business and to support the

segmen komersil turut terbantu dengan jasa pembiayaan yang

commercial segments within financing services for corporate and

sesuai untuk segmen corporate dan retail. Pembiayaan corporate

retail. The corporation financing will help transaction activity of the

membantu kegiatan transaksi Nasabah serta proses operasional

corporation customers and diversify the manufacturing business,

bisnis lainnya dalam melakukan diversifikasi usaha manufaktur,

services, and other industries with the potential of export activities.

jasa serta industri lain yang memiliki potensi ekspor.

E-BANKING E-BANKING E-Banking merupakan layanan perbankan elektronik yang

E-Banking is an electronic banking services which can be accessed

dapat diakses melalui website myhana.co.id. Bank Hana juga

through website at myhana.co.id. Bank Hana also own a mobile

mempunyai mobile banking yang dapat diakses melalui telepon

banking which can be accessed through cellular phone.

seluler. Bank Hana memiliki dua layanan internet banking yaitu My

Bank Hana own two internet banking services namely My Hana for

Hana diperuntukkan bagi nasabah individu dan Hana CBS

individual customers and Hana CBS for corporate customers.

diperuntukkan bagi nasabah korporasi.

Laporan Tahunan

2013

Annual Report


29

Bank Hana senantiasa melayani nasabah dengan sepenuh hati melalui produk perbankan yang inovatif. Bank Hana always serve the customers wholeheartly through innovation.

TRANSAKSI NASIONAL DAN INTERNASIONAL NATIONAL AND INTERNATIONAL TRANSACTIONS Bank Hana menawarkan solusi bagi usaha Nasabah dengan

Bank Hana offers solutions to the customers by helping the business

membantu pengembangan bisnis perdagangan internasional

development of international trading with an international

melalui layanan transaksi internasional, ekspor-impor maupun

transaction service, export-import activities, local trading with

perdagangan

berbagai

various profit offered, such as international transactions in foreign

keuntungan lainnya yang memudahkan setiap proses tranksaksi

currency, security guarantees, competitive and exchange rate cost.

lokal.

Bank

Hana

menawarkan

seperti transaksi internasional dalam mata uang asing, jaminan keamanan, biaya kompetitif serta kurs yang bersaing.

Laporan Tahunan

2013

Annual Report

30


STRUKTUR ORGANISASI ORGANIZATION STRUCTURE

Satuan Kerja Anti Fraud

Risk Management Committee

IT Committee

ALCO

Loan Committee

Credit Policy Committee

Business Director

Operation Director

Marketing Planning & Promotion Division

Product Development Division

Corporate Banking Division

Commercial Banking Division

Area Business Managers

Institutional of Funding Department

Trade Sales Department

Corporate Banking Department

Commercial Banking Department

Branches Branch Manager

Branch Operation Support Department

Operation Division

Processing Centre & Settlement Division

Operation Improvement Department

Personal Loan Processing Department

SME Credit Department

Private Banking Division

Credit Review Division

General Affairs Department

Commercial & FI Credit Department

Asset Recovery Department

Laporan Tahunan

2013

Annual Report

Business Support Division

Branch Expansion Department


GMOS

Risk Monitoring Committee

Board of Commissioners

Audit Committee

President Director

Remuneration & Nomination Committee

Finance Director

Global Business Division 1

Treasury and Int’l Banking Division

Process Management Division

Central Accounting

Trade Finance & Int’l Banking Department

Treasury Department

31

Compliance Director

Global Business Division 2

Financial Planning Division

Information & Technology Division

MIS Department

Expense Control Department

IT Planning & System Department

e-Business Department

Human Resources Division

Recruitment Department

IT Accounting & MIS Department

Legal Division

Training & Development Division

HR Admin Department

BOD Support & Corporate Secretary Department

Change Management Division

Corporate Planning Division

Risk Compliance Management Department Department

Corporate Communication Department

Corporate Planning Department

Laporan Tahunan

Internal Audit Department

2013

Annual Report

32


KOMPOSISI PEMEGANG SAHAM SHAREHOLDERS COMPOSITION

5% 19,90% No.

75,10%

Pemegang Saham Shareholders

1.

Bank Hana, Korea

2.


3.

Bambang Setijo

Jumlah Nominal (miliar Rupiah) Nominal Value (in billion Rupiah)

Jumlah Total

Bank Hana, Korea

Pemegang Saham Pengendali Controlling Shareholders

Bank Hana, Korea



Kepemilikan PSP Ultimate Shareholder Ownership of PSP Ultimate Shareholders

2013

Annual Report

375,5

37.550

75,10

99,5

9.950

19,90

25

2.500

5,00

500

50.000

100,00

Hana Financial Group Inc

Kepemilikan Ultimate Shareholder Ownership Ultimate Shareholders


100%

Nama Name


National Pension Service Capital Group Korean Exchange Bank BLACKROCK SAUDIARABIAN MONETARY AUTHORITY DIMENSIONAL INVESTMENT GROUP GIC Miraeasset Asset Management The Vanguard Group, Inc Samsung Asset Management TEMPLETON GMO ABUDHABI INVESTMENT AUTHORITY PERRY NORGESBANK PRUDENTIAL APG Asset Management Public

8,58% 5,58% 4,39% 3,86% 2,13% 2,09% 2,04% 1,47% 1,46% 1,41% 1,39% 1,23% 1,22% 1,09% 1,09% 1,04% 1,00% 58,93%

Total

Laporan Tahunan

Persentase (%) Percentage (%)

Bambang Setijo

Nama Name

75,10%

Lembar Saham Shares

100,00%


33

STRUKTUR KELOMPOK USAHA PSP & ULTIMATE SHAREHOLDER

BUSINESS GROUP STRUCTURE OF PSP & ULTIMATE SHAREHOLDER

Hana Financial Group Inc.

Hana Bank

Korea Exchange Bank

Hana Daetoo Securities

Hana SK Card

Hana Capital

Hana Life

Hana Savings Bank

Hana Asset Trust

Hana Bancorp Inc.

Hana I&S

Hana Institute of Finance

100%

100%

100%

51%

50,1%

100%

100%

100%

71,37%

100%

100%

Bank Hana China Co., Ltd

KEB Capital Inc

Korea Exchange Bank of Canada

Hana Asia Limited

100%

99,31%

100%

100%

PT Bank Hana

KEB Futures Co., Ltd.

PT. Bank KEB Indonesia

Hana Global Investment Consulting., Ltd.

75,1%

100%

99%

100%

KEB Investors Services Co., Ltd.

Korea Exchange Bank (D) AG

100%

100%

KEB NY Financial Corp.

Banco KEB do Brasil S.A

100%

100%

KEB LA Financial Corp.

KEB Bank (China) Co., Ltd.

100%

100%

KEB USA International Corp.

KEB Asia Finance Limited

100%

100%

BNB Hana Bank Hana, Asset N.A. Management 100%

100%

KEB (Australia) Holdings Limited 100% KEB Australia Ltd. 100%

Laporan Tahunan

2013

Annual Report

34


WILAYAH OPERASIONAL BANK HANA OPERATIONAL AREA OF BANK HANA

1 Kantor Pusat Head Office

Java

Jakarta

Central Java

Banten West Java

East Java

Banten

(Karawaci, Tangerang, Cilegon)

Jakarta

West Java

(Cikarang, Bekasi, Bogor, Bandung)

7

3

Kantor Cabang, termasuk 2 cabang di Lippo Mall Kemang, Jakarta dan Lotte Shopping Avenue, Jakarta dan beroperasi sebagai weekend banking Branch Office, including 2 branches in Lippo Mall Kemang, Jakarta and Lotte Shopping Avenue, Jakarta which operating as weekend banking

Laporan Tahunan

2013

Central Java

(Semarang)

Annual Report

Kantor Kas Cash Office

East Java

(Surabaya)

29 kantor cabang pembantu sub-branches


35

SUMBER DAYA MANUSIA HUMAN RESOURCES

Kiprah Bank Hana di dunia perbankan Indonesia saat ini

Bank Hana has started to gain its recognition in the Indonesian

sudah semakin diakui dan dapat bersaing dengan kompetitor

banking industry, thus also able to compete with other banks. This

perbankan lainnya. Pencapaian ini tidak dapat dilepaskan dari

achievement is possible to be made also due to the support of

kinerja unit-unit pendukung yang terdapat dalam Sumber

its supporting unit from Human Resources (HR) and Information

Daya Manusia (SDM) dan Teknologi Informasi (TI). Kedua unit

Technology (IT). These two units are able to provide the Bank

pendukung ini memberikan dukungan yang dibutuhkan

with the necessary support to improve its operational in order to

oleh Bank untuk menyokong seluruh kegiatan operasional

achieve the vision and mission. The supporting units have been

perbankan sesuai dengan visi dan misi yang diharapkan.

implemented by adhering to global standards and also upholding

Standar implementasi terbaik berdaya saing global yang tetap

the local values which done through an integrated system.

mengadaptasi nilai-nilai lokal diterapkan dalam kedua unit pendukung tersebut melalui sistem yang terintegrasi. Semangat Bank Hana untuk mengembangkan karyawannya

Bank Hana improves its human resources by adapting the slogan

dinyatakan dengan slogan “because we can find color in places

of “because we can find color in places where others can’t“. This

where others can’t“. Slogan ini mempunyai arti “Bank Hana dapat

slogan has a meaning that “Bank Hana is able to explore, search, and

menggali, mencari, dan menciptakan tenaga kerja berkualitas

produce the best quality employees in the banking industry.” Bank

terbaik di industri perbankan.” Bank Hana selalu berusaha

Hana continuously seeking to explore the maximum potential of

untuk menggali potensi setiap karyawan hingga mencapai

each employee for business improvement as well as reaching the

tingkat maksimal demi kemajuan usaha serta pencapaian

highest individual achievement. Through this spirit, Bank Hana is

prestasi individu yang terbaik. Semangat ini menciptakan satu

challenged to conduct a comprehensive progress in constructing,

tantangan terbesar bagi Bank Hana dalam proses pembangunan,

developing, and producing employees that have high quality

pengembangan, dan penciptaan tenaga kerja berkualitas,

performance as well as competence and dedicated in banking.

berkompetensi, dan berdedikasi di dunia perbankan.

17,82%

476

jumlah karyawan Bank Hana total employees of Bank Hana

Laporan Tahunan

2013

Annual Report

36


Jumlah dan Komposisi Karyawan

Total Employees and Composition

Pada tahun 2013, jumlah karyawan Bank Hana mencapai 476

In 2013, the total employees of Bank Hana reached 476 people. This

orang. Jumlah ini meningkat 17,82% dibandingkan tahun 2012

figure has increased by 17.82% compared to 2012 which amounted

yang mencapai 404 orang. Sedangkan komposisi karyawan

to 404 people. While the composition based on positions, age,

Bank Hana berdasarkan posisi, usia, tingkat pendidikan, dan

education level, and gender are as follows:

jenis kelamin adalah sebagai berikut:

Komposisi Karyawan berdasarkan Posisi Employees Composition based on Position

32

6 265

135

179 476

Executive

263

karyawan employee

Manager

Staff

404

Executive

karyawan employee

Manager

Staff

Komposisi Karyawan berdasarkan Usia Employees Composition based on Age

34 133

93

476

216

> 46

Laporan Tahunan

2013

29

> 36-45

Annual Report

karyawan employee

95

195

> 26-35

≤ 25

> 46

85

404

> 36-45

karyawan employee

> 26-35

≤ 25


37

Komposisi Karyawan berdasarkan Tingkat Pendidikan Employees Composition based on Education Level

32

6

179

135

476

Pasca Sarjana Post Graduate

karyawan employee

D3 & S1 Diploma & UnderGraduate

265

SD-SLTA Elementary to Senior High School

263

404

Pasca Sarjana Post Graduate

karyawan employee

D3 & S1 Diploma & UnderGraduate

SD-SLTA Elementary to Senior High School

Komposisi Karyawan berdasarkan Jenis Kelamin Employees Composition based on Gender

186

290

476

Pria Male

177

227

karyawan employee

Wanita Female

404

karyawan employee

Pria Male

Wanita Female

Komposisi Karyawan berdasarkan Status Employees Composition based on Status

75

401

476

Kontrak Contract

karyawan employee

Permanen Permanent

59

345

404

Kontrak Contract

karyawan employee

Permanen Permanent

Laporan Tahunan

2013

Annual Report


38

Proses Rekrutmen

Recruitment Process

Pada tahun 2013, Bank Hana melakukan pengembangan SDM

The human resources is improved by recruiting experienced

dengan menyerap tenaga kerja berpengalaman dan fresh

workers along with fresh graduates throughout 2013. Each year,

graduate. Setiap tahunnya, Bank Hana melakukan rekrutmen

recruitment is intended to fill 150 positions in head office and

terhadap 150 posisi, baik di kantor pusat dan kantor cabang.

branches. Bank Hana continuously explore, seek, and attract

Bank Hana juga terus menggali, mencari, dan menarik talenta-

talented workers as well as best graduate of the professional

talenta serta lulusan terbaik dari komunitas profesional pada

community in the local labor market.

pasar tenaga kerja lokal. Program perekrutan secara Pro-Hire juga tetap dilakukan Bank

Pro-Hire recruitment is still being done by Bank Hana by providing

Hana dengan memberikan paket remunerasi dan benefit yang

remuneration and benefit package which able to compete with

dapat bersaing dengan bank-bank besar di Indonesia.

the biggest names in Indonesian banking industry.

Dalam menghadapi persaingan pencarian tenaga kerja

In facing the competition to search for quality employee, Bank

berkualitas, Bank Hana selalu mengedepankan salah satu misi

Hana has upholding one of its mission in creating a pleasant

Bank yaitu menciptakan suasana kerja yang menyenangkan

working atmosphere to increase employees’ pride to strive for the

guna meningkatkan kebanggaan karyawan untuk berkarya dan

best achievement. Through this mission, Bank Hana approaches

berprestasi. Misi ini menjadi salah satu pendekatan utama Bank

all future employees to win the competition in seeking quality

Hana dalam memenangkan persaingan pencarian tenaga kerja

resources which then expressed into four main aspects, namely:

berkualitas yang kemudian dinyatakan dalam 4 aspek utama yaitu: 1. Create Your Innovation.

1. Create Your Innovation.

Berkolaborasi dengan para ahli perbankan untuk dapat

Collaborating with experts in banking industry for employees

mengembangkan ide-ide serta inovasi karyawan bersama

to generate better ideas along with innovations together with

dengan mentor sehingga menciptakan pertumbuhan

their mentor, thus creating a better growth for the organization.

organisasi yang baik. 2. Career in Hand.

2. Career in Hand.

Memberikan kesempatan berkarir tanpa memberikan batasan demi mencapai hasrat dan keinginan untuk

Providing career opportunity without any boundaries to excel based on their desire to dedicate and be the best.

berprestasi dan berdedikasi. 3. We are The Best because We Work with The Best.

3. We are The Best because We Work with The Best.

Menciptakan lingkungan kerja yang mendukung pencapaian unggul dimana setiap karyawan dapat berkreasi dan fokus

superior achievement for employees for business development

dalam pengembangan bisnis Bank Hana.

of Bank Hana.

4. Work with Bank That You Can be Proud Of.

Generating a supportive working environment that supports

Bank Hana merupakan jaringan grup global financial terbesar

4. Work with Bank That You Can be Proud Of.

Bank Hana is the biggest global financial group based on

berbasis kolaborasi antara institusi lokal dengan institusi

collaboration between local and Korean institution in which

Korea dimana setelah diakuisisinya Korean Exchange Bank

after the acquisition of Korean Exchange Bank in Korea by Hana

di Korea oleh Hana Financial Group, menjadikan Bank Hana

Financial Group, made Bank Hana of South Korea into the 3rd

Korea Selatan sebagai bank terbesar No. 3 di Korea Selatan.

biggest bank in South Korea.

Laporan Tahunan

2013

Annual Report


39

Know Your Employee

Know Your Employee Bank Hana mendukung program “Know Your Employee” yang

Bank Hana supported “Know Your Employee” program announced

telah diumumkan oleh Bank Indonesia melalui Surat Edaran Bank

by Bank Indonesia through Bank Indonesia Circular Letter No.

Indonesia No. 13/28/DPNP mengenai Implementasi dari Strategi

13/28/DPNP regarding Implementation of AntiFraud Strategy.

AntiFraud. Bank Hana telah menyelesaikan implementasi sistem

Bank Hana has finished the implementation of system along with

dan strategi “Know Your Employee” dengan melakukan proses

strategy of “Know Your Employee” by cross-referencing the data of

silang data dari seluruh calon karyawan maupun karyawan

all future employees and internal employees through the following

internal dengan melakukan beberapa cara seperti:

steps:

1. Data pribadi dari KTP, SIM atau Paspor; serta nomor ponsel

1. Personal data from ID cards, Driver’s License or Passport;

pribadi termasuk nomor ponsel referensi dari keluarga

personal cell phone number including reference number of

ataupun rekan yang tidak tinggal di alamat yang tertera.

different family or partners who lives on different address.

2. Data keluarga, ataupun di luar pihak keluarga tetapi tinggal

2. Family data, or others who lived together; including marital

di satu rumah; termasuk status perkawinan, dalam hal ini

status, regarding husband, wife, and children.

data pribadi mengenai suami, istri, dan anak. 3. Latar belakang pendidikan, pengalaman kerja termasuk

3. Educational background, work experience, including personal

kontak pribadi atasan langsung; jika Bank Hana mendapatkan

contact of direct supervisor; if by any chance Bank Hana

respon informasi negatif, maka proses perekrutan akan

received a negative response, the recruitment process will be

segera dihentikan.

stopped.

4. Rincian dari keseluruhan paket remunerasi termasuk gaji

4. Details of remuneration package including basic salary,

pokok, tunjangan, manfaat medis, pinjaman, penyesuaian

allowances, medical benefit, loan, adjustment based on latest

terhadap gaji terakhir, bonus, insentif, dan kompensasi

salary, bonuses, incentives, and other related compensations.

lainnya yang terkait. 5. Rincian dan status Credit Card (BI Checking).

5. Details and status of Credit Card (BI Checking).

Secara keseluruhan, setiap calon karyawan Bank Hana akan

In general, all future employees of Bank Hana will be evaluated in all

diperiksa dalam berbagai aspek, secara khusus mengenai BI

aspects, in particular regarding BI Checking which will be renewed

Checking yang akan selalu diperbaharui setiap dua kali dalam

twice per annum.

satu tahun.

Training & Development

Training & Development

Kompetisi dan persaingan yang cukup ketat antar bank di dalam

Fierce competition between banks in search of high-rated

mencari tenaga-tenaga kerja terbaik saat ini menggugah Bank

employees has encouraged Bank Hana to construct a series of

Hana untuk melakukan serangkaian program pendidikan yaitu:

development programs namely:

•

Management Development Program (MDP)

•

Management Development Program (MDP)

Khusus

Designed specifically to enhance the employees’ competencies

diciptakan

untuk

meningkatkan

kompetensi

karyawan dalam bidang Marketing Commercial & Corporate

in Marketing Commercial & Corporate Banking.

Banking. •

Branch Service Development Program & Customer Service

•

of Korean Speaking Program

Program pendidikan yang khusus sebagai upaya Bank Hana

Branch Service Development Program & Customer Service of Korean Speaking Program

Special educational program in terms of Service Quality of

dalam hal Service Quality of Operational Branch & Funding

Operational Branch & Funding Officer by using the standards

Officer dengan menggunakan metode standar recruitment

of recruitment airlines.

airlines.

Laporan Tahunan

2013

Annual Report

40


Melalui program-program tersebut, Bank Hana berkomitmen

Through those programs mentioned above, Bank Hana is

untuk memberikan pendidikan umum perbankan yang

committed to provide general education in banking industry

terspesialisasi di bidangnya masing-masing agar menciptakan

which specialized on its respective fields to produce employees

tenaga kerja yang terfokus pada core business industri perbankan.

whom will be focusing on core business of banking industry.

Bank Hana juga menciptakan perencanaan kaderisasi yang

Bank Hana also produced the regeneration of its employees’

telah dibuktikan pada seluruh posisi bisnis, operasional, dan

structures in all position, operational, and supporting functions. It

fungsi penunjang. Upaya ini dilakukan demi menunjang proses

was all done to support the organization development as well as

pengembangan organisasi dan harmonisasi hubungan antar

maintaining harmonious relationship between employees while

karyawan serta lebih menitikberatkan pada pemberdayaan dan

also emphasizing on the empowerment and improvement of work

peningkatan produktivitas kerja.

productivity.

Secara lebih rinci, Bank Hana meningkatkan kompetensi SDM

Moreover, Bank Hana improves its HR competencies through

dengan konsep pengembangan dan pelatihan dengan fokus

training and development program which focused to:

untuk: 1. Mengembangkan kompetensi aspek pengetahuan.

1. Improve the competency of knowledge aspect.

2. Mengembangkan kompetensi aspek keterampilan.

2. Improve the competency of skill aspect.

3. Mengembangkan kompetensi perilaku.

3. Improve the behavioral competency.

Pelatihan-pelatihan telah dilakukan secara internal maupun

The trainings have been done in both internal and external means

eksternal dengan total biaya mencapai Rp2.684.102.953.

with total investment reaching Rp2,684,102,953.

Jenis Pelatihan Training

Pelatihan hard/ technical skill Hard/technical skill training Pelatihan kebudayaan Korea Korean culture training

5

%

Pelatihan soft skill Soft skill training

5%

40%

Pelatihan bahasa Language training

50%

Selain para karyawan, Bank Hana juga telah melaksanakan

In addition, Bank Hana has also conducted a series of training

serangkaian program pelatihan terhadap Dewan Komisaris dan

and development program for the Board of Commissioners and

Direksi dengan rincian sebagai berikut:

Directors as the following:

Laporan Tahunan

2013

Annual Report


41

Data Pelatihan Dewan Komisaris Training Data of the Board of Commissioners

EKA NOOR ASMARA Pelatihan Training Implementation of AML-CFT and FATCA – Respose and Readiness of Indonesian Banking Forwards

Tanggal Date

Penyelenggara Organizer

Tempat Place

30 September 2013 September 30, 2013

Forum Komunikasi Direktur Kepatuhan Communication Forum of Compliance Director

Jakarta

NASSER ATORF Pelatihan Training Hopes and Challenges on National banking Industry in 2013-2015

Implementation of AML-CFT and FATCA – Respose and Readiness of Indonesian Banking Forwards

Tanggal Date


Tempat Place

16 Mei 2013 May 16, 2013


Jakarta



Jakarta

Data Pelatihan direksi Training Data of the Board of directors

CHOI, CHANG-SIK Tanggal Date


Tempat Place

Key Issues for the Economy and Business


Singapore Chamber of Commerce Indonesia

Jakarta

The ASIA Economic and Business Context

20 Juni 2013 June 20, 2013

Indonesia Institute for Corporate Directorship

Jakarta

Pelatihan Training

LEE, HWA-SOO Tanggal Date


Tempat Place

Bahasa Indonesia Course – Beginner 1

5 Februari 2013-25 Juni 2013 February 5, 2013-June 25, 2013

SIB School of Language

Jakarta

Bahasa Indonesia Course – Beginner 2

21 Juni 2013-8 Oktober 2013 June 21, 2013-October 8, 2013

SIB School of Language

Jakarta

13 Juni 2013 June 13, 2013

Professional Certification Agency of Banking

Jakarta

Pelatihan Training

Test on Risk Management Competency Level 5

Laporan Tahunan

2013

Annual Report

42


LIEM KONSTANTINUS Pelatihan Training

Tanggal Date


Tempat Place


13 Juni 2013 June 13, 2013


Jakarta

SUGIARTO K. CHANDRA Pelatihan Training

Tanggal Date


Tempat Place


13 Juni 2013 June 13, 2013


Jakarta

BAYU WISNU WARDHANA Tanggal Date


Tempat Place

16 Juni 2013 June 16, 2013

Communication Forum of Compliance Director

Jakarta

18 November 2013 19 November 2013 November 18, 2013 November 19, 2013

Indonesian Risk Professional Association (IRPA)

Jakarta

Pelatihan Training Hopes and Challenges on National banking Industry in 2013-2015 Mitigating Risk in Trade Finance

Teknologi Informasi Information Technology

Pengembangan Teknologi Informasi (TI) Bank Hana dilakukan

The Information Technology (IT) development in Bank Hana is

oleh IT Infrastructure & Network Department dengan strategi

done by IT Infrastructure & Network Department with long-term IT

investasi yang dilakukan secara jangka panjang. Oleh karena

investment strategy. Therefore, in 2013, the implementation is done

itu, pada tahun 2013, penerapannya dilakukan dengan terus

by better maintaining the IT system that has been built in previous

mempertahankan sistem TI yang telah terbangun di tahun-

years along with addition of different new systems in order to keep

tahun sebelumnya, sekaligus melakukan pembaharuan sesuai

up with the banking industry competition in Indonesia.

dengan perkembangan kompetisi di industri perbankan nasional. Pada tahun 2012, pengembangan TI dilakukan dengan fokus

In 2012, the main focus is on HOBIS (Hana Overseas Banking

utama pada HOBIS (Hana Overseas Banking Information

Information Solution) as core banking of Bank Hana. In 2013, the

Solution) sebagai core banking Bank Hana. Pada tahun 2013,

strategy is more focused on these several things:

strategi pengembangan TI lebih difokuskan kepada beberapa hal berikut ini:

Laporan Tahunan

2013

Annual Report


1. Meluas pada segmen non-core banking yang masih tetap

1. Expanded to non-core banking which will be developed in

akan berlanjut di tahun-tahun berikutnya. 2. Meningkatkan kapasitas sistem TI yang ada di Bank (HOBIS,

43

years to come. 2. Improving the capacity of IT system within Bank (HOBIS,

MyHana, CBS, HRIS, Groupware, dan MIS).

MyHana, CBS, HRIS, Groupware and MIS).

3. Pengembangan sistem-sistem terbaru.

3. Development of new and updated systems.

4. Menggantikan sebagian besar perangkat TI yang sudah

4. Replacing most of IT peripherals (older than 5 years) in some

usang (berusia lebih dari 5 tahun) di beberapa cabang untuk

branches to ensure that the services to customers were not

memastikan agar pelayanan kepada nasabah tidak berjalan

running slowly.

dengan lambat. Beranjak dari strategi pengembangan seperti yang telah

Based on the foundation above, the IT Infrastructure & Network

dijelaskan di atas, IT Infrastructure & Network Department

Department has done several development projects of IT as follows:

telah melakukan pengembangan terhadap beberapa proyek TI sebagai berikut:

1. HOBIS 2. Internet & Mobile Banking (MyHana) for individual 3. Hana CBS – Corporate Internet Banking 4. Firm Banking 5. Virtual Account 6. SMS Notification 7. Private Account 8. Bill Payment 9. Galaxy Program

Sedangkan target pengembangan TI yang akan dilakukan di

While the development project on future will be done as follows:

masa depan adalah sebagai berikut:

1. MyHana & CBS 2. Data Warehouse Enhancement 3. Multi-Currency 4. Bill Payment on Internet Banking 5. Driving ATM 6. EDC system (Replacing Application Server) 7. PIN Mailer 8. ATM Monitoring

Laporan Tahunan

2013

Annual Report

44

Analisis dan Pembahasan Manajemen Management Discussion and Anaysis

Laporan Tahunan

2013

Annual Report


45

04

Analisis dan Pembahasan Manajemen Management Discussion and Analysis Laporan Tahunan

2013

Annual Report

46


TINJAUAN UMUM DAN PROSPEK USAHA BUSINESS OVERVIEW AND PROSPECTS

Porsi pertumbuhan kredit menunjukkan bahwa kegiatan produksi dan investasi masyarakat Indonesia untuk aktivitas produktif semakin meningkat. The credit portion showed that the production and investment activities of Indonesian people for productive cause have increased.

Kondisi Makro Ekonomi

Macroeconomic Condition

Pada tahun 2013, ekonomi global, terutama negara-negara yang

The global economic condition in 2013, especially in the euro

tergabung dalam wilayah euro zone masih dibebani oleh upaya

zones still facing the tough condition to recover after the recession.

pemulihan pasca resesi. Meskipun sudah mulai menunjukkan

Positive signs have occurred, however the buying power of

tanda-tanda perbaikan, namun daya beli negara-negara tujuan

countries which became the main destination of Indonesia’s

Laporan Tahunan

2013

Annual Report


ekspor Indonesia masih kurang meyakinkan. Permasalahan ini

exports still unconvincing. Moreover, there is also the uncertainties

juga ditambah oleh ketidakpastian Amerika Serikat (AS) yang

of United States (US) in asserting its monetary policy. These whole

masih kurang tegas dalam mengimplementasikan kebijakan

situations also affected the uncertainties of international price

moneter. Situasi ini juga mempengaruhi ketidakpastian dari

commodities.

47

perkembangan harga komoditas. Rangkaian peristiwa di atas sangat mempengaruhi kondisi

The sequence of events which mentioned above have affected

ekonomi Indonesia yang membuat Bank Indonesia (BI)

the economic condition of Indonesia, thus making Bank Indonesia

mengoreksi kebijakan ekonomi yang telah ditetapkan di awal.

(BI) to perform some corrections on its economic policies. BI has

Langkah yang telah ditempuh adalah dengan meningkatkan

decided to increase its BI rate by 175 bps to 7.5%. This hike is

suku bunga BI Rate sebesar 175 bps menjadi 7,5%. Kenaikan BI

necessary to reduce the current account deficit. However, this

Rate dipandang perlu untuk mengurangi defisit neraca berjalan.

policy also slows economic growth. The economic growth in 2013

Akan tetapi, kebijakan ini juga memperlambat pertumbuhan

went far from the initial prediction of 2013 Budget Amendment

ekonomi. Pertumbuhan ekonomi Indonesia di tahun 2013

from 6.3% to 5.7%. The slow economic condition made a large

meleset dari perkiraan awal APBN-Perubahan 2013 dari 6,3%

number of investors to withhold their investment, some even

menjadi 5,7%. Lambatnya pertumbuhan ekonomi Indonesia

withdrew it to abroad. Therefore, Rupiah had to face depreciation

membuat sejumlah investor asing menunda rencana investasi

against US Dollar and reaching Rp12.189 or by 23.61% compared to

dan bahkan menarik modal mereka ke luar negeri. Dengan

the beginning of the year which amounted to Rp9.698.

demikian, nilai tukar Rupiah terhadap Dolar AS cenderung melemah dan mencapai Rp12.189 atau terdepresiasi 23,61% dari awal tahun sebesar Rp9.698.

Kondisi Industri Perbankan

The Banking Industry Condition

Di tengah kondisi perekonomian makro yang mengalami

Amidst the challenging macroeconomic condition, the banking

guncangan,

mampu

industry still managed to show a positive performance. The

menunjukkan kinerja yang cukup baik. Kredit investasi tumbuh

investment credit grew pretty high by 33.3% (YoY) as of November

cukup tinggi sebesar 33,3% (YoY) per November 2013 yang

2013 followed by credit for working capital and consumption by

diikuti kredit modal kerja dan kredit konsumsi, masing-masing

21.3% (YoY) and 15.3%, respectively. This portion showed that the

mengalami pertumbuhan sebesar 21,3% (YoY) dan 15,3%. Porsi

production and investment activities of Indonesian people for

pertumbuhan kredit ini menunjukkan bahwa kegiatan produksi

productive cause have increased.

industri

perbankan

masih

tetap

dan investasi masyarakat Indonesia untuk aktivitas produktif semakin meningkat. Dari sisi pendanaan, Dana Pihak Ketiga (DPK) per November

From the funding side, the third party funds as of November

2013 tumbuh sebesar 13,8% (YoY). Pertumbuhan ini memang

2013 grew by 13.8% (YoY). This is not as high as the credit

tidak setinggi pertumbuhan kredit dengan pertumbuhan

growth, especially with saving accounts and current accounts

tabungan dan giro yang sedikit melambat. Dari sisi permodalan,

that experienced slow growth. From the capital side, the Capital

rasio kecukupan modal atau Capital Adequacy Ratio (CAR)

Adequacy Ratio (CAR) reached 18.7% as of November 2013.

mencapai 18,7% per November 2013. Angka ini menunjukkan

This figure has showed an increase of 17.4% compared to 2012,

peningkatan sebesar 17,4% bila dibandingkan tahun 2012 dan

far beyond the minimum requirement of 8% and showed that

menunjukkan kesehatan perbankan Indonesia karena jauh di

Indonesian banking industry is on perfect condition. While the

atas ketentuan minimum 8%. Sedangkan posisi Non Performing

gross Non Performing Loan (NPL) is recorded at 1.9%, lower than

Loan (NPL) gross tercatat sebesar 1,9%, lebih rendah dari tahun

2012 which recorded at 2.1%.

2012 yang tercatat sebesar 2,1%.

Laporan Tahunan

2013

Annual Report

48


Prospek 2014

2014 Prospect

IMF memprediksi bahwa perekonomian global pada tahun 2014

IMF has predicted that the global economic condition in 2014

akan tumbuh sebesar 3,7%. Sedangkan melihat perkembangan

will grow by 3.7%. While seeing as how the national economic

ekonomi nasional di tahun 2013, BI memperkirakan bahwa

condition in 2013, BI has predicted that it will grow by 5.8-6.2% in

ekonomi Indonesia akan tumbuh pada kisaran 5,8-6,2% di

2014. Inflation has also predicted to be more controlled, considering

tahun 2014. Inflasi diperkirakan juga akan semakin terkendali

how the impact of fuel price will past its one year time. With that

mengingat dampak kenaikan harga Bahan Bakar Minyak (BBM)

being said, the economic actors must remain vigilant, especially

akan hilang setelah melewati masa satu tahun. Walaupun

towards certain issues that might affected the national economy in

demikian, para pelaku ekonomi masih tetap perlu mewaspadai

2014. It is predicted that the national economy will be experiencing

beberapa isu yang mungkin menerpa perekonomian nasional di

pressure of negative sentiment from the deficit of current account.

tahun 2014. Ekonomi Indonesia masih akan mengalami tekanan

BI will maintain its strategy by tightening the monetary policy

sentimen negatif dari defisit transaksi berjalan. BI diperkirakan

to withhold the currency growth and import activity. Therefore,

akan terus memperketat kebijakan moneter untuk menahan

Indonesia still being shadowed by the risk of national economic

pertumbuhan nilai tukar dan juga laju impor. Dengan demikian,

slowdown in 2014.

Indonesia masih akan tetap dibayangi risiko perlambatan ekonomi nasional di tahun 2014.

TINJAUAN KINERJA KEUANGAN FINANCIAL PERFORMANCE REVIEW

Laporan Laba Rugi Profit and Loss Statement (dalam Jutaan Rupiah)

(in Million Rupiah)

Keterangan

2013

2012

Pendapatan Bunga

507.152

305.647

Interest Income

Beban Bunga

235.072

114.981

Interest Expense


272.080

190.666

Net Interest income

29.373

12.198


8.012

7.197

Expense on Allowance for Current Assets Impairment

Beban Overhead

171.883

130.511

Overhead Expense

Laba Operasional

121.558

65.156

Operating Profit

61

939

Net Non-Operating Income

Pajak Penghasilan

32.185

17.299

Income Tax

Laba Bersih

89.434

48.796

Net Profit

Pendapatan Operasional Lainnya Beban Cadangan Kerugian Penurunan Aktiva Produktif

Laba Non-Operasional Bersih

Laporan Tahunan

2013

Annual Report

Description


49

Laporan Posisi Keuangan Statement of Financial Position (dalam Jutaan Rupiah)

(in Million Rupiah)

Keterangan

2013

2012

Total Aset

8.719.664

5.280.209

Total Assets

Dana Pihak Ketiga

5.298.291

3.485.308

Third Party Funds

Kredit

6.336.082

3.912.345

Loans

Ekuitas

1.178.849

1.095.999

Equity

272.080

190.666

Net Interest Income

89.434

48.796

Net Income

Pendapatan Bunga Bersih Laba Bersih

Description

Rasio Keuangan Financial Ratio (dalam Jutaan Rupiah)

(in Million Rupiah)

Keterangan

2013

2012

Description

Rasio Pengembalian Aset

1,84

1,53

Return on Assets (ROA)

Rasio Pengembalian Ekuitas

8,18

4,64

Return on Equity (ROE)

119,59

112,25

Loan to Deposits (LDR)

Rasio Kecukupan Modal

18,97

28,93

Capital Adequacy Ratio (CAR)

Efisiensi

78,73

80,93

Efficiency (BOPO)

0,14

0,24

Non Performing Loan (NPL) Gross

Rasio Pinjaman Terhadap Simpanan Masyarakat

Rasio Kredit Bermasalah

Kredit yang Diberikan

Total Credit

Selama tahun 2013, kredit yang diberikan mengalami

During 2013, the total credit grew significantly by almost reaching

pertumbuhan

62%. The increase of credit given in Rupiah was more than 63%,

signifikan

yang

hampir

mencapai

62%.

Pertumbuhan kredit yang diberikan dalam mata uang Rupiah

while total credit in foreign currency was around 59%.

mencapai lebih dari 63% dan dalam mata uang asing sekitar 59%.

Mata Uang Currency

2013

2012

Pertumbuhan Growth

IDR (Indonesian Rupiah)

4.405.497

2.698.276

63,3%

USD (US Dollar)

1.930.585

1.214.069

59,0%

Total

6.336.082

3.912.345

62,0%

Laporan Tahunan

2013

Annual Report

50


Porsi terbesar dari penyaluran kredit Bank Hana adalah sektor

The biggest portion of credit given by Bank Hana is in manufacture

manufaktur yang mencapai hampir 35% dari total kredit yang

which almost reached 35% out of total credit.

disalurkan.

Sektor Ekonomi Economic Sector

2013

2012

Pertumbuhan Growth

Porsi 2013 2013 Portion

Manufaktur / Manufacture

2.184.731

1.366.678

59,8%

34,5%

Perdagangan / Trading

1.409.203

687.978

104,8%

22,2%

273.991

588.362

(53,4%)

4,3%

1.027.887

437.747

134,8%

16,2%

Lain-lain / Others

284.173

356.882

(20,4%)

4,5%

Pertambangan / Mining

566.721

236.796

139,3%

8,9%

Transportasi / Transportation

321.176

145.038

121,4%

5,1%

Jasa pelayanan social / Social services

168.578

55.192

205,4%

2,7%

99.622

37.472

165,9%

1,6%

Total

6.336.082

3.912.345

62,0%

100,0%

CKPN

41.697

31.356

33,0%

Konstruksi / Construction Jasa bisnis / Business services

Pertanian / Agriculture

Lebih dari 95% dari kredit yang disalurkan adalah untuk usaha

More than 95% of total credit is given for productive business

produktif seperti terlihat pada tabel di bawah ini.

activities as the following table.

Penggunaan Utilization Produktif / Productive Konsumtif / Consumptive Total

2013

2012

Pertumbuhan Growth


6.051.908

3.697.786

63,7%

95,5%

284.174

214.559

32,4%

4,5%

6.336.082

3.912.345

62,0%

100,0%

Dana Pihak Ketiga

Third Party Funds

Total Dana Pihak Ketiga (DPK) mengalami pertumbuhan lebih

The total of Third Party Funds (TPF) grew by more than 52%, where

dari 52% dimana pertumbuhan DPK dalam mata uang Rupiah

the total TPF in Rupiah and foreign currency reached around 22%

mencapai sekitar 22% dan dalam mata uang valas lebih dari

and more than 131%, respectively. The composition of low-cost

131%. Komposisi dana murah mencapai 25% dari total dana

funds reached 25% out of the total of third party funds. While the

pihak ketiga. Sedangkan komposisi berdasarkan mata uang,

composition based on currency was more than 58% out of the

lebih dari 58% dari total DPK dalam mata uang Rupiah dan

total of TPF in Rupiah and around 42% in foreign currency.

sekitar 42% dalam valas.

Laporan Tahunan

2013

Annual Report


Jumlah Dana Pihak Ketiga Total Third Party Deposit

2013

2012

Pertumbuhan Growth


3.086.745

2.528.368

22,08%

58,3%

Giro / Demand deposit

293.365

394.541

(25,64%)

5,5%

Tabungan / Saving deposit

199.675

152.516

30,92%

3,8%

2.593.705

1.981.311

30,91%

49,0%

2.211.546

956.940

131,11%

41,7%

811.887

466.789

73,93%

15,3%

7.750

1.483

422,59%

0,1%

1.391.909

488.668

184,84%

26,3%

5.298.291

3.485.308

52,02%

100,0%

IDR

Deposito berjangka / Time deposit USD Giro / Demand deposit Tabungan / Saving deposit Deposito berjangka / Time deposit Total

Jumlah Dana Pihak Ketiga Total Third Party Deposit

2013

2012

Nominal Nominal

Porsi Portion

Nominal Nominal

1.105.252

20,9%

861.330

24,7%

207.425

3,9%

153.999

4,4%

Deposito berjangka / Time deposit

3.985.614

75,2%

2.469.979

70,9%

Total

5.298.291

100,0%

3.485.308

100,0%

Giro / Demand deposit Tabungan / Saving deposit

51

Porsi Portion

Ekuitas

Equity

Total ekuitas mengalami pertumbuhan sekitar 7,9% dari Rp1.096

The total equity grew around 7.9% from Rp1,096 trillion in 2012

triliun pada tahun 2012 menjadi Rp1.179 triliun di tahun 2013.

to Rp1,179 trillion in 2013. All of the increase came from retained

Semua kenaikan ekuitas berasal dari laba ditahan.

earnings.

Pendapatan Bunga

Interest Income

Pendapatan bunga mengalami pertumbuhan sekitar 66%

Interest income grew around 66% to Rp507 billion from Rp306

menjadi Rp507 miliar dari Rp306 miliar pada akhir tahun

billion in previous year. The biggest contribution came from total

sebelumnya. Kontribusi terbesar untuk pendapatan bunga

credit loaned. Interest income from credit loaned reached more

berasal dari kredit yang diberikan. Pendapatan bunga dari kredit

than 93% out of the total of interest income.

yang diberikan mencapai lebih dari 93% dari total pendapatan bunga.

Pendapatan bunga Interest Income

2013

2012

Pertumbuhan Growth


432.815

255.070

69,7%

85,3%

398.603

219.817

81,3%

78,6%

Efek-efek / Securities

21.293

16.327

30,4%

4,2%

Lainnya / Others

12.919

18.926

(31,7%)

2,5%

74.337

50.577

47,0%

14,7%

73.406

50.355

45.8%

14,5%

Efek-efek / Securities

254

-

-

0,1%

Lainnya / Others

677

222

205,0%

0,1%

507.152

305.647

65,9%

100,0%

IDR Kredit / Credit

USD Kredit / Credit

Total

Laporan Tahunan

2013

Annual Report

52


Beban Bunga

Interest Expense

Beban bunga mengalami pertumbuhan hampir 107% menjadi

Interest expense grew almost 107% to Rp226 billion. The biggest

Rp226 miliar. Kontribusi terbesar pada beban bunga adalah

contribution is the time deposit expense which almost reached

beban bunga deposito berjangka yang mencapai hampir 81%

81% of interest expense.

dari total beban bunga.

