Bank Indonesia telah memproyeksikan pertumbuhan ekonomi Indonesia pada tahun 2015 akan mencapai 5,4% - 5,8%. Hal ini disebabkan tetap kuatnya konsumsi rumah tangga serta ekspansi konsumsi dan investasi pemerintah yang sejalan dengan peningkatan kapasitas fiskal untuk mendukung kegiatan ekonomi produktif, termasuk pembangunan infrastruktur. Dari sisi eksternal, pemulihan ekonomi negara maju, khususnya Amerika Serikat, diperkirakan dapat mendorong peningkatan ekspor, khususnya ekspor manufaktur. Meskipun demikian, sejumlah risiko perlu diwaspadai, khususnya terkait tingginya volatilitas pasar keuangan global yang sejalan dengan kemungkinan kenaikan suku bunga
Fed Fund Rate di Amerika Serikat dan anjloknya harga komoditas dunia.
Untuk mengantisipasi risiko yang mungkin timbul, pada tahun 2015, kebijakan Bank Indonesia tetap difokuskan untuk menjaga stabilitas makroekonomi dan stabilitas sistem keuangan melalui penguatan bauran kebijakan di bidang moneter, makroprudensial, dan sistem pembayaran. Di bidang moneter, kebijakan akan tetap secara konsisten diarahkan untuk mengendalikan inflasi menuju sasarannya dan defisit transaksi berjalan ke tingkat yang sehat melalui kebijakan suku bunga dan stabilisasi nilai tukar sesuai nilai fundamentalnya. Di bidang makroprudensial, relaksasi ketentuan makroprudensial akan dilakukan secara selektif guna memperluas sumber-sumber pendanaan bagi perbankan, sekaligus mendukung pendalaman pasar keuangan dan mendorong penyaluran kredit ke sektor-sektor yang produktif yang prioritas. Sementara itu, di bidang sistem pembayaran, kebijakan diarahkan untuk mengembangkan industri sistem pembayaran domestik yang lebih efisien. Berbagai kebijakan tersebut akan disertai dengan
conVeRsIon oF secuRITIes conVeRTIBLe
InTo shaRes
For the purpose of creating a strong capital structure, Bank Victoria continually makes a plan on the capital requirement and discusses it routinely. The purpose is to ensure that Bank Victoria has a strong capital structure to support the strategy of expansion development undertaken currently and to maintain the sustainability of the future development. Throughout 2014, the Bank has taken conversion Series VI Warrants as many as 508,898,707. Such warrant conversion was undertaken in the period of January and June 2014. The proceeds from warrant conversion amounted to Rp50,889,870,700. Such proceeds were used entirely for adding or increasing working capital of the Bank as planned in the prospectus. The Bank has also submitted the Realization of Use of Proceeds from Conversion of Securities Convertible into Shares Securities Report during the period of 2014 to Financial Services Authority.
BusIness PRosPecTs
Bank Indonesia has projected the economic growth in 2015 to reach the level of 5.4% - 5.8%. This is due to the continued strength of household consumption and consumption expansion as well as the government investment which were in line with the increased fiscal capacity to support the productive economic activities including infrastructure development. On the external side, economic recovery of developed countries particularly the United States is projected to encourage the increased exports, especially manufacturing exports. However, there are a number of risks that needs to be taken into account particularly in relation to the high volatility of global financial market which is in line with the possibility of an increase in the Fed Fund Rate in the United States, and the falling prices of world commodities.
To anticipate risks that may incur in 2015, Bank Indonesia policy remains focused on maintaining macroeconomic stability and financial system stability by strengthening the policy mix in monetary sector, macroprudential and payment systems. In the monetary field, the policy will remain consistently directed to controlling inflation to the target and the current account deficit t a healthy level, through policy on interest rate and exchange rate stabilization corresponding fundamental value. In macroprudential field, relaxation of macroprudential rules will be selective, in order to broaden the sources of fund for banks, as well as to support the deepening financial market and to encourage credit channeling to the prioritized productive sectors. Meanwhile, in payment system field the policies will be directed to develop a more efficient domestic payment system. Such policies will be accompanied by an increase in coordination between the Government and relevant institutions, so that macroeconomic stability is maintained with
sehinga stabilitas makroekonomi tetap terjaga dengan struktur perekonomian yang semakin kuat dan mendukung pertumbuhan ekonomi yang lebih tinggi.
