The BOD is responsible for managing and developing good corporate governance at Bank OCBC NISP. The BOD also ensures the sustainability of Bank OCBC NISP’s business over the long term, the achievement of performance levels that are in line with established targets, as well as the management of prudent banking principle in the general interest of the shareholders
Number, Composition and Independence of the Board of Directors
• As of December 31, 2011, the BOD of Bank OCBC NISP is comprised of 10 (ten) members, and chaired by the President Director.
• Members of the BOD are professionals who have extensive experience in banking and have passed the Fit and Proper Test.
• Biodata of the Directors are presented on pages 442 - 446 of this Annual Report.
• In 2011, the composition of the BOD of Bank OCBC NISP is as follows:
Note:
1. Ms. Emilya Tjahjadi serves as Director effectively on May 13, 2011
2. Ms. Hartati serves as Director effectively on May 13, 2011
3. Mr. Thomas Arifin serves as Director effectively on August 23, 2011
In 2011, the composition, criteria and independence of the Board of Directors comply with the regulations of Bank Indonesia as follows:
1. The Board of Directors is made up of more than 3 (three) members.
2. All BOD members are permanent residents in Indonesia.
3. All of the Directors have experience of no less than 5 (five) years in operations serving as Executive Officer in bank(s).
4. Usulan penggantian dan/atau pengangkatan anggota Direksi oleh Dewan Komisaris kepada RUPS memperhatikan rekomendasi Komite Remunerasi dan Nominasi.
5. Setiap anggota Direksi telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test).
Pengangkatan dan Masa Jabatan
Penggantian dan/atau pengangkatan anggota Direksi telah memperhatikan rekomendasi Komite Nominasi atau Komite Remunerasi dan Nominasi. Masa jabatan seorang Direktur sesuai Anggaran Dasar Bank adalah efektif sejak tanggal yang ditentukan dalam RUPS dan berakhir pada saat RUPS Tahunan ke-3 (ketiga) setelah tanggal pengangkatan tersebut dan dapat diangkat kembali oleh RUPS.
No Nama 1. Parwati Surjaudaja Presiden Direktur & CEO
President Director & CEO
16 Desember 2008 December 16, 2008
15 Maret 2011 March 15, 2011
2011-2014
2. Na Wu Beng Wakil Presiden Direktur
Deputy President Director
11 Agustus 2005 August 11, 2005
23 Maret 2009 March 23, 2009
2009-2012
3. Hardi Juganda Direktur
Managing Director
4. Yogadharma Ratnapalasari Direktur Managing Director
5. Rama P. Kusumaputra Direktur
Managing Director
6. Louis Sudarmana (Luianto Sudarmana) Direktur Managing Director
7. Rudy Hamdani (Rudy N. Hamdani) Direktur Managing Director
8. Emilya Tjahjadi Direktur
Managing Director
9. Hartati Direktur
Managing Director
10. Thomas Arifin Direktur
Managing Director
Tugas dan Tanggung Jawab Direksi
Direksi bertanggung jawab dalam pengelolaan Bank, penerapan pembuatan dan pelaksaanan kebijakan dan stategi usaha, pemeliharaan dan pengelolaan aktiva Bank, memastikan tercapainya target dan tujuan usaha, pemeliharaan dan terus menerus mengusahakan efisiensi dan efektivitas operasional termasuk melaksanakan prinsip-prinsip GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi.
4. Replacement and/or appointment of Directors has been proposed by the BOC to the GMS with due consideration to the recommendation provided by the Remuneration and Nomination Committee.
5. Each BOD member has passed the Fit and Proper Test.
Appointment and Term of Office
The replacement and/or appointment of Directors takes into consideration recommendations of the Nomination Committee or the Remuneration and Nomination Committee. Pursuant to the Articles of Association, the term of office of a Director is effective on the date resolved in the GMS and expires on the date of the third AGMS following the date of appointment and may be reappointed by the GMS.