Biaya Bunga Interest Expense IDR Giro / Demand deposit Tabungan / Saving deposit Deposito berjangka / Time deposit Bank lain / Other banks Pinjaman / Loan USD Giro / Demand deposit Tabungan / Saving deposit Deposito berjangka / Time deposit Bank lain / Other banks Pinjaman / Loan Total

2013

Pertumbuhan Growth

2012


211.883

98.235

115,69%

93,6%

11.774

5.694

106,78%

5,2%

4.541

3.606

25,93%

2,0%

177.865

86.934

104,60%

78,5%

13.143

1.889

595,76%

5,8%

4.560

112

3.971,43%

2,0%

14.587

11.322

28,84%

6,4%

704

529

33,08%

0,3%

65

4

1.525,00%

0,0%

5.044

4.784

5,43%

2,2%

274

88

211,36%

0,1%

8.500

5.917

43,65%

3,75%

226.470

109.557

106,71%

100,0%


Net Interest Income

Seiring dengan pertumbuhan pendapatan bunga, pendapatan

In accordance with the growth of interest income, the net interest

bunga bersih juga mengalami pertumbuhan lebih dari 43% dari

income also grew by more than 43% compared to previous year.

tahun sebelumnya. Pertumbuhan pendapatan bunga bersih

This figure is lower than the interest income because during 2013,

ini lebih rendah dari pertumbuhan pendapatan bunga karena

the growth of interest expense is higher than the growth of interest

selama 2013 pertumbuhan beban bunga lebih tinggi dari

income.

pertumbuhan pendapatan bunga.

TINGKAT SUKU BUNGA

INTEREST RATE

Pada tahun 2013, tingkat suku bunga kredit rata-rata per tahun

In 2013, the average credit interest rate per year for Rupiah was at

untuk Rupiah adalah sebesar 11,03%, sedangkan untuk USD

11.03%, while for USD was 5.2%. For the clearing interest rate per

adalah sebesar 5,2%. Untuk tingkat suku bunga rata-rata giro

year to Rupiah was at 0.80%, while for USD was at 0%.

per tahun terhadap Rupiah adalah sebesar 0,80% sedangkan untuk USD adalah sebesar 0%. Tingkat suku bunga rata-rata tabungan per tahun adalah

The average savings interest rate per year was at 0.1%. The average

sebesar 0,1% kemudian tingkat suku bunga rata-rata deposito

interest rate of time deposit per year for Rupiah was at 7.08%, while

berjangka per tahun untuk Rupiah adalah sebesar 7,08%

for USD was 1.42%. The interest rate is considered to be in fair which

sedangkan untuk USD adalah sebesar 1,42%. Bank menganggap

in the end, supported the operational performance.

bahwa tingkat suku bunga ini masih dalam batas wajar yang sangat mendukung kinerja operasional.

Laporan Tahunan

2013

Annual Report


Pendapatan Operasional Lainnya


Pendapatan operasional lainnya mengalami pertumbuhan lebih

Other operating income grew by more than 140%, mainly due to

dari 140% terutama didukung oleh pertumbuhan keuntungan

the growth of profit from transaction of foreign currencies.

53

transaksi mata uang asing.

Beban Cadangan Kerugian Penurunan Nilai

Expense on Allowance for Impairment Losses

Beban cadangan kerugian penurunan nilai mengalami kenaikan

The expense on allowance for impairment losses increased around

sekitar 11% dari Rp7,2 miliar pada tahun sebelumnya menjadi

11% from Rp7.2 billion in previous year to Rp8 billion in 2013. This

Rp8 miliar pada tahun 2013. Kenaikan ini murni disebabkan

is due to the increase of business volume even when the value

oleh kenaikan volume bisnis meskipun sebenarnya terjadi

of PD (probability of default) and LGD (loss given default) were

penurunan dalam nilai PD (probability of default) dan LGD (loss

decreasing during 2013.

given default) selama 2013.

Beban Operasional Lainnya

Other Operating Expense

Beban operasional lainnya terdiri atas beban umum dan

Other operating expense consist of general and administration

administrasi dan beban tenaga kerja. Beban umum dan

expense as well as personnel expenses. The general and

administrasi mengalami kenaikan sekitar 46% dan beban tenaga

administration expense grew around 46% while personnel

kerja sekitar 21%. Secara keseluruhan, beban operasional lainnya

expenses grew around 21%. In total, other operating expense

naik hampir 32%. Kenaikan beban operasional ini disebabkan

rose for almost 32%. This increase is caused by the investment

oleh investasi pembukaan cabang baru dan teknologi informasi

on new branches along with information technology as well as

serta penambahan tenaga kerja baik di kantor pusat maupun di

the personnel addition in both head office and newly opened

cabang-cabang yang baru dibuka.

branches.

Beban operasional lainnya Other operating expense

Pertumbuhan Growth

2013

2012

Umum & administrasi / General & administration

81.700

56.035

45,8%

Tenaga kerja / Personnel

90.183

74.476

21,1%

171.883

130.511

31,7%

Total

Laporan Tahunan

2013

Annual Report

54


MANAJEMEN RISIKO RISK MANAGEMENT

Manajemen Bank Hana menyadari sepenuhnya bahwa risiko

Bank Hana’s Management is fully aware that risk is an inseparable

adalah bagian tak terpisahkan dari bisnis perbankan. Oleh

part from banking business. Therefore, banking operational

karena itu, proses operasional perbankan di Bank Hana

process in Bank Hana always refers to the risk-based policies and

senantiasa berpedoman pada kebijakan yang berbasis risiko dan

Bank Indonesia Regulation. The main components in Bank Hana’s

Peraturan Bank Indonesia. Komponen utama dalam pendekatan

risk management approach is the solid risk governance; healthy

manajemen risiko Bank Hana adalah tata kelola risiko yang kuat;

and comprehensive process in identifying, measuring, controlling,

proses yang sehat dan komprehensif dalam mengidentifikasi,

monitoring and reporting risks; healthy assessment towards capital

mengukur, mengendalikan, memantau, dan pelaporan risiko;

adequacy based on the risks; and reliable internal control review

penilaian yang sehat terhadap kecukupan modal menurut

system as well as reassessment and examination by the authorized

risiko; dan sistem pengkajian pengendalian intern yang handal,

supervisor.

serta pengkajian ulang dan pemeriksaan dari pengawas yang berwenang.

BASEL II DAN BASEL III

BASEL II AND BASEL III

Di tengah kondisi perekonomian makro yang mengalami

Amidst the challenging macroeconomic condition, the banking

guncangan,

industry still managed to show a positive performance. The

industri

perbankan

masih

tetap

mampu

menunjukkan kinerja yang cukup baik. Kredit investasi tumbuh

investment credit grew pretty high by 33.33% (YoY) as of November

cukup tinggi sebesar 33,3% (YoY) per November 2013 yang

2013 followed by credit for working capital and consumption by

diikuti kredit modal kerja dan kredit konsumsi, masing-masing

21.3% (YoY) and 15.3%, respectively. This portion showed that the

mengalami pertumbuhan sebesar 21,3% (YoY) dan 15,3%. Porsi

production and investment activities of Indonesian people for

pertumbuhan kredit ini menunjukkan bahwa kegiatan produksi

productive cause have increased.

dan investasi masyarakat Indonesia untuk aktivitas produktif semakin meningkat.

TATA KELOLA RISIKO

RISK GOVERNANCE

Dalam kerangka kerja integrasi risiko (integrated risk framework)

In Bank Hana’s integrated risk framework, the Board of

Bank Hana, Dewan Komisaris bertugas melakukan pengawasan

Commissioners serves to conduct monitoring on enterprise-wide

terhadap manajemen risiko secara menyeluruh (enterprise-wide

risk management, approve policy and process as well as provide

risk management), memberikan persetujuan atas kebijakan

guidance on risk limits. In monitoring risk exposures in Bank Hana,

dan proses serta memberikan arahan batasan risiko (risk limit).

the Board of Commissioners is assisted by the Risk Monitoring

Dalam melaksanakan pengawasan terhadap eksposur risiko di

Committee as regulated by Bank Indonesia through regulation on

Bank Hana, Dewan Komisaris dibantu oleh Komite Pemantau

Good Corporate Governance.

Risiko seperti yang diatur oleh Bank Indonesia melalui peraturan mengenai Tata Kelola Perusahaan (Good Corporate Governance).

Laporan Tahunan

2013

Annual Report


Masing-masing satuan kerja dalam Bank Hana memiliki

Each working unit on Bank Hana has a main duty of conducting risk

tanggung jawab utama dalam melakukan pengelolaan risiko

management on a daily basis. Each of the working unit provides

secara harian. Masing-masing satuan kerja tersebut memberikan

risk appetite recommendations and control limits for approval of

rekomendasi risk appetite dan batasan-batasan pengendalian

Board of Directors, which is adjusted to integrated risk framework.

55

untuk persetujuan Direksi yang disesuaikan dengan kerangka kerja integrasi risiko. Aktivitas pengelolaan risiko secara harian dilakukan oleh Satuan

Daily risk management activity is performed by Risk Management

Kerja Manajemen Risiko (SKMR) yang independen dari satuan

Working Unit (SKMR) which is independent of operational business

kerja bisnis operasional maupun Satuan Kerja Audit Internal

task force and Internal Audit Working Unit (SKAI). Together with SKAI,

(SKAI). Bersama-sama dengan SKAI, SKMR memiliki wewenang

SKMR has the authority to conduct investigation and evaluation

untuk melakukan investigasi dan evaluasi atas kinerja satuan

on the performance of operational business task force. Based on

kerja bisnis operasional. Berdasarkan evaluasi tersebut, SKMR

the evaluation, SKMR provides recommendation for the Board of

memberikan rekomendasi kepada Direksi, melalui Komite

Directors through Risk Management Committee (KMR) and for the

Manajemen Risiko (KMR), dan kepada Dewan Komisaris, melalui

Board of Commissioner through Risk Monitoring Committee (KPR).

Komite Pemantau Risiko (KPR).

KEBIJAKAN DAN PROSEDUR

POLICY AND PROCEDURES

Bank Hana memiliki Kebijakan dan Prosedur Manajemen

Bank Hana has Risk Management Policy and Procedures as the

Risiko sebagai pedoman utama pelaksanaan manajemen

primary guideline in risk management implementation. Meanwhile,

risiko. Sedangkan untuk area bisnis yang lebih spesifik, Bank

for the more specific business area, Bank Hana has dedicated policy

Hana memiliki kebijakan dan prosedur di bidang perkreditan,

and procedures for loan, treasury, and operational section. All the

treasury, dan operasional. Seluruh kebijakan dan prosedur Bank

policy and procedures are the form of management on the risks

Hana merupakan bentuk pengelolaan risiko yang melekat pada

entailed in every operational activity, which are evaluated and

setiap aktivitas operasional yang dievaluasi dan diperbaharui

renewed at least once a year.

minimal sekali dalam setahun.

SISTEM DAN DATA

SYSTEM AND DATA

Sistem manajemen risiko dikembangkan untuk mendukung

Risk management system is developed to facilitate a more efficient

proses bisnis yang lebih efisien agar pengambilan keputusan

business process so as to accelerate decision making while still

dapat lebih cepat namun tetap mengacu pada prinsip kehati-

referring to the prudential principle. To have a representation of risk

hatian.

Untuk mendapatkan gambaran profil risiko, Bank

profile, Bank Hana has implemented checklist risk profile which is

Hana telah mengimplementasikan checklist risk profile yang

distributed to each task force. In addition, Bank Hana also monitors

disebar ke masing-masing satuan kerja. Selain itu, Bank Hana

the risk management holistically including calculating capital

juga memantau pengelolaan risiko secara holistik, termasuk

to mitigate all risk types. Bank Hana’ risk management system is

Laporan Tahunan

2013

Annual Report

56


menghitung modal untuk memitigasi semua jenis risiko.

capable to do capital expense calculation using Standardized

Pengelolaan risiko di Bank Hana memiliki kapabilitas untuk

Approach for credit risk, implementation of operational risk

melakukan perhitungan beban modal yang menggunakan

management framework, and stress testing as well as monitoring

Standardized Approach untuk risiko kredit, implementasi

toward liquidity ratios.

kerangka kerja pengelolaan risiko operasional, stress testing, serta pemantauan terhadap rasio-rasio likuiditas. Bank Hana secara berkelanjutan menerapkan pengukuran

Bank Hana also continues to implement risk measurement which

risiko yang mengacu kepada international best practice dengan

refers to international best practices by using both quantitative

menggunakan pendekatan kuantitatif dan kualitatif melalui

and qualitative approaches through development of several risk

pengembangan beberapa model risiko, seperti portfolio

models such as portfolio management, stress testing, branch risk

management, stress testing, branch risk scoring, dan model

scoring, and other risk models.

lainnya.

PENGELOLAAN RISIKO MELALUI PERMODALAN

RISK MANAGEMENT THROUGH CAPITAL

Pengelolaan risiko melalui permodalan di Bank Hana meliputi

Risk management through capital in Bank Hana includes

kebijakan divesifikasi sumber permodalan yang sejalan dengan

diversification of capital source policy which is in line with the

rencana strategis jangka panjang, kebijakan alokasi modal

long-term strategic plan, efficient capital allocation policy on the

secara efisien pada segmen bisnis yang memiliki profil risk-return

business segments with optimal risk-return profile, and fulfillment

yang optimal, serta memenuhi ekspektasi para stakeholder. Bank

of the stakeholders’ expectations. Bank Hana refers to the bank

Hana mengacu kepada regulasi Bank Indonesia (Basel II) dalam

Indonesia regulation (Basel II) in calculating modal adequacy for

melakukan perhitungan kecukupan modal untuk risiko kredit,

credit risk, market risk, and operational risk.

risiko pasar, dan risiko operasional. Untuk risiko kredit, Bank Hana menggunakan Pendekatan

For credit risk, Bank Hana utilizes Standardized Approach in which

Standar Basel II (Standardized Approach) dimana pemeringkatan

the rating of debtors still uses external rating. As for market risk,

nasabah debitur masih menggunakan rating eksternal. Untuk

Bank Hana has not calculated its capital reservation toward market

risiko pasar, Bank Hana belum menghitung pencadangan

risk exposure because the trading activity has yet to be conducted.

modalnya terhadap eksposur risiko pasar karena aktivitas

For operational risk, Bank Hana refers to Basic Indicator Approach

trading masih belum dilakukan. Untuk risiko operasional, Bank

to calculate its capital adequacy. The following table is ATMR

Hana mengacu kepada Pendekatan Indikator Dasar Basel II

calculation and capital adequacy of Bank Hana for position by the

(Basic Indicator Approach) untuk menghitung kecukupan

end of December 2013.

permodalannya. Tabel di bawah ini merupakan perhitungan ATMR dan kecukupan modal Bank Hana untuk posisi akhir Desember 2013.

Laporan Tahunan

2013

Annual Report


57

Tabel 1. Pengungkapan Kuantitatif Struktur Permodalan Bank Umum Table 1. Quantitative Disclosures of Public Bank’s Capital Structure

(in million Rupiah)

(dalam jutaan Rupiah)

Komponen Modal

(1)

(2)

Posisi Tanggal Laporan 2013 Reporting Position as of 2013


Bank Bank

Konsolidasi Consolidated

Bank Bank

Konsolidasi Consolidated

(3)

(4)

(3)

(4)

Capital Components

(1)

Komponen Modal

Capital Components

A

Modal Inti

1.105.311

1.058.559

A

Tier Capital

1. Modal disetor

1.000.000

1.000.000

1. Paid Up Capital

2. Cadangan Tambahan Modal

105.311

58.559

2. Disclosed Reserve

3. Modal Inovatif

-

-

3. Innovative Capital Instrument

4. Faktor Pengurang Modal Inti

-

-

4. Deduction Factor of Tier 1 Capital

5. Kepentingan Non Pengendali

-

-

5. Non-controlling Interest

B

Modal Pelengkap

74.412

42.873

B

Tier 2 Capital

1. Level Atas (Upper Tier 2)

74.412

42.873

1. Upper Tier 2

2. Level Bawah (Lower Tier 2) maksimum 50% Modal Inti

-

-

2. Lower Tier 2, a 50% maximum of Tier 1 Capital

3. Faktor Pengurang Modal Pelengkap

-

-

3. Deduction Factor of Tier 2 Capital

C

Faktor Pengurang Modal Inti dan Modal Pelengkap

-

-

C

Deduction Factor of Tier 1 Capital and Tier 2 Capital

Eksposur Sekuritisasi

I

I

-

-

Securitization Exposure

-

-

D

Additional Supplementary Capital (Tier 3)

E

-

-

E

Allocated Tier 2 Capital to Anticipate Market Risk

Modal Pelengkap Tambahan yang Dialokasikan untuk Mengantisipasi Risiko Pasar

Total Modal Inti dan Modal Pelengkap (A+B-C)

1.179.723

1.101.432

1.179.723

1.101.432

III

Total Modal Inti, Modal Pelengkap, dan Modal Pelengkap Tambahan yang Dialokasikan untuk Mengantisipasi Risiko Pasar (A+B-C+E)

IV

Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Kredit

5.855.446

3.580.072

Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Operasional

293.564

203.338

V

VII

D Modal Pelengkap Tambahan yang Memenuhi Persyaratan (Tier 3)

II

VI

(2)

Aset Tertimbang Menurut Risiko (ATMR) untuk Risiko Pasar A

Metode Standar

B

Model Internal

Rasio Kewajban Penyediaan Modal Minimum untuk Risiko Kredit, Risiko Operasional dan Risiko Pasar [III : (IV+V+VI)]

II

III

IV

V -

VI

19.19%

29.11% VII

Total of Tier 1 & 2 Capital (A+B-C) Total of Tier 1, Tier 2 and Allocated Tier 2 Capital to Anticipate Market Risk (A+B-C+E)

Risk Weighted Assets (RWA) for Credit Risk Risk Weighted Assets (RWA) for Operational Risk Risk Weighted Assets (RWA) for Market Risk A

Standardized Method

B

Internal Method

Capital Adequacy Ratio (CAR) for Credit Risk, Operational Risk, and Market Risk [III : (IV+V+VI)]

Laporan Tahunan

2013

Annual Report

58


Berdasarkan Tabel 1, terlihat bahwa beban modal untuk

Based on Table 1, the capital expense for credit risk which utilizes

risiko kredit yang menggunakan Pendekatan Standar sebesar

Standardized Approach and for operational risk which utilizes Basic

Rp5,86 triliun dan beban modal untuk risiko operasional yang

Indicator Approach is amounted to Rp5.86 trillion and Rp293.56

menggunakan Pendekatan Indikator Dasar sebesar Rp293,56

million respectively. As of the end of December 2013, Bank Hana

miliar. Sampai dengan akhir Desember 2013, Bank Hana masih

has not had capital expense calculation for market risk because of

belum memiliki perhitungan beban modal untuk risiko pasar

the limited trading transactions.

karena masih terbatasnya transaksi trading.

PENGELOLAAN RISIKO MELALUI AKTIVITAS OPERASIONAL

RISK MANAGEMENT THROUGH OPERATIONAL ACTIVITIES

Pengelolaan risiko melalui aktivitas operasional ditujukan untuk

Risk management through operational activities aims to manage

mengelola risiko kredit, risiko pasar dan risiko operasional

credit risk, market risk, and operation risk at tolerable level. Bank

pada level yang dapat diterima. Bank Hana menerapkan risk

Hana implemented risk appetite and risk tolerance in limit policy

appetite dan risk tolerance dalam bentuk kebijakan limit dan

and limit system, which are formulated and proposed by SKMR

sistem limit, yang disusun dan diusulkan oleh SKMR melalui Risk

through Risk Management Committee and approved by the Board

Management Committee dan disetujui oleh Direksi. Penetapan

of Directors. The limit establishment is based on the overall limit,

limit didasarkan atas limit secara keseluruhan, limit per jenis

limit of risk types, and limit of certain functional activity which has

risiko maupun limit per aktivitas fungsional tertentu yang

risk exposures.

memiliki eksposur risiko.

1. Pengelolaan Risiko Kredit Risiko

kredit

berasal

dari

aktivitas

1. Credit Risk Management pemberian

kredit,

Credit risk is originated from credit disbursement activity,

penempatan pada surat berharga dan kepada bank lain, sales

placement on securities and to other banks, sales to customers and

kepada nasabah dan aktivitas trading. Risiko kredit juga berasal

trading activities. Credit risk may also come from commitment and

dari transaksi komitmen dan kontinjensi kepada nasabah

contingency transactions to customers and counterparties. Credit

dan counterparty. Pengelolaan risiko kredit bertujuan untuk

risk management aims to measure, anticipate, and mitigate loss

mengukur, mengantisipasi, dan meminimalisir kerugian akibat

as the result of the debtors’ or counterparties’ failure to meet their

kegagalan nasabah debitur atau counterparty dalam memenuhi

obligations.

kewajibannya. Proses kredit dan pengelolaan risiko kredit di Bank Hana

The loan process and credit risk management in Bank Hana are

dilakukan secara terintegrasi oleh satuan kerja Business, satuan

conducted in integration by Business task force, Credit Review task

kerja Credit Review, satuan kerja Corporate Legal, satuan kerja

force, Corporate Legal task force, Loan Administration task force,

Loan Administration, satuan kerja Compliance, dan SKMR.

Compliance task force, and SKMR.

Laporan Tahunan

2013

Annual Report


59

Alur Proses Kredit dan Pengelolaan Risiko Kredit Bank Hana the flow of credit process and credit risk management of bank hana

Stages

Loan Process

Methods/ Tools

Policies

Front End

Middle End

Loan Proposal

Approval

Booking

PreScreen

Loan Analysis

Monitoring & Review

Four-eye, Portofolio Guideline (Industry class, industry acceptance criteria), Application Sheet, Credit Scoring, Spreadsheet, Credit Report, Credit Review Opinion, Limit, BI Checking, Appraisal, Site Visit, Loan Pricing

Loan Monitoring, Watch List, Credit Risk Profile, Portfolio Management (Industry limit, industry exclusion list, stress testing), Validation

Back End

Collection, Loan Work Out, Portfolio Management (Phase Out, Portfolio Sales)

Collection System, Loan Work Out, Portfolio Management (Phase Out, Portfolio Sales)

Credit Policy of Bank Hana, Risk Management Policy and Guideline, New Product and Activity Policy and Guideline, Environment and Social Risk Policy, Legal Policy and Procedure, Legal Policy and Procedure, Loan Administration Policy and Procedure, and Appraisal Policy and Procedure

Kebijakan Kredit

Credit Policy

Sebagai pedoman pengelolaan kredit, Bank Hana memiliki

As a guidance of credit management, Bank Hana has Credit Policy.

Kebijakan Perkreditan Bank Hana. Proses pengelolaan kredit

The credit management policy is initiated by defining target market

diawali dengan penetapan target market atas loan pipeline,

on loan pipeline, performing risk assessment, and monitoring loan

melakukan risk assessment, dan monitoring atas pemberian

disbursement.

kredit. Bank Hana menerapkan prinsip kehati-hatian dalam pemberian

Bank Hana implemented prudential principles in loan disbursement,

kredit, dimana fungsi analisis kredit dilakukan oleh satuan

in which loan analysis function is performed by Business task force

kerja Business dan satuan kerja Credit Review yang bersifat

and Credit Review task force which are independent and also serve

independen dan juga berperan sebagai credit risk function.

as credit risk function. Credit risk function is implemented based

Fungsi persetujuan kredit dilakukan secara 4-eyes principle

on 4-eyes principles and credit administration function by Loan

dan fungsi administrasi kredit dilakukan oleh satuan kerja

Administration task force which is independent of Business task

Loan Administration yang independen terhadap satuan kerja

force and Credit Review task force.

Business dan satuan kerja Credit Review.

Laporan Tahunan

2013

Annual Report

60


Persetujuan Kredit

Loan Approval

Persetujuan dan pemberian limit kredit pada segmen small

Loan approval and limit establishment on small medium

medium enterprises (SME), commercial, dan corporate banking

enterprise (SMEs), commercial, and corporate banking segments

diidentifikasi dan diukur melalui penilaian analisa kelayakan

are identified and measured through assessment of business

bisnis oleh satuan kerja Credit Review. Selain itu, dari sisi validitas

feasibility analysis by Credit Review. In addition, in terms of Bank

Bank, satuan kerja Corporate Legal melakukan pemeriksaan

validity, the Corporate Legal task force conducts investigation on

semua legal document yang terkait dengan debitur, termasuk

all legal documents related to debtors, including the examination

pemeriksaan keabsahan sertifikat jaminan.

of guarantee certificate validity.

Dalam proses kredit, agunan yang diterima dapat berupa

In loan process, the collateral received can take form of objects that

obyek yang dibiayai dengan kredit maupun obyek yang tidak

can be financed by loan and objects that cannot be financed. Loan

dapat dibiayai. Agunan kredit harus memenuhi kriteria antara

collateral has to meet some criteria including has economic value,

lain mempunyai nilai ekonomis, marketable, transferable, serta

marketable, transferable, and has juridical value.

mempunyai nilai yuridis.

Pemantuan Kredit

Loan Monitoring

Bank selalu mengacu kepada regulasi Bank Indonesia dan

Bank always refers to Bank Indonesia regulation and prudential

praktik kehati-hatian dalam menilai dan memantau kualitas

principles in assessing and monitoring loan quality. The monitoring

kredit. Proses monitoring sekurang-kurangnya dilakukan secara

process is conducted at least quarterly through Call Report. For

triwulanan melalui Call Report. Untuk debitur yang memiliki

debtors with plafond above Rp1 billion but still below Rp10 billion,

plafon di atas Rp1 miliar, namun masih di bawah Rp10 miliar,

Call Report is conducted every six month and semi-annual. As for

pelaksanaan Call Report dijalankan setiap enam bulanan atau

debtors with plafond above Rp10 billion or more, Call Report is

semi annual. Sedangkan untuk debitur yang memiliki plafon

conducted quarterly.

Rp10 miliar atau lebih, pelaksanaan Call Report dilakukan secara triwulanan. Pemantauan kredit untuk segmen SME Business, khususnya

Loan monitoring for SME Business segment, particularly for limit

untuk limit di bawah Rp1 miliar, dilakukan pada tingkat

below Rp1 billion, is conducted on portfolio level through portfolio

portofolio melalui analisa portofolio dari berbagai perspektif,

analysis from various perspectives such as based on industry,

misalnya berdasarkan industri, wilayah, produk, jenis kredit,

region, product, loan type, segmentation, and many more. The

segmentasi, dan sebagainya. Evaluasi tersebut akan dituangkan

evaluation will be stated in Credit Risk Report whose analysis

dalam Credit Risk Report yang format analisanya kini masih

format is still under development.

dalam tahap pengembangan. Sebagai langkah antisipatif (early warning signal), akan dilakukan

As early warning signal, Bank Hana conducts regular simulation

proses simulasi dan stress testing terhadap portofolio Bank

and stress testing process toward its portfolio to identify any

Hana secara berkala untuk mengetahui perubahan kualitas

changes in the portfolio quality based on segments or industry

portofolio Bank Hana per segmen atau per sektor industri.

sectors. The simulation result will be the guidance for Bank Hana to

Hasil simulasi tersebut akan menjadi panduan bagi Bank Hana

closely monitor sectors or debtors which are likely to have quality

untuk memantau secara lebih ketat sektor-sektor atau debitur-

degradation as well as to define necessary precautionary actions.

debitur yang berpotensi mengalami penurunan kualitas,

The framework for this stress testing is still under development and

serta untuk menetapkan langkah-langkah antisipatif yang

expected to be implemented by the end of 2014.

diperlukan. Kerangka kerja untuk stress testing ini masih dalam tahap pengembangan dan rencananya akan mulai diterapkan semester akhir di tahun 2014.

Laporan Tahunan

2013

Annual Report


Credit Collection dan Recovery

Credit Collection and Recovery

Bank Hana secara proaktif menjalankan credit collection dan

Bank Hana proactively implemented credit collection and recovery

recovery untuk debitur-debitur yang macet. Credit collection dan

for bad debtors. Credit collection and recovery are conducted by

recovery ini dilakukan oleh satuan kerja Asset Recovery. Untuk

Asset Recovery task force. For guarantee execution, Asset Recovery

eksekusi jaminan, satuan kerja Asset Recovery bekerjasama

task force collaborates with Corporate Legal task force in terms on

dengan satuan kerja Corporate Legal dalam hal penyitaan

collateral foreclosure and auction process to State Auction.

61

jaminan maupun proses pelelangan ke Balai Lelang Negara.

Portofolio Manajemen dan Risiko Konsentrasi

Management Portfolio and Concentration Risk

Bank Hana melakukan pemantauan atas portofolionya secara

Bank Hana conducts regular monitoring on its portfolio so it is

berkala agar lebih terdiversifikasi dan tidak terkonsentrasi

more diverse and not concentrated on several economy sectors.

hanya ke beberapa sektor ekonomi saja. Hal ini dilakukan antara

It is done, among others, through stress testing mechanism which

lain melalui mekanisme stress testing yang masih dalam tahap

is still under development and consists of sensitivity analysis and

pengembangan yaitu sensitivity analysis dan scenario analysis.

scenario analysis.

Pertumbuhan dan Kualitas Kredit

Loan Growth and Quality

Selama tahun 2013, Bank Hana membukukan kredit yang

Throughout 2013, Bank Hana recorded a significant number of

cukup signifikan dengan tingkat NPL yang terjaga di bawah

loan with NPL level below 1%. Bank Hana’s overall loan portfolio

1%. Portofolio kredit Bank Hana secara keseluruhan tumbuh

grew by 61.95% (YoY) with NPL level of 0.14% (gross). Several

sebesar 61,95% (YoY) dengan tingkat NPL sebesar 0,14% (gross).

loan segments actually grew considerably above average. The

Beberapa segmen kredit mengalami pertumbuhan di atas

achievement was possible through end-to-end and reliable loan

rata-rata. Pencapaian tersebut didapatkan melalui penerapan

process implementation, which included identification of potential

proses kredit secara terintegrasi (end-to-end) dan handal, yang

loan sectors, continuous loan monitoring process, comprehensive

meliputi proses identifikasi sektor kredit yang potensial, proses

portfolio management, and disciplined settlement of non-

pemantauan kredit secara kontinyu, manajemen portofolio

performing loan.

yang komprehensif, dan penyelesaian kredit bermasalah secara disiplin.

Eksposur Risiko Kredit

Credit Risk Exposure

Berdasarkan kategori eksposur sesuai Pendekatan Standar, Bank

Based on the exposure category in line with Standardized

Hana memiliki eksposur sebagai berikut:

Approach, Bank Hana has the following exposures:

Laporan Tahunan

2013

Annual Report

62


Tabel 2. Pengungkapan Eksposur Aset di Neraca - Bank secara Individual Tablel 2. Disclosures of Asset Exposure in Balance Sheet – Bank Only

(in million Rupiah)



Posisi Tanggal Laporan 2013 Reporting Position as of 2013 No.

Kategori Portofolio

Tagihan Neto Net Receivables

ATMR Sebelum MRK RWA Before CRM

ATMR Setelah MRK RWA After CRM

Tagihan Neto Net Exposure



Portfolio Category

(1)

(2)

(3)

(4)

(5)

(3)

(4)

(5)

(2)

1

Tagihan kepada Pemerintah

739.365

-

-

731.187

-

-

Receivables from

2

Tagihan kepada Entitas Sektor Publik

121.553

24.311

24.311

8.083

1.617

1.617

Receivables from Public

3

Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga

-

-

-

-

-

-

Receivables from

4

Tagihan kepada Bank

5 6

Government Sector Entities Multilateral Development Bank and International Institution

1.203.955

340.677

340.677

431.413

159.024

159.024

Receivables from Banks

Kredit Beragun

190.192

68.993

68.993

113.607

42.557

42.557

Loans Collateralised by

Rumah Tinggal Kredit Beragun

226.603

226.603

187.945

101.541

101.541

101.541


-

-

-

-

-

-

Employee/Retiree Loans

247

185

185

2.228

1.671

1.229

Receivables from Micro,

Residential Property Commercial Property

Properti Komersial 7

Kredit Pegawai/ Pensiunan

8

Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel

9

Tagihan kepada Korporasi

10

Tagihan yang Telah Jatuh Tempo

11

Aset Lainnya Total

Laporan Tahunan

2013

Annual Report

Small Enterprise and Retail Portfolio

6.005.937

5.874.415

5.053.692

3.712.635

3.619.407

3.156.945

Receivables from

3.757

5.636

5.636

4.653

6.934

6.934

Past Due Receivables

Corporate

200.936

-

143.058

126.591

-

86.405

Other Assets

8.692.545

6.540.820

5.824.497

5.231.938

3.932.751

3.556.252

Total


63

Tabel 3. Pengungkapan Eksposur Kewajiban Komitmen/Kontijensi pada Transaksi Rekening Administratif - Bank secara Individual Table 3. Disclosures of Commitment/Contingency Exposure in Off Balance Sheet – Bank Only

(in million Rupiah)




Kategori Portofolio







Portfolio Category

(1)

(2)

(3)

(4)

(5)

(3)

(4)

(5)

(2)

1


-

-

-

-

-

-

Receivables from

2

Tagihan kepada Entitas Sektor

-

-

-

-

-

-

Receivables from Public

3

Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga

-

-

-

-

-

-

Receivables from

4

Tagihan kepada Bank Kredit Beragun

-

-

-

-

-

-


5

Rumah Tinggal Kredit Beragun

-

-

-

-

-

-


6

Properti Komersial

-

-

-

-

-

-


7


-

-

-

-

-

-


8


7.091

5.318

3.863

4.920

3.690

3.690

Receivables from Micro,

Government Sector Entities Multilateral Development Bank and International Institution


9


10


11

Aset Lainnya Total

Small Enterprise and Retail Portfolio

76.669

76.669

27.086

42.481

20.130

20.130

Receivables from

-

-

-

-

-

-


Corporate

-

-

-

-

-

-

Other Assets

83.760

81.987

30.949

47.401

23.820

23.820

Total

Laporan Tahunan

2013

Annual Report

64


Tabel 4. Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Pihak Lawan (Counterparty Credit Risk) - Bank secara Individual Table 4. Disclosures of Counterparty Credit Risk Exposure – Bank Only

(in million Rupiah)




Kategori Portofolio

(1)

(2)







(3)

(4)

(5)

(6)

(7)

(8)

Portfolio Category

(2)

1


-

-

-

-

-

-

Receivables from Goverment

2


-

-

-

-

-

-

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

-

-

-

-

-

-


5


-

-

-

-

-

-

Receivables from Micro Business, Small Business and Retail Portfolio

6


-

-

-

-

-

-

Receivables from Corporate

Total

-

-

-

-

-

-

Total

Tabel 5. Pengungkapan Eksposur yang Menimbulkan Risiko Kredit akibat Kegagalan Setelmen (Settlement Risk) - Bank secara Individual Table 5. Disclosures of Settlement Risk Exposure – Bank Only

(in million Rupiah)




Jenis Transaksi

Nilai Eksposur Exposure Value

Faktor Pengurang Modal Capital Deduction Factor


Nilai Eksposur Exposure Value



(2)

(3)

(4)

(5)

(6)

(7)

(8)

(1) 1

2

Transaction Types

(2)

Delivery versus payment

-

-

-

-

-

-

Delivery versus payment

a. Beban Modal 8% (5-15 hari)

-

-

-

-

-

-

a. 8% Capital Charge (5-15 days)

b. Beban Modal 50% (16-30 hari)

-

-

-

-

-

-

b. 50% Capital Charge (16-30 days)

c. Beban Modal 75% (31-45 hari)

-

-

-

-

-

-

c. 75% Capital Charge (31-45 days)

d. Beban Modal 100% (lebih dari 45 hari)

-

-

-

-

-

-

d. 100% Capital Charge (Over 45 days)

Non-delivery versus payment

-

-

-

-

-

-

Non-delivery versus payment

Total

-

-

-

-

-

-

Total

Laporan Tahunan

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Annual Report


65

Tabel 6. Pengungkapan Eksposur Sekuritisasi Table 6. Disclosures of Securitization Exposure

(in million Rupiah)


No.

Jenis Transaksi

(1)

(2)




ATMR RWA


ATMR RWA

(3)

(4)

(5)

(6)

Transaction Types

(2)

1

Fasilitas Kredit Pendukung yang Memenuhi Persyaratan

-

-

-

-

Supporting Loan Facility that Met the Requirements

2

Fasilitas Kredit Pendukung yang Tidak Memenuhi Persyaratan

-

-

-

-

Supporting Loan Facility that Has Not Met the Requirements

3

Fasilitas Likuiditas yang Memenuhi Persyaratan

-

-

-

-

Liquidity Facility that Met the Requirements

4

Fasilitas Likuiditas yang Tidak Memenuhi Persyaratan

-

-

-

-

Liquidity Facility that Has Not Met the Requirements

5

Pembelian Efek Beragun Aset yang Memenuhi Persyaratan

-

-

-

-

Purchase of Asset-Backed Securities that Met the Requirements

6

Pembelian Efek Beragun Aset yang Tidak Memenuhi Persyaratan

-

-

-

-

Purchase of Asset-Backed Securities that Has Not Met the Requirements

7

Eksposur Sekuritisasi yang tidak tercakup dalam ketentuan Bank Indonesia mengenai prinsip-prinsip kehati-hatian dalam aktivitas sekuritisasi aset bagi bank umum

-

-

-

-

Exclusion of Securitization exposure under Bank Indonesia regulations regarding prudent principles in asset securitization activity for public banks

Total

-

-

-

-

Total

Tabel 7. Pengungkapan Total Pengukuran Risiko Kredit Table 7. Disclosures of Total Credit Risk Measurement – Bank Only

(in million Rupiah)


Jenis Transaksi Total ATMR Risiko Kredit Total Faktor Pengurang Modal



Transaction Types

5.855.446

3.580.072

Total Credit Risk RWA

-

-

Total Capital Deduction Factor

Laporan Tahunan

2013

Annual Report

66


Tabel 8. Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak Bank secara Individual Table 8. Disclosures of Net Receivables Based on Remaning Contract Term – Bank Only



Tagihan Neto Berdasarkan Sisa Jangka Waktu Kontrak Net Receivables Based on the Balance of Remaining Contract Term

Kategori Portofolio

(1)

≤ 1 tahun ≤ 1 year

>1 thn s.d. 3 thn > 1 - 3 years


> 5 tahun > 5 years

NonKontraktual NonContractual

(3)

(4)

(5)

(6)

(7)

(2)

Total Total (8)

177.326

-

-

10.000

-

739.365


-

3.914

-

117.639

-

121.553


-

-

-

-

-

-

1.039.992

-

15.000

49.925

-

1.203.955

160.380

-

29.812

-

-

190.192

169.953

56.650

-

-

-

226.603

-

-

-

-

-

-

247

-

-

-

-

247

1.944.520

2.876.897

999.185

905.249

-

6.005.937

2.675

725

357

-

-

3.757

-

-

-

-

70.221

200.936

3.495.093

2.938.186

1.044.354

1.082.813

70.221

8.630.667

1


2 3 4

Tagihan kepada Bank

5

Kredit Beragun Rumah Tinggal

6

Kredit Beragun Properti Komersial

7

Kredit Pegawai/Pensiunan

8


9


10


11

Aset Lainnya Total

Tabel 9. Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah Bank secara Individual Table 9. Disclosures of Receivables and Provisions Based on Regions – Bank Only


(in million Rupiah)



Kategori Portofolio

Portfolio Category Jabodetabek

(1)

(2)

1

Tagihan

2

Tagihan yang mengalami penurunan nilai (Impaired) a. Belum jatuh tempo b. Telah jatuh tempo

Non Jabodetabek

Total Total

Jabodetabek

(3)

(4)

(5)

(6)

4.891.225

1.468.883

6.360.108

3.049.335

Non Jabodetabek (7)

Total Total (8)

878.704

(2)

3.928.039

Receivables Impaired

-

-

-

-

-

-

8.629

13

8.642

9.258

165

9.423

a. Not Past Due b. Past Due

3

Cadangan kerugian penurunan nilai (CKPN) Individual

4.910

4

4.914

4.834

-

4.834

Specific Allowance for Impairment Losses

4

Cadangan kerugian penurunan nilai (CKPN) Kolektif

32.045

9.283

41.328

26.030

7.863

33.893

Collective Allowance for Impairment Losses

5

Tagihan yang dihapus buku

-

-

-

-

-

-

Write off

Laporan Tahunan

2013

Annual Report


67

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Tagihan Neto Berdasarkan Sisa Jangka Waktu Kontrak Net Receivables Based on the Balance of Remaining Contract Term ≤ 1 tahun ≤ 1 year



> 5 tahun > 5 years

(9)

(10)

(11)

NonKontraktual NonContractual

Portfolio Category Total Total

(12)

(13)

(14)

412.391

-

-

10.000

308.796

731.187

(2)

4.003

4.800

-

-

-

8.803


-

-

-

-

-

-


352.991

-

-

-

78.422

431.413


79.525

-

34.082

-

-

113.607

Loan Collateralised by Residential Property

76.156

25.385

-

-

-

101.541

Loan Collateralised by Commercial Real Estates

-

-

-

-

-

-

Employee/Pension Loans

2.228

-

-

-

-

2.228

Receivables from Micro Business, Small Business and Retail Portfolios

2.413.213

668.275

445.517

185.630

-

3.712.635

Receivables from Corporates

3.627

698

328

-

-

4.653


-

-

-

-

126.591

126.591

Other Assets

3.344.134

699.158

479.927

195.630

513.809

5.231.938

Total

Receivables from Government

Laporan Tahunan

2013

Annual Report

68


Tabel 10. Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi Bank secara Individual (Posisi Tanggal Laporan 2013) Table 10. Disclosures of Net Receivables Based on Economic Sectors – Bank Only (Reporting Position as of 2013)


No.

Sektor Ekonomi

(1)

(2) Posisi Tanggal Laporan 2013

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 Banks and International Institutions

(3)

(4)

(5)

Tagihan kepada Bank Receivables from Banks

Kredit Beragun Rumah Tinggal Loan Collateralised by Residential Property

(6)

(7)

1

Pertanian, Perburuan dan Kehutanan

-

-

-

-

-

2

Perikanan

-

-

-

-

-

3

Pertambangan dan Penggalian

-

-

-

-

-

4

Industri Pengolahan

-

-

-

-

-

5

Listrik, Gas dan Air

-

117.639

-

-

-

6

Konstruksi

-

-

-

-

-

7

Perdagangan besar dan eceran

-

-

-

-

-

8

Penyediaan akomodasi dan penyediaan makan minum

-

-

-

-

-

9

Transportasi, pergudangan dan komunikasi

-

-

-

-

-

Perantara keuangan

-

3.914

-

1.203.955

-

11

Real estate, usaha persewaan dan jasa perusahaan

-

-

-

-

-

12

Administrasi pemerintahan, pertahanan dan jaminan sosial wajib

-

-

-

-

-

13

Jasa pendidikan

-

-

-

-

-

Jasa kesehatan dan kegiatan sosial

-

-

-

-

-

15

Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya

-

-

-

-

-

16

Jasa perorangan yang melayani rumah tangga

-

-

-

-

-

17

Badan internasional dan badan ekstra internasional lainnya

-

-

-

-

-

18

Kegiatan yang belum jelas batasannya

-

-

-

-

-

19

Bukan lapangan usaha

-

-

-

-

817

20

Lainnya

739.365

-

-

-

189.375

Total

739.365

121.553

-

1.203.955

190.192

10

14

Laporan Tahunan

2013

Annual Report


69

(in million Rupiah)

Kredit Beragun Properti Komersial Loan Collateralised by Commercial Real Estates

Kredit Pegawai/ Pensiunan Employees/ Retiree Loans

Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivables from Micro Business, Small Business and Retail Portfolios

(8)

(9)

(10)

Tagihan kepada Korporasi Receivables from Corporates

Tagihan yang Telah Jatuh Tempo Past Due Receivables

(11)

(12)

Aset Lainnya Other Assets

(13)

Economic Sector

(2) Reporting Period of 2013

-

-

-

346.709

-

-

-

-

-

1.217

-

-

Fishery

-

-

-

543.785

-

-

Mining and Exploration

-

-

7.338

2.117.963

3.757

-

Industry

-

-

-

-

-

-

Electricity, Gas and Water

226.603

-

-

262.769

-

-

Construction

-

-

-

1.047.425

-

-

Wholesale and retail trading

-

-

-

305.347

-

-

Accommodation and food and beverage facility

-

-

-

308.388

-

-

Transportation, warehouse and communication

-

-

-

361.915

-

-

Financial services

-

-

-

624.684

-

-

Real estate, rental and company services

-

-

-

-

-

-

Government administration, defense and compulsory social security

-

-

-

37.712

-

-

Education services

-

-

-

41.361

-

-

Healthcare and social activity

-

-

-

82.723

-

-

Public, social & culture, and entertainment services

-

-

-

608

-

-

Individual service on households

-

-

-

-

-

-

International institutional and other international institutional

-

-

-

-

-

-

Undefined activities

-

-

-

-

-

-

Non-business sector

Agriculture, Hunting and Forestry

-

-

-

-

-

200.936

Others

226.603

-

7.338

6.082.606

3.757

200.936

Total

Laporan Tahunan

2013

Annual Report

70


Lanjutan Tabel 10. Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi Bank secara Individual (Posisi Tanggal Laporan 2012) Continued Table 10. Disclosures of Net Receivables Based on Economic Sectors – Bank Only (Reporting Position as of 2012)


No.