Melihat prospek usaha industri perbankan Indonesia di 2015 tersebut, Bank Victoria berusaha sebaik-baiknya untuk meraih setiap peluang dan potensi yang tercipta, khususnya untuk segmen korporat dan retail. Dengan keunggulan yang dimiliki oleh Bank, Direksi optimis bahwa prospek usaha di masa yang akan datang akan cerah. Hal ini bisa dijelaskan sebagai berikut: 1. Bank memiliki fokus area pemasaran di seputar Jabodetabek
(Greater Jakarta Area), hal tersebut akan memberikan peluang bagi Bank untuk fokus dalam ekspansi usaha yang terpusat;
2. Dengan pertumbuhan ekonomi Indonesia yang relatif stabil, akan mendorong berkembangnya masyarakat kelas menengah
(middle class) yang sesuai dengan target market Bank; 3. Bank berencana untuk lebih memprioritaskan pengembangan
target market SME dan Commercial, hal ini didukung oleh keberadaan dan keberpihakan program Pemerintah dan Bank Indonesia untuk mendukung pengembangan usaha kecil dan menengah serta pengembangan infrastruktur;
4. Bank memiliki grup usaha yang mendukung perkembangan bisnis Bank, seperti Bank Victoria Syariah, Victoria Sekuritas dan Victoria Insurance sehingga dapat dilakukan cross-selling
terhadap nasabah yang ada.
Saat ini Bank Victoria telah memiliki 102 kantor dimana terdiri dari 101 kantor operasional dan 1 kantor pusat. Bank telah menyiapkan strategi pengembangan usaha yang tepat, antara lain dengan mengoptimalkan potensi dari 101 kantor operasional Bank Victoria yang ada melalui pengelolaan kantor yang lebih efektif sesuai mekanisme area dan cluster. Di samping itu, Bank juga telah meningkatkan “perceived strong presence” di target customer area melalui jumlah kantor-kantor Bank Victoria yang memadai di lokasi yang strategis, serta penampilan fisik yang konsisten dan menarik. Dari aspek operasional dan teknologi, Bank berkomitmen untuk menyediakan layanan operasional perbankan yang efisien, nyaman, cepat, dan handal yang berbasis kepada orientasi GCG dan orientasi bisnis.
PeneRaPan Good CoRpoRATE GovERnAnCE
Good Corporate Govenance (GCG) bagi Bank Victoria merupakan sebuah kebutuhan. Bank sangat merasakan manfaat dari implementasi GCG. Dengan menerapkan GCG maka keselarasan tujuan Bank dengan tujuan para stakeholdersnya akan terjalin dengan baik. Dengan adanya keselarasan tujuan maka akan tercipta iklim bisnis yang kondusif dan selanjutnya akan mendorong peningkatan kinerja.
Direksi sangat memahami bahwa Bank merupakan lembaga kepercayaan dan memiliki kewajiban untuk melakukan pelayanan publik. Terkait dengan hal tersebut, GCG merupakan unsur kunci yang dibutuhkan agar kedua fungsi tersebut bisa berjalan dengan baik.
growth.
Looking at the prospect of banking industry in Indonesia in 2015, Bank Victoria devotes its best possible efforts to reap each opportunity and potential created, particularly for corporate and retail segments. By having competitive advantage, the Board of Directors is optimistic that business prospects in the future will be attractive, as explained in the following:
1. The Bank has focus on marketing area around Jabodetabek (Greater Jakarta Area) providing opportunities for the Bank to be focused on the development of centralized business expansion;
2. With the Indonesian economic growth is relatively stable, this will encourage the development of middle class society which is in line with the target market of the Bank;
3. The Bank plans to prioritize more on the development of SME and commercial target market, which is supported by the existence and alignment of the Government and Bank Indonesia programs to stimulate the development of small and medium enterprise, as well as infrastructure development; 4. The Bank has a business group which support business
development of the Bank, such as Bank Victoria Syariah, Victoria Sekuritas and Victoria Insurance which will enable the cross-selling for existing customers.
Currently Bank Victoria has 102 offices consisting of 101 operational offices and 1 head office. The Bank has prepared a strategy on the proper business development, such as: optimizing the potential of 101 operational offices of Bank Victoria through the more effective office management according to the area and cluster mechanism. In addition, the Bank has also enhanced the “perceived strong presence” in target area of customer through a number of sufficient Bank Victoria offices in the strategic location, as well as consistent and attractive physical appearance. On the aspects of operation and technology, the Bank commits to providing efficient, convenient, fast, and reliable bank operational services GCG orientation-based and business-oriented services.