Duties and Responsibilities of the Board of Directors The Board of Directors is responsible for managing the Bank, applying business strategy and policy formulation and implementation, maintaining and managing assets of the Bank, ensuring achievement of business targets and purposes, maintaining and continually driving operational effectiveness and efficiency, including enforcing GCG practices in all of the Bank’s businesses at all levels and strata of the organization.
Background of Bank OCBC NISPFrom ManagementGCG ReportOperational ReviewFinancial ReviewCorporate Data
Ruang Lingkup Pekerjaan dan Tanggung Jawab Masing-masing Direksi
No. Nama
Name
Ruang Lingkup Pekerjaan dan Tanggung Jawab Scope of Duties and Responsibilities 1. Parwati Surjaudaja Presiden Direktur & CEO dan Direktur Treasury
President Director & CEO and Managing Director of Treasury
2. Na Wu Beng Wakil Presiden Direktur dan Direktur Business Banking
Deputy President Director and Managing Director of Business Banking 3. Hardi Juganda Direktur Network, Micro Banking, Commercial Banking
Managing Director of Network, Micro Banking, and Commercial Banking 4. Yogadharma Ratnapalasari Direktur Operation dan IT
Managing Director of Operation and IT
5. Rama P. Kusumaputra Direktur Compliance, Human Capital, Corporate Services
Managing Director of Compliance, Human Capital, Corporate Services 6. Louis Sudarmana (Luianto Sudarmana) Direktur Wholesale Banking
Managing Director of Wholesale Banking 7. Rudy Hamdani (Rudy N. Hamdani) Direktur Consumer Banking
Managing Director of Consumer Banking
8 Emilya Tjahjadi1 Direktur Enterprise Banking
Managing Director of Enterprise Banking
9 Hartati2 Direktur Financial and Planning
Managing Director of Financial and Planning
10 Thomas Arifin3 Direktur Risiko
Managing Director of Risk
Keterangan:
1 Ibu Emilya Tjahjadi efektif menjabat sebagai Direktur pada tanggal 13 Mei 2011.
2 Ibu Hartati efektif menjabat sebagai Direktur pada tanggal 13 Mei 2011.
3 Bapak Thomas Arifin efektif menjabat sebagai Direktur pada tanggal 23 Agustus 2011.
Pedoman Kerja Direksi
Dalam menjalankan tugasnya Direksi telah memiliki Pedoman kerja yang memuat antara lain pengaturan etika kerja, waktu kerja, dan pengaturan rapat.
Rapat Direksi
Sampai dengan tanggal 31 Desember 2011, telah diselenggarakan 26 (dua puluh enam) kali rapat Direksi, dengan daftar hadir anggota sebagai berikut:
No. Nama
Name
Daftar Hadir Rapat Direksi Attendance of BOD Meeting
1. Parwati Surjaudaja 26
2. Na Wu Beng 23
3. Hardi Juganda 25
4. Yogadharma Ratnapalasari 25
5. Rama P. Kusumaputra 25
6. Louis Sudarmana (Luianto Sudarmana) 24
7. Rudy Hamdani (Rudy N. Hamdani) 25
Scope of Duties and Responsibilities of Each BOD Members
Note:
1 Ms. Emilya Tjahjadi serves as Director effectively on May 13, 2011 2 Ms. Hartati serves as Director effectively on May 13, 2011 3 Mr. Thomas Arifin serves as Director effectively on August 23, 2011
BOD Working Guidelines
In performing its duties, the BOD follows a set of working guidelines, which covers, among others, work ethic, working hour and meeting procedure.