Sektor Ekonomi

(1)

(2) Posisi Tanggal Laporan 2012

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 Banks and International Institutions

(3)

(4)

(5)

Tagihan kepada Bank Receivables from Banks

Kredit Beragun Rumah Tinggal Loan Collateralised by Residential Property

(6)

(7)

1


-

-

-

-

-

2

Perikanan

-

-

-

-

-

3


-

-

-

-

-

4

Industri Pengolahan

-

-

-

-

-

5


-

-

-

-

-

6

Konstruksi

-

-

-

-

-

7


-

-

-

-

-

8


-

-

-

-

-

9


-

-

-

-

-

Perantara keuangan

-

8.083

-

431.413

-

11


-

-

-

-

-

12


-

-

-

-

-

13

Jasa pendidikan

-

-

-

-

-


-

-

-

-

-

15


-

-

-

-

-

16


-

-

-

-

-

17


-

-

-

-

-

18


-

-

-

-

-

19

Bukan lapangan usaha

-

-

-

-

4.072

20

Lainnya

731.187

-

-

-

109.535

Total

731.187

8.083

-

431.413

113.607

10

14

Laporan Tahunan

2013

Annual Report


71

(in million Rupiah)

Kredit Beragun Properti Komersial Loan Collateralised by Commercial Real Estates

Kredit Pegawai/ Pensiunan Employees/ Retiree Loans

Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivables from Micro Business, Small Business and Retail Portfolios

(8)

(9)

(10)

Tagihan kepada Korporasi Receivables from Corporates

Tagihan yang Telah Jatuh Tempo Past Due Receivables

(11)

(12)

Aset Lainnya Other Assets

(13)

Economic Sector

(2) Reporting Period of 2012

-

-

-

12.016

-

-

-

-

-

650

-

-

Fishery

-

-

-

226.058

-

-


-

-

7.148

1.223.417

4.653

-

Industry

-

-

-

3.004

-

-


101.541

-

-

214.417

-

-

Construction

-

-

-

644.378

-

-

Wholesale and retail trading

-

-

-

101.764

-

-

Accommodation and food and beverage facility

-

-

-

142.695

-

-

Transportation, warehouse and communication

-

-

-

556.508

-

-

Financial services

-

-

-

345.471

-

-

Real estate, rental and company services

-

-

-

-

-

-

Government administration, defense and compulsory social security

-

-

-

41.407

-

-

Education services

-

-

-

-

-

-

Healthcare and social activity

-

-

-

50.694

-

-

Public, social & culture, and entertainment services

-

-

-

-

-

-

Individual service on households

-

-

-

-

-

-

International institutional and other international institutional

-

-

-

192.637

-

-

Undefined sctivities

-

-

-

-

-

-

Non-business dector


-

-

-

-

-

126.591

Others

101.541

-

7.148

3.755.116

4.653

126.591

Total

Laporan Tahunan

2013

Annual Report

72


Tabel 11. Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi Bank secara Individual Table 11. Disclosures of Receivables and Provisions Based on Economic Sectors – Bank Only (dalam jutaan Rupiah)


No.

Sektor Ekonomi

(1)

Tagihan yang Mengalami Penurunan Nilai Impaired Loans

Tagihan Receivables

(2)

Belum jatuh tempo Not Past Due

Telah jatuh tempo Past Due

(4)

(5)

(3)

CKPN Individual Allowance for Impairment Losses – Individual

CKPN Kolektif Allowance for Impairment Losses – Collective

(6)

(7)

Tagihan yang dihapus buku Write off

(8)

98.765

-

-

-

622

-

1.361

-

-

-

9

-

567.579

-

-

-

3.576

-

2.190.303

-

2.653

1.127

14.613

-

-

-

-

-

-

-

275.412

-

-

-

1.749

-

1.096.156

-

6.215

3.707

6.965

-


320.113

-

-

-

2.017

-

1


2

Perikanan

3


4

Industri Pengolahan

5


6

Konstruksi

7


8 9


322.468

-

-

-

2.370

-

10

Perantara keuangan

378.299

-

-

-

2.383

-

11


653.455

-

-

-

4.117

-

12


-

-

-

-

-

-

13

Jasa pendidikan

39.376

-

-

-

248

-

14


43.158

-

-

-

272

-

15


-

-

-

-

-

-

16


-

-

-

-

-

-

17


-

-

-

-

-

-

18


-

19

Bukan lapangan usaha Total

-

-

-

-

-

286.678

-

493

80

1.840

-

6.360.109

-

9.361

4.914

41.328

-

Tabel 12. Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai – Bank secara Individual Table 12. Disclosures of Movements of Allowance for Impairment Losses Details – Bank Only (in million Rupiah)



Kategori Portofolio

(1)

(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


CKPN Individual Individual Allowance for Impairment Losses

CKPN Kolektif Collective Allowance for Impairment Losses

CKPN Individual Individual Allowance for Impairment Losses

CKPN Kolektif Collective Allowance for Impairment Losses

(3)

(4)

(3)

(4)

4.834

33.893

5.577

Portfolio Category

(2)

22.041

Beginning balance Allowance Net of Additions (Reversal) of Allowance during the Year

80

7.435

3.238

11.852

2.a. Additions of Allowance during the Year

-

-

-

-

2.b. Reversal of Allowance during the Year Allowance Use for Write - off Loans

3

CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada periode berjalan

-

-

3.981

-

4

Pembentukan (pemulihan) lainnya pada periode berjalan

-

-

-

-

Additions (Reversal) off Allowance

4.914

41.328

4.834

33.893

Final Balance Allowance

Saldo Akhir CKPN

Laporan Tahunan

2013

Annual Report


73

(in million Rupiah)


Tagihan Receivables

(3)

Tagihan yang Mengalami Penurunan Nilai Impaired Loans Belum jatuh tempo Not Past Due

Telah jatuh tempo Past Due

(4)

(5)

CKPN Individual Allowance for Impairment Losses – Individual

CKPN Kolektif Allowance for Impairment Losses – Collective

(6)

(7)

Tagihan yang dihapus buku Write off

Economic Sectors

(8)

(2)

37.747

-

-

-

226

-

-

-

-

-

-

-

Fishery

237.119

-

-

-

1.111

-


1.370.456

-

1.825

823

14.466

3.116

Processing Industry

3.134

-

-

-

16

-


214.528

-

-

-

1.813

-

Construction

691.099

-

6.805

3.931

5.782

806

Wholesale and Retail Trading

139.892

-

-

-

1.182

-

Accommodation and Food and Beverage Facility

145.889

-

-

-

1.233

-

Transportation, Warehouse and Communication

397.785

-

-

-

1.861

-

Financial Services

376.785

-

-

-

3.184

-

Real estate, Rental and Company Services

-

-

-

-

-

-

Government Administration, Defense and Compulsory Social Security

42.342

-

-

-

222

-

Education Services

-

-

-

-

-

-

Healthcare and Social Activity

55.523

-

-

-

291

59

Public, Social & Culture, and Entertainment Services

-

-

-

-

-

-

Individual Service on Households

-

-

-

-

-

-

International Agency and Other Extra International Agency


-

-

-

-

-

-

Activity with Undefined Activities

216.340

-

793

80

2.506

-

Non-Business Sector

3.928.039

-

9.423

4.834

33.893

3.981

Total

Laporan Tahunan

2013

Annual Report

74


Tabel 13. Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat Bank secara Individual Table 13. Disclosures of Net Receivables Based on Portfolio Category and Rating Scale – Bank Only (dalam jutaan Rupiah)

Posisi Tanggal Laporan 2013 Reporting Position as of 2013 Tagihan Neto Net Receivables

Lembaga Pemeringkat Rating Agency

No.

Kategori Portofolio

(1)

(2)

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-

Fitch Rating

AAA

AA+ s.d. AA-

A+ s.d A-

BBB+ s.d BBB-

BB+ s.d BB-

B+ s.d B-

Moody’s

Aaa

Aa1 s.d. Aa3

Aa1 s.d. Aa3

Baa1 s.d. Baa3

Ba1 s.d. Ba3

B1 s.d. B3

PT Fitch Ratings Indonesia

AAA (idn)

AA+(idn) s.d. AA-(idn)

A+(idn) s.d. A-(idn)

BBB+(idn) s.d. BBB-(idn)

Ba1 s.d. Ba3

B+(idn) s.d. B-(idn)

PT ICRA Indonesia

(Idr)AAA

(Idr)AA+ s.d. (Idr)AA-

(Idr)A+ s.d. (Idr)A-

(Idr)BBB+ s.d. (Idr)BBB-

BB+(idn) s.d. BB-(idn_

(Idr)B+ s.d. (Idr)B-

PT Pemeringkat Efek Indonesia

idAAA

idAA+ s.d. idAA-

idA+ s.d. idA-

idBBB+ s.d. idBBB-

idBB+ s.d. idBB-

idB+ s.d. idB-

(3)

(4)

(5)

(6)

(7)

B+ s.d B-

(8)

(9)

1


739.365

-

-

-

-

-

-

2


121.553

-

-

-

-

-

-

3


-

-

-

-

-

-

-

4

Tagihan kepada Bank

-

-

65.057

-

100.460

-

-

5


-

-

-

-

-

-

-

6


-

-

-

-

-

-

-

7


-

-

-

-

-

-

-

8


-

-

-

-

-

-

-

9


-

164.402

-

-

-

-

-

10


-

-

-

-

-

-

-

11

Aset Lainnya

-

-

-

-

-

-

-

860.918

164.402

65.057

-

100.460

-

-

Total

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Tagihan Neto Net Receivables

Lembaga Pemeringkat Rating Agency

No.

Kategori Portofolio

(1)

(2)

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-

Fitch Rating

AAA

AA+ s.d. AA-

A+ s.d A-

BBB+ s.d BBB-

BB+ s.d BB-

B+ s.d B-

Moody’s

Aaa

Aa1 s.d. Aa3

Aa1 s.d. Aa3

Baa1 s.d. Baa3

Ba1 s.d. Ba3

B1 s.d. B3

PT Fitch Ratings Indonesia

AAA (idn)

AA+(idn) s.d. AA-(idn)

A+(idn) s.d. A-(idn)

BBB+(idn) s.d. BBB-(idn)

Ba1 s.d. Ba3

B+(idn) s.d. B-(idn)

PT ICRA Indonesia

(Idr)AAA

(Idr)AA+ s.d. (Idr)AA-

(Idr)A+ s.d. (Idr)A-

(Idr)BBB+ s.d. (Idr)BBB-

BB+(idn) s.d. BB-(idn_

(Idr)B+ s.d. (Idr)B-

PT Pemeringkat Efek Indonesia

idAAA

idAA+ s.d. idAA-

idA+ s.d. idA-

idBBB+ s.d. idBBB-

idBB+ s.d. idBB-

idB+ s.d. idB-

(3)

(4)

(5)

(6)

(7)

B+ s.d B-

(8)

(9)

731.187

-

-

-

-

-

-

8.083

-

-

-

-

-

-


-

-

-

-

-

-

-

4

Tagihan kepada Bank

-

-

-

-

90.927

-

-

5


-

-

-

-

-

-

-

6


-

-

-

-

-

-

-

7


-

-

-

-

-

-

-

8


-

-

-

-

-

-

-

1


2


3

9


-

116.535

-

-

-

-

-

10


-

-

-

-

-

-

-

11

Aset Lainnya

-

-

-

-

-

-

-

739.270

116.535

-

-

90.927

-

-

Total

Laporan Tahunan

2013

Annual Report


75

(in million Rupiah)

Peringkat Jangka Pendek Short Term Rating < B-

A-1

A-2

A-3

< A-3

< B-

F1+ s.d. F1

F2

F3

< F3

< B3

P-1

P-2

P-3

< P-3

< B-(idn)

F1+(idn) s.d. F1(idn)

F2(idn)

F3(idn)

< F3(idn)

< (Idr)B-

(Idr)A1+ s.d. (Idr)A1



< (Idr)A3

< idB-

idA1

idA2

idA3 s.d. idA4

< idA4

(10)

(14)

Tanpa Peringkat Unrated

(15)

Total Total

Portfolio Category

(11)

(12)

(13)

-

-

-

-

-

-

739.365

(16)

(2)

-

-

-

-

-

-

121.553


-

-

-

-

-

-

-

Receivables from Multilateral Development Bank and International Institution

-

-

-

-

-

1.038.438

1.203.955


-

-

-

-

-

190.192

190.192

Loans Collateralised by Residential Property

-

-

-

-

-

226.603

226.603

Loans Collateralised by Commercial Property

-

-

-

-

-

-

-


-

-

-

-

-

247

247

Receivables from Micro, Small Enterprise and Retail Portfolio

-

-

-

-

-

5.841.535

6.005.937


-

-

-

-

-

3.757

3.757


-

-

-

-

-

200.936

200.936

Other Assets

-

-

-

-

-

7.501.708

8.692.545

Total

Tanpa Peringkat Unrated

Total Total


Peringkat Jangka Pendek Short Term Rating < B-

A-1

A-2

A-3

< A-3

< B-

F1+ s.d. F1

F2

F3

< F3

< B3

P-1

P-2

P-3

< P-3

< B-(idn)

F1+(idn) s.d. F1(idn)

F2(idn)

F3(idn)

< F3(idn)

< (Idr)B-




< (Idr)A3

< idB-

idA1

idA2

idA3 s.d. idA4

< idA4

(10)

(14)

(15)

Portfolio Category

(11)

(12)

(13)

-

-

-

-

-

-

731.187

(16)

(2)

-

-

-

-

-

-

8.083


-

-

-

-

-

-

-


-

-

-

-

-

340.486

431.413


-

-

-

-

-

113.607

113.607


-

-

-

-

-

101.541

101.541


-

-

-

-

-

-

-


-

-

-

-

-

2.228

2.228


-

-

-

-

-

3.596.100

3.712.635


-

-

-

-

-

4.653

4.653


-

-

-

-

-

126.591

126.591

Other Assets

-

-

-

-

-

4.285.206

5.231.938

Total


Laporan Tahunan

2013

Annual Report

76


Eksposur Risiko Kredit Untuk Transaksi Derivatif dan Repo/Reverse Repo

Credit Risk Exposure for Derivative Transactions and Repo/Reverse Repo

Bank Hana belum memiliki eksposur derivatif karena disesuaikan

Bank Hana has not had derivative exposures which is in accordance

dengan kondisi pasar keuangan Indonesia yang belum memiliki

to the Indonesia financial market conditions which does not have

banyak instrumen derivatif.

many derivative instruments.

Tabel 14. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Derivatif Table 14. Disclosures of Counterparty Credit Risk: Derivative Transactions



Notional Amount Notional Amount

Kategori Portofolio

(1)

≤ 1 tahun Year

> 1 thn - ≤ 5 thn Year

(3)

(2)

Tagihan Derivatif > 5 thn Derivative Receivables Year

Kewajiban Derivatif Derivative Payables

Tagihan Neto MRK sebelum MRK Credits Risk Net Receivables Mitigation before Credits Risk Mitigation

Tagihan Neto setelah MRK Net Receivables After Credits Risk Mitigation

-

(4) -

(5) -

(6) -

(7) -

(8)

Bank Secara Individual

-

(9) -

(10) -

1

Suku Bunga

-

-

-

-

-

-

-

-

2

Nilai Tukar

-

-

-

-

-

-

-

-

3

Lainnya

-

-

-

-

-

-

-

-

Total

-

-

-

-

-

-

-

-

Tabel 15. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Repo - Bank secara Individual Table 15. Disclosures of Counterparty Credit Risk: Repo Transactions – Bank Only

(in million Rupiah)


Posisi Tanggal Laporan Tahun 2012 Reporting Position as of 2012

Posisi Tanggal Laporan Tahun 2013 Reporting Position as of 2013 No.

Kategori Portofolio

Nilai Wajar SSB Repo Fair Value of Repo

Kewajiban Repo Repo Payable

Tagihan Neto Net Receivable

ATMR RWA

Nilai Wajar SSB Repo Fair Value of Repo

Kewajiban Repo Repo Liabilities


ATMR RWA

(2)

(3)

(4)

(5)

(6)

(7)

(8)

(9)

(10)

(1)

Portfolio Category

(2)

1


-

-

-

-

-

-

-

-


2


-

-

-

-

-

-

-

-


3


-

-

-

-

-

-

-

-


4

Tagihan kepada Bank

-

-

-

-

-

-

-

-


5


-

-

-

-

-

-

-

-


6


-

-

-

-

-

-

-

-


Total

-

-

-

-

-

-

-

-

Total

Laporan Tahunan

2013

Annual Report


77

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 National Amount National Amount

Tagihan Derivatif Derivative Receivables

Kewajiban Derivatif Derivative Payables

(13) -

(14) -

(15) -

≤ 1 tahun > 1 thn - ≤ 5 thn > 5 thn Year Year Year (11) -

(12) -

Tagihan Neto MRK sebelum MRK Credits Risk Net Receivables Mitigation before Credits Risk Mitigation (16) -

Tagihan Neto setelah MRK Net Receivables After Credits Risk Mitigation

Portfolio Category

(18) -

(2)

(17) -

Bank Only

-

-

-

-

-

-

-

-

Interests Rate

-

-

-

-

-

-

-

-

Foreign Exchange

-

Others

-

Total

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Tabel 16. Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo - Bank secara Individual Table 16. Disclosures of Counterparty Credit Risk: Reverse Repo Transactions – Bank Only

(in million Rupiah)


Posisi Tanggal Laporan Tahun 2012 Reporting Position as of 2012

Posisi Tanggal Laporan Tahun 2013 Reporting Position as of 2013 No.

Kategori Portofolio

(1)

(2)


(3)

Nilai MRK Credit Risk Mitigation

Tagihan ATMR Neto setelah setelah MRK MRK Risk Net weighted Receivables Asset after after MRK CRM (6)

Tagihan Neto Net Receivable

Nilai MRK Credit Risk Mitigation

(7)

Tagihan ATMR Neto setelah setelah MRK MRK Risk Net weighted Receivables Asset after after MRK CRM

Portfolio Category

(4)

(5)

(8)

(9)

1


-

-

-

-

-

-

-

(10) -

(2) Receivables from Goverment

2


-

-

-

-

-

-

-

-


3


-

-

-

-

-

-

-

-


4

Tagihan kepada Bank

-

-

-

-

-

-

-

-


5


-

-

-

-

-

-

-

-


6


-

-

-

-

-

-

-

-


Total

-

-

-

-

-

-

-

-

Total

Laporan Tahunan

2013

Annual Report


78

Tabel 17. Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Individual Table 17 Disclosures of Net Receivables Based on Risk Weight After Credit Risk Mitigation – Bank Only



Tagihan Neto Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables After Credit Risk Mitigation

Kategori Portofolio

(1)

(2)

A

Eksposur Neraca

1


2


0%

20%

(3)

(4)

35% (5)

40%

45%

50%

75%

100%

150%

Lainnya Others

(6)

(7)

(8)

(9)

(10)

(11)

(12)

ATMR RWA

Beban Modal Capital Charge

(13)

(14)

739.365

-

-

-

-

-

-

-

-

-

-

-

-

121.553

-

-

-

-

-

-

-

-

24.311

1.945

-

-

-

-

-

-

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

-

1.038.438

-

-

-

65.057

-

100.460

-

-

340.677

27.254

5

Kredit Beragun Rumah

-

-

141.693

48.499

-

-

-

-

-

-

68.993

5.519

-

-

-

-

-

-

-

187.945

-

-

187.945

15.036

Tinggal

6


7


-

-

-

-

-

-

-

-

-

-

-

-

8

Tagihan kepada Usaha Mikro,

-

-

-

-

-

-

247

-

-

-

185

-

Usaha Kecil dan Portofolio Ritel

9


-

164.402

-

-

-

-

-

5.020.812

-

-

5.053.692

404.295

10

Tagihan yang Telah Jatuh

-

-

-

-

-

-

-

-

3.757

-

5.636

451

Tempo

11

Total Eksposur Neraca

B

-

-

-

-

-

-

-

-

-

96.873

96.873

7.750

739.365

1.324.393

141.693

48.499

-

65.057

247

5.309.217

3.757

96.873

5.778.312

462.250

Aset Lainnya

Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif

1


-

-

-

-

-

-

-

-

-

-

-

-

2


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

-

-

-

-

-

-

-

-

-

-

-

-

5

Kredit Beragun Rumah

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Tinggal

6


7


-

-

-

-

-

-

-

-

-

-

-

-

8

Taguhan kepada Usaha Mikro,

-

-

-

-

-

-

5.151

-

-

-

3.863

309


9


-

-

-

-

-

-

-

27.086

-

-

27.086

2.167

10

Tagihan yang Telah Jatuh

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

5.151

27.086

-

-

30.949

2.476

Tempo Total Eksposur TRA

Laporan Tahunan

2013

Annual Report


79

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Tagihan Neto Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Exposure After Credit Risk Mitigation 0%

20%

35%

40%

45%

50%

75%

100%

150%

Lainnya Others

(15)

(16)

(17)

(18)

(19)

(20)

(21)

(22)

(23)

(24)

ATMR RWA


(25)

(26)

Portfolio Category

(2) On Balance Sheet Exposure

731.187

-

-

-

-

-

-

-

-

-

-

-


-

8.083

-

-

-

-

-

-

-

-

1.617

129

Receivables from Public Sector

-

-

-

-

-

-

-

-

-

-

-

-

Receivables from Multilateral

Entities Development Bank and International Institution

-

340.486

-

-

-

-

-

90.927

-

-

159.024

12.723


-

-

57.707

55.900

-

-

-

-

-

-

42.557

3.405


-

-

-

-

-

-

-

101.541

-

-

101.541

8.123


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

1.638

-

-

-

1.229

98

Receivables from Micro, Small


Enterprise and Retail Portfolio

-

116.535

-

-

-

-

-

3.133.638

-

-

3.156.945

252.556


-

-

-

-

-

-

-

92

4.561

-

6.934

555


-

-

-

-

-

-

-

-

-

126.591

86.405

6.912

Other Assets

731.187

465.104

57.707

55.900

-

-

1.638

3.326.198

4.561

126.591

3.556.252

284.501

Total Commitment/Contingency Exposure on Off Balance Sheet Transaction

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


Entities Development Bank and International Institution

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

4.920

-

-

-

3.690

295

Receivables from Micro, Small


Enterprise and Retail Portfolio

-

3.703

-

-

-

38.778

-

-

-

-

20.130

1.610


-

-

-

-

-

-

-

-

-

-

-

-


-

3.703

-

-

-

38.778

4.920

-

-

-

23.820

1.905

Total

Laporan Tahunan

2013

Annual Report


80

Lanjutan Tabel 17. Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Individual Continued Table 17. Disclosures of Net Receivables Based on Risk Weight After Credit Risk Mitigation – Bank Only




Kategori Portofolio 0%

(1) C

(2)

20%

(3)

(4)

35%

40%

(5)

(6)

45%

50%

75%

100%

150%

Lainnya Others

(7)

(8)

(9)

(10)

(11)

(12)

ATMR RWA


(13)

(14)

Eksposur akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)

1


-

-

-

-

-

-

-

-

-

-

-

-

2


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

-

-

-

-

-

-

-

-

-

-

-

-

5


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-

Total

-

-

-

-

-

-

-

-

-

-

-

-


6

Laporan Tahunan

2013

Annual Report


81

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Tagihan Neto Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables After Credit Risk Mitigation 0%

20%

(15)

(16)

35% (17)

40%

45%

50%

75%

100%

150%

Lainnya Others

(18)

(19)

(20)

(21)

(22)

(23)

(24)

ATMR RWA


(25)

(26)

Portfolio Category

(2) Counterparty Credit Risk

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


Entities Development Banks and International Institutions

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Receivables from Banks Receivables from Micro Business, Small Business and Retail Portfolios

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-

Total

Laporan Tahunan

2013

Annual Report

82


Tabel 18. Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank secara Individual Table 18. Disclosures of Net Receivables and Credit Risk Mitigation Technique – Bank Only



No.

Kategori Portofolio

(1)

(2)


(3)

Bagian Yang Dijamin Dengan Exposure Secured by Agunan Collateral

Garansi Guarantee

Asuransi Kredit Credit Insurance

Lainnya Others

(4)

(5)

(6)

(7)

Bagian Yang Tidak Dijamin Unsecured Portions

(8) = (3)[(4)+(5)+(6)+(7)]

A

Eksposur Neraca

1


739.365

-

-

-

-

739.365

2


121.553

-

-

-

-

121.553

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

1.203.955

-

-

-

-

1.203.955

5


190.192

-

-

-

-

190.192

6


226.603

38.658

-

-

-

187.945

7


-

-

-

-

-

-

8

Tagihan kepada Usaha Mikro, Usaha

247

-

-

-

-

247

6.005.937

820.723

-

-

-

5.185.214

3.757

-

-

-

-

3.757

200.936

-

-

-

-

-

8.692.545

859.381

-

-

-

7.833.164

Kecil dan Portofolio Ritel

9


10


11

Aset Lainnya Total Eksposur Neraca

B

Eksposur Kewajiban Komitmen/ Kontinjensi pada Transaksi Rekening Administratif

1


-

-

-

-

-

-

2


-

-

-

-

-

-

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

-

-

-

-

-

-

5


-

-

-

-

-

-

6


-

-

-

-

-

-

7


-

-

-

-

-

-

8

Tagihan kepada Usaha Mikro, Usaha

7.091

1.940

-

-

-

5.151

76.669

49.583

-

-

-

27.086

-

-

-

-

-

-

83.760

51.523

-

-

-

32.237

Kecil dan Portofolio Ritel

9


10

Tagihan yang Telah Jatuh Tempo Total Eksposur TRA

Laporan Tahunan

2013

Annual Report


83

(in million Rupiah)



(3)

Bagian Yang Dijamin Dengan Exposure Secured by Agunan Collateral

Garansi Guarantee

Asuransi Kredit Credit Insurance

Lainnya Others

(4)

(5)

(6)

(7)

Bagian Yang Tidak Dijamin Unsecured Portions

(8) = (3)[(4)+(5)+(6)+(7)]

Portfolio Category

(2) On Balance Sheet Exposure

731.187

-

-

-

-

731.187


8.083

-

-

-

-

8.083


-

-

-

-

-

-


431.413

-

-

-

-

431.413


113.607

-

-

-

-

113.607


101.541

-

-

-

-

101.541


-

-

-

-

-

-


2.228

590

-

-

-

1.638

Receivables from Micro, Small Enterprise and

3.712.635

462.462

-

-

-

3.250.173


Retail Portfolio

4.653

-

-

-

-

4.653


126.591

-

-

-

-

126.591

Other Assets

5.231.938

463.052

-

-

-

4.768.886

Total Commitment/Contingency Exposure on Off Balance Sheet Transaction

-

-

-

-

-

-


-

-

-

-

-

-


-

-

-

-

-

-


-

-

-

-

-

-


-

-

-

-

-

-


-

-

-

-

-

-


-

-

-

-

-

-


4.920

-

-

-

-

4.920

Receivables from Micro, Small Enterprise and

42.481

-

-

-

-

42.481


Retail Portfolio

-

-

-

-

-

-


47.401

-

-

-

-

47.401

Total

Laporan Tahunan

2013

Annual Report


84

Lanjutan Tabel 18. Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit - Bank secara Individual Continued Table 18. Disclosures of Net Receivables and Credit Risk Mitigation Technique – Bank Only (dalam jutaan Rupiah)



Kategori Portofolio 0%

(1) C

(2)

20%

(3)

(4)

35%

40%

(5)

(6)

45%

50%

75%

100%

150%

Lainnya Others

(7)

(8)

(9)

(10)

(11)

(12)

ATMR RWA


(13)

(14)

Eksposur akibat Kegagalan Pihak Lawan (Counterparty Credit Risk)

1


-

-

-

-

-

-

-

-

-

-

-

-

2


-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Publik

3


4

Tagihan kepada Bank

-

-

-

-

-

-

-

-

-

-

-

-

5


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-

Total

-

-

-

-

-

-

-

-

-

-

-

-


6

Tabel 19. Pengungkapan Transaksi Sekuritisasi Bank Table 19. disclosures of bank securitization transaction (dalam jutaan Rupiah)


No.

Eksposur Sekuritisasi

(1)

(2)

1

Bank bertindak sebagai Kreditur Asal – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

2

Bank bertindak sebagai Penyedia Kredit Pendukung a. Fasilitas penanggung risiko pertama – Jenis eksposur (cnth. tagihan beragun rumah tinggal) b. Fasilitas penanggung risiko kedua – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

Nilai Aset Yg Disekuritisasi Securitization Asset

(3)

Bagian Yg Dijamin Dengan Exposure Secured by Telah jatuh tempo Past Due


Laba/Rugi Dr Aktivitas Sekuritisasi Income/ Loss from Securitization Activitiy

(4)

(5)

(6)

ATMR ATMR

(7)

Pengurang Modal Write off

(8)

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

3

Bank bertindak sebagai Penyedia Fasilitas Likuiditas – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

-

-

-

-

-

-

4

Bank bertindak sebagai Penyedia Jasa – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

-

-

-

-

-

-

5

Bank bertindak sebagai Bank Kustodian – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

-

-

-

-

-

-

6

Bank bertindak sebagai Pemodal a. Senior tranche – Jenis eksposur (cnth. tagihan beragun rumah tinggal) b. Junior tranche – Jenis eksposur (cnth. tagihan beragun rumah tinggal)

-

-

-

-

-

-

-

-

-

-

-

-

Laporan Tahunan

2013

Annual Report


85

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Tagihan Neto Setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivables After Credit Risk Mitigation 0%

20%

(15)

(16)

35% (17)

40%

45%

50%

75%

100%

150%

Lainnya Others

(18)

(19)

(20)

(21)

(22)

(23)

(24)

ATMR RWA


(25)

(26)

Portfolio Category

(2) Counterparty Credit Risk

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-


Entities Development Banks and International Institutions

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Receivables from Banks Receivables from Micro Business, Small Business and Retail Portfolios

-

-

-

-

-

-

-

-

-

-

-

-


-

-

-

-

-

-

-

-

-

-

-

-

Total

(in million Rupiah)



(3) -

Bagian Yg Dijamin Dengan Exposure Secured by Telah jatuh tempo Past Due


Laba/Rugi Dr Aktivitas Sekuritisasi Income/ Loss from Securitization Activitiy

(4)

(5)

(6)

-

-

-

ATMR ATMR

(7)

Pengurang Modal Write off

(8) -

Securitization Exposure

(2) -

Bank as Originator - Exposure types (example: claims secured by residential property) Bank as Credit Enhancements Provider

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Bank as liquidity Facility Provider - Exposure types (example. claims secured by residential property)

-

-

-

-

-

-

Bank as Service Provider - Exposure types (example. claims secured by residential property)

-

-

-

-

-

-

Bank as custodian Bank - Exposure types (example. claims secured by residential property)

-

-

-

-

-

-

-

-

-

-

-

-

a. Retained first loss position facility Exposure types (example. claims secured by residential property b. Retained secondary loss position facility Exposure style (example. claims secured by residential property)

Bank as Investor a. Senior tranche - Exposure types (example: claims secured by residential property) b. Junior tranche - Exposure types (example: claims secured by residential property)

Laporan Tahunan

2013

Annual Report

86


Tabel 20. Pengungkapan Ringkasan Aktivitas Transaksi Sekuritisasi Bank Bertindak Sebagai Kreditur Asal Table 20. disclosures of securitization transaction summary where bank act as original creditor

(in million Rupiah)




No.

Underlying Asset


Keuntungan (kerugian) Penjualan Sales profit (loss)


Keuntungan (kerugian) Penjualan Sales profit (loss)

(1)

(2)

(3)

(4)

(3)

(4)

Underlying Asset

(2)

1

Tagihan Kepada Pemerintah

-

-

-

-


2

Tagihan Kepada Entitas Sektor Publik

-

-

-

-


3


-

-

-

-


4

Tagihan Kepada Bank

-

-

-

-


5


-

-

-

-


6


-

-

-

-


7


-

-

-

-


8

Tagihan Kepada Usaha Mikro, Usaha Kecil, dan Portofolio Ritel

-

-

-

-


9

Aset Lainnya

-

-

-

-

Other Assets

Total

-

-

-

-

Total

Laporan Tahunan

2013

Annual Report


2. PENGELOLAAN RISIKO PASAR

2. MARKET RISK MANAGEMENT

Risiko Pasar – Trading Book

Market Risk – Trading Book

Risiko pasar trading book merupakan potensi kerugian yang

Trading book market risk is a loss potential cause by changes in

disebabkan oleh perubahan suku bunga dan nilai tukar atas

interest rate and exchange rate on trading portfolio (including

trading portfolio (termasuk derivative instrument). Per 31

derivative instrument). As of December 31, 2013, Bank Hana has

Desember 2013, Bank Hana belum memiliki eksposur trading

not had trading book exposure and thus will not have significant

book dan karenanya tidak akan mengalami dampak yang

impact because of market price changes.

87

signifikan jika terjadi perubahan harga pasar.

Risiko Pasar – Banking Book

Market Risk – Banking Book

Risiko pasar banking book disebabkan perubahan suku bunga

Banking book market risk is caused by changes in interest rate and

dan nilai tukar atas aktivitas banking book. Pengendalian risiko

exchange rate on banking book activity. The control of banking

pasar banking book di Bank Hana dilakukan dengan menetapkan

book market risk in Bank Hana is carried out by setting limits which

limit-limit yang mengacu pada ketentuan regulator dan internal

refer to provisions of regulators and internal parties regularly

yang dipantau secara berkala oleh SKMR dan dibantu oleh

monitored by SKMR and assisted by Financial Planning task force.

satuan kerja Financial Planning. Sumber-sumber risiko suku bunga banking book adalah repricing

Banking book interest rate risk sources include repricing risk

risk (repricing mismatch antara komponen aset dan kewajiban),

(repricing mismatch between assets and liabilities components),

risk basis (penggunaan suku bunga acuan yang berbeda),

risk basis (the use of different reference rate), yield curve risk

yield curve risk (perubahan bentuk dan slope yield curve), dan

(changes in the shape and slope of the yield curve), and option

option risk (pelunasan kredit atau pencairan deposito sebelum

risk (loan refinancing or disbursement of deposits before maturity).

jatuh waktu). Bank Hana menggunakan repricing gap dan

Bank Hana uses repricing gap and performs sensitivity analysis

melakukan sensitivity analysis guna memperoleh proyeksi Net

in order to obtain projections of Net Interest Income (NII). As of

Interest Income (NII). Per 31 Desember 2013, Bank Hana belum

December 31, 2013, Bank Hana has not calculated Economic Value

menghitung Economic Value of Equity (EVE).

of Equity (EVE).

Berdasarkan hasil simulasi sensitivity analysis per 31 Desember

Based on the sensitivity analysis simulation result as of December

2013, dampak perubahan suku bunga sebesar 25 bps akan

31, 2013, the impact of interest rate change by 25 bps will lead

mengakibatkan NII Bank berubah sebesar 0,20% untuk 12 bulan

to the Bank’s NII of 0.20% for the upcoming twelve months from

ke depan dari target yang telah ditetapkan, sedangkan ekuitas

the predefined targets while equity of Bank Hana will decrease by

Bank Hana akan turun sebesar 0,25%.

0.25%.

Risiko nilai tukar berasal dari transaksi valuta asing dengan

Exchange rate risk is originated from foreign exchange transactions

nasabah dan counterparty yang menyebabkan posisi terbuka

with customers and counterparties which causes both open

dalam valuta asing maupun posisi struktural dalam valuta asing

and structural position in foreign exchange as a result of capital

akibat penyertaan modal. Bank Hana mengelola risiko nilai

investment. Bank Hana manages exchange rate risk by doing

tukar dengan melakukan pemantauan dan pengelolaan Posisi

monitoring and management of Net Open Position (NOP)

Devisa Netto (PDN) sesuai dengan limit internal dan regulasi,

in accordance to the internal and regulation limit which is

yaitu sebesar US$2.000.000. Per akhir 31 Desember 2013, PDN

US$2,000,000. As of December 31, 2013, the absolute NOP only

keseluruhan (absolut) hanya sebesar US$227.204 atau 0,23%

reached US$227,204 or 0,23% of the capital.

dari modal.

Laporan Tahunan

2013

Annual Report

88


Manajemen Pricing

Pricing Management

Bank Hana menerapkan kebijakan pricing produk dana maupun

Bank Hana implements pricing policy of both fund and loan

produk kredit sebagai salah satu strategi memaksimalkan Net

products as one of the strategies to maximize Net Interest Margin

Interest Margin (NIM) dan menguasai revenue market share.

(NIM) and gain bigger revenue market share.

Sampai dengan akhir Desember 2013, Bank Hana belum

As of the end of December 2013, Bank Hana has not implemented

menerapkan risk-based pricing yaitu pemberian suku bunga

risk-based pricing which establishes that loan interest rate may

kredit kepada nasabah bervariasi berdasarkan tingkat risiko

vary based on the credit risk level. To mitigate interest rate risk,

kreditnya. Dalam rangka meminimalkan risiko suku bunga, suku

Bank Hana’s loan interest rate will be adjusted to financing source

bunga kredit Bank Hana akan disesuaikan dengan suku bunga

interest rate. Aside of that, Bank Hana’s loan interest rate is also

sumber dana pembiayaan. Selain biaya dana, suku bunga kredit

defined by considering reserve requirement fee (GWM) and profit

Bank Hana ditetapkan dengan mempertimbangkan biaya

margin.

reserve requirement (GWM) dan marjin keuntungan. Bank Hana telah mempublikasikan Suku Bunga Dasar Kredit

Bank Hana has published Basic Loan Interest Rate (SBDK) for Rupiah

(SBDK) valuta Rupiah melalui pengumuman di setiap kantor

through announcement in every Bank Hana’s branch offices,

cabang Bank Hana, website Bank Hana dan setiap triwulan

websites and quarterly through newspaper in accordance to Bank

melalui surat kabar sesuai Surat Edaran Bank Indonesia No.13/5/

Indonesia Circular Letter No.13/5/DPNP dated February 8, 2011.

DPNP tanggal 8 Februari 2011.

3. PENGELOLAAN RISIKO LIKUIDITAS

3. LIQUIDITY RISK MANAGEMENT

Risiko likuiditas dapat terjadi apabila Bank tidak mampu

Liquidity risk can occur when the Bank is unable to provide liquidity

menyediakan likuiditas dengan harga wajar yang akan

with fair price which will impact the Bank’s profitability and capital.

berdampak kepada profitabilitas dan modal Bank. Likuiditas

Bank Hana’s liquidity is affected by capital structure, asset liquidity,

Bank Hana dipengaruhi oleh struktur pendanaan, likuiditas aset,

liabilities to counterparty, and loan commitment to debtors. Bank

kewajiban kepada counterparty, dan komitmen kredit kepada

Hana’s liquidity risk is measured through several indicators including

debitur. Risiko likuiditas Bank Hana diukur melalui beberapa

primary reserve ratio (Minimum Reserve Requirement and Cash

indikator, antara lain primary reserve ratio (rasio Giro Wajib

ratio), secondary reserve (liquidity reserve), loan to deposit ratio

Minimum dan Kas), secondary reserve (cadangan likuiditas), loan

(LDR), and other liquidity ratios.

to deposit ratio (LDR), dan beberapa rasio likuiditas lainnya. Per 31 Desember 2013, posisi GWM Primer Rupiah Bank Hana

As of December 31, 2013, Bank Hana’s Rupiah Primary GWM

adalah sebesar 8,25% dari total dana pihak ketiga (dalam

position is 8.25% of third party total fund (in Rupiah) while Rupiah

Rupiah), sedangkan GWM Sekunder Rupiah adalah sebesar

Secondary GWM position is 5.91% of third party total fund (in

5,91% dari total dana pihak ketiga (dalam Rupiah). Sementara

Rupiah). Meanwhile for Foreign Currency, Bank Hana keep GWM at

untuk Valuta Asing, Bank Hana memelihara GWM sebesar 9,09%

9.09% of third party total fund in Foreign Currency. Realization of

dari total dana pihak ketiga Valuta Asing. Realisasi GWM Rupiah

Rupiah and Foreign Currency GWM is in accordance to regulation

dan Valuta Asing tersebut sesuai ketentuan regulasi dan limit

provision and internal limits. Bank Hana has liquidity reserve limit in

internal. Bank Hana memiliki batasan cadangan likuiditas dalam

the form of safety level limit, which is Bank Hana’s liquidity reserve

bentuk limit safety level, yaitu proyeksi cadangan likuiditas Bank

projections for the upcoming 3 months. As of December 31, 2013,

Hana untuk 3 bulan ke depan. Per 31 Desember 2013, cadangan

Bank Hana’s liquidity reserve was above safety level while the Bank’s

likuiditas Bank Hana berada di atas safety level, sedangkan LDR

LDR was 119.59%.

Bank sebesar 119,59%.

Laporan Tahunan

2013

Annual Report


Kondisi likuiditas Bank Hana di masa mendatang diproyeksikan

Bank Hana’s liquidity condition in the future is projected through

melalui metodologi liquidity gap yang merupakan maturity

liquidity gap methodology which is a maturity mismatch between

mismatch antara komponen-komponen aset dan liabilitas

asset and liability components (including off-balance sheet)

(termasuk off-balance sheet) yang disusun ke dalam periode

formulated in time bucket based on contractual maturity. As of

waktu (time bucket) berdasarkan contractual maturity. Per 31

December 31, 2013, the Bank’s liquidity projection until the next 12

Desember 2013, proyeksi likuiditas Bank sampai dengan 12

months is in optimal surplus position.

89

bulan ke depan berada dalam posisi surplus yang optimal. Untuk mengetahui dampak perubahan faktor pasar maupun

To find out impacts of changes in market factor and internal factors

faktor internal pada kondisi ekstrim (krisis) terhadap kondisi

in crisis toward liquidity condition, Bank Hana has had Liquidity

likuiditas, Bank Hana telah memiliki Liquidity Contingency Plan

Contingency Plan (LCP) which encompasses funding strategies

(LCP) yang meliputi strategi pendanaan antara lain pinjaman

such as financial market loan, repo, bilateral loans, FX swaps,

pasar uang, repo, pinjaman bilateral, FX swap, penjualan surat

securities sales, and pricing strategies.

berharga, maupun strategi pricing. Dalam rangka mengantisipasi dampak krisis di kawasan Eropa

To anticipate impacts from crises in Europe and United States

dan Amerika Serikat terhadap kondisi likuiditas dan bisnis Bank,

on the Bank’s liquidity condition and business, Bank Hana has

Bank Hana telah memantau secara intensif kondisi likuiditas,

intensively monitored liquidity conditions as well as special

serta pengelolaan khusus Loan to Deposit Ratio (LDR) valuta

management for Loan to Deposit Ratio (LDR) in foreign currency.

asing. Dalam pelaksanaannya, Bank Hana mengelola kecukupan

In its implementation, Bank Hana manages liquidity adequacy

likuiditas dan LDR valas melalui penyediaan likuiditas valas

and foreign exchange LDR through provision of foreign exchange

untuk pencairan kredit secara selektif, memantau pergerakan

liquidity for selective loan disbursement, monitoring on foreign

sumber dana valas secara harian, serta mencari sumber-sumber

exchange fund source movement on daily basis, and search on

pendanaan dari Pemegang Saham.

funding sources from Shareholders.