IMPLeMenTaTIon oF gooD coRPoRaTe
goVeRnance
Good corporate governance (GCG) for Bank Victoria is a requirement. The Bank considerably enjoys the benefit of GCG implementation. The implementation of GCG will enable the Bank to achieve a harmony between the Bank and the stakeholders’ purposes. By having the harmonious purposes will create a conducive business climate which will further encourage the performance improvement.
The Board of Directors has fully understood that the Bank is a trustworthy institution and has an obligation to provide public services. In line with this, GCG is a key component required enabling such function to be performed well.
2006 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum dan Peraturan Bank Indonesia No. 11/33/PBI/ 2009 tanggal 7 Desember 2009 tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum Syariah dan Unit Usaha Syariah, akan tetapi juga mengacu pada pedoman dan best practices yang bersifat voluntary seperti Prinsip-prinsip Corporate Governance
yang dikembangkan oleh Organization for Economic Cooperation and Development (OECD), Pedoman GCG Perbankan Indonesia yang dikembangkan oleh Komite Nasional Kebijakan Governance
(KNKG) dan Principles for Enhancing Corporate Governance yang diterbitkan oleh Basel Committee on Banking Supervision.
sTRuKTuR Dan MeKanIsMe gcg
Bank Victoria telah memiliki struktur GCG yang kuat dan efektif yang terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris beserta komite-komite penunjangnya dan Dewan Direksi. Ketiga organ Bank tersebut telah menjalankan perannya masing-masing dalam memenuhi kewajibannya kepada Pemegang Saham dan pemangku kepentingan lainnya.
RUPS adalah organ Bank yang memegang kekuasaan tertinggi dan memegang segala kewenangan yang tidak dapat didelegasikan atau diserahkan kepada Direksi dan Dewan Komisaris. RUPS sebagai organ Bank merupakan wadah para Pemegang Saham untuk mengambil keputusan penting berkaitan dengan modal yang ditanam dalam Bank, dengan memperhatikan ketentuan Anggaran Dasar dan Undang-Undang Perseroan Terbatas. Selain itu, RUPS juga berfungsi sebagai forum pertanggungjawaban kepengurusan Direksi dan Komisaris atas hasil kinerjanya dalam kurun waktu yang telah ditentukan.
Bank Victoria telah menyelenggarakan RUPS tahunan dalam waktu yang tidak melewati batas yang ditentukan, yaitu pada tanggal 24 April 2014. Dalam penyelenggaraan RUPS, upaya yang telah dilakukan Bank Victoria adalah:
1. Pemegang Saham diberikan kesempatan untuk mengajukan usul mata acara RUPS sesuai dengan peraturan perundang- undangan. Panggilan RUPS telah mencakup informasi mengenai mata acara, tanggal, waktu dan tempat RUPS; 2. Bahan mengenai setiap mata acara yang tercantum dalam
panggilan RUPS tersedia di kantor Bank Victoria sejak tanggal panggilan RUPS, sehingga memungkinkan Pemegang Saham berpartisipasi aktif dalam RUPS dan memberikan suara secara bertanggung jawab. Jika bahan tersebut belum tersedia saat dilakukan panggilan untuk RUPS, maka bahan itu disediakan sebelum RUPS diselenggarakan;
3. Risalah RUPS tersedia di kantor Bank Victoria, dan Bank Victoria menyediakan fasilitas agar Pemegang Saham dapat membaca risalah tersebut.
of Good Corporate Governance for Commercial Banks and Bank Indonesia Regulation No. 11/33/PBI/2009 dated 7 December 2009 on the Implementation of Good Corporate Governance for Sharia Commercial Banks and Sharia Business Units, but also refers to the guidelines and voluntary best practices such as: Corporate Governance Principles developed by Organization for Economic Cooperation and Development (OECD), Guidelines of Banking GCG in Indonesia developed by National Committee on Governance Policy (Komite Nasional Kebijakan Governance – KNKG) and Principles for Enhancing Corporate Governance issued by Basel Committee on Banking Supervision.
gcg sTRucTuRe anD MechanIsM
Bank Victoria has a strong and effective GCG structure consisting of General Meeting of Shareholders (RUPS – Rapat Umum Pemegang Saham), The Board of Commissioners with its supporting committees and the Board of Directors. Each three organs of the Bank have performed each role in fulfilling its obligation for the Shareholders and other stakeholders.