Meeting of the Board of Directors
As of December 31, 2011, there were held a total of 26 (twenty six) BOD meetings, with details of attendance as follows:
No. Nama Name
Daftar Hadir Rapat Direksi Attendance of BOD Meeting
8 Alan Jenviphakul1 16
9 Emilya Tjahjadi2 15
10 Hartati3 14
11 Thomas Arifin4 8
Keterangan:
1 Bapak Alan Jenviphakul efektif mengundurkan diri sebagai Direktur pada tanggal 25 November 2011.
2 Ibu Emilya Tjahjadi efektif menjabat sebagai Direktur pada tanggal 13 Mei 2011.
3 Ibu Hartati efektif menjabat sebagai Direktur pada tanggal 13 Mei 2011.
4 Bapak Thomas Arifin efektif menjabat sebagai Direktur pada tanggal 23 Agustus 2011.
Sepanjang tahun 2011, agenda Rapat Direksi, antara lain mencakup pembahasan:
• Laporan Kinerja Keuangan.
• Laporan Internal Audit.
• Laporan Compliance Profile.
• Update Data on Complaint.
• Struktur Organisasi, Struktur Komite, Authority Grid 2012 dan Corporate Plan 2012, Opex 2012, staff plan & initiatives Grup support.
• Annual Operational Plan 2012 - 2014.
• Rencana Business Bank 2011.
• Mengkaji stategi dan rencana 5 tahunan.
• Risk, Operation IT & HC Performance Report.
• Mengkaji aktivitas terkait sumber daya manusia, update turn over, usulan pengajuan benefit karyawan tahun 2011, gaji dan Pay on Performance (POP), business trip, Employee Engagement Survey, Performance Management, dan fasilitas kesehatan.
• Rekomendasi fraud committee, pembahasan proposal NPL dan SM Authority, RACM, Legal issue Brand, Project Premier Banking, Update Treasury Support, credit card, update Value Chain, project kupu-kupu.
• Peluang momentum World’s Strongest Bank.
• Pengkinian Credit Review Program, agreed in percentage cost allocation, pengkinian proyeksi Unit Bisnis 2011-2016, Strategy to close Gap.
Prosedur Penetapan dan Besarnya Remunerasi Direksi Direksi menerima remunerasi tetap dan tidak tetap yang terdiri dari gaji, tunjangan dan bonus atas jasanya kepada Bank.
Rumusan remunerasi tersebut dihasilkan melalui pembahasan yang dilakukan oleh Komite Nominasi dan Remunerasi yang selanjutnya diajukan kepada Dewan Komisaris. Hasil rumusan tersebut kemudian diajukan persetujuannya kepada RUPS. Paket remunerasi Direksi pada 31 Desember 2011, disajikan pada tabel di bawah ini:
Note:
1 Mr. Alan Jenviphakul has resigned as Director effectively on November 25, 2011
2 Ms. Emilya Tjahjadi serves as Director effectively on May 13, 2011 3 Ms. Hartati serves as Director effectively on May 13, 2011 4 Mr. Thomas Arifin serves as Director effectively on August 23, 2011
During 2011, BOD meeting agenda, among others covered discussions on:
• Financial Performance Report.
• Internal Audit Report.
• Compliance Profile Report.
• Update Data on Complaint.
• Organisational Structure, Committee structure, authority Grid 2012 and Corporate Plan 2012, Opex 2012, staff plan &
initiatives Grup support.
• Annual Operational Plan 2012 - 2014.
• Bank Business Plan 2011.
• Strategy review and 5 years plan.
• Risk, Operation IT & HC Performance Report.
• Activities related to human resources, update turn over, recommendations on employee benefit proposal for 2011, salaries and POP, business trip, Employee Engagement Survey
& Performance Management, medical.
• Recommendations of the Fraud Committee, discussion on proposal of NPL dan SM Authority, RACM, Legal issue Brand, Project Premier Banking, Update Treasury Support, credit card, update Value Chain, butterfly project.
• Opportunities of World’s Strongest Bank momentum.
• Update Credit Review Program, agreed in percentage cost allocation, update latest Business Unit projection 2011-2016, Strategy to close Gap.