Laporan Tahunan

2013

Annual Report

90


Tabel 21. Pengungkapan Profil Maturitas Rupiah - Bank secara Individual Table 21. Disclosures of Rupiah Maturity Profile – Bank Only (dalam jutaan Rupiah)


Pos-pos

(1) I

(2)

Jatuh Tempo Maturity

Saldo Balance

≤ 1 bulan ≤ 1 month

(3)

(4)

> 1 bln s.d. 3 bln > 1 month to 3 month



> 12 bulan > 12 month

(5)

(6)

(7)

(8)

Neraca A. Aset 38.713

38.713

-

-

-

-

2. Penempatan pada Bank Indonesia

432.304

273.071

-

48.606

110.627

-

3. Penempatan pada Bank lain

137.725

137.725

-

-

-

-

4. Surat Berharga

241.955

-

29.997

80.000

-

131.958

4.405.497

109.076

306.206

705.375

930.103

2.354.737

-

-

-

-

-

-

3.895

60

3.835

-

-

-

5.260.089

558.645

340.038

833.981

1.040.730

2.486.695

3.086.747

1.747.151

603.869

357.271

366.906

11.550

-

-

-

-

-

-

847.322

733.322

114.000

-

-

-

-

-

-

-

-

-

175.000

175.000

-

-

-

-

-

-

-

-

-

-

45.961

26.859

19.102

-

-

-

Total Kewajiban

4.155.030

2.682.332

736.971

357.271

366.906

11.550

Selisih Aset dengan Kewajiban dalam

1.105.059

(2.123.687)

(396.933)

476.710

673.824

2.475.145

75.000

-

-

-

75.000

-

-

-

-

-

-

-

75.000

-

-

-

75.000

-

1.229.571

12.301

353.610

288.627

567.533

7.500

23.007

200

12.005

8.038

2.764

-

1.252.578

12.501

365.615

296.665

570.297

7.500

(1.177.578)

(12.501)

(365.615)

(296.665)

(495.297)

(7.500)

(72.519)

(2.136.188)

(762.548)

180.045

178.527

2.467.645

-

(2.136.188)

(2.898.736)

(2.718.691)

(2.540.164)

(72.519)

1. Kas

5. Kredit yang Diberikan 6. Tagihan lainnya 7. Lain-lain Total Aset B. Kewajiban 1. Dana Pihak Ketiga 2. Kewajiban pada Bank Indonesia 3. Kewajiban pada bank lain 4. Surat Berharga yang Diterbitkan 5. Pinjaman yang Diterima 6. Kewajiban lainnya 7. Lain-lain

Neraca II

Rekening Administratif A. Tagihan Rekening Administratif 1. Komitmen 2. Kontinjensi Total Tagihan Rekening Administratif B. Kewajiban Rekening Administratif 1. Komitmen 2. Kontinjensi Total Kewajiban Rekening Administratif Selisih Tagihan dan Kewajiban dalam Rekening Administratif Selisih (IA-IB)+(IIA-IIB) Selisih Kumulatif

Laporan Tahunan

2013

Annual Report


91

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Jatuh Tempo Maturity

Saldo Balance

(3)

Description






(4)

(5)

(6)

(7)

(8)

(2) Balance Sheet A. Assets

30.862

30.862

-

-

-

-

1. Cash

544.412

394.447

149.965

-

-

-

2. Placements with Bank Indonesia

195.079

195.079

-

-

-

-

3. Placements with other banks

175.285

-

48.366

33.032

-

93.887

4. Marketable Securities

2.698.280

66.807

187.545

432.028

569.670

1.442.230

5. Loans

-

-

-

-

-

-

6. Other Receivables 7. Other Assets

2.386

37

2.349

-

-

-

3.646.304

687.232

388.225

465.060

569.670

1.536.117

2.528.367

1.431.098

494.632

292.642

295.277

14.718

1. Third Party Funds 2. Liabilities to Bank Indonesia

Total Assets B. Liabilities

-

-

-

-

-

-

37.616

32.863

4.753

-

-

-

3. Liabilities to other banks

-

-

-

-

-

-

4. Marketable Securities Issued

-

-

-

-

-

-

5. Borrowings

-

-

-

-

-

-

6. Other Liabilities

37.647

21.983

15.664

-

-

-

2.603.630

1.485.944

515.049

-

-

-

Total Liabilities

1.042.674

(798.712)

(126.824)

465.060

569.670

1.536.117

Net of Assets (Liabilities)

7. Others

Off Balance Sheet A. Off Balance Sheet Receivables 37.500

-

37.500

-

-

-

-

-

-

-

-

-

37.500

-

37.500

-

-

-

1.101.434

12.194

316.759

258.548

508.210

5.723

9.943

86

5.188

3.474

1.195

-

1.111.377

12.280

321.947

262.022

509.405

5.723

Total Commitment and Contingency Payable

(1.073.877)

(12.280)

(284.447)

(262.022)

(509.405)

(5.723)

Net of Commitment and Contingency

1. Commitment 2. Contingency Total Commitment & Contingency Receivables B. Off Balance Sheet Payable 1. Commitment 2. Contingency

Receivables (Payable) (31.203)

(810.992)

(411.271)

203.038

60.265

1.530.394

Difference (IA-IB)+(IIA-IIB)

-

(810.992)

(1.222.263)

(1.019.225)

(958.960)

571.434

Cumulative Difference

Laporan Tahunan

2013

Annual Report

92


Tabel 22. Pengungkapan Profil Maturitas Valas - Bank secara Individual Tabel 22. Disclosures of Foreign Exchange Maturity Profile – Bank Only (dalam jutaan Rupiah)


Pos-pos

(1) I

Jatuh Tempo Maturity

Saldo Balance

(2)


(3)

(4)





(5)

(6)

(7)

(8)

Neraca A. Aset 19.302

19.302

-

-

-

-

2. Penempatan pada Bank Indonesia

296.765

296.765

-

-

-

-

3. Penempatan pada Bank lain

900.617

900.617

-

-

-

-

4. Surat Berharga

133.115

9.042

6.718

-

-

117.355

1.930.588

172

136.267

279.873

716.436

626.049

41.378

24.559

16.235

584

-

-

2.994

-

2.994

-

-

-

3.324.759

1.422.247

162.214

280.458

716.436

743.404

2.211.545

1.497.592

658.993

46.039

7.436

1.485

-

-

-

-

-

-

91.518

6.328

85.190

-

-

-

-

-

-

-

-

-

973.600

-

486.800

-

-

486.800

41.378

24.559

16.235

584

-

-

742

742

-

-

-

-

3.318.783

1.530

1.247.218

46.623

7.436

488.285

5.975

(106.974)

(1.085.004)

233.834

709.000

255.120

730.200

1. Kas

5. Kredit yang Diberikan 6. Tagihan lainnya 7. Lain-lain Total Aset B. Kewajiban 1. Dana Pihak Ketiga 2. Kewajiban pada Bank Indonesia 3. Kewajiban pada bank lain 4. Surat Berharga yang Diterbitkan 5. Pinjaman yang Diterima 6. Kewajiban lainnya 7. Lain-lain Total Kewajiban Selisih Aset dengan Kewajiban dalam Neraca II

Rekening Administratif A. Tagihan Rekening Administratif 1. Komitmen

802.064

-

-

71.864

-

2. Kontinjensi

396.231

396.231

-

-

-

-

1.198.295

396.231

-

71.864

-

730.200

1. Komitmen

236

37

34

25

141

-

2. Kontinjensi

55

-

-

39

8

8

291.484

36.753

33.723

63.661

149.533

7.813

906.811

359.477

(33.723)

8.203

(149.533)

722.387

912.787

252.502

(1.118.727)

242.037

559.467

977.507

-

1.375.891

(866.224)

(624.187)

(64.720)

912.787

Total Tagihan Rekening Administratif B. Kewajiban Rekening Administratif

Total Kewajiban Rekening Administratif Selisih Tagihan dan Kewajiban dalam Rekening Administratif Selisih (IA-IB)+(IIA-IIB) Selisih Kumulatif

Laporan Tahunan

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Annual Report


93

(in million Rupiah)

Posisi Tanggal Laporan 2012 Reporting Position as of 2012 Jatuh Tempo Maturity

Saldo Balance

(3)

Description






(4)

(5)

(6)

(7)

(8)

(2) Balance Sheet A. Assets

9.462

9.462

-

-

-

-

1. Cash

124.324

124.324

-

-

-

-

2. Placements with Bank Indonesia

145.263

145.263

-

-

-

-

3. Placements with other banks

10.262

697

518

-

-

9.047

4. Marketable Securities

1.214.069

10.036

183.751

176.047

450.538

393.697

5. Loans

25.510

15.141

10.056

313

-

-

6. Other Receivables 7. Other Assets

1.883

-

1.883

-

-

-

1.530.773

304.923

196.208

176.360

450.538

402.744

956.940

648.017

285.154

23.769

-

-

1. Third Party Funds 2. Liabilities to Bank Indonesia

Total Assets B. Liabilities

-

-

-

-

-

-

36.428

27.862

8.566

-

-

-

3. Liabilities to other banks

-

-

-

-

-

-

4. Marketable Securities Issued

501.150

-

356.789

-

-

144.361

5. Borrowings

25.510

15.143

10.028

339

-

-

6. Other Liabilities

321

321

-

-

-

-

1.520.349

691.343

660.537

24.108

-

144.361

Total Liabilities

10.424

(386.420)

(464.329)

152.252

450.538

258.383

Net of Assets (Liabilities)

7. Others

Off Balance Sheet A. Off Balance Sheet Receivables 367.425

-

-

32.858

-

334.567

181.520

181.520

-

-

-

-

548.945

181.520

-

32.858

-

334.567

1. Commitment 2. Contingency Total Commitment & Contingency Receivables

B. Off Balance Sheet Payable 145.329

22.786

35.717

-

86.826

-

72.533

-

-

51.478

12.981

8.074

217.862

22.786

35.717

51.478

99.807

8.074

Total Commitment & Contingency Payable

331.083

158.734

(35.717)

(18.620)

(99.807)

326.493

Net of Commitment & Contingency Receivables

1. Commitment 2. Contingency

(Payable) 341.507

(227.686)

(500.046)

133.632

350.731

584.876

Difference (IA-IB)+(IIA-IIB)

-

(227.686)

(727.732)

(594.100)

(243.369)

341.507

Cumulative Difference

Laporan Tahunan

2013

Annual Report


94

4. PENGELOLAAN RISIKO OPERASIONAL

4. OPERATIONAL RISK MANAGEMENT

Risiko operasional dapat disebabkan karena ketidakcukupan

Operation risk can be caused by inadequacy and/or dysfunction

dan/atau tidak berfungsinya proses internal, kesalahan

of internal process, human error, system failure, or external factors

manusia, kegagalan sistem, atau adanya faktor eksternal

which affected the Bank’s operation. Bank Hana has had risk

yang mempengaruhi operasional Bank. Bank Hana telah

management policy which encompasses ORM which is Bank Hana’s

memiliki kebijakan manajemen risiko yang mencakup ORM

Risk Management Policy and Management Guideline, Operational

yaitu Kebijakan dan Pedoman Manajemen Risiko Bank Hana,

Risk Management Policies & Standards, and operational procedures

kebijakan Operational Risk Management: Policies & Standards,

for respective business lines.

serta prosedur operasional untuk masing-masing lini bisnis. Untuk memenuhi kebutuhan nasabah atas produk dan layanan

To meet customer’s needs of the Bank’s products and services,

Bank, maka disusun juga pedoman mengenai pengelolaan

the guideline on risk management and mitigation measures

risiko dan langkah-langkah mitigasi pada Produk atau Aktivitas

on New Products and Activities (PAB) which is Work Policy and

Baru (PAB), yaitu Kebijakan dan Prosedur Kerja (KDPK) Produk

Procedures (KDPK) of new Product and Activity, is formulated. As

dan Aktivitas baru. Sebagai upaya penerapan prinsip kehati-

the implementation of prudential principles and Good Corporate

hatian dan Good Corporate Governance, maka KDPK PAB juga

Governance, KDPK PAB also entails assessment methods for 8

mencakup metodologi assessment terhadap 8 (delapan) jenis

(eight) risk types.

risiko. Dalam rangka meningkatkan efektifitas pengelolaan risiko

In order to improve operational risk management effectiveness,

operasional, Bank Hana juga sudah melakukan hal-hal sebagai

Bank Hana also has taken several actions: alignment of operational

berikut, yaitu alignment metodologi risiko operasional dengan

risk methodology with Risk-Based Audit methodology through

metodologi Risk Based Audit melalui sinkronisasi risk library;

risk library synchronization; collaborate with and provide

bekerjasama dan menyediakan media komunikasi ke SKAI

communication tools for SKAI on the implementation of anti

atas penerapan fungsi anti fraud; dan penerapan mekanisme

fraud function; and Operational Risk Management Tools (ORM

Operational Risk Management Tools (ORM Tools). Selain itu,

Tools) mechanism implementation. Additionally, Bank Hana is also

Bank Hana juga sedang mempersiapkan metode scoring untuk

preparing scoring method to assess risk level in respective branch

menilai tingkat risiko di masing-masing kantor cabang.

offices.

ORM Tools yang dipergunakan untuk pelaksanaan ORM adalah

ORM Tools used for the ORM implementation is as follows:

sebagai berikut: A. Operational Risk Control Self Assessment (ORCSA):

A. Operational Risk Control Self Assessment (ORCSA):

ORCSA dipergunakan untuk identifikasi dan menilai risiko yang melekat pada aktivitas, dan menilai kualitas kontrol di

ORCSA is used to identify and asses risk entailed in the activity and assess control quality in respective business lines.

masing-masing lini bisnis. B. Loss Event Management (LEM):

B. Loss Event Management (LEM):

Bank Hana mulai mengimplementasikan kebijakan untuk

Bank Hana starts to implement policy that requires all task forces

mewajibkan semua satuan kerja mencatat kerugian-kerugian

to record losses occurred in respective functional activities

yang terjadi di masing-masing aktivitas fungsionalnya akibat

as an impact of operational risks occurred in respective work

risiko operasional yang terjadi pada masing-masing fungsi

functions.

kerjanya. C. Key Risk Indicators (KRIs):

C. Key Risk Indicators (KRIs):

KRIs merupakan indikator kuantitatif sederhana yang

KRIs merupakan is a simple quantitative indicator which

dimanfaatkan untuk memberikan indikasi tingkat risiko

functions to indicate risk level entailed in key process within

melekat pada key process dalam satu tahapan unit bisnis/

one business unit phase/supporting or end-to-end processing.

supporting atau end-to-end processing.

Laporan Tahunan

2013

Annual Report


D. Issue and Action Management (IAM):

D. Issue and Action Management (IAM):

IAM merupakan perangkat untuk memasukkan issue

IAM is an apparatus to include issue or problems related

atau permasalahan terkait risiko operasional. Dari issue

to operational risk. From the issue, the Bank will analyze

atau

the cause and set an action plan while also monitoring the

permasalahan

tersebut,

dianalisa

penyebabnya

dan ditetapkan action plan, serta dilakukan pemantauan

95

implementation of action plan by the related task force.

pelaksanaan action plan oleh satuan kerja terkait. Dalam hal pengelolaan risiko operasional, SKRM berperan

In terms of operational risk management, SKRM serves as the

sebagai second line of defense dan SKAI sebagai third line of

second line of defense and SKAI as the third line of defense.

defense. Sedangkan satuan kerja sebagai risk owner merupakan

Meanwhile, the task force as risk owner is the first line of defense

first line of defense yang bertanggung jawab terhadap

which is responsible for operational risk management from Bank

pengelolaan risiko operasional dari masing-masing satuan kerja

Hana’s respective task force.

Bank Hana. Sebagai output dari proses pengelolaan risiko operasional,

As an output from operational risk management process, related

satuan kerja terkait menyiapkan checklist profile risiko

task force prepares operational risk profile checklist which illustrates

operasional yang menggambarkan eksposur risiko operasional

operational risk exposures as the foundation in operational risk

sebagai dasar dalam pembuatan profil risiko operasional.

profile establishment. Bank-wide operational risk profile report

Laporan profil risiko operasional tingkat korporasi (bank-wide)

which has been evaluated by SKAI, is presented to the Board of

yang sudah dievaluasi oleh SKAI dipresentasikan kepada Direksi

Directors and reported to Bank Indonesia periodically.

dan dilaporkan kepada Bank Indonesia secara periodik. Untuk pelaporan kecukupan modal risiko operasional ke Bank

For reporting operational risk capital adequacy to Bank Indonesia,

Indonesia, Bank Hana menggunakan Pendekatan Indikator

Bank Hana utilizes Basic Indicator Approach, as seen in the following

Dasar, seperti terlihat dalam tabel-tabel berikut:

tables:

Tabel 23. Pengungkapan Kuantitatif Risiko Operasional - Bank secara Individual Table 23. Quantitative Disclosures of Operational Risk – Bank Only

(in million Rupiah)


Posisi Tanggal Laporan 2013 Reporting Position as of 2013 Pendapatan bruto (Ratarata 3 tahun terakhir) Gross Revenues (Average in last 3 years)



ATMR RWA

Pendapatan bruto (Ratarata 3 tahun terakhir) Gross Revenues (Average in last 3 years)

(4)

(5)

(6)

No.

Jenis Risiko

(1)

(2)

1

Pendekatan Indikator Dasar

156.567

23.485

293.564

108.447

16.267

203.338

Basic Indicator Approach

Total

156.567

23.485

293.564

108.447

16.267

203.338

Total

(3)


ATMR RWA

(7)

(8)

Laporan Tahunan

Risk Type

(2)

2013

Annual Report


96

Implementasi Manajemen Risiko Operasional

Implementation of Operational Risk Management

Strategi kunci yang dipedomani dalam manajemen risiko

Key strategies used as reference in operational risk management

operasional terkait Risk Management, Audit & Compliance

related to Risk Management, Audit, & Compliance is “Continuing

adalah ”Melanjutkan Program-program untuk antisipasi fraud,

Programs for anticipating fraud including optimizing the first

termasuk mengoptimalkan “first defense, second defense

defense, the second defencde, and the third defense”. The

dan third defense”. Adapun Implementasi Manajemen risiko

implementation of risk management is focused on four aspects as

difokuskan pada 4 aspek penguatan yaitu:

follow:

•

•

•

Program Risk Awareness, yakni program budaya spesifik

Risk Awareness Program, which is a specific culture program

yang terkait dengan pengenalan, pemahaman, dan mitigasi

concerning introduction, understanding, and mitigation of

risiko operasional.

operational risk.

Laporan Profil Risiko, yakni laporan wajib dari satuan

•

Risk Profile Report which is a mandatory report from

pengelola risiko operasional kepada SKMR secara rutin,

operational risk management task force to SKMR routinely, at

minimal secara triwulanan atau dengan frekuensi yang lebih

least quarterly or on ad-hoc basis. The regular formulation of

pendek jika diperlukan (ad-hoc). Penyusunan Laporan Profil

Risk Profile Report is aimed to keep the operational risk profile

Risiko secara rutin dimaksudkan agar profil risiko operasional

in every operational risk management task force updated.

di setiap satuan kerja pengelola risiko operasional selalu terupdate dan terjaga. •

Data Quality pada ORM Tools, berupa pengelolaan dan

•

Data Quality on ORM Tools which is the management and

pengkinian data/informasi yang ada pada ORM Tools

update on data/information in the ORM Tools including ORCSA,

meliputi ORCSA, LEM, KRIs, dan IAM.

LEM, KRIs, and IAM.

Strategi Anti Fraud, Sistem Pemantauan Fraud, dan Fraud Respond Plan

Anti Fraud Strategy, Fraud Monitoring System, and Fraud Respond Plan

Sejalan dengan SE BI No.13/28/DPNP mengenai Penerapan

In line with SE BI No.13/28/DPNP on the Implementation of Anti

Strategi Anti Fraud bagi Bank Umum, Bank Hana telah melakukan

Fraud Strategy for Public Bank, Bank Hana has taken various actions

berbagai upaya untuk memantau dan memitigasi risiko fraud

to monitor and mitigate fraud risk through the implementation of

melalui penerapan 4 pilar yaitu:

four pillars as follow:

(1) Pencegahan;

(1) Prevention;

(2) Deteksi;

(2) Detection;

(3) Investigasi, Pelaporan dan Sanksi; serta

(3) Investigation, Reporting and Sanctions; as well as

(4) Pemantauan, Evaluasi dan Tindak Lanjut, dimana dalam

(4) Monitoring, Evaluation and Follow-up, in which the

implementasinya melibatkan seluruh line of defense.

implementation involves the entire line of defense.

Untuk mendukung implementasi strategi anti fraud, telah

To support the implementation of anti fraud strategies, the Bank has

dikembangkan early detection system yang dapat mendeteksi

developed early detection system which can detect transaction,

secara dini transaksi, proses, dan aplikasi yang bersifat anomali

process, and applications which has the potential of anomalies

dan memiliki potensi fraud risk. Sistem tersebut secara otomatis

and fraud risk at ealy stage. The system will automatically deliver

akan memberikan alert terhadap transaksi yang memiliki risiko

alerts on transactions with fraud risks. The follow-up is investigation

fraud. Tindak lanjutnya adalah proses investigasi data alert, baik

process of alert data, both on-desk and onsite review, so that Bank

secara on-desk maupun onsite review, sehingga Bank Hana dapat

Hana can quickly take fast, accurate, and planned fraud response

dengan cepat melakukan langkah mitigasi dan penanganan

plan.

yang cepat, akurat, dan terencana (fraud response plan).

Laporan Tahunan

2013

Annual Report


Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme

Anti Money Laundering and Terrorism Funding Prevention

Untuk mencegah dan memitigasi risiko akibat transaksi

To prevent and mitigate risks as an impact of money laundering

pencucian uang dan pendanaan terorisme, Bank Hana

and terrorism funding transactions, Bank Hana has implemented

telah menerapkan proses due diligence dan pengelolaan

due diligence process and risk management towards customers

risiko terhadap nasabah mengacu kepada ketentuan Bank

by referring to Bank Indonesia’s provisions concerning Anti Money

Indonesia mengenai Anti Pencucian Uang dan Pencegahan

Laundering and Terrorism Funding Prevention. The due diligence

Pendanaan Terorisme. Proses due diligence dan pengelolaan

process and risk management is based on the risk-based approach

risiko ini didasarkan pada prinsip risk-based approach yang

which identify, classify, monitor, and manage transaction risks by

mengidentifikasi, mengklasifikasi, memantau dan mengelola

customers on the basis of product, customers and geographic

risiko transaksi oleh nasabah atas dasar karateristik produk,

characteristic (country, cross-border).

97

nasabah dan geografis (negara, cross-border).

Business Continuity Management

Business Continuity Management

Untuk menjamin kelangsungan operasional dalam kondisi

To ensure operational continuity in case of disaster, Bank Hana

bencana, Bank Hana memiliki suatu rencana komprehensif

has a comprehensive plan entailing measures to be taken before,

berisi langkah-langkah yang harus diambil sebelum, selama dan

during, and after the disaster occurred. The policy and procedures

setelah terjadinya bencana. Kebijakan dan prosedur tersebut

are regulated in Business Continuity Management (BCM) which

diatur dalam Business Continuity Management (BCM) yang

consists of Emergency Response Plan (ERP), Disaster Recovery

mencakup Emergency Response Plan (ERP), Disaster Recovery

Plan (DRP) and Business Continuity Plan (BCP). ERP is a guidance

Plan (DRP) dan Business Continuity Plan (BCP). ERP adalah

to ensure safety and life of employees in disaster conditions. DRP is

panduan untuk menjamin keamanan dan keselamatan jiwa

a work plan for preparation and recovery from disasters that affect

pegawai dalam kondisi bencana. DRP adalah rencana kerja untuk

the information technology services while the BCP is the procedure

persiapan dan pemulihan dari bencana yang berdampak kepada

and information to maintain the continuity of the operations of a

layanan teknologi informasi sedangkan BCP adalah prosedur

work unit.

dan informasi untuk menjaga kelangsungan operasional suatu unit kerja.

5. RISIKO LAIN

5. OTHER RISKS

Bank Hana juga mengelola risiko-risiko lain antara lain mencakup

Bank Hana also manages other risks such as compliance risk,

risiko kepatuhan, hukum, reputasi, strategik, teknologi informasi,

legal risk, reputation risk, strategic risk, technology information

dan human resource. Keseluruhan risiko tersebut dinilai dan

risk, and human resource risk. All of the risks are assessed and

diukur tiap tahunnya oleh Manajemen Bank Hana melalui

measures annually by Bank Hana’s Management through

enterprise risk assessment. Selain itu, dilakukan juga pengukuran

enterprise risk assessment. In addition, there is also measurement

melalui Profil Risiko setiap triwulanan. Pengelolaan risiko-risiko

through Risk Profile at quarterly basis. The management of other

lain dilakukan melalui SKMR, serta dilakukan secara langsung

risks is performed through SKMR directly by the supporting task

oleh satuan kerja pendukung, antara lain Compliance, Corporate

forces including Compliance, Corporate Legal Unit, Corporate

Legal Unit, Corporate Communication, Human Resource, dan

Communication, Human Resource, dan Information Technology.

Information Technology. Dalam hal risiko hukum, Bank Hana terus berusaha meningkatkan

In terms of legal risk, Bank Hana continues to improve control of

pengendalian risiko hukum, antara lain dengan menempatkan

legal risks by assigning legal officers in Main Branch Office.

legal officers di Kantor Cabang Utama. Dalam hal risiko stratejik, Bank Hana melakukan review kinerja

In terms of strategic risk, Bank Hana conducts review on performance

dan evaluasi kebijakan penyusunan target bisnis dan melakukan

and evaluation on the formulation policy of business targets and

langkah-langkah perbaikan dalam rencana strategi dan target

performed corrective measures in strategy plan and business

bisnis. Bank Hana juga terus mengupayakan penguatan

strategy. Bank Hana also continues to promote strengthening

Laporan Tahunan

2013

Annual Report

98


implementasi

program

pendukung

pengelolaan

kinerja

on implementation of financial performance management

keuangan melalui pengembangan budgeting, fund transfer

supporting program through development of budgeting, fund

payment, dan pengembangan management information system

transfer payment, and management information system (MIS).

(MIS). Dalam hal risiko kepatuhan, Bank Hana memiliki code of conduct

In terms of compliance risks, Bank Hana has code of conduct which

sebagai pedoman berperilaku dan merupakan bagian budaya

serves as a behavioral guideline and is parts of corporate culture.

perusahaan (corporate culture). Dalam tahap perencanaan

In the stage of strategic planning, Bank Hana always assesses the

strategis, Bank Hana selalu menilai kecukupan kepatuhan

compliance adequacy towards the applicable laws and regulation.

terhadap peraturan dan perundang-undangan yang berlaku.

Bank Hana has also implemented job rotation and transfer system

Bank Hana juga telah menerapkan sistem rotasi dan mutasi

to its employees as well as the Bank’s Executives consistently and

kepada sebagian karyawan, serta Pejabat Bank secara konsisten

comprehensively.

dan komprehensif. Dalam hal risiko reputasi, Bank Hana telah memiliki standar

In terms of reputation risk, Bank Hana has had customer service

layanan nasabah yang dipantau secara berkala dan dijadikan

standard, which is monitored regularly and established as part of KPI

sebagai bagian KPI Cabang. Bank Hana memiliki Help Desk,

in branch offices. Bank Hana has Help Desk so that the customers

sehingga nasabah dapat langsung menyampaikan keluhan dan

can directly submit complaints and inquiries on product and

inquiry mengenai produk dan layanan. Selain itu, Bank Hana

services. In addition, Bank Hana also actively carries out Corporate

juga secara aktif melakukan Corporate Social Responsibility

Social Responsibility in aspect of education, health, culture, sports,

yang dilaksanakan di bidang pendidikan, kesehatan, budaya,

environment, places of worship, and donation to natural disaster

olahraga, lingkungan hidup, sarana ibadah dan bantuan korban

victims

bencana alam. Berdasarkan posisi Desember 2013, Bank Hana melakukan self

Based on the position of December 2013, Bank Hana has conducted

assessment profil risiko secara bank-wide dan telah divalidasi

bank-wide self-assessment on risk profiles which has been validated

oleh Bank Indonesia, dengan hasil yang ditunjukkan oleh tabel

by Bank Indonesia with the results detailed in the following table:

berikut:

Tabel 24. Pengukuran Profil Risiko Bank Posisi 31 Desember 2013 Table 24. measurement of bank risk profile as of december 31, 2013

Peringkat Risiko Inheren Inherent Risk Rating

Peringkat Kualitas Penerapan Manajemen Risiko Rating Quality of Risk Management Implementation

Risiko Kredit Credit Risk

Low to Moderate

Fair

2

Risiko Pasar Market Risk

Strong

Satisfactory

1

Risiko Likuiditas Liquidity Risk

Moderate

Satisfactory

2

Risiko Operasional Operational Risk

Moderate

Satisfactory

2

Risiko Hukum Legal Risk

Low to Moderate

Satisfactory

2

Risiko Stratejik Strategic Risk

Moderate

Satisfactory

3

Risiko Kepatuhan Compliance Risk

Low to Moderate

Satisfactory

2

Risiko Reputasi Reputation Risk

Low to Moderate

Satisfactory

2

Peringkat Komposit Composite Rating

Low to Moderate

Satisfactory

2

Jenis Risiko Risk Type

Laporan Tahunan

2013

Annual Report

Peringkat Tingkat Risiko Risk Rate Level


Secara bank-wide, Bank Hana memiliki hasil akhir Peringkat

In terms of bank-wide, Bank Hana obtained Composite Rating of “2”.

Komposit dengan nilai “2”. Sesuai SE BI No.13/24/DPNP tanggal

With reference to BI Circular Letter No.13/24/DPNP dated October

25 Oktober 2011, profil risiko Bank yang termasuk dalam

25, 2011, the Bank’s risk profile with such rating reflects that the

peringkat tersebut mencerminkan kondisi Bank secara umum

Bank’s condition is generally healthy and considered to be able

dalam kondisi sehat, sehingga dinilai mampu menghadapi

to overcome significant negative impact from business condition

pengaruh negatif yang signifikan dari perubahan kondisi bisnis

changes and other external factors. The result of risk profile

dan faktor eksternal lainnya. Hasil penilaian profil risiko tersebut

assessment indicates that Bank Hana’s bank-wide implementation

menunjukkan bahwa kualitas penerapan manajemen risiko

of risk management is carried out well.

99

Bank Hana secara bank-wide telah dilakukan dengan baik.

STRATEGI DAN RENCANA KERJA 2014 Dalam

rangka

dan

In order to support business growth and anticipate changes in

serta

macroeconomic conditions and the implementation of new

penerapan regulasi baru, Bank Hana secara berkelanjutan akan

regulations, Bank Hana will continuously develop infrastructure

mengembangkan infrastruktur dan kapabilitas manajemen

and capability of risk management which include the following

risiko, antara lain mencakup hal-hal sebagai berikut:

aspects:

1. Penerapan ketentuan perhitungan permodalan sesuai Basel II dan Basel III

1. Implementation of capital calculation accordance to Basel II and Basel III

mengantisipasi

mendukung perubahan

pertumbuhan

2014 STRATEGY AND WORK PLAN

kondisi

bisnis

makroekonomi

Bank Hana akan terus mengembangkan model dan sistem

provision

in

Bank Hana will continue to develop model and system required

yang dibutuhkan untuk melakukan simulasi perhitungan

to conduct simulation of risk-based capital calculation based

modal berbasis risiko berdasarkan Basel II.

on Basel II.

2. Internal Capital Adequacy Assessment Process (ICAAP)

2. Internal Capital Adequacy Assessment Process (ICAAP)

Untuk mengintegrasikan proses pengukuran risiko dengan

To integrate risk measurement process and capital adequacy

proses perhitungan kecukupan modal dan perencanaan

calculation and capital planning, Bank Hana will develop ICAAP

modal, Bank Hana akan mengembangkan ICAAP yang

which encompasses bank-wide risk appetite, comprehensive

mencakup bank-wide risk appetite, comprehensive risk

risk measurement, by referring to domestic regulations as

measurement, stress testing, dan capital planning &

well as best practice implementation. Currently, Bank Hana

management (termasuk capital add-on), dengan mengacu

implements risk appetite in limit policy and limit system. The

kepada regulasi domestik maupun penerapan best practice.

limit establishment is based on the overall limit, limit of risk

Saat ini, Bank Hana menerapkan risk appetite dalam bentuk

type, and limit of certain functional activities which have risk

kebijakan limit dan sistem limit. Penetapan limit didasarkan

exposures. As part of ICAAP, Bank Hana will further develop limit

atas limit secara keseluruhan, limit per jenis risiko maupun

system and risk appetite within a bank-wide framework of Risk

limit per aktivitas fungsional tertentu yang memiliki

Appetite Statement, which is expected to reflect perspective of

eksposur risiko. Sebagai bagian dari ICAAP, Bank Hana akan

capital/solvency, earnings, liquidity/funding, and operational.

mengembangkan lebih lanjut sistem limit dan risk appetite dalam suatu kerangka bank-wide Risk Appetite Statement, yang diharapkan dapat merefleksikan perspektif capital/ solvency, earnings, liquidity/funding, dan operational. 3. Pengembangan stress contingency plan

testing

dan

optimalisasi

Dengan perkiraan masih adanya ketidakpastian secara

3. Development of stress testing and optimization of contingency plan

With the uncertain global and domestic economic conditions

global dan domestik di tahun 2014, maka Bank Hana

in 2014, Bank Hana will develop various stress testing method

akan mengembangkan berbagai metode stress testing,

including integrated stress testing and improve end-to-

termasuk integrated stress testing process dan memperbaiki

end business process. Furthermore, Bank Hana will optimize

proses bisnis secara end-to-end. Selain itu, Bank Hana

risk monitoring process and contingency plan if there is any

akan mengoptimalkan proses pemantauan risiko dan

changes in economic situation and banking industry which

contingency plan apabila terjadi perubahan situasi ekonomi

may lead to crises.

dan perbankan yang mengarah kepada kondisi krisis.

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4. Penerapan metodologi dan alat ukur risiko serta sistem teknologi pendukung sesuai best practices.

4. Implementation of methodologies and risk measurement tools as well as supporting technology systems which is in line with best practices

Penerapan metodologi dan alat ukur risiko disempurnakan

Implementation of methodologies and risk measurement

secara continue mengacu kepada ketentuan Bank Indonesia,

tools is continuously improved by referring to Bank Indonesia,

Basel maupun international best practices. Penyempurnaan

Basel, and international best practices. Improvement on

rating, scoring, watchlist, portfolio guideline dilakukan

rating, scoring, watchlist, portfolio guideline is carried out

secara periodik, agar tetap terjaga akurasinya dan sesuai

periodically to maintain its accuracy and keep it in line with the

dengan perkembangan bisnis per masing-masing segmen.

business development of respective segments. To the extent

Dari sisi sistem dan tekonologi, Bank Hana akan mulai

of system and technology, Bank Hana will start to implement

mengimplementasikan sistem yang akan mendukung

integrated central liability system. In accordance with the best

pengelolaan eksposur dan limit kredit secara terintegrasi

practice development in integrating risk management and

(integrated central liability system). Sejalan dengan arah

internal control, Bank Hana begins to review the possibility

perkembangan best practice dalam mengintegrasikan

to implement framework of Governance, Risk & Compliance

pengelolaan risiko dan pengendalian internal, Bank Hana

(GRC). If applied, GRC will integrate all activities of governance,

mulai mengkaji kemungkinan penerapan kerangka kerja

risk management and mitigation as well as compliance and

Governance, Risk & Compliance (GRC). Apabila diterapkan,

internal control in a synergy and balance.

GRC akan mengintegrasikan seluruh aktivitas governance, pengelolaan

risiko

dan

mitigasi,

serta

kepatuhan

dan pengendalian internal, dalam suatu sinergi dan keseimbangan.

STRATEGI PEMASARAN MARKETING STRATEGY

Aspek pemasaran pada tahun 2013 telah membawa Bank Hana

The marketing aspect in 2013 has bring Bank Hana one step closer

selangkah lebih dekat menuju pencapaian visi besar di tahun

to reach its grand vision in 2015 in becoming the TOP 40 Bank in

2015 untuk menjadi TOP 40 Bank di Indonesia. Dengan tetap

Indonesia. Maintaining its focus to be oriented on services that

berorientasi pada pelayanan yang mengedepankan kepuasan

prioritize customer satisfaction along with market development,

konsumen dan perkembangan pasar, strategi pemasaran Bank

the marketing strategies of Bank Hana in 2013 are as the following:

Hana di tahun 2013 adalah sebagai berikut: 1. Mulai mengembangkan ragam produk berbasis retail

1. Started to develop retail-based product variant by launching

dengan meluncurkan Hana Galaxy Program. Program ini

Hana Galaxy Program. This program was responded well in

cukup mendapat respon baik di pasaran terutama ketika

market, especially when big days are approaching where most

menjelang hari-hari besar dimana nasabah memanfaatkan program ini untuk orang-orang terdekat. 2. Memperluas channel layanan dengan membuka sebanyak 10 cabang untuk lebih mendekatkan diri dengan para calon nasabah.

Laporan Tahunan

2013

Annual Report

customers utilized this program for their close relatives. 2. Expanding channel of services by opening 10 branches to get closer with future customers.


3. Meningkatkan intensitas promosi melalui surat kabar terkemuka, baik yang berbahasa Indonesia maupun

101

3. Increasing the promotional intensity through well-known newspaper, in both Indonesian and Korean language.

berbahasa Korea. 4. Menawarkan layanan jasa payroll kepada nasabah-nasabah

4. Offering payroll services to current corporate customers of Bank

korporasi yang sudah menjadi nasabah Bank Hana agar para

Hana with the objective to make their employees becoming

karyawannya juga menjadi keluarga besar Bank Hana. 5. Mengembangkan program promosi layanan remitansi bagi para Tenaga Kerja Indonesia yang akan berangkat ke Korea

the customers of Bank Hana as well. 5. Developing a promotional program of remittance services for Indonesian Workers that will leaving to South Korea.

Selatan.

REALISASI DAN PENCAPAIAN 2013 REALIZATION AND ACHIEVEMENT OF 2013

Secara umum, Bank Hana telah menunjukkan kinerja yang

In general, the performance of Bank Hana in 2013 is quite

memuaskan, terlihat pada beberapa pencapaian penting yang

satisfactory, which can be seen in several achievements that

signifikan sebagai berikut:

were quite significant in improving the Bank’s performance as the following:

1. Total aset tumbuh sebesar 66,14% dengan tingkat NPL Gross sebesar 0,14%, jauh di bawah ketentuan Bank Indonesia

1. The total assets grew by 66.14% with NPL Gross of 0.14%, far more than what Bank Indonesia has stipulated at 5%.

sebesar 5%. 2. Laba di tahun 2013 juga mengalami lonjakan signifikan sebesar 92,33% dan melebihi target yang telah ditetapkan.

2. The net income in 2013 also grew significantly by 92.33% and managed to surpass the initial target.

3. Pertumbuhan kredit dan dana pihak ketiga (DPK) Bank Hana

3. The hike of credit as well as third party funds of Bank Hana in

di tahun 2013 masing-masing tercatat sebesar 61,95% dan

2013 was recorded at 61.95% and 52.02%, respectively, beyond

52,02%, melebihi rata-rata pertumbuhan kredit perbankan

the average credit growth of general banking industry in

nasional secara umum. Manajemen berhasil menawarkan

Indonesia. The management has performed well in offering

suku bunga kredit yang relatif bersaing dengan bank lainnya

challenging credit interest rate compare to other banks in the

dalam kategori yang sama. 4. Bank Hana berhasil meningkatkan asetnya hingga hampir mencapai 1,5 kali lipat. 5. Jaringan kantor cabang Bank juga meningkat hingga mencapai 36 unit, meningkat sebesar 20% dari tahun 2012

same category. 4. Bank Hana also managed to increase its assets by almost 1.5 times. 5. The branch offices of Bank also increased by 20% compared to 30 units in 2012, reaching 36 units.

yang tercatat sebanyak 30 unit.

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STRATEGI BISNIS 2014 BUSINESS STRATEGY IN 2014

Tahun 2014 akan menjadi tahun perkembangan yang luar biasa

The year 2014 will become the year of extraordinary progressiveness

bagi Bank Hana dalam mencapai visi menjadi TOP 40 Bank di

for Bank Hana in achieving the vision to become the TOP 40 Bank

Indonesia pada tahun berikutnya, yaitu tahun 2015. Tujuan ini

in Indonesia in the following year, 2015. This achievement will

akan dicapai dengan senantiasa mengedepankan pernyataan

achieved by continuously prioritizing the mission statement by

misi yang telah ditetapkan dalam memberikan standar

providing excellent services and bank management which oriented

pelayanan dan pengelolaan bank yang berorientasi kepada

for customer satisfaction, market developments, performance

kepuasan nasabah, perkembangan pasar, peningkatan kinerja,

improvements, and a pleasurable work atmosphere. The main

dan atmosfer kerja yang menyenangkan. Strategi utama yang

strategy that will be conducted is by implementing the following:

akan dijalankan adalah dengan menerapkan: 1. Tetap melakukan pengembangan jaringan kantor cabang di beberapa daerah di Indonesia.

1. Remain active in developing branch offices in several areas in Indonesia.

2. Terus melakukan inovasi produk seperti Layanan Kredit

2. Continuously innovate the banking products such as Personal

Tanpa Agunan untuk karyawan payroll, Tabungan Berhadiah

Loan Services for payroll employee, Personal Savings with trip

perjalanan ke Korea Selatan dan Deposito berhadiah

reward to South Korea and Deposits with interesting reward.

menarik. 3. Terus meningkatkan intensitas promosi melalui surat kabar,

3. Continuously increasing the intensity of promotion through

billboard, dan media lainnya. Terlebih lagi intensitas ini juga

newspaper, billboard and other media. Moreover, this intensity

berhubungan dengan merger kami dengan KEB Indonesia. 4. Meningkatkan perolehan program remitansi bagi Tenaga Kerja Indonesia yang akan dan telah berada di Korea Selatan.

also in connection with our merger with KEB Indonesia. 4. Increasing the remittance program for Indonesian Workers whom going to and already present in South Korea.

Secara khusus, strategi Bank akan didukung oleh penggabungan

In particular, the Bank strategy will be supported by the merger

usaha antara Bank Hana dengan PT Bank KEB Indonesia.

between Bank Hana and PT Bank KEB Indonesia. This merger is

Penggabungan ini penting sebagai upaya Bank untuk

important as a form of business expansion while also strengthening

melakukan perluasan bisnis dan memperkuat stabilitas usaha

the business stability to become the trusted banking institution

menjadi institusi perbankan terpercaya yang masuk ke dalam

within the same level of biggest names in banking industry in

jajaran bank terbesar di Indonesia. Pencapaian tahun 2013 telah

Indonesia. The achievement in 2013 has provide the Bank with

memberikan dasar yang baik bagi Bank untuk mencapai visi

excellent foundation in reaching the grand vision of 2015 and

besar di tahun 2015 dan membuat Bank Hana senantiasa fokus

made the Bank constantly focuses itself in reaching it.

untuk menuju pencapaian tersebut. Di tahun 2014, Bank Hana telah mempersiapkan beberapa

In 2014, Bank Hana has sets a number of targets to be achieved as

target pencapaian usaha seperti:

the following:

1. Memperluas jaringan kantor sebanyak 10 kantor cabang.

1. Expanding office network to 10 more branches.

2. Menambah jaringan ATM sebanyak 10 ATM di Jakarta.

2. Adding 10 ATM in Jakarta to expand the ATM network.

3. Menambah fasilitas layanan bagi nasabah seperti: Call

3. Adding more service facilities for customers, such as: Call

Center, Moving Branch/Mobile Service dan e-money.