RUPS is the Bank’s organ that holds the highest power, and all of its authorities shall not be delegated or transferred to the Board of Directors and The Board of Commissioners. RUPS as the Bank’s organ is a forum for the Shareholders to make important decisions relating to paid up capital at the Bank taking into account the provisions stated in Article of Association and Limited Company Act. In addition to this, RUPS also performs a function as an accountability forum of the Board of Directors and The Board of Commissioners management on their performance within a designated timeframe.
Bank Victoria has held yearly RUPS within a timeframe set dated 24 April 2014. In conducting RUPS, efforts taken were the following:
1. The Shareholders are given opportunities to submit a proposal on the agenda of RUPS according to the regulations. Calling the meeting of RUPS has included information on agenda, date, time and venue of RUPS;
2. The materials on each agenda contained in the calling RUPS are available at Bank Victoria since the calling date of RUPS which will enable the Shareholders to actively participate in RUPS and to cast a vote in a responsible manner. If such materials are not yet available at the time of RUPS calling, such materials will be provided prior to the conduct of RUPS; 3. The minutes of RUPS meeting are available at Bank Victoria,
and Bank Victoria provides facilities enabling the Shareholders to read such minutes of meeting.
tanggung jawab yang jelas sesuai fungsinya masing-masing sebagaimana diamanahkan dalam Anggaran Dasar dan peraturan perundang-undangan. Dewan Komisaris berjumlah 4 (empat) orang, terdiri dari 1 (satu) orang Komisaris Utama merangkap Komisaris Independen, 1 (satu) orang Komisaris dan 2 (dua) orang Komisaris Independen. Dengan demikian, komposisi anggota Dewan Komisaris sudah sesuai dengan aturan yang berlaku. Seluruh anggota Komisaris Independen tidak ada yang memiliki hubungan keuangan, kepengurusan, kepemilikan dan hubungan keluarga dengan anggota Dewan Komisaris Lainnya, Direksi dan/atau Pemegang Saham Pengendali atau hubungan dengan Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen.
Di dalam pelaksanaan tugas dan tanggung jawab tersebut, selama 2014 Dewan Komisaris telah melaksanakan pemantauan dan pengawasan terhadap pelaksanaan Rencana Bisnis Bank. Berdasarkan hasil penilaian self assessment pelaksanaan Good Corporate Governance tahun 2013, untuk aspek Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris mendapat nilai komposit 1 atau dalam kategori SANGAT BAIK.
Dalam menjalankan tugasnya, Direksi berpedoman pada Kebijakan GCG yang ditetapkan dalam Surat Keputusan Direksi No. 039/ SK-DIR/05/13 tanggal 30 Mei 2013 tentang Kebijakan Good Corporate Governance (GCG). Kebijakan GCG bagian Direksi berisi tentang petunjuk tata laksana kerja Direksi, serta menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dan dapat dijalankan dengan konsisten, dapat menjadi acuan bagi Direksi dalam melaksanakan tugas masing-masing untuk mencapai visi dan misi perusahaan. Dengan adanya Kebijakan GCG tersebut diharapkan akan tercapai standar kerja yang tinggi selaras dengan prinsip-prinsip GCG.
Pelaksanaan evaluasi kinerja dilakukan secara komprehensif, berjenjang, dan berkala. Hasil evaluasi Key Performance Indicators
(KPI) Direksi oleh Dewan Komisaris merupakan media penilaian pertanggungjawaban Direksi di RUPS. Adapun penilaian lainnya dilakukan berdasarkan parameter kriteria Penilaian Tugas dan Tanggung Jawab Direksi dalam self-assessment pelaksanaan GCG sebagaimana diatur pada Surat Edaran Bank Indonesia No. 15/15/ DPNP/ tanggal 29 April 2013 perihal Pelaksanaan Good Corporate Governance bagi Bank Umum. Berdasarkan hasil penilaian self assessment pelaksanaan Good Corporate Governance tahun 2013, untuk aspek Pelaksanaan Tugas dan Tanggung Jawab Direksi mendapat nilai komposit 1 atau dalam kategori SANGAT BAIK.