Procedures for BOD Remuneration
The Board of Directors receives fixed and non-fixed remuneration, consisting of salaries, benefits and bonus for their service to the Bank. The remuneration package is determined by deliberation among members of the Nomination and Remuneration Committee and submitted to the Board of Commissioners to be proposed in the GMS for approval. As of December 31, 2011, the BOD’s remuneration package is presented on the table below:
Background of Bank OCBC NISPFrom ManagementGCG ReportOperational ReviewFinancial ReviewCorporate Data
Jumlah yang diterima dalam 1 Tahun The amount received in 1 (one) year
Jenis Remunerasi dan Fasilitas Lain
Direksi (Board of Directors)
Type of Remuneration and Other Facilities Orang*)
Person*)
Jumlah (Rp Juta) Amount (Rp Million) Remunerasi (gaji,bonus, tunjangan rutin dan fasilitas
lainnya)
10 55,315 Remuneration (salary, bonus, routine allowances, and other facilities) Fasilitas lain seperti perumahan, transportasi, asuransi,
kesehatan,dll:
a.Yang dapat dimiliki
0 0 Other facilities such as housing, transportation,
insurance, health, etc:
a. That can be obtained
b.Yang tidak dapat dimiliki 10 683 b. That can not be obtained
Jumlah 10 55,998 Total
*) 1 orang Direksi tidak menerima remunerasi dan fasilitas lain dari Bank OCBC NISP
Jenis Remunerasi dan Fasilitas Lain Jumlah Direktur*) Number of Directors
Type of Remuneration and Other Facilities
>Rp 2 miliar 8 >Rp 2 Billion
Rp 1 miliar s/d Rp 2 miliar 2 Rp 1 Billion s/d Rp 2 Billion
Rp 500 juta s/d Rp 1 miliar 0 Rp 500 million s/d Rp 1 Billion
<Rp 500 juta 0 <Rp 500 million
*) 1 orang Direksi tidak menerima remunerasi dan fasilitas lain dari Bank OCBC NISP
Penilaian Kinerja Direksi dan Penerapan Remunerasi Penilaian Kinerja Direksi diawali dengan penyusunan Balance Score Card ( BSC) dan Key Performance Indicator (KPI) atas target yang harus dicapai oleh masing-masing grup dan divisi. KPI yang telah disepakati diajukan kepada Komite Remunerasi dan Nominasi untuk mendapat persertujuan.
Direksi secara rutin setiap 3 (tiga) bulan menyampaikan laporan pencapaian kinerja.
*) 1 Director does not receive remuneration and other facilities from Bank OCBC NISP
*) 1 Director does not receive remuneration and other facilities from Bank OCBC NISP
Assessment of the Board of Directors’ Performance and Implementation of Remuneration
Assessment of the Board of Directors’ performance begins with the formulation of the Balance Score Card (BSC) and Key Performance Indicator (KPI) of targets to be fulfilled by each group and division.
KPIs, which have been agreed, are submitted to the Remuneration and Nomination Committee for approval.
The Board of Directors provides routine performance reporting once in every 3 (three) months.
Prosedur Penetapan Remunerasi Anggota Direksi Remuneration Approval Procedure for Members of Directors
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Dewan Komisaris Board of Commissioners
Rapat Umum Pemegang Saham General Meeting of Shareholders
Remunerasi Anggota Direksi Remuneration for Members of the Directors
Information on financial and family relationship among Directors, Board of Commissioners and the controlling shareholder of the Bank
Most of the members of the Board of Directors of Bank OCBC NISP have no financial and family relationship with other Board members, Commissioners and/or the controlling shareholders of the Bank. The Bank’s Director who has family relationship with member of the Board of Commissioners is Parwati Surjaudaja.
Information on share ownership by members of the Boards in the amount of and above 5% (five percent) from total paid-in capital in Bank OCBC NISP, other Banks, Non-bank Financial Institution and other companies based in and outside of Indonesia.