Laporan Tahunan

2013

Annual Report

Center, Moving Branch/ Mobile Service and e-money.


103

Memperluas bisnis dan memperkuat stabilitas usaha menjadi institusi perbankan terpercaya yang masuk ke dalam jajaran bank terbesar di Indonesia. Conducting business expansion and business stability increment to become the trusted banking institution within the same level of biggest names in banking industry in Indonesia.

4. Menambah produk jasa perbankan Antara lain: Co-Branding

4. Adding more products of banking services, such as: Co-

Credit Card, Unsecured Loan, Visa/Master Card Debit

Branding Credit Card, Unsecured Loan, Visa/Master Card Debit

Card, Electronic A/R Financing, ATM (penarikan Rupiah

Card, Electronic A/R Financing, ATM (IDR withdrawal from USD

dari akun USD), ATM (penarikan di Indonesia dan Korea

Account), ATM (withdrawal in Indonesia and Korea card holders

bagi pemegang kartu Indonesia dan Korea) withdrawal in

& Indonesia card holders), Mutual Fund and Bancassurance.

Indonesia and Korea card holders & Indonesia card holders, Mutual Fund dan Bancassurance.

Laporan Tahunan

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104

Tata Kelola Perusahaan Corporate Governance

Laporan Tahunan

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105

05

Tata Kelola Perusahaan Good Corporate Governance Laporan Tahunan

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106


Pelaksanaan Tata Kelola Perusahaan GCG Implementation

Kinerja pertumbuhan Bank yang sangat baik didukung oleh penerapan prinsip-prinsip Good Corporate Governance yang sesuai dengan ketentuan. The excellent performance of Bank’s growth was supported by the implementation of Good Corporate Governance’s principles according to prevailing regulations.

Dalam aktivitas operasionalnya, Bank Hana telah melaksanakan

In its operational activities, Bank Hana has carried out prudential

prinsip-prinsip prudential banking sesuai dengan ketentuan

banking principles based on the provision of Bank Indonesia

Bank Indonesia No. 8/4/PBI/2006 tentang Pelaksanaan Good

No. 8/4/PBI/2006 with the implementation of Good Corporate

Corporate Governance Bagi Bank Umum yang direvisi dengan

Governance for public banks. The regulations are amended

Peraturan Bank Indonesia No. 8/14/PBI/2006 tentang perubahan

with the Regulation of Bank Indonesia No. 8/14/PBI/2006 on the

atas Peraturan Bank Indonesia No. 8/4/PBI/2006 tentang

amendment for PBI No. 8/4/PBI/2006 on the implementation of

Pelaksanaan Good Corporate Governance Bagi Bank Umum dan

Good Corporate Governance for Public Bank and reinforced by

diperkuat dengan Surat Edaran Bank Indonesia No. 15/15/DPNP

Circular Letter of BI No. 15/15/DPNP dated April 29, 2013 on the

tanggal 29 April 2013 perihal Pelaksanaan Good Corporate

implementation of Good Corporate Governance for Public Bank.

Governance bagi Bank Umum.

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Annual Report


Pelaksanaan Good Corporate Governance selama tahun 2013

The implementation of Good Corporate Governance during 2013

ditekankan pada aspek-aspek pengelolaan operasional Bank

encompasses certain aspects of bank operational management

yang meliputi:

such as:

•

•

Kepemilikan saham anggota Komisaris dan Direksi serta hubungan keuangan dan hubungan keluarga di antara

107

Share ownership of the members of the Board of Commissioners and the Board of Directors, as well as the

pengurus Bank;

financial and family relationships among the board in the Bank;

•

Komite-komite di bawah Dewan Komisaris dan Direksi;

•

Committees under the Board of Commissioners and the Board

•

Paket remunerasi Dewan Komisaris dan Direksi;

•

Remuneration package of the Board of Commissioners and the

•

Rapat Umum Pemegang Saham, rapat Dewan Komisaris dan

•

General Meeting of Shareholders, meeting of the Board of

•

Transaksi yang mengandung benturan kepentingan; dan

•

Transactions with conflict of interest; and

•

Permasalahan hukum yang dihadapi Bank.

•

Legal issues faced by the Bank.

of Directors; Board of Directors; rapat Direksi;

Commissioners and the Board of Directors;

RAPAT UMUM PEMEGANG SAHAM

GENERAL MEETING OF SHAREHOLDERS

Rapat Umum Pemegang Saham (RUPS) memegang hierarki

The General Meeting of Shareholders (GMS) is the highest

tertinggi dalam struktur organisasi Bank Hana. Wewenang

instrument in the organizational structure of Bank Hana. The

RUPS antara lain mengangkat dan memberhentikan anggota

authority of GMS is to appoint and dismiss members of the

Direksi dan Dewan Komisaris, meminta pertanggungjawaban

Board of Commissioners and the Board of Directors, to ask for the

Direksi dan Dewan Komisaris atas pelaksanaan tugas dan

responsibility from the Board of Commissioners and the Board

dan kewajibannya, menyetujui perubahan Anggaran Dasar

of Directors for their duties and responsibilities, to approve the

Perusahaan,

menyetujui

amendments of the Articles of Association, to approve the annual

penunjukan Akuntan Publik dan memutuskan penggunaan laba

report, to approve the appointment of the Public Accountant, and

Bank.

to determine the utilization of the Company’s profit.

Beberapa keputusan yang dibuat dalam RUPS di tahun 2013,

Several decisions made in the GMS in 2013 are as follow:

menyetujui

laporan

tahunan,

adalah: 1. Pengangkatan Sdr. Ko, Yung-Ryul sebagai Komisaris Utama dan Sdr. Nasser Atorf sebagai Komisaris Independen. 2. Persetujuan atas Akta Merger penggabungan PT Bank KEB Indonesia ke dalam PT Bank Hana. 3. Persetujuan atas perubahan nama bank dari PT Bank Hana menjadi PT Bank KEB Hana.

1. Appointment of Mr. Ko, Yung-Ryul as President Commissioner and Mr. Nasser Atorf as Independent Commissioner. 2. Approval on Merger Deed of integration of PT Bank KEB Indonesia into PT Bank Hana. 3. Approval on the Bank’s name change from PT Bank Hana to PT KEB Hana.

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DEWAN KOMISARIS

BOARD OF COMMISSIONERS

Jumlah Dewan Komisaris Bank Hana sampai dengan akhir

As of December 31, 2013, the Board of Commissioners of Bank Hana

Desember 2013 beranggotakan 4 (empat) orang dengan

consists of 4 (four) members with 2 (two) members representing

komposisi yang terdiri dari 2 (dua) Komisaris yang mewakili

the Shareholders and 2 (two) Independent Commissioners from

Pemegang Saham dan 2 (dua) Komisaris Independen yang

professionals with no relation to the bank. The composition is in

berasal dari kalangan profesional dan tidak terkait dengan Bank.

accordance with the regulations of Bank Indonesia number 8/14/

Komposisi ini telah sesuai dengan Peraturan Bank Indonesia No.

PBI/2006 in which total members of the commissioners should

8/14/PBI/2006 dimana jumlah anggota Komisaris tidak melebihi

not exceed total number of the members of the Board of Directors

jumlah anggota Dewan Direksi dan 50% (lima puluh perseratus)

and 50% (fifty per hundred) of the members are acting as the

anggotanya adalah Komisaris Independen.

Independent Commissioner.

Seluruh anggota Dewan Komisaris telah lulus uji kemampuan

All members of Board of Commissioners have passed the fit and

dan kepatutan Bank Indonesia yang berarti seluruh kriteria dan

proper test of Bank Indonesia. This means that all the criteria,

independensi sebagaimana persyaratan Bank Indonesia telah

including independency as required by Bank Indonesia has been

dipenuhi dan teruji.

met.

Susunan Dewan Komisaris 2013 Composition of 2013’s Board of Commissioners

Status Status

Nama Name

No.

Jabatan Position

1.

Ko, Yung-Ryul

WNA Foreign Citizen

Komisaris Utama President Commissioner

2.

Biantoro Setijo

WNI Indonesia Citizen

Komisaris Commissioner

3.

Eka Noor Asmara


Komisaris Independen Independent Commissioner

4.

Nasser Atorf



Kriteria dan Independensi Dewan Komisaris

Criteria and Independency of Board of Comissioners

Dua anggota Komisaris yang mewakili Pemegang Saham

Two Commissioners representing the shareholders are Ko, Yung Ryul

yaitu Ko, Yung Ryul menjabat sebagai Komisaris Utama

who serves as the President Commissioner, is the Commissioner

tercatat

merepresentasikan

representing the Controlling Shareholders while Bintoro Setijo,

Pemegang Saham Pengendali sedangkan Biantoro Setijo

merupakan

Komisaris

yang

serves as the Independent Commissioner related to Bambang

sebagai Komisaris yang memiliki keterkaitan dengan Bambang

Setijo, who is a minority shareholder owning 5% of the shares in

Setijo selaku Pemegang Saham minoritas sebesar 5% (lima

Hana. Bank Members of the Independent Commissioner do not

perseratus) pada Bank Hana. Anggota Komisaris Independen

have financial, managerial, and share ownership relationships with

berasal dari kalangan profesional tidak terkait dengan Bank

the other members of Board of Commissioners, Directors, and/or

dan tidak memiliki hubungan keuangan, kepengurusan,

Controlling Shareholders, or relationships with the Bank that can

kepemilikan saham, dan atau hubungan keuangan dengan

affect independence integrity.

anggota Dewan Komisaris lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank yang dapat mempengaruhi kemampuannya untuk bertindak independen.

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Seluruh anggota Dewan Komisaris telah lulus uji kemampuan

All members of Board of Commissioners of Bank Hana have

dan kepatutan (fit and proper test) Bank Indonesia mencakup

passess fit and proper test of Bank Indonesia which include the

kriteria kompetensi dan independensi sebagaimana persyaratan

requirements of competency and independency in accordance

Bank Indonesia.

with the requirement of Bank Indonesia.

Tugas dan Tanggung Jawab Dewan Komisaris

Duties and Responsibilities of the Board of Commissioners

Tugas dan tanggung jawab Dewan Komisaris Bank Hana di

Duties and responsibilities of the Board of Commissioners of Bank

antaranya adalah sebagai berikut:

Hana are as follows:

1. Memastikan terselenggaranya pelaksanaan Good Corporate

1. Ensuring the implementation of Good Corporate Governance

Governance dalam setiap kegiatan usaha Bank pada seluruh

within the operations of the Bank at all levels of the organization.

109

tingkatan atau jenjang organisasi. 2. Melaksanakan pengawasan terhadap pelaksanaan tugas

2. Monitoring the implementation of duties and responsibilities

dan tanggung jawab Direksi, serta memberi nasihat kepada

of the Board of Directors and giving advice to the Board by

Direksi dengan mengarahkan, memantau, dan mengevaluasi

steering, supervising and the evaluation of the implementation

pelaksanaan kebijakan strategis Bank.

of the Bank’s strategic policies.

3. Dilarang terlibat dalam pengambilan keputusan kegiatan

3. Not to be involved in the decision making process regarding

operasional Bank, kecuali penyediaan dana kepada pihak

the Bank’s operations, except for the fund provision to the

terkait sebagaimana diatur dalam ketentuan Bank Indonesia

related parties as set in the provision of Bank Indonesia on the

tentang Batas Maksimum Pemberian Kredit Bank Umum.

Maximum Limits with the Provision of Public Bank Credit.

4. Mengarahkan, memantau, dan mengevaluasi Rencana

4. Steering, monitoring, and evaluating the Strategic Plans of

Strategis Teknologi Informasi dan kebijakan Bank terkait

Information Technology and the policy of the Bank related

penggunaan Teknologi Informasi serta mengevaluasi

to the utilization of Information Technology. This includes

pertanggung jawaban Direksi atas penerapan manajemen

evaluating the accountability of the Board of Directors within

risiko dalam penggunaan Teknologi Informasi.

risk management performance that relates to the utilization of Information Technology.

5. Melakukan

pengawasan

berkaitan

dengan

bidang

5. Monitoring the policy with credits, approving the annual credit

perkreditan, menyetujui rencana kredit tahunan termasuk

plan, including the plan of giving credit to parties related

rencana pemberian kredit kepada pihak yang terkait dengan

to the banks and credits to major debtors; monitoring the

bank dan kredit kepada debitur-debitur besar; mengawasi

implementation of credit provision plan; and asking for the

pelaksanaan rencana pemberian kredit; dan meminta

explanation and or accountability of the Board of Directors,

penjelasan dan atau pertanggung jawaban Direksi serta

including the demanding of improvement strategies if the

meminta langkah-langkah perbaikan apabila pelaksanaan

implementation of credit provision deviates from the plan are

pemberian kredit menyimpang dari rencana perkreditan

set forth earlier.

yang telah dibuat.

Rapat Dewan Komisaris

Board of Commissioners Meeting

Hingga akhir tahun 2013, Dewan Komisaris telah melaksanakan

By the end of 2013, the Board of Commissioners has held 4 (four)

4 (empat) kali rapat dengan hasil keputusan rapat dituangkan

meetings and the resolution of the Board of Commissioners was

dalam suatu risalah rapat yang ditandatangani oleh seluruh

stated in the minutes of the meeting signed by all members of the

anggota Dewan Komisaris yang hadir dan didokumentasikan

Board of Commissioners that attended the meeting.

dengan baik. Pada tahun 2013, tingkat kehadiran anggota Dewan Komisaris

In 2013, the attendance level of the Board of Commissioners in the

adalah sebagai berikut:

meetings were as follow:

Laporan Tahunan

2013

Annual Report


110

Nama Name

No.

Jumlah rapat yang dihadiri Number of meetings attended

Jabatan Position

Jumlah Rapat Number of Meetings

Persentase Percentage

1.

Ko, Yung-Ryul

Komisaris Utama President Commissioner

2/4

50%

2.

Biantoro Setijo


2/4

50%

3.

Eka Noor Asmara


4/4

100%

4.

Nasser Atorf


4/4

100%

Rekomendasi Dewan Komisaris Selama Tahun 2013

Recommendation of Board of Commisioners in 2014

Dewan Komisaris telah menyelenggarakan rapat sebanyak 4

The Board of Commissioners has held 4 (four) meetings in

(empat) kali yang dilakukan sesuai dengan kebutuhan Bank.

accordance with the Bank’s needs. Some of the recommendation

Rekomendasi Dewan Komisaris kepada manajemen Bank Hana

of Board of Commissioners to the management of Bank Hana is as

selama tahun 2013 di antaranya meliputi:

follows:

•

Menetapkan perubahan susunan keanggotaan Komite

•

Establish changes in the Board of Commissioners’ composition.

•

Memberikan perhatian terhadap masih tingginya jumlah

•

Pay attention to the still high amount of undisbursed loan.

Dewan Komisaris. kelonggaran tarik. Mengingat pendapatan Bank terbesar

Considering that loan makes the biggest contributor in the

berasal dari kredit, maka manajemen perlu meningkatkan

Bank’s revenue, management should improve initiatives to

upaya mendorong debitur untuk meningkatkan realisasi

encourage debtors to increase loan realization.

kredit. •

Memberikan perhatian terhadap realisasi pemberian

•

Pay attention to realization of loan disbursement for Real Estate,

kredit untuk sektor Real Estate, Usaha Persewaan, dan Jasa

Rental Business, and Company Services whose achievements

Perusahaan yang pencapaiannya selama dua semester

are very high for two consecutive semesters, far exceeding the

berturut-turut sangat tinggi, jauh melampaui anggaran

defined budget at 135% and growth at 58% compared to the

yang ditetapkan yaitu sebesar 135% serta pertumbuhannya

last position in December 2012. The Management needs to

mencapai 58% dibandingkan posisi akhir Desember 2012.

mitigate the possibility of uncontrolled risks as early as possible

Manajemen perlu memitigasi sedini mungkin kemungkinan

such as analysts’ opinion on the real estate market which starts

munculnya risiko yang tidak terkendali, seperti pendapat

to bubble.

analis tentang kondisi pasar real estate yang mulai “bubble”. •

Walaupun porsi ketergantungan terhadap 25 deposan

•

Although dependence level to 25 tier deposits towards DPK

inti terhadap DPK mengalami penurunan, rasio sebesar

decreases, ratio of 38.05% is still relatively high. As such, the

38,05% masih relatif tinggi. Perlu dilakukan upaya untuk

Management needs to make efforts to decrease this percentage

menurunkan angka persentase ini sehingga kualitas

number so that liquidity quality can be kept at secure position.

likuiditas dapat terjaga pada posisi angka yang aman. •

Rasio fee-based income yang cenderung turun dan tidak

•

Fee-based income ratio which tends to decrease and never

pernah mencapai rasio anggaran yang ditetapkan perlu

reach the predefined budget ratio requires serious attention

mendapat perhatian yang serius dari manajemen. Direksi

from the Management. The Board of Directors should formulate

perlu menyusun strategi tepat untuk meningkatkan

the right strategy to increase fee-based income contribution to

porsi fee-based income terhadap pendapatan Bank secara

the Bank’s overall revenue.

keseluruhan.

Laporan Tahunan

2013

Annual Report


•

•

Menyelenggarakan lagi program rekrutmen melalui jalur

•

Reorganize recruitment program through Management

Management Development Program dalam rangka untuk

Development Program in order to prepare the second layer

menyiapkan second layer officers.

officers.

Mengalokasikan dan merealisasikan dana untuk pelatihan

•

dan pendidikan karyawan sesuai dengan ketentuan Bank

111

Allocate and realize funds for the employees’ training and education, in accordance with Bank Indonesia provisions.

Indonesia. •

Meningkatkan penghimpunan DPK melalui berbagai

•

Increase DPK raising through various programs which are

program yang mampu meningkatkan jumlah nasabah dan

able to increase the number of customers and low cost funds.

jumlah dana berbiaya murah. Pertumbuhan DPK untuk

The current DPK growth should be at least similar to the loan

saat ini semestinya diupayakan minimal sama dengan

growth in order to reduce or even decrease LDR ratio.

pertumbuhan kredit dalam rangka untuk menahan laju atau bahkan menurunkan rasio LDR. •

Meningkatkan penerapan prinsip kehati-hatian, terutama melalui

aktivitas

supervisi

secara

berjenjang

•

untuk

particularly through supervision activities based on position

mencegah terjadinya kesalahan dan penyalahgunaan

to prevent errors and abuse of authorities caused by SOP

wewenang akibat tidak ditaatinya SOP. •

Promote the implementation of prudential principles,

breaches.

Untuk mendorong terciptanya kondisi Bank Hana sebagai

•

To help realizing the condition of Bank Hana as a glocalized

“glocalized bank”, porsi pertumbuhan DPK dan kredit

bank, DPK and loan growth in Rupiah needs to be higher than

dalam valuta Rupiah perlu diarahkan agar lebih tinggi

DPK and loan growth in USD.

dibandingkan dengan porsi pertumbuhan DPK dan kredit dalam valuta USD. •

Meningkatkan kompetensi supervisi operasional Branch

•

Manager dalam rangka untuk meningkatkan kualitas

Improve operational supervision competence of Branch Manager in improving supervision quality.

pengawasan yang dilakukannya.

DIREKSI

BOARD OF DIRECTORS

Sepanjang tahun 2013, anggota Direksi Bank Hana berjumlah 5

In 2013, Bank Hana’s Board of Directors comprised of 5 (five)

(lima) orang dan seluruhnya berdomisili di Indonesia termasuk

members, all of which resided in Indonesia, including the foreign

yang berstatus Warga Negara Asing. Pergantian dan/atau

citizen ones. The substitution and or appointment of members of

pengangkatan anggota Direksi pada tahun 2013 telah dilakukan

the Board of Directors in 2013 were made by recommendation of

dengan mempertimbangkan rekomendasi Komite Remunerasi

Nomination and Remuneration Committee.

dan Nominasi.

Susunan Direksi 2013 Composition of 2013’s Board of Directors

Nama Name

No.

Kewarganegaraan Citizenship

Jabatan Position

1.

Choi, Chang-Sik

WNA Foreign Citizen

Direktur Utama President Director

2.

Lee, Hwa-Soo

WNA Foreign Citizen

Direktur Director

3.

Liem Konstantinus


Direktur Director

4.

Sugiarto Kurniawan Chandra


Direktur Director

5.

Bayu Wisnu Wardhana


Direktur Kepatuhan Compliance Director

Laporan Tahunan

2013

Annual Report

112


Kriteria dan Independensi Direksi

Criteria and Independency of Board of Directors

Seluruh anggota Direksi telah memiliki pengalaman lebih dari

All members of the Board of Directors has 5 year experience in the

5 (lima) tahun di bidang operasional sebagai Pejabat Eksekutif

operational field as Bank Executive. All members of the Board of

Bank. Seluruh anggota Direksi tidak memiliki rangkap jabatan

Directors do not have double positions as Board of Commissioners,

sebagai Komisaris, Direksi atau Pejabat Eksekutif pada Bank,

Directors, or Executive at Bank, or any other companies or

perusahaan dan/atau lembaga lain dimana kondisi ini telah

institutions. This term is part of the requirement for the submission

dipersyaratkan sebelum pengajuan ke Bank Indonesia.

to Bank Indonesia.

Seluruh anggota Direksi tidak memiliki saham melebihi 25%

All members of the Board of Directors do not have shares

(dua puluh lima perseratus) dari modal disetor pada perusahaan

exceeding 25% ( twenty five per hundred) of the paid up capital

lain. Seluruh anggota Direksi tidak saling memiliki hubungan

at other companies. The members do not also have family

keluarga sampai dengan derajat kedua dengan sesama

relationships until the second degree with the other members of

anggota Direksi, dan/atau dengan anggota Dewan Komisaris.

the Board, or with members of the Board of Commissioners. The

Direksi tidak memberikan kuasa umum kepada pihak lain yang

Board of Directors does not give authority to other parties to take

mengakibatkan pengalihan tugas dan fungsi Direksi. Seluruh

over their functions and duties. The Board of Directors of Bank Hana

Direksi Bank Hana telah memenuhi persyaratan integritas,

has met the requirements of integrity, competency, and financial

kompetensi, dan reputasi keuangan sesuai dengan persyaratan

reputation in accordance with requirement for Fit & Proper Tests of

Fit & Proper Test Bank Indonesia.

Bank Indonesia.

Tugas dan Tanggung Jawab Direksi

Duties and Responsibilitie of the Board of Directors

Tugas dan tanggung jawab utama Direksi adalah mengelola

The main duties and responsibilities of the Board of Directors are

operasional Bank agar tercapai tujuan yang sesuai dengan Visi

to manage the Bank operations to achieve the mission based on

dan Misi Bank. Tugas dan tanggung jawab tersebut meliputi

the vision and mission of the Bank. The duties and responsibilities

namun tidak terbatas pada:

include but are not limited to:

1. Bertanggung jawab penuh atas pelaksanaan kepengurusan

1. Being fully responsible for the professional management of the

Bank secara profesional dengan mengedepankan prudential

Bank by upholding the prudential banking practices and being

banking practices serta wajib mempertanggungjawabkan

held fully accountable to the shareholders through GMS.

pelaksanaan tugasnya kepada pemegang saham melalui RUPS. 2. Mengelola Bank sesuai dengan kewenangan dan tanggung

2. Managing the Bank based on authorities and responsibilities, as

jawabnya sebagaimana diatur dalam Anggaran Dasar,

stipulated in the Articles of Association, applicable regulations,

peraturan

and the Bank’s internal provisions.

perundang-undangan

yang

berlaku,

dan

ketentuan internal Bank. 3. Melaksanakan prinsip-prinsip Good Corporate Governance

3. Implementing Good Corporate Governance principles in each

dalam setiap kegiatan usaha Bank pada seluruh tingkatan

operation of the Bank at all levels of the organization by forming:

atau jenjang organisasi dengan membentuk paling kurang:

An Anti Fraud Task Force, Risk Management Committee, IT

Satuan Kerja Anti Fraud, Komite Manajemen Resiko, Komite

Commitee, ALCO, Loan, and Credit Policy.

IT, Komite ALCO, Komite Pinjaman, Komite Kebijakan Kredit. 4. Menyusun visi, misi, nilai-nilai dan strategi perusahaan serta program jangka panjang (corporate plan) dan jangka

4. Preparing vision, mission, values, and strategies of the Company and its long and short term corporate plan.

pendek. 5. Memastikan fungsi Manajemen Risiko telah beroperasi

5. Ensuring that the function of Risk Management is implemented

secara independen yaitu adanya pemisahan fungsi antara

independently with the function segregation between the Risk

Satuan Kerja Manajemen Risiko yang melakukan identifikasi,

Management Task Force doing identification, measurement,

pengukuran dan pemantauan risiko dengan satuan kerja

and risk monitoring with the task force performing the

yang melakukan dan menyelesaikan transaksi.

transaction.

Laporan Tahunan

2013

Annual Report


6. Menetapkan Rencana Strategis Teknologi Informasi dan

6. Determining the Strategic Plan of Information Technology and

kebijakan Bank terkait penggunaan Teknologi Informasi

policies of the Bank related to its use and implementing risk

serta pelaksanaan penerapan manajemen resiko dalam

management utilizing the technology.

113

penggunaan teknologi informasi. 7. Merumuskan

strategi

pengembangan

sumber

daya

7. Formulating strategies with the human resources development

manusia secara bertahap dan berkesinambungan melalui

in gradual and a sustainable manner through corporate values

perwujudan nilai-nilai perusahaan (corporate values) yang

that serves as framework and basis for action. This is to become

menjadi landasan berpikir, bertindak, serta berperilaku

the Company’s work culture that is solid and unique.

sehingga menjadi budaya kerja perusahaan yang solid dan berkarakter. Direktur Kepatuhan bertanggung jawab memastikan bahwa

Director of Compliance is responsible for ensuring that the Bank has

Bank telah memenuhi seluruh peraturan dan perundangan yang

complied with all applicable law and regulation while also keeping

berlaku serta menjaga agar operasional Bank tidak menyimpang

its operation in compliance with the provisions. The Compliance

dari ketentuan. Direktur Kepatuhan juga bertanggung jawab

Director is also responsible to ensure that all of Bank’s commitments

untuk memastikan bahwa seluruh komitmen Bank kepada

to regulators have been implemented and complied.

regulator telah dilaksanakan dan dipatuhi.

Pelaksanaan Tugas Direksi Selama Tahun 2013

Implementation of Duties and Responsibilities of Board of Directors for 2013

Selama kurun waktu tahun 2013 Direksi telah melaksanakan

Throughout 2013, the Board of Directors has conducted 14

rapat sebanyak 14 (empat belas) kali dengan beberapa

(fourteen) meetings with some decisions entail but not limited to

keputusan strategis meliputi namun tidak terbatas pada semua

all operational aspects of the Bank, which were presented by the

aspek operasional bank yang disampaikan oleh masing-masing

respective Directors and included the Bank’s performance, business

direktur bidang mencakup kinerja bank, strategi bisnis, SDM,

strategy, HR, internal supervision and fulfilling the commitment to

pengawasan internal, dan pemenuhan komitmen kepada

the regulators.

regulator.

KEPEMILIKAN SAHAM ANGGOTA DEWAN KOMISARIS DAN DIREKSI

SHARE OWNERSHIP BY THE BOARD OF COMMISSIONERS AND DIRECTORS

Hingga akhir tahun 2013, seluruh anggota Direksi tidak

By the end of 2013, all members of Board of Directors did not have

mempunyai kepemilikan saham yang mencapai 5% (lima

share ownership which reached 5% (five per hundred) or more,

perseratus) atau lebih baik pada Bank Hana maupun pada bank

both in Bank Hana and other banks as well as other companies

dan perusahaan lain yang berkedudukan di dalam dan di luar

located in the country and overseas.

negeri. Terdapat 1 (satu) orang anggota Dewan Komisaris yang

There is 1 (one) member of Board of Commissioners who has share

mempunyai kepemilikan saham mencapai 5% (lima perseratus)

ownership which reached 5% (five per hundred) or more, both in

atau lebih pada bank dan perusahaan lain yang berkedudukan di

Bank Hana and other banks as well as other companies located in

dalam negeri. Per 31 Desember 2013 posisi kepemilikan saham

the country and overseas. As of December 31, 2013, the position of

5% (lima perseratus) atau lebih dari anggota Dewan Komisaris

share ownership more than 5% (five per hundred) by members of

adalah sebagai berikut:

Board of Commissioners is as follow:

Laporan Tahunan

2013

Annual Report

114


Nama Name

No.

1.

Eka Noor Asmara

Jabatan Position



Pada 4 (empat) BPR

Saham Shares Jenis Type

Saham Biasa Ordinary Share

%

Jumlah Lembar Saham Number of Shares

Total (jutaan Rupiah) Total (in million Rupiah)

5,55%

310

100

5,25%

173

500

5,19%

158

500

5,00%

1.250

125

HUBUNGAN AFILIASI ANGGOTA DEWAN KOMISARIS DAN DIREKSI

AFFILIATION OF BOARD OF COMMISSIONERS AND DIRECTORS

Hubungan afiliasi yang dimaksud di sini adalah mengenai

The affiliation tie here is concerning financial tie and family tie

hubungan keuangan serta hubungan keluarga antara anggota

among Board of Commissioners and Board of Directors with other

Dewan Komisaris dan Direksi dengan anggota Dewan Komisaris,

members of Board of Commissioners and Board of Directors and/

Direksi lainnya dan/atau Pemegang Saham Pengendali Bank.

or the Bank’s Controlling Shareholders.

Seluruh anggota Dewan Komisaris dan Direksi tidak saling

All members of Board of Commissioners and Board of Directors

memiliki hubungan keuangan dan hubungan keluarga

do not have financial and family ties with other members of

dengan sesama anggota Dewan Komisaris dan Direksi dengan

Board of Commissioners and Board of Directors and/or the Bank’s

anggota Dewan Komisaris, Direksi lainnya dan/atau Pemegang

Controlling Shareholders. The exception is Mr. Ko, Yung-Ryul who

Saham Pengendali Bank, kecuali Sdr. Ko, Yung-Ryul dalam

as the President Commissioner of Bank Hana also performs the

kedudukannya sebagai Komisaris Utama Bank Hana yang juga

functional duties of the Controlling Shareholder in which he serves

menjalankan tugas fungsional dari Pemegang Saham Pengendali

as the Executive Management of the Controlling Shareholder

dimana yang bersangkutan menjabat sebagai Pejabat Eksekutif

company. There is also one Commissioner, which is Mr. Biantoro

pada perusahaan Pemegang Saham Pengendali serta terdapat

Setijo who has family relationship with the Minor Shareholder.

seorang Komisaris yaitu Sdr. Biantoro Setijo yang memiliki hubungan keluarga dengan Pemegang Saham Minoritas.

PAKET KEBIJAKAN REMUNERASI DAN FASILITAS LAIN BAGI DEWAN KOMISARIS DAN DIREKSI

REMUNERATION PACKAGE AND OTHER FACILITIES FOR BOARD OF COMMISSIONERS AND DIRECTORS

Paket kebijakan remunerasi dan fasilitas lain bagi Dewan

Remuneration package and other facilities for Board of

Komisaris dan Direksi tahun 2013 adalah sebagai berikut:

Commissioners and Directors in 2013 is as follow:

Laporan Tahunan

2013

Annual Report


115

Jumlah diterima dalam 1 tahun Amount received in 1 year No.

1.

Jenis Remunerasi dan Fasilitas lain Remuneration Type and Other facilities

Dewan Komisaris Board of Commissioners Orang Number of People

Jutaan Rupiah Million Rupiah

Orang Number of People

Jutaan Rupiah Million Rupiah

Remunerasi / Remuneration Gaji dan tunjangan tetap Salary and fixed allowance

3

Fasiltas lain non natura Non natura facilities 2.

Direksi Board of Directors

700

5

12,922

25

5

892

5

1,140

5

14,955

Fasilitas Natura (tidak dapat dimiliki) Natura Facilities (cannot be owned) Total

3

725

Jumlah Direksi Total Board of Directors

Jumlah Komisaris Total Board of Commissioners

Di atas Rp2 miliar Above Rp2 billion

3

-

Di atas Rp1 miliar s.d. Rp2 miliar Above Rp1 billion up to Rp2 billion

2

-

Di atas Rp500 juta s.d. Rp1 miliar Above Rp500 million up to Rp1 billion

-

-

Rp500 juta ke bawah Below Rp500 million

-

3

Jumlah remunerasi per orang dalam 1 tahun Total remuneration per person in 1 year

KOMITE-KOMITE DI BAWAH DEWAN KOMISARIS

COMMITTEES UNDER BOARD OF COMMISSIONERS

Sesuai dengan peraturan Bank Indonesia No. 8/14/PBI/2006,

In accordance with the regulation of Bank Indonesia No. 8/14/

Bank Hana telah membentuk 3 komite masing-masing Komite

PBI/2006, the Bank has formed 3 committees; Audit Committee,

Audit, Komite Pemantau Risiko, serta Komite Remunerasi dan

Risk Monitoring Committee, and Nomination and Remuneration

Nominasi. Komite-komite tersebut dibentuk untuk mendukung

Committee. These Committees were formed to enhance the

efektivitas pelaksanaan tugas dan fungsi pengawasan Dewan

effectiveness of the Board’s implementation of duties and

Komisaris.

supervisory function.

Komite Audit

Audit Committee

Per 31 Desember 2013, susunan keanggotaan Komite Audit

As of December 31, 2013, the membership structure of Bank Hana’s

Bank Hana beserta dengan tingkat kehadiran dalam Rapat

Audit Committee and the attendance level in Audit Committee

Komite Audit di sepanjang tahun 2013 adalah sebagai berikut:

Meetings throughout 2013 are as follow:

Laporan Tahunan

2013

Annual Report

116


Nama Name

No.

Frekuensi Kehadiran Attendance Level

Jabatan Position



1.

Eka Noor Asmara

Ketua / Komisaris Independen Chairman / Independent Commissioner

5/5

100%

2.

Nasser Atorf

Anggota / Komisaris Independen Member / Independent Commissioner

5/5

100%

Edi Timbul Hardiyanto

Anggota Independen Independent Member

5/5

100%

3.

Hendrik Budi Untung


4/5

80%

4.

Ko, Yung-Ryul

Anggota / Komisaris Utama Member / President Commissioner

0/5

0%

Dalam struktur organisasi, Komite Audit bertanggung jawab

In the organization structure, the Audit Committee is responsible

kepada Dewan Komisaris dan mempunyai hubungan komunikasi

to the Board of Commissioners and has communication tie to the

dengan Satuan Kerja Audit Intern (SKAI). Keanggotaan Komite

Internal Audit Task Force (SKAI). The Audit Committee is comprised

Audit sekurang-kurangnya terdiri dari 3 (tiga) orang di mana

of at the least 3 members, one Independent Commissioner as

seorang Komisaris Independen menjabat sebagai ketua dan 2

the head and 2 (two) members of independent parties having

(dua) orang pihak independen lainnya memiliki kualifikasi sesuai

qualification in accordance with provision of Bank Indonesia.

ketentuan Bank Indonesia. Bank Hana telah memastikan bahwa

Members of the committee from the Independent party has good

anggota komite yang berasal dari pihak Independen memiliki

competency, independency, and integrity.

kompetensi, independensi, integritas yang baik.

Tugas dan Tanggung Jawab Komite Audit

Duties and Responsibilities of Audit Committee

Komite Audit bertugas untuk memberikan pendapat secara

The Audit Committee is responsible for giving professional opinion

profesional kepada Dewan Komisaris perihal hasil monitoring

to the Board of Commissioners regarding the monitoring and

dan review atas pelaksanaan fungsi audit oleh Satuan Kerja Audit

review results of the audit by the Internal Audit Task Force (SKAI).

Internal (SKAI). Sebagai tindak lanjut atas hasil temuan dalam

To implement the duties, Audit Committee at the least carries out

rangka pelaksanaan tugas dimaksud, Komite Audit minimal

evaluation on:

melakukan evaluasi atas: 1. Informasi keuangan yang akan dikeluarkan oleh perusahaan

1. Financial information issued by the Company, such as financial

seperti laporan keuangan, proyeksi dan informasi keuangan

statements, and other projection and financial information in

lainnya sesuai standar akuntansi yang berlaku.

accordance with the applicable accounting standards.

2. Independensi dan obyektifitas Akuntan Publik dan Kantor Akuntan Publik.

2. Independence and objectivity of Public Accountant and Public Accounting Firm.

3. Memberikan rekomendasi mengenai penunjukkan Akuntan

3. Giving recommendations on the appointment of Public

Publik dan Kantor Akuntan Publik untuk disampaikan

Accountant and Public Accounting Firm to be submitted to

kepada RUPS.

GMS.

4. Melakukan penelaahan atas efektivitas pengendalian internal

4. Evaluating the effectiveness of the Company’s internal

perusahaan dengan melakukan review atas perencanaan

controls by reviewing the planning and the auditing, including

dan pelaksanaan pemeriksaan serta pemantauan atas tindak

monitoring the follow-up process to appraise the adequacy of

lanjut hasil pemeriksaan dalam rangka menilai kecukupan

internal controls and financial reporting.

pengendalian intern termasuk kecukupan proses pelaporan keuangan.

Laporan Tahunan

2013

Annual Report


Pelaksanaan Tugas dan Tanggung Jawab Komite Audit Selama Tahun 2013

Implementation of Duties and Responsibilities of Audit Committee in 2013

Komite Audit telah menyelenggarakan rapat sebanyak 5

The Audit Committee has conducted 5 (five) meetings in

(lima) kali yang dilakukan sesuai dengan kebutuhan Bank.

accordance with the Bank’s needs. Recommendation of the Audit

Rekomendasi Komite Audit kepada manajemen Bank Hana

Committee to Bank Hana’s Management throughout 2013 are as

selama tahun 2013 di antaranya meliputi:

follow:

•

SKAI perlu melaksanakan surprise cash count minimal 3 kali

•

per cabang per tahun. •

Direksi diminta untuk memperhatikan temuan SKAI

117

SKAI needs to conduct surprise cash count at leat 3 times per branch per year.

•

Board of Directors is asked to take note of SKAI’s findings on

tentang pelaksanaan supervisi Pimpinan Cabang (BM)

supervision implementation of Branch Manager (BM) in which

dimana terdapat kecenderungan Pimpinan Cabang (BM)

there is a tendency of Branch Manager (BM) with good business

yang memiliki kinerja bisnis bagus memiliki skor kinerja

performance has a low supervision performance score while

pengawasan yang rendah, sementara Pimpinan Cabang

Branch Manager (BM) with poor business performance has a

(BM) yang memiliki kinerja bisnis yang kurang bagus

high supervision performance score.

memiliki skor kinerja pengawasan yang tinggi. •

Untuk meningkatkan efektivitas pelaksanaan supervisi

•

Pimpinan Cabang (BM) perlu dilakukan hal-hal sebagai

To improve effectiveness of Branch Manager (BM) supervision implementation, the following measures should be taken:

berikut: a. Penyusunan tools guide supervisi Pimpinan Cabang

a. Formulation of Branch Manager (BM) supervision tools

(BM),

guide,

b. Implementasi training dan sosialisasi terkait aktivitas

b. Implementation of trainings and socialization related to

operasional cabang terhadap Pimpinan Cabang (BM),

branch operational activity toward Branch Manager (BM),

c. Penilaian (skor) pelaksanaan kepatuhan dan pelaksanaan

c. Asssesment

supervisi cabang mendapat porsi yang signifikan dalam KPI. •

Presentasi lingkup general audit, antara lain mencakup:

(scoring)

on

the

implementation

of

compliance and branch supervision have significant contribution in KPI. •

Presentation of general audit scope which includes: team

struktur tim, lingkup kerja – pengiriman dan tenggat waktu,

structure, scope of work – delivery and deadlines, strategy and

strategi dan garis besar untuk audit 2013, komunikasi

outline for 2013’s audit, communication with Management and

dengan manajemen dan Dewan Komisaris, tentatif prosedur

Board of Commissioners, tentative audit procedures, area focus,

audit, fokus area, EY Global Audit Metodology, penilaian

EY Global Audit Metodology, IT risk assessment, FSRM & tax.

risiko TI, FSRM & pajak. •

SKAI perlu melakukan audit terhadap pelaksanaan fungsi

•

SKAI needs to audit the implementation of Branch Manager

supervisi Branch Manager di cabang yang menjadi

supervision functions in branches which becomes their

tanggung jawabnya. Kegiatan audit ini direkomendasikan

responsibilities. This audit activity is recommended to be

untuk dilaksanakan pada semester 2 tahun 2013. •

Kualitas pelaksanaan supervisi oleh Branch Manager perlu

•

Keputusan Komite Kredit yang menyimpang dari SOP harus

•

Apabila deviasi atas SOP terjadi berulang-ulang dan disetujui

implemented in the second semester of 2013. •

Quality of supervision implementation by Branch Manager

•

Decision of Credit Committtee which deviates from SOP should

•

If deviation on SOP occurred repeteadly and was approved by

dimasukkan dalam KPI.

needs to be included in KPI.

dibuat memo deviasinya.

have its deviation memo.

oleh Komite Kredit, perlu dikaji kemungkinan manajemen

the Credit Committee, the Bank needs to review the possibility

telah menaikkan level risk appetite Bank sehingga dapat

of Management has increased the Bank’s level risk appetite so

menjadi pertimbangan untuk membakukan unsur deviasi

that it can be considered to include the deviation aspect into

tersebut ke dalam SOP.

the SOP.

Laporan Tahunan

2013

Annual Report


118

•

Sejalan dengan temuan audit SKAI, Bank Hana perlu

•

memperbaiki proses analisa kredit dengan pendekatan

improve its loan analysis process with both macroeconomic

mikro dan makro ekonomi sehingga keputusan pemberian

and microeconomic approach so that the decision of loan

kredit dapat lebih akurat. Di samping itu, dapat kiranya

disbursement can be more accurate. In addition, it should also

dipertimbangkan untuk menyusun Internal Rating per

be taken into consideration to formulate Internal Rating per

debitur sehingga pengukuran risiko lebih terstandarisasi. •

Bank Hana agar lebih memperhatikan supervisory control

Bank Hana has to pay extra attention to supervisory control related to the operational activities in branch offices to

memimalisir terjadinya permasalahan operasional yang

minimize the similar operational issues in the future. •

In regards to the limited loan and guarantee file storage in Bank

Terkait terbatasnya tempat penyimpanan file kredit dan

Hana, particularly in head office (Wisma Mulia 52th floor), the

jaminan di Bank Hana khususnya di kantor pusat (Wisma

Bank should consider to find a dedicated site for file storage

Mulia lantai 52), perlu kiranya dipertimbangkan untuk

outside head office.

mencari tempat khusus penyimpanan file di luar kantor pusat. •

debtor so as to make the risk measurement more standardized. •

terkait aktivitas operasional di kantor cabang untuk sama di kemudian hari. •

In line with the SKAI’s audit findings, Bank Hana needs to

•

As implementation of prudential principles, the Bank should monitor the follow-up of compliance review result.

Sebagai penerapan prinsip kehati-hatian, hasil compliance review agar dilakukan monitoring mengenai tindak lanjutnya.