Dalam pelaksanaannya, Bank Victoria memiliki berbagai kebijakan/pedoman dalam menjalankan fungsi dan tugasnya yang disebut dengan soft structure GCG. Tujuan membangun GCG Soft Structure antara lain sebagai berikut:
• Melengkapi kebijakan pendukung dalam penerapan GCG; • Menjadi pedoman bagi Bank dalam menjalankan aktivitas
sehari-hari sesuai dengan budaya (corporate culture) yang diharapkan;
• Merupakan bentuk komitmen tertulis bagi seluruh jajaran dan tingkatan organisasi Bank dalam rangka meningkatkan disiplin dan tanggung jawab organ perusahaan dalam rangka menjaga kepentingan stakeholders sesuai dengan tanggung jawab masing-masing.
the authorities and clear responsibilities according to each function as having been mandated in Article of Association and rules and regulations of Board Commissioners have a number of 4 (four) members consisting of 1 (one) President Commissioner concurrently Independent Commissioner, 1 (one) Commissioner and 2 (two) Independent Commissioners. Therefore, the composition of The Board of Commissioners has complied with the prevailing regulation. All members of Independent Commissioners shall not have financial, ownership, and family relationship with other members of The Board of Commissioners, the Board of Directors and/or Controlling Shareholders or a relationship with the Bank that may influence the members’ ability take action independently.
In performing such tasks and responsibilities, the Board of Commissioners during 2014 has conducted monitoring and supervision of the implementation of the Bank’s Business Plan. Based of the result of self-assessment rating of Good Corporate Governance in 2013 for the aspect of Duties and Responsibilities Performance, Board of Commissioners received a composite score of 1 or in the category of VERY GOOD.
In performing its tasks, the Board of Directors refers to the GCG policy set out in the Board of Directors Decree Letter No. 039/ SK-DIR/05/13 dated 30 May 2013 concerning Good Corporate Governance (GCG) policy. The GCG policy of the Board of Directors contains guidelines in performing the Board of Directors governance, as well as the explanation of stages of activities in a well-structures ways, systematic, easily understood and doable consistently. Such guidelines can become a reference for the Board of Directors in performing each task to achieve the company’s vision and mission. Having such GCG policy in place is expected to enable the Bank to achieve a high standard of work, in line with GCG principles.
The performance evaluation is conducted comprehensively, in tier and periodically. The result of Key Performance Indicator (KPI) evaluation of the Board of Directors undertaken by The Board of Commissioners constitutes an evaluation media on accountability of the Board of Directors at RUPS. Meanwhile, other evaluations will be carried out based on the parameter criteria on Task Evaluation and Accountability of the Board of Directors in self-assessment of the conduct of GSG as set out in Bank Indonesia Circular Letter No. 15/15/DPNP/dated 29 April 2013 concerning the implementation of Good Corporate Governance for Commercial Banks. Based on the self-assessment result of the conduct of Good Corporate Governance in 2013 for the aspect of Task Performance and Accountability, the Board of Directors has 1 composite mark in a category of VERY GOOD.
In its implementation, Bank Victoria has various polices/guidelines for performing its functions and tasks namely GCG soft structure. The purposes of developing GCG Soft Structure are as follows: • To complete supporting policies in the implementation of GCG; • To become a guideline for the Bank in performing its daily
activities according to the corporate culture as expected; • To constitute written commitments for all employees and the
level of the Bank organization, in order to enforce discipline and responsibility of the company’s organ for the purpose of maintaining the stakeholders’ needs according to each responsibility.
4. Pedoman Etika Karyawan yang ditetapkan berdasarkan Surat Keputusan Direksi No. 011/SK-DIR/05/08 tanggal 28 Mei 2008;
5. Kebijakan dan Standard Operating Procedure (SOP). Pada 2014, Bank Victoria telah membangun/menyempurnakan berbagai GCG Soft Structure yang meliputi 35 Kebijakan dan Prosedur (Standard Operating Procedure-SOP) baru yang ditetapkan dalam Surat Keputusan (SK) Direksi, termasuk juga telah merevisi 37 SOP yang telah ada.
GCG ASSESSmEnT
Dalam memantau implementasi GCG, Bank Victoria melakukan
self assessment dan evaluasi oleh pihak eksternal. Self assessment
merupakan upaya sistematik untuk menghimpun dan mengolah data (fakta dan informasi) yang handal dan sahih sehingga dapat