All members of the Board of Directors of Bank OCBC NISP do not own shares in the amount of and above 5% of total paid-in capital in Bank OCBC NISP, other Banks, Non-bank Financial Institution, and other companies based in and outside of Indonesia.
Training for the Board of Directors
In support of effective performance of duties and responsibilities, the Board of Directors have actively participated in training programs during 2011 as follows:
Hubungan keuangan dan hubungan keluarga anggota Direksi dengan anggota Dewan Komisaris, Direksi lainnya dan/atau Pemegang Saham Pengendali Bank
Mayoritas anggota Direksi Bank OCBC NISP yang menjabat, tidak memiliki hubungan keuangan atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi lainnya dan/
atau Pemegang Saham Pengendali Bank. Direksi yang memiliki hubungan keluarga dengan anggota Dewan Komisaris lainnya adalah Parwati Surjaudaja.
Kepemilikan saham anggota Direksi yang mencapai 5%
(lima persen) atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya, yang berkedudukan di dalam maupun di luar negeri.
Seluruh Anggota Direksi Bank OCBC NISP tidak memiliki saham yang mencapai 5% atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya yang berkedudukan di dalam maupun di luar negeri.
Pelatihan yang telah diikuti oleh Direksi
Untuk menunjang pelaksanaan tugas dan tanggung jawabnya, selama tahun 2011 telah dilakukan pelatihan Direksi sebagai berikut:
Nama Name Judul Training Title
Parwati Surjaudaja Enterprise Risk Management
Customer First as a Marketing Leading at The Speed of Trust Transformation Business & Customer Embrace The Challenge
Na Wu Beng Enterprise Risk Management
Customer First As A Marketing Leading At The Speed Of Trust
Transformation Business & Customer First Implementation The Future of Marketing
Industri Pertambangan Mining Industry
Hardi Juganda Enterprise Risk Management
Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation Global Transaction Banking Workshop
Yogadharma Ratnapalasari Enterprise Risk Management Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation Embrace The Challenge
Background of Bank OCBC NISPFrom ManagementGCG ReportOperational ReviewFinancial ReviewCorporate Data
Nama Name Judul Training Title
Rama Pranata Kusumaputra Enterprise Risk Management Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation The Future of Human Resources
Louis Sudarmana Enterprise Risk Management
Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation Eagle’s Emerging & Growth Lead
Industri Pertambangan Mining Industry
Rudy Hamdani Enterprise Risk Management
Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation The Future of Marketing
Certified International Retail
Emilya Tjahjadi Enterprise Risk Management
Customer First as a Marketing Leading at The Speed of Trust
Transformation Business & Customer First Implementation Global Transaction Banking Workshop
GCG dan Kaitannya dengan Kesehatan Bank GCG and Association with Bank soundness
Hartati Enterprise Risk Management
Interaction Management Essential Leadership Customer First As A Marketing
Leading at The Speed of Trust
Transformation Business & Customer First Implementation
Thomas Arifin Executive Oxford
Komite-komite yang Bertanggung Jawab kepada Direksi Dalam menjalankan tugasnya, Direksi dibantu oleh Komite Eksekutif, antara lain:
• Komite Manajemen Risiko
• Komite Manajemen Risiko Kredit
• Komite Manajemen Risiko Pasar
• Komite ALCO
• Komite Human Capital
• Komite Pengarah Teknologi Informasi
• Komite Network
• Komite Harga
Committees under the Board of Directors
In the execution of its duties, the BOD are supported by Executive Committees, including:
• Risk Management Committee
• Credit Risk Management Committee
• Market Risk Management Committee
• Committee and Assets-Liabilities Committee (ALCO)
• Human Capital Committee
• Information Technology Steering Committee
• Network Committee
• Price Committee
Komite Manajemen Risiko (KMR)
Konsekuensi dari pertumbuhan Bank adalah meningkatnya risiko yang dihadapi Bank. Oleh karena itu penguatan pengelolaan risiko harus juga ditingkatkan, melalui kelengkapan organisasi manajemen risiko yang mampu mengelola risiko-risiko tersebut, baik saat ini maupun di masa yang akan datang.