Komite Pemantau Risiko

Risk Monitoring Committee

Per 31 Desember 2013, susunan keanggotaan Komite Pemantau


Risiko Bank Hana beserta dengan tingkat kehadiran dalam

Risk Monitoring Committee and the attendance level in the Risk

Rapat Komite Pemantau Risiko di sepanjang tahun 2013 adalah

Monitoring Committee Meetings throughout 2013 are as follow:

sebagai berikut:

Nama Name

No.


Jabatan Position



1.

Nasser Atorf


4/4

100%

2.

Biantoro Setijo

Anggota Member

3/4

75%

3.

Eka Noor Asmara

Anggota Member

4/4

100%

4.

Hendrik Budi Untung


4/4

100%

5.

Edi Timbul Hardiyanto


4/4

100%

Secara struktural, Komite Pemantau Risiko bertanggung jawab

Based on the hierarchy, the Risk Monitoring Committee is

kepada Dewan Komisaris dan mempunyai jalur komunikasi

responsible to the Board of Commissioners and coordinates with

dengan Satuan Kerja Manajemen Risiko. Keanggotaan Komite

the Risk Management Task Force. The Risk Monitoring Committee

Pemantau Risiko sekurang-kurangnya terdiri dari 3 (tiga) orang

is composed of at the least 3 (three) members, one Independent

dimana seorang Komisaris Independen menjadi ketuanya dan

Commissioner as the head and 2 (two) independent parties having

didukung oleh 2 (dua) orang pihak independen yang memiliki

qualification as required by Bank Indonesia.

kualifikasi sesuai ketentuan Bank Indonesia.

Laporan Tahunan

2013

Annual Report


Tugas dan Tanggung Jawab Komite Pemantau Risiko

Duties and Responsibilities of the Risk Monitoring Committee

Komite

untuk

Risk Monitoring Committee is responsible for evaluating the Bank’s

melakukan evaluasi atas kebijakan manajemen risiko Bank dan

risk management, its implementation, and providing independent

pelaksanaannya serta memberikan pendapat profesional yang

and professional advice to the Board of Commissioners regarding:

Pemantau

Risiko

bertanggung

jawab

119

independen kepada Dewan Komisaris perihal: 1. Kesesuaian antara kebijakan manajemen risiko dengan

1. The conformity of risk management policy with its

pelaksanaan kebijakan tersebut. 2. Melakukan

pemantauan

implementation. pelaksanaan

2. Monitoring and evaluating the duty implementation of Risk

tugas Departemen Manajemen Risiko dan Departemen

dan

evaluasi

Management Committee and the Risk Management Task

Kepatuhan. 3. Melakukan

Force. penelaahan

atas

efektivitas

penerapan

3. Reviewing

the

effectiveness

of

risk

management

manajemen risiko baik dari sisi identifikasi, pengukuran,

implementation in terms of the identification, assessment,

pemantauan, dan pengendaliannya.

monitoring, and the controlling process.

Pelaksanaan Tugas dan Tanggung Jawab Komite Pemantau Risiko Selama Tahun 2013

Implementation of Duties and Responsibilities of the Risk Monitoring Committee in 2013

Komite Pemantau Risiko telah menyelenggarakan rapat sebanyak

Risk Monitoring Committee has conducted 4 (four) meetings

4 (empat) kali yang dilakukan sesuai dengan kebutuhan Bank.

which is in accordance with the Bank’s needs. Recommendations

Rekomendasi Komite Pemantau Risiko kepada manajemen Bank

of the Risk Monitoring Committee to Bank Hana’s Management

Hana selama tahun 2013 di antaranya meliputi:

throughout 2013 are as follow:

•

•

•

Mengingat lemahnya pemantauan risiko operasional di kantor cabang, maka diperlukan Asisstant Relationship

offices, the Bank will require Asisstant Relationship Manager

Manager (ARM) lulusan Marketing Development Program

(ARM), which are graduates from Marketing Development

(MDP) yang lebih memahami fungsi dan tanggung jawabnya

Program (MDP) and have better understanding of their

untuk mengawasi aspek operasional di cabang.

functions and responsibilities to monitor operation in branches.

Manajemen perlu memikirkan strategi jangka panjang untuk

•

Funding (DPK) dalam rangka mengurangi ketergantungan Agar Direksi membuat segmentasi kredit berdasarkan profil

The Managements should think of long-term strategy for Funding (DPK) in order to reduce dependence to interbank

pada interbank borrowing. •

Considering the weak operational risk monitoring in branch

borrowing. •

nasabah atau sesuai ketentuan Bank Indonesia.

The Board Directors should create loan segmentation based on the customer profiles or in line with the provisions of Bank Indonesia.

•

Membuat studi tentang standar normal dari kemampuan

•

individu (load transaction) untuk penilaian risiko cabang, misalnya dari data jumlah transaksi 3 tahun terakhir. •

Tren Top-15 Debtors akan menjadi perhatian Komite pada

• •

Conduct reseach on normal standard from load transaction for branch risk assessment, for instance from data of total transactions for the past 3 years.

•

Top-15 Debtors trend will be the attention of Committee in the

Segera membuat pemeringkatan untuk risiko kredit.

•

Immediately composes rating for credit risk.

Menyesuaikan klasifikasi segmentasi nasabah terutama

•

rapat yang akan datang.

untuk nasabah korporasi berdasarkan peraturan Bank

upcoming meeting. Adjust classification of customer segmentation particularly for corporate customers based on Bank Indonesia’s regulations.

Indonesia.

Laporan Tahunan

2013

Annual Report

120


Komite Remunerasi dan Nominasi

Remuneration and Nomination Committee

Per 31 Desember 2013, susunan keanggotaan Komite


Remunerasi dan Nominasi Bank Hana beserta dengan tingkat

Remuneration and Nomination Committee and the attendance

kehadiran dalam Rapat Komite Remunerasi dan Nominasi di

level in Remuneration and Nomination Committee Meetings in

sepanjang tahun 2013 adalah sebagai berikut:

2013 are as follow:

Nama Name

No.


Kedudukan Position



1.

Eka Noor Asmara


4/4

100%

2.

Biantoro Setijo

Anggota / Komisaris Member / Commissioner

3/4

75%

3.

Ko, Yung-Ryul

Anggota / Komisaris Utama Member / President Commissioner

0/4

0%

4.

Nasser Atorf

Anggota / Komisaris Independen Member / Independent Commissioner

4/4

100%

5.

Marco Wirjadi

Anggota Member

4/4

100%

Dalam struktur organisasi, Komite Remunerasi dan Nominasi

Within the organizational structure, Nomination and Remuneration

bertanggung jawab kepada Dewan Komisaris dan bekerja

Committee reports to the Board of Commissioners and collaborates

sama dengan Divisi Sumber Daya Manusia sebagai pihak yang

with Human Resources (HR) department as a unit managing

melaksanakan pengelolaan dan pengembangan Sumber Daya

and developing Human Resources, including its nomination and

Manusia termasuk permasalahan remunerasi dan nominasi.

remuneration. Membership of the Nomination and Remuneration

Keanggotaan Komite Remunerasi dan Nominasi terdiri dari

Committee consists of one Independent Commissioner as the

seorang Komisaris Independen sebagai ketua, seorang Komisaris

head, one commissioner as the member, and an executive from

sebagai anggota dan seorang pejabat eksekutif Divisi Sumber

the Human Resources Division.

Daya Manusia.

Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi

Duties and Responsibilities of Remuneration and Nomination Committee

Tugas dan tanggung jawab terkait dengan kebijakan

Duties and responsibilities concerning remuneration policy are as

remunerasi, meliputi:

follow:

1. Melakukan evaluasi terhadap kebijakan remunerasi dengan

1. Evaluate the remuneration policy regarding to financial

memperhatikan kinerja keuangan, prestasi kerja individual,

performance,

pertimbangan sasaran dan strategi jangka panjang.

considerations and long-term strategies.

2. Memberikan

rekomendasi

performance,

target

Komisaris

2. Recommend to the Board of Commissioners on remuneration policy for the Board of Commissioners and the Board of

dan Direksi untuk disampaikan kepada RUPS; kebijakan

Directors to be reported to GMS; remuneration Policy for

remunerasi

Executives and employees to be reported to the Board of

Pejabat

Dewan

work

mengenai kebijakan remunerasi bagi Dewan Komisaris bagi

kepada

individual

Eksekutif

dan

karyawan

secarakeseluruhan untuk disampaikan kepada Direksi.

Laporan Tahunan

2013

Annual Report

Directors.


3. Menyusun

kebijakan

dan

memberikan

rekomendasi

3. Arrange the policy and recommendation on the system

mengenai sistem serta prosedur pemilihan dan atau

and election procedures and or replacement of the Board of

penggantian anggota Dewan Komisaris dan Direksi kepada

Commissioners and the Board of Directors members to the

Dewan Komisaris untuk disampaikan kepada RUPS.

121

Board of Commissioners to be reported to GMS.

4. Memberikan rekomendasi mengenai calon anggota Dewan

4. Provide recommendations on candidates of the Board of

Komisaris dan atau Direksi kepada Dewan Komisaris untuk

Commissioners and or the Board of Directors to the Board of

disampaikan kepada RUPS.

Commissioners to be reported to GMS.

5. Memberikan rekomendasi mengenai pihak independen

5. Provide recommendations on independent parties that will

yang akan menjadi anggota Komite Audit dan anggota

be members of the Audit Committee and the Risk Monitoring

Komite Pemantau Risiko.

Committee.

Pelaksanaan Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi Selama Tahun 2013

Implementation of Duties and Responsibilities of the Remuneration and Nomination Committee in 2013

Komite Remunerasi dan Nominasi telah menyelenggarakan

Remuneration and Nomination Committee has conducted 4

rapat sebanyak 4 (empat) kali yang dilakukan sesuai dengan

(four) meetings, which is in accordance with the Bank’s needs.

kebutuhan Bank. Rekomendasi Komite Remunerasi dan

Recommendations of Remuneration and Nomination Committee

Nominasi kepada manajemen Bank Hana selama tahun 2013 di

to Bank Hana’s Management in 2013 are as follow:

antaranya meliputi: •

Perlu

dilaksanakan

lagi

rekrutmen

dan

pendidikan

•

The Bank needs to hold recruitment and Management

Management Development Program (MDP) yang diarahkan

Development Program (MDP), which is intended to fill in the

untuk mengisi posisi Relationship Manager (RM) operasional

position of Relationship Manager (RM) in branch operation.

cabang. •

Nilai (skor) pelaksanaan kepatuhan dan supervisi Cabang

•

mendapat porsi yang signifikan dalam KPI. •

Asssesment (scoring) on the implementation of compliance and branch supervision have significant contribution in KPI.

Divisi Training & Development perlu membuat program

•

Training and Development Division should design training

pelatihan dan sosialisasi terkait aktivitas operasional

and socialization programs related to operational activities

terhadap Pimpinan Cabang (BM) dalam rangka untuk

for Branch Manager (BM) in order to improve effectiveness on

meningkatkan

supervision implementation by Branch Manager (BM).

efektifitas

pelaksanaan

supervisi

oleh

Pimpinan Cabang (BM). •

Manajemen

perlu

membuat

program

peningkatan

•

Management should create an employee welfare improvement

kesejahteraan karyawan dalam rangka untuk memperbaiki

program to enhance the existing employee retention program

program employee retention, seperti program kepemilikan

such as car ownership program, raising employee loan plafond

mobil (Car Ownership Program), penaikan plafon pinjaman

and many others.

karyawan dan sebagainya. •

Kualitas pelaksanaan supervisi kantor cabang dimasukkan

•

ke dalam salah satu KPI (Key Performance Index) cabang. •

Setelah mempertimbangkan track record profesional,

Quality of branch office supervision implementation is included in one of the branch’s KPI (Key Performance Index).

•

After taking into consideration professional track record,

pengalaman di bidang institusi keuangan dan perbankan,

experiences in financial and banking institutions, the

maka Komite Remunerasi dan Nominasi memberikan

Remuneration

rekomendasi kepada calon anggota Dewan Komisaris dan

recommendations on candidates of Board of Commissioners

Direksi sebagai salah satu pemenuhan persyaratan Fit &

and Directors in meeting one of the requirements of Fit &

Proper Test untuk rencana merger Bank Hana dan Bank KEB

Proper Test for merger plan between Bank Hana and Bank KEB

Indonesia pada Rapat Umum Pemegang Saham mendatang. •

Memberikan rekomendasi atas usulan Divisi SDM tentang

•

Mempertimbangkan periode masa kerja (pengabdian)

and

Nomination

Committee

provides

Indonesia on the upcoming General Meeting of Shareholders. •

Provide recommendations on HR Division’s proposal about the

•

Take into consideration employee’s tenure (devotion) as one of

penyesuaian gaji tahunan di bulan April 2013.

annual salary adjustements in April 2013.

karyawan sebagai salah satu kriteria penyesuaian gaji dan

the criteria for salary adjustment and this criteria is included in

kriteria ini dimasukkan ke dalam Kebijakan SDM.

the HR Policy.

Laporan Tahunan

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122

•

Memberikan rekomendasi untuk persetujuan revisi kontrak

•

Memberikan rekomendasi atas kompensasi dan benefit

•

Provide recommendations for approval of Foreign Workers

•

Provide recommendation on compensation and benefits for

kerja Tenaga Kerja Asing (TKA).

(TKA) contract revision.

Tenaga Kerja Asing (TKA), anggota Direksi dan anggota

Foreign Workers (TKA), Directors and Board of Commissioners.

Dewan Komisaris. •

Mengusulkan agar skema pembayaran tunjangan operation

•

Propose that scheme of allowance payment for operation

head, head teller dan teller dari pembayaran gaji bulanan

head, head teller dan teller is altered from monthly system

menjadi pembayaran per semester untuk mengganti

into semi-annually to replace cash shortage transaction. If the

transaksi cash shortage. Jika jumlah cash shortage kurang

number of cash shortage is less than the allowance number,

dari jumlah tunjangan maka sisanya akan dibayarkan

the remaining will be paid to the employees.

kepada karyawan. •

Setelah

mempertimbangkan

track record

profesional

•

After taking into consideration the professional track record

dan pengalaman di bidang perbankan, memberikan

and experiences in banking industry, recommend Mr. Nasser

rekomendasi terhadap Sdr. Nasser Atorf sebagai Calon

Atorf as a candidate for Independent Commissioner in the

Komisaris Independen pada Rapat Umum Pemegang Saham

upcoming General Meeting of Shareholders.

mendatang.

KOMITE-KOMITE SETINGKAT DIREKSI

COMMITTEES IN THE LEVEL OF BOARD OF DIRECTORS

Dalam rangka pelaksanaan tugas yang lebih efektif, Direksi

To provide a more effective performance, the Board of Directors

dibantu oleh beberapa komite sebagai bagian dari penerapan

is assisted by several committees as part of transparency practice

asas

pengawasan

regarding the reinforcement of internal monitoring conduct.

internal dengan tanggung jawab tetap berada pada Direksi.

The recommendation from each committee is set as a reference

Rekomendasi dari setiap komite dijadikan sebagai acuan

to make decision. Active participation of Director of Compliance

dalam pengambilan keputusan Direksi. Partisipasi aktif

in the committees can be enhanced in conjuction with the

Direktur Kepatuhan dalam komite-komite dilakukan dengan

maintained independence; furthermore avoiding making decision

tetap menjaga independensinya sehingga dapat mencegah

that potentially breaches the prevailing law.

transparansi

terhadap

penguatan

keputusan yang berpotensi melanggar peraturan perundangperundangan yang berlaku. Komite-komite di bawah wewenang Direksi terdiri dari:

The committees under the Board of Directors consist of:

Komite Aset dan Liabilitas (Asset and Liability Committee/ALCO)

Asset and Liability Committee (ALCO)

Komite ALCO beranggotakan Direksi dan pemimpin divisi atau

ALCO Committee consists of the Board of Directors and the head

departemen terkait dengan aktivitas treasury, keuangan dan

of divisions or departments concerning treasury, financial and

bisnis.

business activities.

Tugas dan Tanggung Jawab Komite ALCO

Duties and Responsibilities of ALCO Committee

Tugas dan tanggung jawab Komite ALCO di antaranya adalah

Duties and responsibilities of ALCO Committee are as follow:

sebagai berikut: 1. Bertanggung jawab atas pengelolaan dan Supervise

1. Being responsible for managing and supervising Asset &

Asset & Liabilities Management yang meliputi Liquidity

Liabilities Management covering Liquidity Management,

Management, Pricing Policy, dan Gap Management. 2. Memantau dan menilai kembali kebijakan yang telah ditetapkan.

Laporan Tahunan

2013

Annual Report

Pricing Policy and Gap Management. 2. Monitoring and reviewing stipulated policies.


3. Memastikan bahwa setiap saat Bank mempunyai likuiditas

3. Ensuring at all times that the Bank has adequate liquidity and

dan modal yang cukup untuk mendukung kegiatan

capital to support operational activities by monitoring liquidity

operasional, dengan memantau posisi likuiditas, Giro Wajib

position, Minimum Statutory Reserves, Net Foreign Exchange

Minimum (GWM), Posisi Devisa Netto (PDN), pergerakan dan

Position, fund and credit movement and growth, as well as

pertumbuhan dana dan kredit, serta kondisi kurs dan suku

exchange rate and interest rate.

123

bunga. Selama tahun 2013, Komite ALCO telah melaksanakan beberapa

Throughout 2013, ALCO Committee has conducted several

kali rapat terkait dengan perkembangan suku bunga dana pihak

meetings relating to DPK and credit interest rate development

ketiga dan kredit serta upaya peningkatan dana pihak ketiga

as well as DPK improvement related to bank and market liquidity

terkait dengan kondisi likuiditas Bank dan pasar.

conditions.

Komite Manajemen Risiko

Risk Management Committee

Komite Manajemen Risiko beranggotakan Direksi dan Kepala

The Risk Management Committee consists of the Board of

Divisi atau Departemen terkait yang dibentuk untuk membantu

Directors and Head of Divisions or related Departments formed

pelaksanaan tugas Direksi pada bidang Manajemen Risiko untuk

to support the Board of Directors discharging duties in the Risk

memastikan bahwa Bank telah memiliki kebijakan manajemen

Management area. This is to ensure that the Bank has an effective

risiko yang efektif dalam memitigasi potensi risiko Bank.

risk management policy in mitigating the Bank’s risk potentials.

Tugas dan Tanggung Jawab Komite Manajemen Risiko

Duties and Responsibilities of Risk Management Committee

Komite Manajemen Risiko memiliki tugas dan tanggung jawab

The Risk Management Committee has duties and responsibilities of

dalam memberikan rekomendasi kepada Direksi yang sekurang-

providing recommendations to the Board of Directors, at the least

kurangnya meliputi:

including:

1. Penyusunan kebijakan, strategi dan pedoman penerapan

1. Arrange policcies, strategies and guidance of the Risk

Manajemen Risiko.

Management implementation.

2. Pengkajian atas metodologi peniliaian risiko, prosedur dan penetapan limit risiko.

2. Review of risk appraisal methodology, its procedures and risk limitations.

3. Identifikasi potensi risiko yang dihadapi Bank dan mengevaluasi guna meyakini bahwa risiko telah dimitigasi

3. Identify potential risks that the bank confronts and evaluate how to mitigate risk in a low level.

dalam tingkatan yang rendah. Selama

telah

Throughout 2013, the Risk Management Committee has conducted

melaksanakan beberapa kali rapat dan merekomendasikan

tahun

2013,

Komite

Manajemen

Risiko

several meetings while also recommend the monitoring activity

pemantauan risiko operasional di kantor cabang dan terhadap

of operational risks in branch offices as well as toward long-

strategi jangka panjang untuk Dana Pihak Ketiga dalam rangka

term strategy for fund from third parties in order to decrease the

mengurangi ketergantungan pada interbank borrowing.

dependency level on interbank borrowing.

Komite Kredit

Credit Committee

Komite Kredit beranggotakan Direksi dan pemimpin Divisi Credit

The Credit Committee consists of the Board of Directors and the

Review dibentuk untuk melakukan evaluasi dan memutuskan

Head of Credit Analysis Division, which is formed to evaluate and

permohonan kredit yang diajukan oleh Bagian Pemasaran.

decide credit applications proposed by the marketing department.

Tugas dan Tanggung Jawab Komite Kredit

Duties and Responsibilities of Credit Committee

Tugas dan tanggung jawab Komite Kredit di antaranya adalah

Duties and responsibilities of Credit Committee are as follow:

sebagai berikut:

Laporan Tahunan

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1. Memberikan persetujuan atau penolakan permohonan kredit sesuai dengan batas wewenang yang ditetapkan oleh Direksi.

1. Giving approvals or rejections on credit proposals according to the authorization limits set by the Board of Directors. 2. Credit decisions have its basis on a healthy credit principles

2. Keputusan kredit didasarkan atas azas-azas perkreditan yang sehat dengan memperhatikan kepatuhan pada ketentuan yang berlaku.

with conformity with the applied regulations. 3. Coordination with the Asset and Liabilities Committee (ALCO) on bank liquidity conditions.

3. Melakukan koordinasi dengan Komite ALCO terkait dengan kondisi likuiditas Bank. Selama tahun 2013, Komite Kredit telah melaksanakan beberapa

Throughout 2013, the Credit Committee has conducted several

kali rapat dan merekomendasikan pembuatan segmentasi

meetings while also recommend to form credit segmentation

kredit berdasarkan profil nasabah atau sesuai ketentuan Bank

based on customer’s profile or regulation of Bank Indonesia.

Indonesia.

Komite Kebijakan Kredit

Credit Policy Committee

Komite Kebijakan Kredit dibentuk untuk membantu tugas Direksi

Credit Policy Committee was established aimed for assisting the

merumuskan kebijakan kredit, mengawasi pelaksanaannya,

Board of Directors roles on credit policy formulation, supervise its

memantau perkembangan dan memberikan rekomendasi

operations, developments and recommend improvements and

perbaikan atau pengkinian kebijakan. Komite Kebijakan Kredit

update on applied policies. The Credit Policy Committee consists of

beranggotakan Direksi dan pejabat eksekutif terkait.

the Board of Directors and related executives.

Tugas dan Tanggung Jawab Komite Kebijakan Kredit

Duties and Responsibilities of Credit Policy Committee

Tugas dan tanggung jawab Komite Kebijakan Kredit di antaranya

Duties and responsibilities of Credit Policy Committee are as follow:

adalah sebagai berikut: 1. Memberikan masukan kepada Direksi dalam rangka penyusunan

Kebijaksanaan

Perkreditan

Bank

(KPB),

terutama yang berkaitan dengan perumusan prinsip kehati-

1. Provide inputs to the Board of Directors in arranging Bank Credit Policy (KPB), highlighting prudential principle formulation in loan sector.

hatian dalam perkreditan. 2. Mengawasi agar KPB dapat diterapkan dan dilaksanakan

2. Supervise KPB implementation consistently and consequently

secara konsekuen dan konsisten serta merumuskan

as well as formulate resolution on KPB implementation

pemecahan apabila terdapat hambatan dalam penerapan

challenges.

KPB. 3. Melakukan kajian berkala terhadap KPB dan memberikan saran kepada Direksi apabila diperlukan perubahan KPB.

3. Provide regular reviews on KPB and advice to the Board of Directors when KPB changes are necessary.

Selama tahun 2013, Komite Kebijakan Kredit telah melaksanakan

Throughout 2013, the Credit Policy Committee has conducted

beberapa kali rapat dan merekomendasikan pemeringkatan

several meetings while also recommend the ranking of credit risk

untuk risiko kredit dan klasifikasi segmentasi nasabah terutama

along with classification of customer’s segmentation, in particular

untuk nasabah korporasi berdasarkan Peraturan Bank Indonesia.

for corporate customers based on the Regulation of Bank Indonesia.

Komite Pengarah Teknologi Informasi

Information Technology Steering Committee

Komite

Pengarah

untuk

Information Technology Steering Committee is established to assist

membantu tugas Direksi pada bidang Teknologi Informasi

the duties of the Board of Directors on Information Technology

berdasarkan Steering Committee Charter yang mencantumkan

sectors based on the Steering Committee Charter, which states the

wewenang dan tanggung jawab komite.

committee’s authority and responsibilities.

Laporan Tahunan

2013

Teknologi

Annual Report

Informasi

dibentuk


Tugas dan Tanggung Jawab Komite Pengarah Teknologi Informasi

Duties and Responsibilities of Technology Steering Committee

Tugas dan tanggung jawab Komite Pengarah Teknologi

Duties and responsibilities of Information Technology Steering

Informasi secara garis besar adalah memberikan rekomendasi

Committee in general is to provide recommendation to the Board

kepada Direksi mencakup:

of Directors including:

1. Memantau dan mengevaluasi kondisi Teknologi Informasi

1. Monitor and evaluate Bank Hana’s IT situation.

125

Information

Bank Hana. 2. Mengkaji kebutuhan pengembangan Teknologi Informasi

2. Review IT development needs and arrange IT (Information

dan menyusun rencana strategis Teknologi Informasi

Technology) Strategic Plan which is in line with the Bank’s

(Information Technology Strategic Plan) sesuai dengan arah

strategy directions.

strategi bank. 3. Meminimalkan potensi risiko atas investasi Bank pada sektor

3. Mitigate risk potential of Bank investment in the IT sector so

Teknologi Informasi agar investasi tersebut memberikan

that the investment optimally contributes to the business

kontribusi optimal terhadap tercapainya tujuan bisnis Bank.

purpose of the Bank.

Selama tahun 2013, Komite Kebijakan Pengarah Tekonologi

Throughout

Informasi telah melaksanakan rapat perihal proyek Information

Committee has conducted several meetings regarding the project

Techonology (IT) di tahun 2013 dan perencanaan untuk proyek

of Information Technology (IT) in 2013 as well as the next project

IT di tahun 2014.

in 2014.

Komite Sumber Daya Manusia

Human Resources Committee

Komite Sumber Daya Manusia (SDM) dibentuk untuk membantu

The Human Resouces (HR) Committee was established for assisting

tugas Direksi dalam meningkatkan efektivitas, obyektivitas, dan

the Board of Directors’ roles in improving the effectivity, objectivity

transparansi dalam pengambilan keputusan terkait sumber

and transparency in decision-making concerning human resources

daya manusia sesuai prinsip-prinsip praktik terbaik yang berlaku

principles.

2013,

the

Information

Technology

Steering

di dunia perbankan.

Tugas dan Tanggung Jawab Komite SDM

Duties and Responsibilities of HR Committee

Tugas dan tanggung jawab Komite SDM di antaranya adalah

Duties and responsibilities of HR Committee are as follow:

sebagai berikut: 1. Menetapkan kebijakan, sIstem dan prosedur pengelolaan

1. Apply policies, systems and procedures of the HR management.

SDM. 2. Menetapkan sasaran dan strategi sumber daya manusia sesuai dengan sasaran dan strategi Bank.

2. Implement human resources target and strategy regarding the Bank’s target and strategy.

3. Merumuskan, memantau dan menilai pelaksanaan program-

3. Formulate, monitor and appraise human resources’ programs

program sumber daya manusia secara menyeluruh agar

comprehensively to be adjusted to applied principles, policies,

konsisten dengan prinsip, kebijakan dan prosedur yang

procedures and regulations.

berlaku serta peraturan perundang-undangan yang berlaku. Selama tahun 2013, Komite SDM telah melaksanakan beberapa

Throughout 2013, HR Committee has conducted several meetings

kali rapat terkait dengan rekrutmen SDM sesuai dengan Rencana

regarding HR recruitment in accordance with Business Plan of the

Bisnis Bank 2013 dan Merger Issue.

Bank in 2013 along with Merger Issue.

Laporan Tahunan

2013

Annual Report

126


PENERAPAN FUNGSI KEPATUHAN, AUDIT INTERN, DAN AUDIT EKSTERN

IMPLEMENTATION OF COMPLIANCE FUNCTION, INTERNAL AUDIT AND EXTERNAL AUDIT

Fungsi Kepatuhan Bank

Bank’s Compliance Function

Walaupun sedang mempersiapkan diri untuk menyelesaikan

Although the Bank is preparing to finish its merger process

proses merger yang telah dimulai secara resmi sejak 27 Mei

which has officially been started since May 27, 2013, the Bank’s

2013, kinerja Bank tetap dapat dipertahankan, bahkan mampu

performance can be maintained and even exceeding the

melampaui target tahunan yang telah ditetapkan. Tingkat

predefined annual target. The Bank’s compliance level toward

kepatuhan Bank terhadap regulasi yang berlaku tetap dapat

the applicable regulation remains high in which throughout

dipertahankan pada level tinggi dimana sepanjang tahun 2013

2013 there was no violation of any applicable law and regulations

tidak ada pelanggaran atas perundang-undanganan ataupun

with significant impact on the Bank’s operations. The compliance

peraturan yang berlaku yang berdampak signifikan terhadap

culture is expected to be inherent in all levels of organization.

operasional Bank. Fungsi kepatuhan secara berkesinambungan

The compliance function is endeavored to reach the goal by

menanamkan budaya kepatuhan di setiap lini yang dilakukan

disseminating the bank policy, applicable banking regulation and

dengan mensosialisasikan kebijakan Bank, peraturan yang

law, and employee training programs.

berlaku di perbankan maupun undang-undang serta program pelatihan pegawai.

tugas dan Tanggung Kepatuhan Bank

Jawab

Fungsi

Duties and Responsibilities of Bank Compliance Function

Tugas dan tanggung jawab fungsi kepatuhan meliputi:

Duties and responsibilities of compliance functions include:

1. Mewujudkan terlaksananya Budaya Kepatuhan pada semua

1. Actualize the Compliance Culture implementation on every

tingkatan organisasi dan kegiatan usaha Bank.

level of the organization and the Bank’s lines of business.

2. Mengelola Risiko Kepatuhan yang dihadapi oleh Bank.

2. Manage Compliance Risk confronted by the Bank.

3. Memastikan agar kebijakan, sistem, dan prosedur serta

3. Ensure that the policy, systems and procedures of every

kegiatan usaha yang dilakukan oleh Bank telah sesuai

business activities of the Bank has been in conform to Bank

dengan

Indonesia’s provisions and other applicable law.

ketentuan

Bank

Indonesia

dan

peraturan

perundang-undangan yang berlaku. 4. Memastikan kepatuhan Bank terhadap komitmen yang dibuat oleh Bank kepada Bank Indonesia dan/atau otoritas pengawas lain yang berwenang.

Laporan Tahunan

2013

Annual Report

4. Ensure the Bank compliance to its commitment to Bank Indonesia and/or other authorized supervisors.


Pelaksanaan Tugas Fungsi Kepatuhan Bank Selama Tahun 2013

Implementation of Duties and Responsibilities of the Bank’s Compliance Function in 2013

Pada tahun 2013, Satuan Kerja Kepatuhan melakukan

In 2013, the Compliance Task Force has conducted the following

pelaksanaan kegiatan, antara lain:

activities:

1. Melakukan uji kepatuhan atas setiap rancangan kebijakan

1. Operate compliance tests on every policy plan and procedure

dan prosedur setiap departemen dan divisi yang melakukan

127

in every department and division in updating SOP.

pengkinian SOP. 2. Melakukan kajian kepatuhan atas setiap proses persetujuan

2. Initiate compliance review of every credit approval process

kredit dengan plafon di atas Rp25 miliar dengan memberikan

with plafond of Rp10 billion along with an independent

rekomendasi yang bersifat independen.

recommendation provided.

3. Melakukan monitoring terhadap tindak lanjut temuan

3. Monitor audit findings of supervision from the Bank Indonesia.

pemeriksaan Bank Indonesia. 4. Melakukan

pemantauan, pelaporan dan sosialisasi atas

4. Supervise, report and familiarize Know Your Customer (KYC)

pelaksanaan Know Your Customer (KYC) dan Anti Money

and Anti Money Laundering (AML) implementation.

Laundering (AML).

Fungsi Audit Intern

Internal Audit Function

Audit Internal melaksanakan fungsi pengawasan internal secara

The Internal Audit operates an independent internal monitoring,

independen, memastikan keandalan sistim pengawasan dan

ensures monitoring system reliability and the Bank’s operational

kepatuhan kegiatan operasional Bank terhadap kebijakan

activities and procedure compliance as well as reports its findings

dan prosedur serta melaporkan hasil pemeriksaannya kepada

to the President Director.

Direktur Utama. Audit Intern Bank bekerja dengan mengacu kepada Standar

Referring to operational, mission, authorization, independency

Pelaksanaan Fungsi Audit Intern Bank (SPFAIB) yang ditetapkan

and scope of Internal Audit Bank guidance of Standard of Function

oleh Bank Indonesia yang mencakup struktur operasional

Operation of Bank Internal Audit (SPFAIB) implemented by Bank of

dan misi, kewenangan, independensi serta ruang lingkup

Indonesia. In pursuant to the new investigation method, the audit

pekerjaan Audit Intern Bank. Metodologi audit dilakukan sesuai

methodology is based on a Risk-Based Supervision (RBS), which is

dengan metode pemeriksaan terkini berdasarkan Risk-Based

forward looking-oriented.

Supervision (RBS) yang berorientasi ke depan (forward looking). Aktivitas audit selama tahun 2013 dilaksanakan berdasarkan

Audit activity throughout 2013 was conducted in accordance with

rencana audit tahunan. Hal-hal yang menjadi perhatian

the annual audit plan, management’s concern, and the Bank’s risk

manajemen serta tren risiko Bank antara lain adalah sebagai

trend as follow:

berikut: •

Berdasarkan audit plan tahun 2013 terdapat 73 obyek

•

Referring to 2013’s audit plan, there are 73 investigation

Laporan Tahunan

2013

Annual Report


128

pemeriksaan. Realisasi audit telah dilakukan terhadap 67

objects. The audit implementation has been carried out to 67

obyek pemeriksaan. Dengan demikian pencapaian realisasi

investigation objects. As such, the audit realization achievement

audit sampai dengan Desember 2013 mencapai 91,78% dari

until the end of 2013 has reached 91.78% of the target.

target. •

SKAI juga menjalankan tugas sebagai kepala satuan anti

•

fraud yang menampung laporan dari seluruh pegawai atau whistleblower atas kecurangan yang mungkin terjadi. •

SKAI Bank Hana melaporkan pokok-pokok hasil temuan

•

Mendokumentasikan semua hasil audit dan tanggapan

whistleblower of any violation occurred. •

SKAI of Bank Hana reports principals of audit findings of internal

•

Documented all audit findings and auditee response as well as

audit internal tahun 2013 kepada Bank Indonesia. auditee serta memonitor tindak lanjut temuan audit.

SKAI also performs its duty as the head of anti fraud unit task force which accommodates reports from all employees or

audit in 2013 to Bank of Indonesia. monitors the follow-up of audit findings.

Fungsi Audit Ekstern

External Audit Function

Bank menunjuk Kantor Akuntan Publik (KAP) Purwantono,

The Bank has appointed the Registered Public Accounting Firm

Suherman & Surja (Ernst & Young) sebagai auditor eksternal

(KAP) Purwantono, Suherman & Surja (Ernst & Young) as external

untuk melakukan pemeriksaan independen atas laporan

auditor to conduct independent audit for Bank Hana’s financial

keuangan Bank Hana periode yang berakhir pada 31 Desember

statement for the year ended December 31, 2013. The KAP

2013. Pemilihan KAP telah dilakukan dengan berdasarkan kuasa

appointment is carried out based on the authority bestowed

yang diberikan RUPS kepada Direksi serta rekomendasi Komite

by GMS upon the Board of Directors and in accordance to the

Audit dengan mempertimbangkan aspek reputasi, track record,

Audit Committee’s recommendation by considering reputation

profesionalisme serta independensi Kantor Akuntan Publik.

aspects, track records, professionalism and independency of KAP.

Kantor Akuntan Publik akan melakukan pemeriksaan laporan

KAP will perform financial statements of Bank Hana according to

keuangan Bank Hana sesuai dengan standar profesional akuntan

accounting professional standards based on agreement in audit

sesuai dengan kontrak kerja dalam ruang lingkup audit yang

area for a certain period of time. The audit is adjusted to provision of

akan diselesaikan dalam rentang waktu tertentu. Pelaksanaan

Bank Indonesia regarding the Transparency of the Bank’s Financial

pemeriksaan disesuaikan dengan ketentuan Bank Indonesia

Performance and Indonesia’s Accounting Standards.

mengenai Transparansi Kondisi Keuangan Bank dan Standar Akuntansi Indonesia.

Laporan Tahunan

2013

Annual Report


129

PENERAPAN MANAJEMEN RISIKO DAN PENGENDALIAN INTERN

RISK MANAGEMENT AND INTERNAL CONTROL IMPLEMENTATION

Secara berkala Bank Hana melakukan review atas kecukupan dan

Bank Hana regularly conducts review on the adequacy and

keandalan proses mitigasi risiko yang telah diterapkan selama

reliability of risk mitigating process applied. Risk management

ini. Pengembangan manajemen risiko di Bank didasarkan pada

development in the Bank has its basis on the risks entailed in the

potensi risiko yang melekat pada setiap aktivitas operasional

bank’s operation and is referred to Bank Indonesia regulation;

Bank dengan berpedoman pada Peraturan Bank Indonesia serta

furthermore, enhancing the employee quality.

berpadu dengan peningkatan kualitas staf. Berdasarkan risk framework Bank Hana, unit manajemen

According to Bank Hana’s risk framework, the Risk Management

risiko melakukan pengukuran terhadap delapan jenis risiko

Department measures eight types of risks such as credit

yang meliputi risiko kredit, risiko pasar, risiko likuiditas, risiko

risk,market risk, liquidity risk, operational risk, strategic risk, legal

operasional, risiko stratejik, risiko hukum, risiko kepatuhan dan

risk, compliance risk and reputation risk. The risk management is

risiko reputasi. Pelaksanaan manajemen risiko telah dilakukan

inherently implemented in each level of operation to enhance

secara inheren pada semua tingkatan operasional untuk

internal controls in reaching better risk management.

memperkuat pengendalian internal dalam rangka pengelolaan risiko yang lebih baik. Satuan Kerja Manajemen Risiko telah melakukan beberapa

The Risk Management Task Force has conducted several activities

aktivitas sepanjang tahun 2013 mencakup beberapa hal berikut:

throughout 2013 including:

•

•

Menyusun risk assessment dan laporan final produk dan

•

aktivitas baru seperti MyHANA Internet & Mobile Banking,

and activities such as MyHANA Internet & Mobile Banking,

Hana Gold Club dan Virtual Account.

Hana Gold Club and Virtual Account.

Menyusun environmental and social risk assessment sebagai

•

bagian dari proses persetujuan kredit. •

Formulate risk assessment and final report of new products

Menyusun industry and market highlights kepada Direksi

Formulate environmental and social risk assessment as part of loan approval process.

•

secara mingguan.

Formulate industry and market highlights to Board of Directors on weekly basis.

•

Menyusun parameter untuk branch risk scoring.

•

Formulate parameter for branch risk scoring.

•

Menyusun dokumen terkait liquidity risk stress testing.

•

Formulate documents related to liquidity risk stress testing.

•

Melakukan pemantauan yang ketat terhadap portofolio

•

Conduct close monitoring on USD portfolio and liquidity gap

USD dan liquidity gap terkait dengan market volatility.

related to market volatility.

Laporan Tahunan

2013

Annual Report

130


PENANGANAN BENTURAN KEPENTINGAN MANAGEMENT OF CONFLICT OF INTEREST

Seluruh anggota Dewan Komisaris, anggota Direksi dan Pejabat

All members of Board of Commissioners, Board of Directors, and

Eksekutif Bank Hana berkomitmen untuk menghindarkan diri

Executive Officers are committed to avoid making decisions

dari pengambilan suatu keputusan dalam situasi dan kondisi

within the conflict of interest atmosphere. Nevertheless, if making

yang melibatkan adanya benturan kepentingan. Namun

decisions is required, the parties concerned have to uphold the

demikian, apabila keputusan tetap harus diambil maka pihak-

Bank’s economic interest and prevent loss or possibility of lesser

pihak dimaksud wajib mengutamakan kepentingan ekonomis

profits that might arise. They are also required to disclose the

Bank dan menghindarkan Bank dari kerugian yang mungkin

conflict of interests in each decision made.

timbul atau kemungkinan berkurangnya keuntungan Bank serta wajib mengungkapkan kondisi benturan kepentingan tersebut dalam setiap keputusan. Tata cara penanganan benturan kepentingan telah diatur dalam

Procedures of conflict of interest management have been stipulated

Prosedur Pelaksanaan Benturan Kepentingan yang disahkan

in the Procedures of Conflict of Interest Management approved

dengan Surat Keputusan Direksi No. 20/18/DIR/SK tanggal 22

by Decision Letter of Board of Directors No. 20/18/DIR/SK dated

September 2008 serta disetujui Dewan Komisaris dan telah

September 22, 2008 and approved by Board of Commissioners

diketahui serta diterima dengan baik oleh seluruh anggota

and acknowledged and approved by all members of the Bank’s

manajemen Bank.

Management.

Pemberian perlakuan istimewa kepada pihak-pihak tertentu

This preferential treatment to certain parties above stipulated

di luar prosedur dan ketentuan yang berlaku, termasuk dalam

procedure and regulation includes the category of conflict of

kategori benturan kepentingan yang menimbulkan kerugian

interest that might generate loss for the Bank or lessen the Bank’s

Bank atau mengurangi keuntungan Bank antara lain mengenai

profit, such as inappropriate interest rate submission according

pemberian suku bunga yang tidak sesuai dengan prosedur dan

to applied regulation. Throughout 2013, there was no conflict of

ketentuan yang berlaku. Sepanjang tahun 2013 tidak terjadi

interest that potentially generates loss for the Bank.

benturan kepentingan yang berpotensi merugikan Bank.

JUMLAH PENYIMPANGAN INTERNAL INTERNAL FRAUD

Bank telah memiliki kebijakan dan prosedur yang mengatur

The Bank has policy and procedures organizing internal fraud

penanganan penyimpangan internal (internal fraud) yang dapat

management performed by the manager, permanent and

menyebabkan kerugian finansial secara signifikan terhadap Bank

temporary employees that might generate financial loss to the

yang dilakukan oleh pengurus, pegawai tetap maupun tidak

Bank. Throughout 2013, there was no internal fraud cases in Bank

tetap. Sepanjang tahun 2013, tidak terdapat penyimpangan

Hana.

internal yang terjadi di Bank Hana.

Laporan Tahunan

2013

Annual Report


131

KODE ETIK

CODE OF CONDUCT

Bank Hana memiliki Kode Etik Perilaku Karyawan untuk

Bank Hana has a Code of Conduct in order to create a working

menciptakan lingkungan dan hubungan kerja yang harmonis

environment as well as working relationship that are harmonious

dan profesional. Kode Etik ini juga berfungsi sebagai sebuah

and professional. This Code of Conduct may as well functioning as

usaha Bank dalam memberikan pelayanan yang terbaik kepada

Bank’s effort in providing the best services for customers.

nasabah.

Pemberlakuan Kode Etik

Code of Conduct Enforcement

Kode Etik perilaku Karyawan berlaku bagi setiap individu yang

The Code of Conduct is applied to all individuals working in Bank

bekerja di Bank Hana mulai dari tingkat Dewan Komisaris hingga

Hana, up from the top management of Board of Commissioners to

staf dan non-staf. Setiap karyawan wajib mematuhi Kode Etik

the lowest level of staff and non-staff. All employees must adhere

sebagaimana mematuhi undang-undang dan peraturan lainnya.

to the Code of Conducts as they also adhere to other prevailing

Seorang atasan harus dapat menjadi contoh/panutan dalam

rules and regulations. Supervisors must set a good example in the

pelaksanaan Kode Etik perilaku ini.

implementation of the Code of Conduct.

