LaporanTahunan2006
BankDKIinBriefp.1.
VisionandMissionp.2.BankDKICaresforEducationp.6.
FinancialHighlightsp.8.Awardsp.9.CorporateCulturep.10.SignificantEventsp.14. ReportofTheBoardofCommissionerp.18.BoardofCommissionerp.24.
MessagefromTheBoardofDirectorsp.26.
BoardofDirectorsp.32.ManagementReportp.38.GoodCorporateGovernancep.48.Audit CommitteeReportp.64.AuditCommitteep.66.SocialResponsibilityp.68.Management’s DiscussionandAnalysisp.72.ResponsibilityforAnnualReportingp.81.FinancialReportp.83. CorporateDatap.199
DaftarIsi
TableofContents
SekilasBankDKIh.1.
VisidanMisih.2.
BankDKIPeduliPendidikanh.6.
IkhtisarKeuanganh.8.
Penghargaanh.9.
BudayaKerjah.10.
PeristiwaPentingh.14.
LaporanDewanKomisarish.18.
DewanKomisarish.24.
LaporanDireksih.26.
Direksih.32.
LaporanManajemenh.38.
TataKelolaPerusahaanh.48.
LaporanKomiteAudith.64.
KomiteAudith.66.
TanggungJawabSosialh.68.
PembahasandanAnalisaolehManajemenh.72.
TanggungJawabPelaporanTahunanh.81.
LaporanKeuanganh.83.
LaporanT No. 152 tanggal 30 Januari 2006 mengenai penambahan modal dasar menjadi Rp 1.000.000.000.000 dan peningkatanmodaldisetor.PerubahanterakhirinitelahdisetujuiolehMenteriHukumdanHakAsasiManusia Owned Company of DKI Jakarta established under the Provincial Regulation No. 13, 1962 regarding Basic Provisions for Rural Development Banks and later under Provincial Regulation No 1, 1993 dated January 15, 1993, which increased its capital from Rp50,000,000,000toRp300,000,000,000onMay5, 1999.OnMay6,1999,theCompanywaschanged into a Limited Liability with a base capital of Rp 700,000,000,000.
ThestatutorychangefromaProvincialGovernment-Owned Company to a Limited Liability has been approved by the Provincial Government of DKI Jakarta,assetforthintheProvincialRegulation No.1,1999datedFebruary1,1999anddulynotarized byNotarialDeedofHarunKamil,SHNo.4datedMay 6,1999andapprovedbytheMinisterofJusticewith Decision Letter No. C-8270.HT.01.01.Th.99 dated May 7, 1999 and has been publicly announced in State Gazette No. 45. Supplement No. 3283 dated June4,1999.
wasrecordedbyNotarialDeedSutjipto,SH.
No.152datedJanuary30,2006regardingtheincrease of the bank’s capital to Rp 1,000,000,000,000 and increase in paid-up capital. This latest change has beenapprovedbytheMinisterofJusticeandHuman Rights with Decision Letter No. C-16615 HT.01.04. TH.2006datedJune7,2006.
TheBankengagedinthebankinggeneralactivities.In linewiththeDecisionLetteroftheBoardofDirectors of Bank Indonesia No. 25/67/KEP/DIR dated 30 November1992,theBankwasprovidedalicenseto conductingitsactivitiesasaforeignexchangebank.
The Bank has started its sharia banking activities since it received a letter from Bank Indonesia No. 6/39/DpbSdated13January2004ontheprinciples ofshariaofficechannelingwithinabank’scommercial activities. The Bank initiate its operational activities basedonthoseshariaprinciplesinMarch2004.