Dalam rangka memastikan pengelolaan risiko itu berjalan dengan baik, maka Komite Manajemen Risiko secara rutin dan aktif melaksanakan tugasnya, sehingga dapat mengantisipasi setiap perubahan sebagai akibat dari perkembagan usaha maupun adanya perubahan kondisi eksternal.
Adapun susunan Komite Manajemen Risiko pada akhir tahun 2011 adalah sebagai berikut:
Posisi Di Dalam Komite Posisi Di Bank OCBC NISP Position in OCBC NISP Position in Committee
Ketua Presiden Direktur & CEO President Director & CEO Chairwoman
Wakil Ketua Direktur Risiko Managing Director of Risk Deputy Chairman
Anggota dengan hak suara
Seluruh Direktur kecuali Direktur Compliance All Managing Directors (except Managing Director of Compliance)
Members with voting right:
Anggota tanpa hak suara Direktur Compliance
Asset Liability Risk Management Division Head
Observer
Managing Director of Compliance Asset Liability Risk Management Division
Head Observer
Members without voting right
Tugas dan Tanggung Jawab
Wewenang & tanggung jawab Komite Manajemen Risiko meliputi:
a. Memberikan rekomendasi dan mendukung strategi, kebijakan, dan pedoman Manajemen Risiko untuk dapat diterapkan secara menyeluruh pada Bank untuk memperoleh persetujuan dari Dewan Komisaris.
b. Mendukung/menyetujui rencana perbaikan dan pengembangan manajemen risiko Bank.
c. Mendukung/menyetujui kerangka kerja dan metodologi manajemen risiko Bank.
d. Mengevaluasi kemampuan Bank untuk beroperasi pada kondisi di bawah tekanan sehubungan dengan kecukupan modal dan cadangan.
e. Menilai dan mengevaluasi kecukupan modal internal Bank untuk menyakinkan tingkat kecukupan modal Bank secara menyeluruh berdasarkan profil risiko yang dimiliki.
f. Melakukan pertimbangan atas hal-hal yang berkaitan dengan keputusan bisnis yang diluar prosedur yang normal (irregularities).
g. Memastikan bahwa portfolio risiko Bank masih berada dalam batas tingkat risiko yang telah ditentukan (risk appetite).
h. Memastikan adanya keseimbangan yang memadai antara risiko yang diambil dengan pendapatan yang dihasilkan melalui proses pengukuran yang tepat.
i. Mengawasi pelaksanaan Enterprise Risk Management melalui metodologi pengukuran risiko yang tepat diseluruh lini usaha serta evaluasi kinerja yang berbasis risiko.
Risk Management Committee (KMR)
An inevitable consequence to the Bank’s growth is increasing risks that it faces. Therefore, risk management functions need to be reinforced by building a risk management organization that can adequately mitigate these risks, for today’s needs as well as those in the future.
To provide assurance that risk management processes have run favourably, the Risk Management Committee regularly and actively performs its duties, so as to anticipate any changes that arise from the growth of the business or a change in the external conditions.
The composition of the Risk Management Committee at the end of 2011 is as follows:
Duties and Responsibilities
The Risk Management Committee is authorized and responsible for, among others:
a. Provide recommendations and support strategies, policies and guidelines in Risk Management to be implemented thoroughly within the Bank to obtain approval from the Board of Commissioners.
b. Support/approve improvement and development plans related to Bank’s risk management function.
c. Support/approve framework and methodologies for the Bank’s risk management function.
d. Evaluate the Bank’s capabilities to operate under conditions of stress with respect to the adequacy of capital and reserves.
e. Assess and evaluate the Bank’s internal capital adequacy to properly ensure that the Bank has adequate total capital on
e. Assess and evaluate the Bank’s internal capital adequacy to properly ensure that the Bank has adequate total capital on