Pokok-pokok Kode Etik

Code of Conduct principles

Secara garis besar, Kode Etik Bank mengatur mengenai berbagai

In general, the Bank’s code of conduct stipulates several aspects,

hal berikut:

as follows:

1. Prinsip Dasar Sikap dan Perilaku

1. Fundamental Principles of Attitudes and Behavior

2. Norma Kesopanan dan Etika Moral

2. Norms of Decency and Moral Ethics

3. Disiplin Kerja

3. Work Dicipline

4. Benturan Kepentingan

4. Conflict of Interest

5. Tanggung Jawab Karyawan terhadap Perusahaan/Nasabah/

5. Employees’ Responsibilities toward the Company/Customers/

Rekanan

Partners

a. Kerahasiaan Informasi dan Data

a. Confidentiality of Information and Data

b. Dokumen dan Pencatatan

b. Documents and Recording

c. Hubungan dengan Nasabah/Rekanan 6. Penggunaan dan Perlindungan terhadap Peralatan dan Fasilitas Perusahaan 7. Hak terhadap Intellectual Property dan Penggunaan Nama dan Logo Perusahaan

c. Relationship with Customers/Partners 6. Utilization and Protection of Company’s Equipment and Facilities 7. Copywrights toward Intellectual Property and Utilization of Company’s Name and Logo

8. Aktivitas Politik

8. Political Activities

9. Penerimaan dan Pemberian Hadiah

9. Accepting and Giving Gifts

10. Pencucian Uang (Money Laundering)

10. Money Laundering

11. Insider Trading

11. Insider Trading

12. Pelecehan Seksual

12. Sexual Harassment

13. Transaksi dengan Perusahaan Afiliasi

13. Transactions with Affiliates

Laporan Tahunan

2013

Annual Report

132


Upaya Penerapan dan Penegakan

Implementation and Enforcement

Kode Etik adalah merupakan salah satu panduan dasar dalam

Code of Conduct is one of the basic foundation for Bank Hana in

implementasi kerja Bank Hana yang wajib untuk dipatuhi oleh

implementing its work procedure and must be obeyed by each

setiap karyawan. Keberadaan Kode Etik sangat penting untuk

employee. The Code of Conduct is very important to be uphold

terus dipertahankan dan ditegakkan demi memastikan bahwa

and enforced so that all operational activities of Bank Hana were

seluruh aktivitas operasional Bank Hana tidak bertentangan

not contradict with the prevailing norms in societies as well as

dengan norma-norma yang berlaku di masyarakat dan

business environment of banking, especially with the responsibility

lingkungan usaha perbankan, terutama yang berkaitan dengan

towards all stakeholders.

kewajiban Bank terhadap seluruh pemangku kepentingan. Kode Etik telah diketahui dan dipahami oleh setiap karyawan

All employees are aware of the Code of Conduct which has

dengan penyebaran melalui sistem intranet Bank. Seiring

been disseminated through internal publications of intranet. The

dengan

perubahan

Code of Conduct is open to be altered in accordance with the

peraturan perundang-undangan yang berlaku, tidak menutup

Bank’s development along with changes on the prevailing rules

kemungkinan bahwa Kode Etik ini akan berubah. Setiap

and regulations. Any changes will be informed to all employees,

perubahan akan segera diinformasikan kepada seluruh

immediately.

perkembangan

usaha

Bank

serta

karyawan.

PENYEDIAAN DANA KEPADA PIHAK TERKAIT (RELATED PARTY) DAN PENYEDIAAN DANA BESAR (LARGE EXPOSURE) FUNDING PROCUREMENT TO RELATED PARTY AND LARGE EXPOSURE PROCUREMENT Kebijakan Bank dalam mengatur penyediaan dana kepada Pihak

The Bank’s policy in regulating the funding procurement to Related

Terkait dan penyediaan dana dalam skala besar didasarkan

Party and large exposure procurement refers to Bank Indonesia’s

pada peraturan Bank Indonesia yang mengatur Batas

regulation which regulates Maximum Legal Lending Limit (BMPK).

Maksimum Pemberian Kredit (BMPK). Sistem dan prosedurnya

The system and procedures are comprehended by all related

telah dipahami oleh seluruh Departemen terkait sehingga

Departments so as to facilitate easier monitoring and problem

mempermudah monitoring dan penyelesaian masalah bila

solving if there is provision breaches.

terjadi potensi pelanggaran ketentuan berlaku. Penyediaan dana kepada Pihak Terkait dan penyediaan dana

Funding procurement to Relates Party and large exposure

besar diputuskan oleh Komite Kredit secara independen dengan

procurement is decided independently by the Credit Committee

mengacu pada ketentuan berlaku dan telah dilaporkan kepada

by referring to the applicable provisions and has been reported to

Bank Indonesia dengan tepat waktu. Sepanjang tahun 2013,

Bank Indonesia on time. Throughout 2013, the Bank did not have

Bank tidak memiliki kasus pelanggaran terkait BMPK.

any infringement cases related to BMPK.

Penyediaan dana kepada Pihak Terkait ataupun pihak yang

Funding procurement to Relates Party or any parties considered

dianggap terkait dari sisi kredit didukung dengan jaminan dari

related in terms of loan is supported by guarantee from Bank Hana

Bank Hana Seoul berupa Stand by L/C dengan rincian sebagai

Seoul through Stand by L/C with the following details:

berikut:

Laporan Tahunan

2013

Annual Report


133

Kredit Kepada Pihak Terkait per Debitur Loan to Related Party per Debtor (dalam jutaan Rupiah) (in million Rupiah)

Debitur Debtors

No.

Baki Debet Outstanding Balance

Jaminan Guarantee

1.

KPF Indonesia

60,849

Jaminan Stand By LC USD5.000.000

2.

KPF Indonesia

60,850


3.

KPF Indonesia

42,595

Jaminan Deposito KRW5.000.000.000

4.

Hyosung Corporation Co. Ltd.

34,624


5.

Hyosung Corporation Co. Ltd.

2,800

Jaminan Stand By LC IDR2.8M

6.

Deerfos Indonesia

3,941

Jaminan Stand By LC USD500.000

7.

KPF Indonesia

54,764


8.

SELIM ELEKTRO

12,169


9.

SELIM ELEKTRO

12,169

Jaminan Gudang IDR 14,45M

10.

SELIM ELEKTRO

5,446

Jaminan Gudang IDR7,22M

11.

NURI C AND I INDONESIA

4,867


12.

CHUNG RIM GLOBAL

7,302


13.

MULTI TAMBANG RESOURCES

10,953


14.

DAMWOO INDO

18,254

Stand By LC USD1.500.000

-

Jaminan Gudang IDR3,7M

15.

LSIS-TEKNIK UMUM CONSORTIUM

2,400

Jaminan Stand By LC IDR2,4M

16.

LSIS-TEKNIK UMUM CONSORTIUM

2,800


17.

CJ KOREA EXPRESS LOGISTICS SERVICE INDONESIA

-

18.

CJ KOREA EXPRESS LOGISTICS SERVICE INDONESIA

67,502


19.

KRAKATAU POSCHEM DONG SUH CHEMICAL

21,902

Jaminan Stand By LC USD3.922.500 DARI BNI

20.

KRAKATAU POSCHEM DONG SUH CHEMICAL

51,104


Total


477,290

Per tanggal 31 Desember 2013, posisi penyediaan dana kepada

As of December 31, 2013, the position of funding procurement to

related party serta total eksposur Grup dan core debtors terhadap

related party as well total exposures of Group and core debtors to

total portofolio kredit Bank, tidak termasuk penyediaan dana

the Bank’s total loan portfolio, excluded the funding procurement

dengan agunan tunai (cash collateral) adalah sebagai berikut:

with cash collateral is as follow:

Penyediaan Dana Funding Procurement

No.

Jumlah Total Debitur Debtor

Nominal Percentage

20

Rp477,290 juta Rp477.290 million

a. Individu Individuals

8

Rp568,342 juta Rp568.342million

b. Grup Group

7

Rp628,271 juta Rp628.271 million

1.

Pihak Terkait Related Party

2.

Debitur Inti Core Debtors

Laporan Tahunan

2013

Annual Report

134


RENCANA STRATEGIS BANK BANK’S STRATEGIC PLAN

Permohonan merger Bank Hana dan Bank KEBI telah disetujui

The proposal of merger between Bank Hana and Bank KEBI has been

OJK pada 11 Februari 2014 sebagaimana termaktub dalam Surat

approved by OJK on February 11, 2014 as stipulated in the Decree

Keputusan Dewan Komisioner Otoritas Jasa Keuangan No. 6/

of the Board of Commissioner of the Financial Services Authority

KDK.03/2014. Permohonan persetujuan atas penggabungan

No. 6/KDK.03/2014. The proposal of approval for the merger of the

kedua bank tersebut telah dikirimkan ke Bank Indonesia

two banks has been submitted to Bank Indonesia through letter

melalui surat No. 25/2362/PN/SKKP dan 528/KEBI/BOD/2013

No. 25/2362/PN/SKKP and 528/KEBI/BOD/2013 dated July 18, 2013.

tertanggal 18 Juli 2013. Merujuk pada Peraturan Bank Indonesia

Referring to the Bank Indonesia Regulation No. 14/24/PBI/2012

No. 14/24/PBI/2012 dan Surat Edaran Bank Indonesia No. 15/2/

and Bank Indonesia Circular Letter No. 15/2/DPNP about Single

DPNP perihal Single Presence Policy (SPP), pada bulan Juli 2013,

Presence Policy (SPP), in July 2013, Bank Hana’s shareholders have

pemegang saham Bank Hana telah mengadakan RUPSLB dan

conducted EGMS and approved the merger of Bank Hana and KEB

menyetujui penggabungan Bank Hana dan Bank KEB Indonesia.

Bank Indonesia.

Realisasi merger ini dipercaya akan sangat membantu Bank

The merger is believed to be very helpful to Bank Hana in realizing

Hana untuk mewujudkan visinya menjadi salah satu bank besar

its vision to become one of the prominents banks in Indonesia. The

di Indonesia. Rencana merger akan meningkatkan aset Bank

merger plan will increase the Banks’asset to above Rp10 trillion,

menjadi di atas Rp10 triliun menjadikan Bank Hana sebagai

making Bank hana as one of the 50 prominent banks in Indonesia.

salah satu dari 50 bank besar di Indonesia. Persiapan ini telah

The preparation on various aspects has been done since the middle

dilakukan sejak pertengahan tahun 2013 dalam berbagai hal

of 2013 and included preparation of labor, SOP and policy as well as

mencakup persiapan ketenagakerjaan, SOP dan policy serta

technology and information infrastructure.

infrastruktur teknologi dan informasi. Strategi bisnis jangka pendek Bank Hana sebagai bank hasil

Short-term business strategy of Bank Hana as a merged bank

merger merupakan kelanjutan dari strategi bisnis yang telah

is the continuation of the the implemented business strategy

diterapkan mengingat posisi Bank selaku surviving bank telah

considering the Bank’s position as surviving bank working on

menggarap pasar SME dan korporasi. Sedangkan beberapa

SME and corporate market. Meanwhile, a number of middle-term

rencana jangka menengah yang ditargetkan akan dilakukan

plan whose objectives is to realize the Bank’s vision include the

untuk merealisasikan visi Bank di antaranya mencakup

expansion of office network, extension of the Bank’s reach to new

penambahan jaringan kantor, perluasan jangkauan Bank ke

economy centers outside Java and corporate actions by acquiring

sentra-sentra ekonomi baru di luar Jawa, dan aksi korporasi

other banks. It is done if the situation is conducive to the extent of

dengan mengakuisisi bank lain. Hal ini akan dilakukan apabila

financial capability and regulation.

situasi memungkinkan baik secara finansial maupun regulasi.

Laporan Tahunan

2013

Annual Report


135

TRANSPARANSI KONDISI KEUANGAN DAN NON KEUANGAN FINANCIAL AND NON-FINANCIAL TRANSPARENCY

Semua aspek operasional Bank terkait kondisi keuangan dan

All of Bank’s operational aspects which are related to the financial

non keuangan telah disampaikan secara transparan kepada

and non-financial conditions, have been presented transparently

stakeholder melalui media cetak dan website sesuai ketentuan

to stakeholders through print media and websites in accordance

berlaku. Laporan-laporan keuangan dan non keuangan telah

with the applicable provisions. Financial and non-financial reports

dilaporkan ke regulator secara berkala sedangkan laporan

have been submitted to the regulators on regular basis while

keuangan tahunan telah diaudit oleh Kantor Akuntan Publik dan

annual financial statement has been audited by Registered Public

dilaporkan ke regulator dan institusi-institusi terkait.

Accounting Firm and submitted to the regulators and related institutions.

Laporan keuangan kuartalan dan tahunan serta Laporan Good

Quarterly and anually financial statement as well Good Corporate

Corporate Governance dapat diakses dalam homepage Bank

Governance Report can be accessed through Bank Hana homepage

Hana www.hanabank.co.id dan memungkinkan profil Bank

at www.hanabank.co.id and allow the profile of Bank hana to be

Hana untuk dapat dengan mudah diakses oleh masyarakat luas.

easily accessed by general public.

Laporan Tahunan

2013

Annual Report

136


SHARE OPTION, BUY BACK SHARE DAN/ATAU BUY BACK OBLIGASI DAN RASIO GAJI TERTINGGI TERENDAH

SHARE OPTION, BUY BACK SHARE AND/OR BUY BACK OBLIGATION AND HIGHEST AND LOWEST SALARY RATIO Bank Hana merupakan perusahaan yang dimiliki oleh 3 (tiga)

Bank Hana is a company owned by 3 (three) Shareholders with

Pemegang Saham dengan Bank Hana Seoul sebagai Pemegang

Bank Hana Seoul as the Major Shareholder. By the end of 2013, the

Saham Mayoritas. Hingga akhir tahun 2013, Bank masih dimiliki

Bank is still owned by the same shareholders and does not conduct

oleh pemegang saham yang sama dan tidak melakukan public

public offering or issue obligation as a funding source. As such,

offering ataupun mengeluarkan obligasi sebagai sumber

there is no share option or buy back share or obligation for the

pendanaan. Dengan demikian tidak ada share option maupun

Board of Commissioners and Directors.

buy back share ataupun obligasi bagi Dewan Komisaris dan Direksi.

Jenis Rasio Ratio Type

Besaran Rasio Ratio

Rasio gaji tertinggi & terendah Dewan Komisaris Highest & lowest salary ratio of Board of Commissioners

113,5%

Rasio gaji tertinggi & terendah Direksi Highest & lowest salary ratio of Board of Directors

228,4%

Rasio gaji tertinggi & terendah Karyawan Highest & lowest salary ratio of Board of Employees Rasio gaji tertinggi Direksi & gaji tertinggi Karyawan Highest salary ratio of Board of Directors & Employees

4.803,3% 141,2%

PEMBERIAN DANA UNTUK KEGIATAN SOSIAL DAN KEGIATAN POLITIK FUND ALLOCATION FOR SOCIAL AND POLITICAL ACTIVITIES

Hingga akhir tahun 2013, Bank tidak mengeluarkan dana untuk

By the end of 2013, the Bank did not allocate any funds for political

kegiatan politik ataupun yang sejenisnya. Sedangkan informasi

activities or its equivalent. Meanwhile, the information on fund

mengenai pengeluaran dana untuk kegiatan sosial dapat dilihat

allocation for social activities can be found in the Corporate Social

pada Bab Tanggung Jawab Sosial Perusahaan dalam Laporan

Responsibility section in this Annual Report.

Tahunan ini.

Laporan Tahunan

2013

Annual Report


137

PERMASALAHAN HUKUM LEGAL ISSUES

Pada tahun 2013, terdapat 3 (tiga) permasalahan hukum

In 2013, there are 3 (three) legal issues encountered by Bank Hana.

yang dihadapi Bank Hana. Adapun 2 (dua) gugatan perkara

2 (two) of the lawsuits has been successfully resolved which were

telah berhasil diselesaikan yaitu 1 (satu) gugatan perkara

1 (one) lawsuit filed by a former employee of Bank Hana for case of

yang diajukan oleh mantan karyawan Bank Hana atas perkara

Termination of Employment (PHK) and Bank Hana as Co-defendant

pemutusan hubungan Kerja (PHK) dan Bank Hana sebagai Turut

II in Bekasi District Court in the case of PT Yong Woo International

Tergugat II di Pengadilan Negeri Bekasi dalam kasus PT Yong

against PT Wooju Inti Indonesia in which there is no material legal

Woo International melawan PT Wooju Inti Indonesia dimana

proceedings to Bank Hana.

tidak terdapat tuntutan hukum yang material kepada Bank Hana. Sedangkan Bank Hana sebagai Penggugat di Pengadilan Negeri

Meanwhile, Bank Hana as the Plaintiff in the South Jakarta District

Jakarta Selatan atas PT Maharatha Lokapala Avla dimana saat ini

Court over PT Maharatha Lokapala Avla which is currently under

sedang dalam proses banding di Pengadilan Tinggi DKI Jakarta

appeal process at the Jakarta High Court by Bank Hana.

oleh Bank Hana.

Permasalahan Hukum Legal Issues

Jumlah Kasus Number of Cases Perdata Civil

Pidana Criminal

Telah mendapatkan putusan yang mempunyai kekuatan hukum tetap Has obtained verdict and binding

2

-

Dalam proses penyelesaian In the process of settlement

1

-

3

-

Total

Laporan Tahunan

2013

Annual Report

138


SELF ASSESSMENT GOOD CORPORATE GOVERNANCE SELF ASSESSMENT GOOD CORPORATE GOVERNANCE

Hasil Kertas Kerja Self Assessment Good Corporate Governance

Worksheet Result of Good Corporate Governance Self Assessment

Hasil kertas kerja Self Assessment Good Corporate Governance

Worksheet Result of Good Corporate Governance Self Assessment

Bank Hana per 31 Desember 2013 adalah sebagai berikut:

of Bank Hana as of December 31, 2013 is as follow:

Hasil Penilaian Sendiri (Self Assessment) Pelaksanaan GCG Self Assessment Result on GCG Implementation Peringkat Rating

Individual

2

Definisi Peringkat Rating Definition Mencerminkan Manajemen Bank telah melakukan penerapan Good Corporate Governance yang secara umum BAIK. Hal ini tercermin dari pemenuhan yang memadai atas prinsip-prinsip Good Corporate Governance. Apabila terdapat kelemahan dalam penerapan prinsip Good Corporate Governance, maka secara umum kelemahan tersebut kurang signifikan dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank. Indicates that the Bank Management had performed a generally GOOD GCG implementation. It is evident in the sufficient compliance on the Good Corporate Governance principles. If there were any flaws in the Good Corporate Governance implementation, the flaws were generally insignificant and could be solved with normal action by the Bank Management.

Analisis

Analysis

A. Governance Structure - Faktor-faktor positif aspek governance structure Bank adalah sebagai berikut:

A. Governance Structure - The Bank’s positive governance structure aspects are as follow:

1. Dewan Komisaris, Direksi, Komite dan Satuan Kerja Bank memiliki kecukupan jumlah, komposisi, integritas, kompetensi, tingkat independensi, kepatuhan serta efektivitas pelaksanaan tugas dan tanggung jawab yang sesuai dengan ketentuan GCG. 2. Tidak terdapat benturan kepentingan selama Semester II/2013.

1. Board of Commissioners, Directors, the Bank’s Committees and Task Forces have adequate amount, composition, integrity, competencies, independency level, and compliance as well effectiveness of duties and responsibilities implementation in accordance with the GCG provisions. 2. There was no conflict of interest in Semester II/2013.

-

Faktor-faktor negatif aspek governance structure Bank adalah sebagai berikut : 1. Sistem informasi manajemen risiko masih dilakukan secara manual/semi manual.

Laporan Tahunan

2013

Annual Report

-

The Bank’s negative governance structure aspects are as follow:

1. Risk management information system is still conducted manually or semi-manually.


Analisis B. Governance Process - Faktor-faktor positif aspek governance process Bank adalah sebagai berikut:

Analysis

B. Governance Process - The Bank’s positive governance process aspects are as follow:

1. Seluruh temuan Bank Indonesia telah diselesaikan sesuai dengan komitmen Bank. 2. Efektivitas, kualitas, cakupan, independensi maupun kesesuaian penunjukkan audit oleh Akuntan Publik telah memenuhi kriteria yang telah ditetapkan. -

Faktor-faktor negatif aspek governance process Bank adalah sebagai berikut:

1. All of Bank Indonesia’s findings has been resolved in accordance with the Bank’s commitment. 2. Effectiveness, quality, scope, independency and compatibility of audit appointment by Public Accountant have meet all the set criteria. -

The Bank’s negative governance process aspects are as follow:

1. Bank belum memperoleh persetujuan dari Bank Indonesia atas merger antara Bank Hana dan Bank KEB Indonesia sesuai dengan tenggat waktu berdasarkan PBI 14/24/PBI/2012 tentang Single Presence Policy.

1. The Bank has not obtained approval from Bank Indonesia on merger between Bank Hana and Bank KEB Indonesia in line with the deadline based on PBI 14/24/PBI/2012 on Single Presence Policy.

C. Governance Outcome - Faktor-faktor positif aspek governance outcome Bank adalah sebagai berikut:

C. Governance Outcome - The Bank’s positive governance outcome aspects are as follow:

1. Tidak terdapat pelanggaran dan pelampauan BMPK maupun prinsip kehati-hatian. 2. Kinerja Bank menunjukkan pertumbuhan yang sangat baik. -

Faktor-faktor negatif aspek governance outcome Bank adalah sebagai berikut : 1. Masih terdapat sanksi pelanggaran selama Semester II/2013 terkait kesalahan dalam pelaporan.

139

1. There was no breach and exceeding of BMPK and prudential principle. 2. The Bank’s performance indicated a very good growth.

-

The Bank’s negative governance outcome aspects are as follow:

1. There was still violation sanction in Semester II/2013 in regards to the error in reporting.

Laporan Tahunan

2013

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140

Kesimpulan Umum Hasil Self Assessment Good Corporate Governance

General Conclusion of Good Corporate Governance Self Assessment Result

Berdasarkan hasil self assessment di atas, Bank Hana memberikan

Based on the above self assessment result, Bank Hana comes to

kesimpulan umum mengenai kinerja GCG dalam lingkungan

a general conclusion on its GCG performance within the Bank’s

Bank beserta tindak lanjut (action plan) untuk meningkatkan

setting and action plan to improve the GCG performance.

kinerja GCG.

• Nilai Komposit dan Predikatnya

• Composite Value and Its Title

Matrikulasi peringkat faktor Good Corporate Governance memberikan hasil akhir sebesar “2” atau mencerminkan

yielded a final score of “2” or indicated that the Bank’s

Manajemen Bank telah melakukan penerapan Good

Management had performed a generally GOOD GCG

Corporate Governance yang secara umum “BAIK”.

implementation.

• Kelemahan dan Penyebabnya

Matriculation rating of Good Corporate Governance factor

Faktor-faktor negatif aspek governance structure, governance

• Weaknesess and Its Causes The Bank’s negative governance structure, process and

process dan governance outcome Bank selama tahun 2013

governance outcome aspects in 2013 are as follow:

adalah sebagai berikut: 1. Sistem informasi manajemen risiko masih dilakukan

1. Risk management information system is still conducted

secara manual/semi manual.

manually or semi-manually.

2. Bank belum memperoleh persetujuan dari Bank

2. The Bank has not obtained approval from Bank Indonesia

Indonesia atas merger antara Bank Hana dan Bank KEB

on merger between Bank Hana and Bank KEB Indonesia

Indonesia sesuai dengan tenggat waktu berdasarkan PBI

in line with the deadline based on PBI 14/24/PBI/2012 on

14/24/PBI/2012 tentang Single Presence Policy.

Single Presence Policy.

3. Masih terdapat sanksi pelanggaran selama Semester

3. There was still violation sanction in Semester II/2013 in

II/2013 terkait kesalahan dalam pelaporan.

regards to the error in reporting.

• Kekuatan dan Rencana Tindak Lanjut (Action Plan)

• Strengths and Action Plan

Bank Hana berkomitmen untuk terus memperluas cakupan

Bank Hana is committed to continue expanding its business

bisnisnya di Indonesia yang tergambar dari pertumbuhan

reach in Indonesia as illustrated in the Bank’s business

bisnis Bank dalam 4 (empat) tahun terakhir. Dukungan

growth within the past 4 (four) years. The strong support

Pemegang Saham yang kuat serta Visi dan Misi yang jelas

from Shareholders and clear Vision and Mission apparently

memberikan dorongan motivasi bagi manajemen untuk

gives motivation drive for the Management to manage the

mengelola operasional Bank berdasarkan prinsip-prinsip

Bank’s operational based on the Good Corporate Governance

Good Corporate Governance. Untuk semakin meningkatkan

principles. To better improve the implementation of Good

implementasi prinsip-prinsip Good Corporate Governance,

Corporate Governance principles, Bank Hana has formulated a

Bank Hana telah menyusun serangkaian rencana tindak

range of action plan as follow:

lanjut (action plan) sebagai berikut:

Laporan Tahunan

2013

Annual Report


No. 1.

2.

3.

Aspek Aspects Governance Structure

Governance Process

Governance Outcome

Action Plan

141

Waktu penyelesaian Time of settlement

•

Bank akan terus meningkatkan Sistem Informasi Manajemen Risiko agar dapat memberikan laporan yang akurat dan tepat waktu dalam pengambilan keputusan yang dilakukan oleh Manajemen.

•

The Bank will continue to improve Risk Management Information System to be able to provide accurate and timely report in decision making carried out by the Management.

•

Bank telah memperoleh persetujuan dari OJK dan Menkumham dan telah menyelesaikan proses operational merger dengan baik.

•

The Bank has obtained approval from OJK dan Menkumham and has finished the operational merger process well.

•

Memperkuat kualitas MIS dan SDM yang dimiliki untuk memitigasi risiko terkait kesalahan dalam pelaporan.

•

Strengthening MIS and HR quality to mitigate risks related to errors in reporting.

Sepanjang Tahun 2013 Throughout 2013

-

Sepanjang Tahun 2013 Throughout 2013

Dengan kondisi ekonomi Indonesia yang sangat mendukung ini, Bank Hana berencana akan memiliki posisi yang baik untuk memperkuat kompetensi utamanya dan menghasilkan pertumbuhan yang berkelanjutan di tahun berikutnya. Within this robust national economic situation, Bank Hana organizes its position in capitalizing on its main competency and generating sustainable growth in the future.

Laporan Tahunan

2013

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Laporan Tahunan

2013

Annual Report

PELAKSANAAN STANDAR KINERJA PADA KELANGSUNGAN SOSIAL DAN LINGKUNGAn IMPLEMENTATION OF THE PERFORMANCE STANDARDS ON SOcIAL AND ENVIRONMENTAL SUSTAINABILITY

143

06

Pelaksanaan Standar Kinerja pada Kelangsungan Sosial dan Lingkungan Implementation of the Performance Standards on Social and Environmental Sustainability Laporan Tahunan

2013

Annual Report

144


Komitmen terhadap pembangunan berkelanjutan dilakukan dengan mengedepankan transparansi, tata kelola perusahaan yang baik, serta pengungkapan informasi. Commitment to sustainable development is actualized through the following aspects, namely transparency, good corporate governance, and information disclosure.

Kerangka kerja keberlanjutan Bank Hana menjelaskan mengenai

Bank Hana’s sustainability framework articulates the Company’s

komitmen strategis Bank terhadap pembangunan yang

strategic commitment to sustainable development, and is an

berkelanjutan, dan merupakan bagian yang tidak terpisahkan

integral part of Bank Hana’s approach to risk management. The

dari langkah-langkah Bank Hana dalam mengelola risikonya.

sustainability framework comprises Bank Hana’s policy on Social

Kerangka ini mencakup kebijakan, komitmen, peran, dan

and Environmental Sustainability, which describes Bank Hana’s

tanggung jawab Bank Hana dalam keberlanjutan kegiatan sosial

commitments, roles, and responsibilities related to social and

dan lingkungan sektiar area operasional.

environment sustainability around vicinity.

Laporan Tahunan

2013

Annual Report


Selain mengedepankan transparansi dan tata kelola perusahaan

Other than the commitment on the transparency and good

yang baik, Bank Hana juga telah menguraikan kewajibannya

governance, Bank Hana also outlines the Company’s disclosure

dalam pengungkapan informasi atas nasabah yang terkait

obligations regarding its investment and advisory services. This

dengan investasi dan jasa konsultasi. Kerangka kerja ini

framework is directed as means to mitigate risks and also strategy

ditujukan untuk memitigasi risiko sebagai strategi dalam

in doing business in a sustainability way, including stakeholder

mengoperasikan bisnis secara berkesinambungan, disamping

engagement and disclosure obligations of the client in relation to

mengelola keterlibatan para pemangku kepentingan dan

project-level activities.

145

kewajiban pengungkapan informasi klien dalam kaitannya dengan aktivitas proyek. Terkait investasi langsung, termasuk fasilitas yang diberikan

In the case of its direct investments (including facility provided

melalui perantara institusi keuangan, Bank Hana mewajibkan

through financial intermediaries), Bank Hana requires its clients

kliennya untuk mematuhi standar kinerja agar risiko dan dampak

to apply the performance standard to manage environmental

sosial dan lingkungan yang ditimbulkan dapat terkontrol;

and social risks and impacts, so that development opportunities

lebih lanjut, meningkatkan peluang bagi perusahaan yang

are enhanced. Bank Hana uses Sustainability Framework as

bersangkutan untuk lebih berkembang. Bank Hana menerapkan

guided by its Shareholder, International Finance Corporation (IFC),

Kerangka Kerja Berkelanjutan sesuai dari salah satu Pemegang

along with other strategies, policies, and initiatives to direct the

Sahamnya, yaitu International Finance Corporation (IFC), serta

business activities of the Company in order to achieve its overall

menerapkan strategi, kebijakan, dan inisiatif-inisiatif lainnya

development objectives.

untuk mengarahkan kegiatan bisnisnya demi mencapai seluruh tujuan internal. Standar

Kinerja

Keberlanjutan

Sosial

dan

Lingkungan’

Performance Standard on Social and Environmental Sustainability

menekankan pada pentingnya:

establishes the importance of:

1. Penilaian terintegrasi untuk mengidentifikasi risiko dan

1. Integrated assessment to identify the environmental and social

dampak pada aspek sosial dan lingkungan, serta peluang

impacts, risks, and opportunities of projects;

proyek-proyek baru; 2. Keterlibatan

transparansi

2. Effective community engagement through disclosure of

informasi mengenai proyek, serta konsultasi dengan

efektif

masyarakat

melalui

project-related information and consultation with local

masyarakat lokal mengenai persoalan yang secara langsung

communities on matters that directly affect them; and

berdampak pada kehidupan warga; dan 3. Pengelolaan kerja dalam aspek sosial dan lingkungan oleh klien selama proyek dilangsungkan.

3. The client’s management of environmental and social performance throughout the life of the project.

Kebijakan dan Organisasi

Policy and Organization

Bank Hana berkomitmen dalam menjunjung tinggi dan

Bank Hana is committed to upholding and respecting

mengedepankan tanggung jawab sosial dan lingkungan dalam

environmental and social responsibility in its business activity. It

tiap aktivitas usahanya. Komitmen ini ditekankan kepada upaya

pays attention to environmental protection and the sustainability

pelestarian lingkungan, pemanfaatan sumber daya secara

use of resources as well as adherence to social principles. Bank

berkesinambungan, dan kepatuhan terhadap prinsip-prinsip

Hana also recognizes that balancing non-financial factors such as

sosial. Bank Hana juga mengakui bahwa keseimbangan faktor

sustainable development and environmental and social issues with

non-keuangan, seperti pembangunan berkelanjutan, masalah

financial priorities is an essential part of good corporate citizenship,

lingkungan dan sosial dengan prioritas keuangan adalah elemen

in addition to being fundamental to risk management and the

penting dari tata kelola perusahaan, selain menjadi dasar untuk

protection of investors.

manajemen risiko dan perlindungan investor.

Laporan Tahunan

2013

Annual Report


146

Bank Hana berupaya untuk memastikan praktik manajemen

Bank Hana continually endeavors to ensure effective social and

sosial dan lingkungan yang efektif dalam semua kegiatan,

environmental management practices in all activities, products,

produk, dan jasa dengan menekankan khusus pada hal-hal,

and services with a special focus on the following:

berikut: •

Memastikan bahwa seluruh kegiatan yang dijalankan

•

Ensuring that all activities taken by the Bank Hana is consistent

Bank Hana tela sesuai dengan persyaratan yang berlaku,

with the ‘Applicable Requirements’ as outlined on the Bank

sebagaimana telah diatur dalam Kebijakan Kredit Bank

Hana’s Credit Policy.

Hana. •

Memastikan bahwa seluruh proyek telah ditinjau terhadap

•

persyaratan yang berlaku. •

Membiayai proyek apabila proyek tersebut akan dirancang,

Requirements •

dibangung, dijalankan, dan dipelihara secara konsisten Berupaya maksimal untuk memastikan bahwa seluruh

Financing projects only when they are expected to be designed, built, operated, and maintained in a manner consistent with

sesuai dengan persyaratan yang berlaku. •

Ensuring that all projects are reviewed against the Applicable

the Applicable Requirements. •

Making best efforts to ensure that all projects are operated in

proyek dilaksanakan sesuai dengan persyaratan yang

compliance with the applicable requirements on an on-going

berlaku secara berkesinambungan selama Bank Hana

basis during the Bank Hana’s financing to such project.

membiayai proyek tersebut. •

Memastikan bahwa Manajemen dan Pemegang Saham,

•

Ensuring that the management and shareholder(s) of the client

serta para nasabah memahami komitmen kebijakan yang

understand the Policy commitments made by Bank Hana in

disusun oleh Bank Hana pada bidang tersebut.

this area.

Manajer Lingkungan Bank Hana adalah Kepala Satuan Kerja

Environmental Manager of Bank Hana is the Head of Risk

Manajemen Risiko yang berwenang untuk memantau masalah-

Management Department, whom will have the oversight for social

masalah sosial dan lingkungan, memastikan ketersediaan

and environmental issues, ensure resources are made available for

sumber daya bagi pengelolaan pada aspek sosial dan

environmental and social management, and sign the Bank’s Annual

lingkungan, dan menandatangani Laporan Kinerja Lingkungan

Environmental Performance Report to IFC. Bank Hana also ensures

Tahunan Bank Hana kepada IFC. Bank Hana juga memastikan

that IFC is notified if and when the current Environmental Manager

bahwa IFC akan diberitahu apabila Manajer Lingkungan saat ini

leaves his/her position, and provides the IFC the name of the new

mengundurkan diri dan diganti dengan yang baru.

Environmental Manager.

Kebijakan dan Organisasi

Policy and Organization

Bank Hana senantiasa berkomitmen untuk menjaga agar

Bank Hana’s is committed to ensure that the ongoing project will

proyek yang dilaksanakan memiliki risiko seminimal mungkin

bring minimum risks on social and environment. This commitment

terhadap sosial dan lingkungan. Komitmen ini dilakukan

is actualized by implementing the identification of risk process

dengan melaksanakan proses identifikasi risiko sesuai standar

which in accordance with international standard through relevant

internasional melalui perangkat penilaian yang tepat dan

methods and assessment tools.

relevan. Secara khusus, identifikasi risiko dibagi ke dalam tiga aspek

In particular, the risk identification is divided into three aspects as

yaitu:

the following:

1. Proyek yang belum diketahui dapat menyebabkan dampak

1. Projects which have not been known to cause social and

sosial dan lingkungan

environmental impacts

Pada proyek yang melibatkan aset yang telah tersedia, audit

When the project involves existing assets, social and

sosial dan lingkungan atau penilaian yang sesuai dan layak

environmental audits or risk/hazard assessment can be

terhadap risiko yang mungkin muncul merupakan hal yang

appropriated and sufficient to identify risks and impacts. The

penting. Oleh karena itu, proses identifikasi risiko dilakukan

risks and impacts identification process will be based on recent

Laporan Tahunan

2013

Annual Report


dengan menggunakan data terakhir pada aspek lingkungan

social and environmental baseline data at an appropriate level

dan sosial dengan tingkat keakuratan yang memadai

of detail that may occur in the future. In the event of risks and

untuk mengantisipasi dampak yang mungkin timbul di

impacts in the project’s area of influence resulting from a third

masa yang akan datang. Pada kasus yang diakibatkan oleh

party’s actions, the client will address those risks and impacts

risiko dan dampak pada area proyek oleh tindakan pihak

in a manner commensurate with the client’s control and

ketiga, klien akan menunjukkan bahwa risiko dan dampak

influence over the third parties, and with due regard to conflict

tersebut sepadan dengan perbuatannya dengan tetap

of interest.

147

memperhatikan ada tidaknya konflik kepentingan. 2. Proyek yang yang telah diketahui sebelumnya dan dapat

2. Projects that are likely to generate social and environmental

menimbulkan dampak sosial dan lingkungan Apabila

proyek

tersebut

mempunyai

impacts risiko

untuk

Where the projects are likely generate social and environmental

menimbulkan dampak sosial dan lingkungan, maka

impacts, the identification and impacts may as well affected the

identifikasi risiko dan dampak tersebut akan mempengaruhi

outcome and conclusion of the plan. The identification process

hasil dan kesimpulan pada rencana tersebut. Proses

will be involving the study or assessment which made by third

identifikasi melibatkan studi atau penilaian yang telah

party institutions such government authorities or other parties.

dilakukan oleh pihak ketiga seperti institusi pemerintah ataupun pihak lain. 3. Proyek yang telah diketahui sebelumnya yang dapat

3. Projects that are likely to generate social and environmental

menimbulkan dampak social dan lingkungan terhadap

impacts toward individuals or groups

individu atau kelompok Klien dapat mengidentifikasi individu atau kelompok

The client will identify individuals and groups that may be

yang secara langsung dan secara tidak proporsional atau

directly and differentially or disproportionately affected by the

tidak seimbang terkena dampak karena status individu

project because of their disadvantaged or vulnerable status.

atau kelompok tersebut yang memiliki potensi risiko

Where individuals or groups are identified as disadvantaged

mengakibatkan kerugian. Pada individu atau kelompok yang

or vulnerable, the client will propose and implement

diidentifikasi memiliki potensi risiko atau mengakibatkan

differentiated measures so that adverse impacts do not fall

kerugian, klien akan mengajukan dan menerapkan langkah-

disproportionately on them and they are not disadvantaged in

langkah spesifik sehingga dampak yang merugikan tidak

sharing development benefits and opportunities.

menimpa secara tidak seimbang atas mereka, selain mereka juga tidak dirugikan dalam pembagian keuntungan dan kesempatan.

Laporan Kinerja

Performance Report

Bank Hana telah menerapkan Daftar Pengecualian yang tertuang

Bank Hana has adopted the Exclusion List (of activity/industry/

pada Kebijakan Kredit Bank Hana untuk aktivitas/industri/bisnis

business) to our loan policy. Every loan proposal reviewed by

yang tidak boleh diberikan pembiayaan. Setiap pengajuan

Credit Review Department includes the exclusion list monitoring

pinjaman akan ditinjau oleh satuan kerja Credit Review sebagai

as part of the preliminary assessment, before being submitted to

bagian dari penilaian awal, termasuk penyaringan terhadap

Loan Committee for approval. If line of business of a prospective

Daftar Pengecualian sebelum diserahkan kepada Komite Kredit

borrower is listed under the exclusion list, the proposal will

untuk mendapatkan persetujuan. Jika bidang usaha calon

automatically be rejected.

debitur termasuk dalam Daftar Pengecualian, proposal kredit tersebut secara otomatis akan ditolak.

Laporan Tahunan

2013

Annual Report

148


Selain mengadopsi Daftar Pengecualian, Bank Hana juga

In addition to the adoption of the Exclusion List, Bank Hana has

menggunakan kuesioner untuk pengelompokkan klien. Saat

also used the questionnaire for client screening. The screening

ini, kuesioner pengelompokkan tersebut hanya diperuntukkan

questionnaire, currently, is only for borrowers with loan facility at

untuk debitur dengan fasilitas pinjaman minimal Rp10 miliar.

least Rp10 billion. This screening is intended for the identification

Pengelompokkan ini dimaksudkan untuk mengidentifikasi

for various environmental and social risk issues and categories.

berbagai potensi masalah atas risiko sosial dan lingkungan.

During 2013, out of 147 (one hundred forty seven) borrowers that

Selama tahun 2013, dari 147 (seratus empat puluh tujuh) debitur

being assessed, only 5 (five) borrowers obtained ‘high risk’ category.

yang dinilai, hanya terdapat 5 (lima) debitur yang dikategorikan memiliki ‘risiko tinggi’. Berikut ini tersaji jumlah eksposur debitur berdasarkan sektor

The table below shows the number of borrowers based on

industri IFC yang telah dikelompokkan oleh satuan kerja

industrial sectors that were being screened by Risk Management

Manajemen Risiko:

Department for social and environmental issue(s):

Pengungkapan Eksposur Berdasarkan Klasifikasi Sektor Industri IFC Disclosure on Exposures based on Clasification of Industry according to IFC (dalam jutaan Rupiah) (in million Rupiah)

Sektor Industri Industrial Sector

No.


%

47.409

0,75%

268.833

4,24%

45.334

0,72%

150.714

2,38%

-

-

1

Produksi hewan / Animal production

2

Pakaian jadi / Apparel

3

Bahan-bahan kimia / Chemicals

4

Investasi kendaraan secara kolektif / Collective investment vehicles

5

Angkutan umum / Common carriers

6

Konstruksi dan real estat / Construction and real estate

674.125

10,64%

7

Produk-produk konsumsi / Consumer goods

109.625

1,73%

8

Produksi tanaman pangan / Crop production

50.862

0,80%

9

Perangkat elektronik, peralatan, dan komponen / Electrical equipment, appliances, and components

114.060

1,80%

10

Pabrik kain / Fabric mills

-

-

11

Pembuatan manufaktur produk logam / Fabricated metal product manufacturing

200.307

3,16%

12

Keuangan dan asuransi / Finance and insurance

377.149

5,95%

13

Perikanan / Fishing

1.351

0,02%

14

Makanan dan minuman / Food and beverages

114.385

1,81%

15

Kehutanan / Forestry

-

-

16

Furnitur dan produk terkait / Furniture and related products

91.983

1,45%

17

Operasional tekstil yang terintegrasi / Integrated textile operation

2.460

0,04%

18

Proyek-proyek internet / Internet projects

-

-

19

Kulit dan produk turunannya / Leather and allied products

21.531

0,34%

20

Permesinan dan peralatan industri lainnya / Machinery and other industrial

13.357

0,21%

21

Produk manufaktur mineral non logam / Nonmetallic mineral product manufacturing

-

-

22

Minyak, gas bumi, dan barang tambang / Oil, gas, and mining

493.714

7,79%

23

Plastik, karet, dan bahan turunannya / Plastics and rubber

254.253

4,01%

24

Logam dasar / Primary metals

70.660

1,12%

Laporan Tahunan

2013

Annual Report


Sektor Industri Industrial Sector

No.


%

25

Percetakan dan penerbitan / Printing and publishing

85.677

1,35%

26

Pulp dan kertas / Pulp and paper

32.029

0,51%

27

Telekomunikasi / Telecommunications

76.953

1,21%

28

Produk tekstil lainnya / Textiles-others

163.308

2,58%

29

Jasa transportasi / Transport service

157.016

2,48%

30

Alat pengangkutan / Transportation equipment

110.151

1,74%

31

Layanan umum / Utilities

1.338

0,02%

32

Pergudangan dan penyimpanan / Warehousing and storage

2.437

0,04%

33

Perdagangan eceran / Retail trade

182.010

2,87%

34

Produk-produk kayu / Wood products

5.867

0,09%

35

Perdagangan besar, restoran, dan perhotelan / Wholesale trade, restaurant, and hotels

1.226.872

19,36%

36

Lainnya / Others

1.190.315

18,79%

6.336.083

100%

TOTAL

Berdasarkan kategori risiko, tabel di bawah menunjukkan

Based on risk category, below table shows number of borrowers for

jumlah debitur untuk masing-masing kategori:

each risk category:

149

Jumlah Debitur Berdasarkan Kategori Risiko Lingkungan dan Sosial The Amount of Debtor based on Environment and Social Risk

Kategori Risiko Risk Category

No.

Jumlah Debitur Number of Borrower

1

Risiko rendah Low risk

80

2

Risiko sedang Medium risk

62

3

Risiko tinggi High risk

5

TOTAL

147

Sebagian besar debitur yang masuk dalam klasifikasi ‘risiko

Periodic environmental screening has been done to most of

rendah’ dan ‘risiko tinggi’ sudah memiliki environmental

debtor categorized as ‘low risk’ and ‘high risk’. The screening has

screening secara berkala dan telah dievaluasi oleh otoritas

already been done by local authority to confirm that their business

setempat

tidak

activities would not endanger the surrounding areas. Bank Hana has

membahayakan area sekitarnya. Bank Hana meminta debitur-

specifically requested those debtors, including the ‘high risk’ one to

debitur tersebut, termasuk debitur dengan klasifikasi ‘risiko

submit the document of permit, which related to environmental

tinggi’, untuk menyerahkan dokumen perizinan yang terkait

management as proof.

untuk

memastikan

aktivitas

bisnisnya

dengan pengelolaan lingkungan sebagai bukti dokumentasi.

Laporan Tahunan

2013

Annual Report

150

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Laporan Tahunan

2013

Annual Report


151

07

Tanggung Jawab Sosial Corporate Social Responsibility Laporan Tahunan

2013

Annual Report


152

Tanggung jawab sosial perusahaan (CSR) melekat dalam

Corporate Social Responsibility (CSR) is closely attached to every

diri setiap perusahaan untuk menciptakan hubungan yang

company which used to create a relationship that is harmonious,

serasi, seimbang, dan sesuai dengan lingkungan, nilai, norma,

balanced and appropriate with the prevailing environment, values,

dan budaya yang berlaku di tengah masyarakat. Pemikiran

norms and cultures within society. Based on this thought, Bank

ini menjadi dasar komitmen Bank Hana untuk menciptakan

Hana is committed to create business sustainability by maintaining

kesinambungan usaha dengan mempertahankan hubungan

harmonious relationship between the Bank and surrounding

harmonis antara Bank dengan masyarakat sekitar. Melalui

community. Through CSR, Bank Hana is able to develop corporate

kegiatan CSR, Bank Hana dapat mengembangkan corporate

awareness as well as maintaining positive corporate image

awareness yang dimiliki sekaligus mempertahankan corporate

as valuable asset for business interest amidst the competitive

image yang positif sebagai aset berharga untuk kepentingan

business environment. Therefore, it is expected that the existence

bisnis di tengah iklim usaha yang kompetitif. Dengan demikian,

of Bank Hana may provide additional values for all stakeholders, in a

diharapkan keberadaan Bank Hana dapat memberikan nilai

broader sense, the surrounding society and environment.

tambah yang positif bagi seluruh pemangku kepentingan yang lebih luas yaitu masyarakat dan lingkungan. Dalam pelaksanaan tanggung jawab sosial yang dimaksud, Bank

The CSR activities were done by using 2 mechanisms, namely

Hana melaksanakan dengan 2 mekanisme yaitu pelaksanaan

partnership and independent by involving government institutions

bermitra dan pelaksanaan secara mandiri dengan melibatkan

and other partners by referring to the partnership with every

partisipasi institusi pemerintah dan mitra yang mengacu pada

stakeholder.

kemitraan dengan setiap stakeholders. Pemegang saham telah sepakat untuk mendukung kegiatan

Shareholders have voiced their support in supporting the social

sosial Bank Hana sesuai dengan tujuan untuk mencapai

activities of Bank Hana in accordance with the objective to achieve

tujuan pengembangan usaha secara keseluruhan. Standar

business development in a sustainable way. The Performance

Kinerja Keberlanjutan Sosial dan Lingkungan Bank Hana

Standards on Social and Environmental Sustainability have been

memperhatikan beberapa hal sebagai berikut:

done with sheer attention on the following aspects:

•

•

Penilaian terpadu untuk mengidentifikasi dampak, risiko, dan peluang proyek lingkungan dan sosial.

•

Keterlibatan masyarakat yang efektif melalui pengungkapan

Integrated assessment for identifying impacts, risks, and opportunity for social and environmental projects.

•

Effective participation of society through information

informasi yang terkait dengan proyek dan konsultasi dengan

disclosure related to the projects and consulting with local

masyarakat lokal mengenai hal-hal yang secara langsung

people regarding their needs.

mempengaruhi masyarakat. •

Pengelolaan kinerja lingkungan dan sosial nasabah selama

•

masa proyek. •

Kebijakan dan organisasi Bank Hana yang berkomitmen untuk menjunjung tinggi dan menghormati tanggung jawab sosial dan lingkungan dalam kegiatan usahanya.

Laporan Tahunan

2013

Annual Report

Environmental and social work for customers during project execution.

•

Bank Hana’s policy and organization is committed to uphold corporate social responsibility within its operation.


153

REALISASI PROGRAM REALIZATION OF PROGRAMS

Bank Hana memiliki komitmen dalam menjalankan tanggungjawab sosial dan lingkungan kepada masyarakat disamping keunggulan bisnis yang kompetitif. Bank Hana has commitment through to social responsibility and environtment to community, beside high-performances of business and competitive.

Pada tahun 2013, Bank Hana melakukan kegiatan CSR dengan

In 2013, Bank Hana perform its CSR activities by focusing on the

berfokus pada masyarakat sekitar lingkungan Bank baik secara

surrounding community which done independently or even

mandiri atau melibatkan mitra lain dengan berfokus pada 2

involving other parties by focusing on 2 fields, namely Educational

bidang yaitu Program Pendidikan dan Program Bakti Sosial.

Program and Social Act Program. In 2013, the total CSR of Bank

Pada tahun 2013, total biaya CSR Bank Hana adalah sebesar 10%

Hana reached 10% of its net income in the current year.

dari total keuntungan Bank di tahun berjalan.

Laporan Tahunan

2013

Annual Report


154

PROGRAM PENDIDIKAN

EDUCATIONAL PROGRAM

Bank Hana meyakini bahwa pendidikan memiliki peranan

For Bank Hana, education has the most important role in of

penting dalam proses pembangunan bangsa. Bank Hana

national development process. Bank Hana encourages the

mendukung kemajuan bangsa dengan memberikan perhatian

national development by paying more attention on educational

lebih terhadap pengembangan pendidikan di Indonesia,

improvement in Indonesia, especially in banking (awareness to

khususnya dalam hal perbankan (kesadaran untuk menabung)

save money) which should be started from early age.

yang perlu ditanamkan sejak dini. •

Hana Cares For Your Future

Sepanjang periode Q2, program CSR yang dijalankan

•

Hana Cares For Your Future

During Q2, the CSR activities were done with “Hana Cares

oleh Bank Hana bertema “Hana Cares For Your Future”.

For Your Future” as the main theme. On June 22, 2013, in

Tepatnya pada tanggal 22 Juni 2013, bekerja sama dengan

cooperation with Yayasan Remaja Masa Depan, Bank Hana

Yayasan Remaja Masa Depan, Bank Hana berbagi ilmu

shared happiness and joy, along with knowledge on money

dan kebahagiaan untuk 30 anak yatim piatu kelas 1-6 SD.

saving to 30 orphans of elementary school. In addition, Bank

Bank Hana memberikan edukasi mengenai perbankan,

Hana also distributed textbooks and also used clothes with

membagikan buku pelajaran, serta membagikan pakaian

closing ceremony in Kidzania Pacific Place.

layak pakai. Acara kemudian diakhiri dengan bermain di Kidzania Pasific Place. •

Sharing Knowledge

•

Sharing Knowledge

Pada periode Q4, tepatnya tanggal 8 November 2013, Bank

During Q4, on November 8, 2013, once again, Bank Hana

Hana kembali melakukan kegiatan edukasi perbankan

performed educational activity on banking along with

dan kampanye manfaat menabung untuk 120 partisipan

campaign of the advantages of saving money for 120 children

yaitu anak-anak usia 5-7 tahun. Kegiatan ini dilakukan

by the age of 5-7. This activity is done in cooperation with

dengan bekerja sama dengan TK St. Peters, Kelapa Gading.

St. Peters kindargerten in Kelapa Gading. Hana hoped that

Diharapkan melalui kegiatan “Sharing Knowledge”, Bank

through this “Sharing Knowledge”, children may aware about

Hana

the importance of banking activity since their early age.

dapat

menanamkan

pengetahuan

mengenai

perbankan sejak dini.

PROGRAM BAKTI SOSIAL

SOCIAL ACTS PROGRAM

Bank Hana juga berkomitmen untuk memberikan kontribusi

Bank Hana also committed to contribute for surrounding

nyata bagi masyarakat sekitar, terutama mereka yang

community, especially those in need. Several donations have been

membutuhkan. Berbagai bantuan telah diberikan dalam bentuk

given during Q2 to nursing homes, homeless kids, and low labor

donasi di sepanjang periode Q2 kepada panti werdha, anak

income. Those activities have been done on July and August 2013

jalanan, dan low labor income. Kegiatan tersebut dilaksanakan

which coincide with Holy Eid.

pada bulan Juli dan Agustus 2013 yang bertepatan dengan Bulan Suci Ramadhan. •

Sahur di Jalan

•

Pre-dawn Meal on the Street

Pada tanggal 3 Juli 2013, Bank Hana memberikan donasi

On July 3, 2013, Bank Hana donated basic needs and meal box

kebutuhan pokok dan kotak makan sahur kepada 100 anak

to 100 homeless kids.

jalanan. •

Bakti Sosial Panti Werdha

•

Social Act on Nursing Homes

Pada tanggal 25 Juli 2013, Bank Hana bekerja sama dengan

On July 25, 2013, Bank Hana, in cooperation with Nursing

Panti Werdha Bhakti Putra Pratama melakukan kegiatan

Homes of Bhakti Putra Pratama performed social acts by giving

bakti sosial dengan memberikan donasi berupa kebutuhan

donation in form of basic needs as well as breakfasting together

pokok dan berbuka bersama dengan 30 orang lanjut usia.

with 30 elderly person.

Laporan Tahunan

2013

Annual Report


•

Voucher Kebutuhan Pokok

•

Voucher for Basic Needs

Pada bulan Agustus 2013, Bank Hana memberikan donasi

On August 2013, Bank Hana donated shopping vouchers

berupa voucher belanja kebutuhan pokok kepada 120 orang

for basic needs to 120 low labor income around Bank Hana’s

low labor income di sekitar lingkungan kerja Bank Hana.

vicinity.

•

Donasi Paket Makan Siang dan Kebutuhan Pokok

•

Donation of Lunch Package and Basic Needs

Bank Hana memberikan donasi berupa paket makan siang

Bank Hana donated lunch package and basic needs to the

dan kebutuhan pokok kepada penduduk di wilayah Kali

society around Kali Jodoh area. This event is initiated by foreign

Jodoh. Acara ini diprakarsai oleh seluruh karyawan ekspatriat

employees of Bank Hana and Korean Exchange Bank (KEB) as a

Bank Hana dan Korean Exchange Bank (KEB) sebagai wujud

form of social awareness toward surrounding communities.

155

kepedulian dan tanggung jawab sosial kepada lingkungan sekitar.

PEDULI LINGKUNGAN

ENVIRONMENT PRESERVATION

Selain 2 program utama yaitu Program Pendidikan dan Program

Other than 2 main programs of Educational Program and Social Act

Bakti Sosial, Bank Hana juga memberikan perhatian khusus

Program, Bank Hana also gave special attention to environment,

kepada lingkungan hidup, terutama yang berkaitan dengan

especially those related with daily operational activities.

kegiatan operasional sehari-hari. Komitmen tersebut diwujudkan oleh Bank Hana dengan

This commitment is actualized by Bank Hana through the

menyadari pentingnya konsep “Go Green” untuk diterapkan

awareness of “Go Green” concept that needs to be implemented

dalam seluruh aspek operasional. Hingga saat ini, penerapannya

in all operational aspects. Currently, the implementation is only in

masih

efisiensi

form of awareness through efficient use of electricity and water

penggunaan listrik dan air serta sumber daya yang penting

as well as other essential resources. In addition, Bank Hana also

lainnya. Selain itu, Bank Hana juga menerapkan sistem

applied an environmentally friendly operational system from the

operasional yang ramah lingkungan mulai dari penataan ruang

arrangement of office spaces and paperless administration.

dinyatakan

sebatas

kesadaran

melalui

kantor hingga efisiensi penggunaan kertas dalam kegiatan administrasi dan kegiatan operasional.

TANGGUNG JAWAB TERHADAP KONSUMEN

RESPONSIBILITY TOWARDS CUSTOMERS

Sesuai dengan misi Bank Hana untuk memberikan standar

Bank Hana also considerate that customers satisfaction is also

pelayanan yang berorientasi kepada kepuasan nasabah,

part of its corporate social responsibility which also in accordance

perhatian terhadap konsumen juga menjadi satu bagian tak

with the mission of Bank Hana to provide the best services in

terpisahkan dari tanggung jawab sosial Bank. Bank Hana

assuring customers satisfaction. Bank Hana is ethically and socially

mempunyai tanggung jawab baik secara sosial maupun etika

responsible to provide the best services toward its customers,

untuk memberikan pelayanan terbaik kepada pelanggan,

especially through responsible banking products which in

terutama melalui produk perbankan yang bertanggung jawab

accordance with the prevailing rules and regulations.

sesuai dengan peraturan dan perundang-undangan yang berlaku. Lebih jauh, tanggung jawab ini dinyatakan oleh Bank melalui

Moreover, this responsibility is actualized by the Bank through the

ketersediaan saluran komunikasi yang akan menerima segala

availability of communication channel for any complaints from

keluhan dari para pelanggan melalui:

customers as the following:

Telepon / Phone : +6221 522 0222 Faksimili / Facsimile : +6221 522 0133 Email / Email : [email protected]

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Data Perusahaan Corporate Information

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08

Data Perusahaan Corporate Information Laporan Tahunan

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Profil Dewan Komisaris Board of Commissioners Profile

Bapak Ko, Yung-Ryul adalah seorang Warga Negara Korea dan merupakan lulusan Texas A&M University pada tahun 1994 di bidang Business Administration dengan gelar Bachelor of Business Administration (BBA). Sejak tahun 1994, Beliau telah bergabung dengan Bank Hana Korea sebagai Associate of Corporate Banking Branch dan sangat berjasa mengembangkan Bank Hana. Pada tahun 2013, Beliau diangkat menjadi Komisaris Utama Bank Hana.

Mr. Ko, Yung-Ryul is a Korean citizen and graduated from Texas A&M University in 1994 in Business Administration with a degree of Bachelor of Business Administration (BBA). Since 1994, he joint Bank ko, yung-ryul Komisaris Utama President Commissioner

Hana Korea as Associate of Corporate Banking Branch and greatly contributed in developing Bank Hana. In 2013, he is appointed as the President Commissioner of Bank Hana.

Bapak Biantoro Setijo adalah seorang Warga Negara Indonesia dan merupakan Komisaris PT Bank Bintang Manunggal (2000). Beliau turut berkontribusi dalam pertumbuhan Bank Hana yang signifikan dan telah memasuki dunia perbankan sejak tahun 1995. Beliau adalah lulusan Waseda University, Tokyo pada tahun 1992 dan meraih gelar Bachelor of Sciences.

Mr. Biantoro Setijo is an Indonesian citizen and a Commissioner of PT Bank Bintang Manunggal (2000). He contributes to the significant growth of Bank Hana and has been working in the banking sector since 1995. He graduated from Waseda University, Tokyo in 1992 and received a Bachelor of Sciences degree. Biantoro Setijo Komisaris Commissioner

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Bapak Eka Noor Asmara adalah seorang Warga Negara Indonesia dan merupakan profesional di bidang Akuntansi yang berkarier di dunia perbankan sejak tahun 2005 dan dipercaya menjadi Komisaris Independen Bank Hana sejak tahun 2009. Beliau merupakan alumni Universitas Gadjah Mada jurusan Akuntansi pada tahun 1986 dan berhasil meraih gelar Master of Business Administration di Cleveland University, Ohio pada tahun 1994.

Mr. Eka Noor Asmara is an Indonesian citizen and an expert in Accounting who started his career in banking in 2005 and was appointed as Bank Hana’s Independent Commissioner in 2009. He Eka Noor Asmara Komisaris Independen Independent Commissioner

graduated from Gadjah Mada University majoring in Accounting in 1986 and received Master of Business Administration from Cleveland University, Ohio in 1994.

Bapak Nasser Atorf adalah seorang Warga Negara Indonesia dengan gelar Sarjana Ekonomi dari Universitas Airlangga, Indonesia pada tahun 1982 dan Master of Science di bidang Ekonomi dari University of Illinois, USA pada tahun 1989. Beliau adalah seorang pensiunan Bank Indonesia dan pernah menjabat sebagai Deputi Direktur Direktorat Pengawasan Bank (2004-2009), Deputi Kepala KPW IV Jawa Timur (2009-2010), dan Kepala KPW IX Sumut & Aceh (2010-2012).

Mr. Nasser Atorf is an Indonesian citizen who holds a Bachelor degree of Economy from Airlangga University, Indonesia in 1982 and Master of Science in Economics from University of Illinois, USA in 1989. He has retired from Bank Indonesia and also has served in many important positions such as Deputy Director of Bank Nasser Atorf

Supervisory Directorate (2004-2009), Deputy Head of KPW IV East


Java (2009-2010) and KPW IX Head of North Sumatera & Aceh (2010-2012).

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PROFIL DIREKSI

BOARD OF DIRECTORS PROFILe

3

1

4 5

2

Laporan Tahunan

1. choi, chang-sik

4. Sugiarto Kurniawan Chandra

2. lee, hwa-soo

5. Bayu Wisnu Wardhana

3. Liem Konstantinus

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161

Bapak Choi, Chang-Sik adalah Warga Negara Korea dan seorang profesional di bidang perbankan. Beliau mengawali karir di Hana Bank Korea sejak tahun 1994 dan pada tahun 2009 menjabat sebagai Direktur Bank Hana. Beliau adalah merupakan alumni Korea University dengan gelar Bachelor of Arts pada tahun 1983. Mr. Choi, Chang-Sik is a Korean citizen and an expert in banking. He entered Bank Hana Korea since 2005 and appointed as Director of Bank Hana in 2009. He graduated from Korea University earning Bachelor of Arts degree in 1983. choi, chang-sik Direktur Utama President Director

Bapak Lee, Hwa-Soo adalah Warga Negara Korea yang mengawali karir di Korea Investment Finance Corporation pada tahun 1991 kemudian bergabung dengan Bank Hana. Beliau dipercaya sebagai sebagai Direktur Bank Hana sejak 2012. Beliau merupakan alumni Seoul National University dengan gelar Bachelor of Economic pada tahun 1990 dan Master Business Administration di University of Michigan pada tahun 2003.

Mr. Lee, Hwa-Soo is a Korean citizen who started his career at Korea Investment Finance Corporation in 1991 then joined Bank Hana. He was appointed as a Director of Bank Hana in 2012. He graduated from Seoul National University receiving Bachelor of Economic lee, hwa-soo Direktur Director

degree in 1990 and Master of Business Administration in University of Michigan in 2003.

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Bapak Liem Konstantinus adalah Warga Negara Indonesia. Beliau telah berpengalaman di dunia perbankan sejak tahun 1989. Mengawali karier di Bank Lippo hingga tahun 2006 sebagai Vice President, Marketing Coordinator. Kemudian Beliau bergabung dengan Bank Mega, sebagai Vice President, Regional Manager hingga tahun 2008. Pada akhir 2008, pria lulusan Fakultas Ekonomi Universitas Pattimura pada tahun 1987 dan Magister Manajemen Universitas Pelita Harapan, pada tahun 2003 ini, bergabung dengan Bank Hana sebagai Kadiv. Commercial Banking, kemudian Beliau diangkat sebagai Direktur Bank Hana pada bulan Mei 2009.

Mr. Liem Konstantinus is an Indonesian citizen. He has vast experience in banking industry since 1989. Started his carrier in Bank Lippo until 2006 as Vice President, Marketing Coordinator. He joined Bank Mega as Vice President, Regional Manager until Liem Konstantinus

2008. At the end of 2008, the graduates from Economic Faculty of

Direktur Director

Pattimura University in 1987 and Master in Management of Pelita Harapan University in 2003 joined Bank Hana as Division Head of Commercial Banking, whom then appointed as Director of Bank Hana on May, 2009.

Bapak Sugiarto Kurniawan Chandra adalah Warga Negara Indonesia dan merupakan alumni Institut Pertanian Bogor jurusan Budidaya Perairan. Beliau mengawali karier di Bank Bintang Manunggal sejak tahun 1992. Pada tahun 2002, Beliau diangkat menjadi Wakil Direktur Utama Bank Liman Internasional dan pada tahun 2006 menjabat sebagai Presiden Direktur Bank Bintang Manunggal. Beliau resmi ditunjuk menjadi Direktur Bank Hana pada tahun 2008.

Mr. Sugiarto Kurniawan Chandra is an Indonesian citizen and graduated from Institut Pertanian Bogor majoring in Aquaculture. He started his career in Bank Bintang Manunggal since 1992. In 2002, he is appointed as Vice President Director of Bank Liman Sugiarto Kurniawan Chandra

Internasional and in 2006, he was appointed as President Director

Direktur Director

of Bank Bintang Manunggal. In 2008, he was officially appointed as

Laporan Tahunan

Director of Bank Hana.

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Bapak Bayu Wisnu Wardhana adalah Warga Negara Indonesia. Beliau merintis karir di Bank Mitsui Swadharma sejak 1989 dan kemudian bergabung dengan SGF Leasing pada tahun 1991. Pada tahun 1993, Beliau bergabung dengan Bank Finconesia dan diangkat sebagai Compliance Director pada tahun 2000. Di tahun 2009, Beliau bekerja sebagai Credit Marketing and Treasury Director di State Bank of India. Beliau diangkat sebagai Direktur Bank Hana pada tahun 2010. Beliau merupakan alumni Universitas Gadjah Mada (1989) dengan gelar Sarjana Akuntansi dan Magister Manajemen di Prasetya Mulya (2002).

Mr. Bayu Wisnu Wardhana is an Indonesian Citizen. He started his career in Bank Mitsui Swadharma in 1989 and then joined SGF Leasing in 1991. In 1993, he joined Bank Finconesia and appointed Bayu Wisnu Wardhana Direktur Director

as Compliance Director in 2000. He worked at State Bank of India as Credit Marketing and Treasury Director in 2009. He was appointed as Director of Bank Hana in 2010. He graduated from Gadjah Mada University (1989) earning Bachelor of Accounting and receiving Master of Management from Prasetya Mulya (2002).

Laporan Tahunan

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PEJABAT EKSEKUTIF EXECUTIVE OFFICER

Budijanto Surjadi Kepala Divisi Operasional Warga Negara Indonesia

Head of Operational Division Indonesian Citizen

Mengawali karir di perbankan pada tahun 1984. Bergabung

Started his banking career since 1984. Joined Bank Hana in 2013 as

dengan Bank Hana sejak tahun 2013 sebagai Kepala Divisi

Head of Operational Division.

Operasional. Cho, Hang-Keun Kepala Divisi credit review Warga Negara Korea

Head of credit review Division Korean Citizen

Mengawali karir di perbankan di Bank Hana Korea sejak tahun

Started a banking career at Bank Hana Korea since 1998. Joined

1998. Bergabung dengan Bank Hana sejak tahun 2011 sebagai

Bank Hana in 2011 as Head of Credit Review Division.

Kepala Divisi Credit Review. Cho, Young-Bong Kepala Divisi marketing global business 1 Warga Negara Korea

Head of marketing global business 1 Division Korean Citizen

Mengawali karir perbankan di Bank Hana Korea tahun 1995

Started a banking career at Bank Hana Korea in 1995, with current

dengan jabatan terakhir Senior Manager Corporate Support

position as the Senior Manager Corporate Support Division. Joined

Division. Bergabung dengan Bank Hana tahun 2011 sebagai

Bank Hana in 2011 as Head of Marketing Global Business 1 Division.

Kepala Divisi Marketing Global Business 1. Choi, Seung-Woong Kepala Divisi Marketing Global Business 2 Warga Negara Korea

Head of marketing Global Business 2 division Korean Citizen

Mengawali karir perbankan di Bank Hana Korea tahun 2001,

Started a banking career at Bank Hana Korea in 2001, last position

dengan jabatan terakhir Corporate Credit Analys di tahun 2011.

as Corporate Credit Analysis in 2011. Joined Bank Hana in 2012 as a

Bergabung dengan Bank Hana tahun 2012 sebagai Kepala Divisi

Head of Global Business Marketing 2 Division.

Marketing Global Business 2. Darry Kustaman Kepala Kantor Cabang Bandung Sudirman Warga Negara Indonesia

Branch Manager of Bandung Sudirman Branch Office Indonesian Citizen

Mengawali karir perbankan pada tahun 2008. Bergabung


dengan Bank Hana pada tahun 2013 sebagai Kepala Kantor

Branch Manager of Bandung Sudirman Branch Office.

Cabang Bandung Sudirman.

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Daesy Budianto Kepala Divisi Commercial Banking Warga Negara Indonesia

Head of Commercial Banking Division Indonesian Citizen

Mengawali karir perbankan pada tahun 1994. Bergabung

Started her banking career in 1994. In the end of 2012 she Joined

dengan Bank Hana pada akhir tahun 2012 sebagai Kepala Divisi

Bank Hana as Head of Commercial banking Division.

Commercial Banking. Edy Rianto Kepala Divisi Training & Development Warga Negara Indonesia

Head of Training & Development Division Indonesian Citizen

Mengawali karir perbankannya sejak tahun 1986. Bergabung

Started a banking career since 1986. Joined Bank Hana in February

dengan Bank Hana sejak Februari 2008 sebagai Kepala Divisi

2008 as Head of Operation Division and as Head of Training and

Operation, dan pada tahun 2012 menjabat sebagai Kepala Divisi

Development Division since early 2012.

Training & Development. Embun Larasati Kepala Kantor Cabang wisma mulia Warga Negara Indonesia

Branch Manager of wisma mulia Branch Office Indonesian Citizen

Mengawali karir perbankannya pada tahun1993. Bergabung

Started her banking career in 1993. Joined Bank Hana as Branch

dengan Bank Hana sejak Oktober 2008 hingga Mei 2010 sebagai

Manager of Pondok Indah Assisting Branch Office from October

Kepala Cabang Pembantu Pondok Indah dan pada Juni 2010

2008 until May 2010 and as Branch Manager of Mitra Main Branch

hingga sekarang menjabat sebagai Kepala Cabang Utama Mitra,

Office, Jakarta, from June 2010 to this day.

Jakarta. Hendri Setiawan Kepala Kantor Cabang Bogor Warga Negara Indonesia

Branch Manager of Bogor Branch Office Indonesian Citizen

Memulai karir perbankan sejak tahun 1996. Bergabung dengan

Started a banking career from 1996. Joined Bank Hana in 2008 as

Bank Hana tahun 2008 sebagai Kepala kantor Cabang Bogor

Branch Manager of Bogor Branch Office to this day.

hingga sekarang. Hendri Senjaya Kepala Kantor Cabang Subang Warga Negara Indonesia

Branch Manager of Subang Branch Office Indonesian Citizen


Started a banking career from 2007. Joined Bank Hana in 2013 as

Bank Hana tahun 2013 sebagai Relationship Manager.

Relationship Manager.

Henry Gerhan Kepala Kantor Cabang Salatiga Warga Negara Indonesia

Branch Manager of Salatiga Branch Office Indonesian Citizen



Bank Hana pada tahun 2010 sebagai Operation Officer. Diangkat

Operation Officer. Appointed as Branch Manager of Salatiga Branch

sebagai Kepala Cabang Salatiga pada tahun 2012.

Office in 2012.

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Irwan Kepala Divisi Legal Warga Negara Indonesia

Head of Legal Division Indonesian Citizen

Memulai karir sebagai pengacara sejak tahun 1994. Bergabung

Started his career as lawyer from 1994. Joined Bank Hana since June

dengan Bank Hana sejak Juni 2009 dengan bidang penugasan

2009 as Head of Legal Division to this day.

sebagai Kepala Divisi Legal hingga sekarang. Kwon, Se-Hwan Kepala Divisi Corporate Planning & Business Strategy Warga Negara Korea

Head of Corporate Planning & Business Strategy Division Korean Citizen

Mengawali karir perbankan di Bank Hana Korea tahun 2001.

Started his career in banking in Bank Hana Korea in 2001. Since

Bergabung dengan Bank Hana sejak tahun 2012 sebagai Kepala

2012, he join Bank Hana as Head of Corporate Planning & Business

Divisi Corporate Planning & Business Strategy.

Strategy Division.

Lo Francis Kepala Divisi Financial Planning Warga Negara Indonesia

Head of Financial Planning Division Indonesian Citizen

Mengawali karir di bidang perbankan sejak tahun 1990

Started a banking career as analyst since 1990. Joined Bank Hana

sebagai analis. Bergabung dengan Bank Hana sejak Februari

in February 2008 as Head of Management Information System

2008 sebagai Kepala Divisi Management Information System.

Division. Appointed as Head of Financial Planning Division in 2011.

Diangkat sebagai Kepala Divisi Financial Planning pada tahun 2011. Lindarwita Kepala departemen Compliance Warga Negara Indonesia

Head Of Compliance department Indonesian Citizen

Mengawali karir sebagai auditor sejak tahun 1998 dan beralih

Started a career as an auditor and moved to banking industry in

ke dunia perbankan pada tahun 2003. Bergabung dengan Bank

2003. Joined Bank Hana in January 2012 as Head of Compliance.

Hana sebagai Kepala Departemen Compliance sejak Januari 2012. Marco Wirjadi Kepala Divisi human resources Warga Negara Indonesia

Human Resources Division Head Indonesian Citizen

Mengawali karir perbankan sejak tahun 2007. Menjabat sebagai

Started his banking career since 2007. He joined Bank Hana in 2012

Kepala Divisi Change Management Bank Hana tahun 2012 dan

as Change Management Division Head and currently placed as

menjabat sebagai Kepala Divisi Human Resources di tahun 2013.

Human Resources Division Head in 2013.

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Mega Mudjiandoko Kepala departemen risk management Warga Negara Indonesia

Head of risk management department Indonesian Citizen

Telah berpengalaman di dunia perbankan sejak tahun 2004.

Has a vast experience in banking industry since 2004. Joined

Bergabung dengan Bank Hana sejak Juli 2010 hingga saat ini

Bank Hana in July 2010 to this day as Head of Risk Management

dengan jabatan sebagai Kepala Departemen Risk Management.

Department.

Parlindungan Limbong Kepala Kantor Cabang Surabaya Darmo Warga Negara Indonesia

Branch Manager of Surabaya Darmo Branch Office Indonesian Citizen


Started his banking career since 2004. In 2013, he joined Bank Hana

dengan Bank Hana pada tahun 2013 sebagai Kepala Kantor

as Branch Manager of Surabaya Darmo Branch Office.

Cabang Surabaya Darmo. Silvya Suryadi Kepala Kantor Cabang Cilegon Warga Negara Indonesia

Branch Manager of Cilegon Branch Office Indonesian Citizen


Started a banking career since 2006. In 2012, she joined Bank Hana

dengan Bank Hana pada tahun 2012 sebagai Kepala Cabang

as Branch Manager of Cilegon Branch Office.

Cilegon. Sumia Kepala Divisi Processing Center and Settlement Warga Negara Indonesia

Processing Center and Settlement Division Head Indonesian Citizen

Memulai karir perbankan pada tahun 1997. Bergabung dengan

Started her banking career in 1997. Joined Bank Hana as Processing

Bank Hana sebagai Processing Center & Settlement Head dari

Center and Settlement Head from 2008.

tahun 2008.

Yim, Chang-Hyuck Kepala Divisi Private Banking Warga Negara Indonesia Warga Negara Korea

Head of Private Banking Division Korean Citizen

Memulai karir perbankan pada tahun 1996. Bergabung dengan

Started his career in banking since 1996. Joined Bank Hana since

Bank Hana sebagai Kepala Divisi Private Banking dari tahun

2013 as Head of Private Banking Division to this day.

2013.

Yoon, Hyun-Sic Kepala Divisi IT Warga Negara Indonesia Warga Negara Korea

Head of IT Division Korean Citizen

Mengawali karir perbankan di Bank Hana Korea tahun 1995

Started a banking career at Bank Hana Korea in 1995 as an IT Division

sebagai staff di Divisi IT hingga tahun 2012, dengan jabatan

staff untill 2012, and his last position was a Deputy of General

terakhir Deputi General Manager. Bergabung dengan Bank

Manager. Joined PT Bank Hana in 2012 as Head of IT Division.

Hana sejak tahun 2012 sebagai Kepala Divisi IT.

Laporan Tahunan

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ALAMAT CABANG BRANCHES ADDRESSES

KANTOR PUSAT HEAD OFFICE

Gedung Wisma Mulia Lt. 52 Jl. Jend. Gatot Subroto No. 42 Jakarta Selatan P : (021) 5220222, 5220223 F : (021) 5220133

KANTOR CABANG (KC), KANTOR CABANG PEMBANTU (KCP), Kantor Kas (KK), ATM BRANCH OFFICE (KC), SUB BRANCH OFFICE (KCP), CASH OFFICE (KK), ATM

KC Wisma Mulia

KCP Pasar Pagi

Gedung Wisma Mulia Lt. Mezzanine

Jl. Pasar Pagi No. 24

Jl. Jend. Gatot Subroto No. 42

Jakarta Barat

Jakarta Selatan

P : (021) 2600313, 2600455

P : (021) 5220222, 5220223

F : (021) 2600335

F : (021) 5292032

KCP Tanah Abang Bukit

KCP Harco Mangga Dua

Tanah Abang Bukit Blok A No.23

Ruko Harco Mangga Dua Blok E No. 27

Jl. KH Fachrudin

Jl. Mangga Dua Raya

Jakarta Pusat

Jakarta Pusat

P : (021) 3447913, 3447919

P : (021) 62201265

F : (021) 3916410

F : (021) 62201266

Laporan Tahunan

2013

Annual Report


KCP Lippo Cikarang

KCP Karawaci Pinangsia

Thamrin Square Kav. A2-BII

Ruko Pinangsia Blok A No. 3

Lippo Cikarang

Karawaci Office Park

Jawa Barat

Tangerang, Banten

P : (021) 70885015/7, 89904498, 89908498

P : (021) 55770357, 55730032

F : (021) 8973184

F : (021) 55730031

KCP Muara Karang

KCP Kelapa Gading Boulevard

Jl. Muara Karang No. 63 Blok A-VIII, Kav. No. 15

Jl. Kelapa Gading Boulevard Blok LB1 No. 10 & 11

Muara Karang

Kelapa Gading

Jakarta Utara

Jakarta Utara

P : (021) 6603178

P : (021) 45877009

F : (021) 6679939

F : (021) 4531930

KCP Pondok Indah

KCP Danau Sunter

Pondok Indah Plaza II Blok BA Kav. No. 11

Komplek Perumahan Sunter Garden

Kebayoran Lama

Blok D-1 Kav. No. 12-13 / 8 & 9

Jakarta Selatan

Sunter Agung, Tanjung Priok

P : (021) 7667342

Jakarta Utara

F : (021) 7694605

P : (021) 65304281

169

F : (021) 65304189 KCP Bekasi Ahmad Yani

KCP Puri Indah

Jl. Ahmad Yani

Ruko Puri Niaga III

Komplek Sentra Niaga Kalimalang Blok A7 No. 3

Jl. Puri Kencana Blok M 8 No. 3R

Bekasi, Jawa Barat

Kembangan, Jakarta Barat

P : (021) 88962272

P : (021) 58358633

F : (021) 88952375

F : (021) 58358634

KCP Wolter Monginsidi

KCP ITC Bumi Serpong Damai

Jl. Wolter Monginsidi No. 88 B-C Blok Q / IV

ITC BSD

Kebayoran Baru

Jl. Pahlawan Seribu No. 29, Serpong

Jakarta Selatan

Tangerang, Banten

P : (021) 7220151

P : (021) 5387590

F : (021) 7234332

F : (021) 5387580

KCP Sawah Besar

KCP Pluit Kencana

Jl. Sukarjo Wiryopranoto No. 71 A

Jl. Pluit Kencana Raya No. 79 D

Sawah Besar

Pluit

Jakarta

Jakarta Utara

P : (021) 6264255

P : (021) 66670891

F : (021) 6261170

F : (021) 66670892

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KCP Roxy Mas

KCP Glodok LTC

Jl. KH. Hasyim Ashari Blok D 3 No. 10

Lindeteves Trade Centre, Blok RA No. 41

Jakarta Pusat

Jl. Hayam Wuruk No. 127

P : (021) 63851548

Jakarta Barat

F : (021) 63854525

P : (021) 62306420 F : (021) 62306419

KC Bandung Sudirman

KCP Bandung Surya Sumantri

Jl. Jend. Sudirman No. 67 & 69

Jl. Prof. Dr. Surya Sumantri No. 10 C

Bandung

Bandung

Jawa Barat

Jawa Barat

P : (022) 4237172

P : (022) 2002177

F : (022) 4240101

F : (022) 2002061

KC Bogor Surya Kencana

KC Semarang

Jl. Surya Kencana No. 101

Jl. Pandanaran No. 60

Bogor

Semarang

Jawa Barat

Jawa Tengah

P : (0251) 8372524, 8372483

P : (024) 86455585

F : (0251) 8372501

F : (024) 86455584

KCP Surabaya Darmo Permai

KC Cilegon Permata

Jl. Raya Darmo Permai II No. 56 (Kav. 8)

Jl. KH. Yassin Beji No. 2

Surabaya

Cilegon

Jawa Timur

Banten

P : (031) 7325105

P : (0254) 385180, 385346, 385251

F : (031) 7325104

F : (0254) 385370

KK Cilegon Posco

KCP Sudirman Nugra Sentana

Jl. Afrika No. 2

Wisma Nugra Santana Suite GU 02

Krakatau Industrial Estate, Cilegon

Jl. Jend. Sudirman Kav. 7-8

Banten

Jakarta

P : (0254) 369750, 369751

P : (021) 57903099

F : (0254) 369752

F : (021) 51000004

KK Karawaci Amartapura

KK Cikarang Jababeka

Kondominium Amartapura Lt. Dasar, Tower B, No. B.01G

Jl. Raya Jababeka Ruko Commercial

Jl. Sutan Syahrir No. 50

Jababeka Blok B-11

Lippo Karawaci, Tangerang

Jawa Barat

P : (021) 29427733

P : (021) 89831535

F : (021) 29427735

F : (021) 89831560

Laporan Tahunan

2013

Annual Report


KC Darmo Raya

KCP Kelapa Gading Barat

Jl. Raya Darmo No. 103

Jl. Raya Boulevard Barat Blok LC 6 No. 30-32

Surabaya

Kelapa Gading

Jawa Timur

Jakarta Utara

P : (031) 5676398

P : (021) 45848770

F : (031) 5677180

F : (021) 45848771

KCP KBN Cakung

KC Subang

Jl. Jawa Raya Blok A-14 No.8, SBU

Jl. Otto Iskandardinata No 82 C

Kawasan Cakung, Cilincing, Tanjung Priok

Subang

Jakarta Utara

Jawa Barat

P : (021) 44835615

P : (0260) 7426012

F : (021) 44835616

F : (0260) 7426013

KCP Lotte Shopping Avenue

KCP Gading Serpong

Lotte Shopping Avenue Lt. 3, Blok 06

Financial Centre Summarecon Serpong

Jl. Prof. Dr. Satrio Kav. 3 & 5

Jl. Boulevard Gading Raya Blok BA 2 No. 07

Setia Budi, Jakarta Selatan

Tangerang, Banten

P : (021) 29889310

P : (021) 54215610

F : (021) 29889311

F : (021) 54215611

KCP Ciracas

KCP Kemang Village

Kantor Korea - Indonesia Technical and Cultural

Lippo Mall Kemang No. L2 – 16

Cooperation Center (KITCC)

Jl. Pangeran Antasari No. 36

Jl. Pengantin Ali No. 71 A

Kemang, Jakarta Selatan

Ciracas, Jakarta Timur

P : (021) 29528550

P : (021) 29461781

F : (021) 29528545

171

F : (021) 29461782

Laporan Tahunan

2013

Annual Report

172


PERNYATAAN PERTANGGUNGJAWABAN LAPORAN TAHUNAN 2013 RESPONSIBILITY STATEMENT OF 2013 ANNUAL REPORT

Laporan Tahunan ini, berikut Laporan Keuangan dan informasi

This Annual Report and the accompanying financial statements

terkait lainnya, merupakan tanggung jawab manajemen PT

and related financial information are the responsibility of the

Bank Hana dan telah disetujui oleh seluruh anggota Dewan

management of PT Bank Hana and have been approved by

Komisaris dan Direksi dengan membubuhkan tanda tangannya

members of the Board of Commissioners and the Board of Directors

masing-masing di bawah ini:

whose signatures appear below:

Dewan Komisaris / Board of Commissioners


Biantoro Setijo

Eka Noor Asmara

Nasser Atorf




Direksi / Board of Directors


lee, hwa-soo

Liem Konstantinus

Direktur Director

Direktur Director

Laporan Tahunan

2013

Sugiarto Kurniawan Chandra

Bayu Wisnu Wardhana

Direktur Director

Direktur Director

Annual Report


173

Laporan Keuangan Tanggal 31 Desember 2013 dan untuk tahun yang berakhir pada tanggal tersebut beserta laporan auditor independen

Financial statements as of December 31, 2013 and for the year then ended with independent auditors’ report

09

Laporan Keuangan Financial Report Laporan Tahunan

2013

Annual Report

Towards Progressive START Pencapaian Bank Hana pada tahun 2013 terbilang sangat memuaskan. Hal ini dapat terlihat pada peningkatan aset sebesar 65% yang diiringi dengan peningkatan laba sebesar 83%. Pertumbuhan kredit mencapai 62%, sedangkan Dana Pihak Ketiga (DPK) tumbuh sebesar 52%. Bank Hana juga memperluas jaringan cabang untuk lebih menjangkau nasabah serta menambahkan lini bisnis yang lebih beragam demi memberikan pelayanan yang lebih baik. Bank Hana juga tengah mempersiapkan diri untuk melakukan merger dengan PT Bank KEB Indonesia demi memperkuat struktur permodalan Bank. Dengan demikian, dapat disimpulkan bahwa tahun 2013 menjadi tahun persiapan bagi Bank Hana untuk menuju awal progresif yang dicanangkan pada tahun 2015 ketika Bank masuk dalam jajaran TOP 40 Bank di Indonesia. The achievement of Bank Hana in 2013 is outstanding. The result can be seen where assets and net income grew by 65% and 83%, respectively. Total loans also grew by 62% along with funds from third parties which grew by 52%. Bank Hana also expanded its business network to reach out to more customers along with the addition comprehensive line of business for better service. In addition, Bank Hana has also began to prepare the merger with PT Bank KEB Indonesia in order to strengthen the capital structure of the Bank. Therefore, it can be concluded that 2013 is the year of preparation for Bank Hana towards progressive start in 2015 when the Bank become the TOP 40 Banks in Indonesia.

Laporan Tahunan

2013

Annual Report

Towards Progressive START

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