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Membanguntimyangtangguh
DevelopingatalentedTeam
Vision.‘Tobethebestbankthatinspiredpride’
Mission.‘Abankofexcellenceinperformance,beastrategicpartnerfor businesses,communitiesandtheProvincialGovernmentofDKIJakarta, andcouldcontributeinaddingvaluetostakeholdersthroughintegrateand professionalservicesexcellent’
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Visi.‘MenjadiBankTerbaik
yangMembanggakan’
Misi.‘Bankberkinerjaunggul,
mitrastrategisduniausaha,
masyarakatdanandalan
PemerintahProvinsiDKI
Jakartayangmemberinilai
tambahbagi
stakeholder
melaluipelayananterpadudan
profesional’
Nilai-nilai.‘Komitmen,
Teamwork
,Profesional,
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•Customercentric,antara lain sellingsecara profesional
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Menjadisebuahmatarantai
dibidangpendidikan
Becomingavaluablechaininthefieldofeducation
InlinewiththecommitmentoftheCentralGovernmentandtheProvincialGovernmentofDKI JakartatoimprovetheeducationsysteminIndonesia,BankDKIsupportedtheadministration and salary payment for 43,870 teachers in the greater Jakarta area. This initiative is the implementationofDKIJakartaGovernor’sInstructionNumber162,2003ontheSalaryPayment Methodforkindergarten,elementary,andhighschoolteachersintheJakarta.BankDKIalso supportedthedisbursementofgovernmentassistanceforschooloperationalandeducational expenses amounting to Rp 1.3 trillion. We also provide the subsidized payment to private teachersamountingto50,000recipientsandtheserviceofsocialwelfaredistributionto5,000 religionteachersandthesalaryof6,952temporaryteachers.
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SejalandengankomitmenPemerintah
PusatdanPemerintahProvinsiDKIJakarta
untukmemajukanpendidikan,BankDKI
mendukungdenganmenanganipembayaran
gaji43.870gurunegeridiwilayahDKI
JakartasebagaiwujudpelaksanaanInstruksi
GubernurDKIJakartaNo.162tahun2003
tentangMekanismePembayaranGajiGuru
TKN,SDN,SDLBN,SLTPN,SMUNdan
SMKNProvinsiDKIJakarta.BankDKIjuga
melayanipenyaluranBiayaOperasional
Sekolah(BOS)danBiayaOperasional
Pendidikan(BOP)senilaiRp1,3triliun.Serta
melayanipembayaransubsidiguruswasta
sebanyak50.000orangditambahdengan
pelayananpemberiankesra5.000guru
agamadanhonorgurubantu6.952orang.
DalamwaktudekatiniBankDKIakan
meluncurkanprogram“GurukuSahabatku”,
yangmemberikankemudahanterhadap
gurutermasukdalamhalpembiayaanuntuk
pembayaranuangsekolah,kendaraan
bermotor,rumah,pembelian
laptop
dan
lainnya.Hinggaakhirtahun2006portofolio
kreditBankDKIbagiduniapendidikan
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IkhtisarKeuangan
FinancialHighlights
(miliarRupiah,kecualirasiokeuangan) )
2002 2003 2004 2005 2006
NERACA BALANCESHEET
TotalAktiva 5.672 5.626 6.886 8.663 11.187 TotalAssets AktivaProduktif 5.374 5.078 6.345 7.550 9.553 EarningAssets
KredityangDiberikan Loans
(setelahdikurangipenyisihankerugian) 951 1.697 2.197 2.593 3.526(netofallowanceforpossiblelosses)
DanaPihakKetiga 4.686 4.709 5.832 6,6 7 ThirdPartyFunds
PinjamanDiterima 12 10 34 59 67 Borrowings
Ekuitas 456 453 582 670 750 Equity
LABARUGI STATEMENTOFINCOME
PendapatanBunga 696 698 757 913 1.195 InterestIncome
(termasukprovisidankomisi) (feesandcommissionsincluded)
BiayaBunga 422 404 318 453 675 InterestExpenses
PendapatanBungaBersih 274 294 439 460 520 NetInterestIncome
BebanOperasionalBersih 152 160 195 281 352 NetOperatingExpenses
LabaOperasi 122 134 244 122 178 OperatingIncome
Laba(Rugi)SebelumPajak 122 136 243 143 154 IncomeBeforeTax
Laba(Rugi)SetelahPajak 80 84 164 99 103 NetIncome
RASIOKEUANGAN(%) FINANCIALRATIO(%)
KreditYangDiberikanTerhadapDana
PihakKetiga(LDR) 26,79 44,00 51,61 41,71 52,40 LoantoDepositRatio
RasioKecukupanModal(CAR) 26,03 19,62 22,87 19,31 17,81 CapitalAdequacyRatio
NonPerformingEarning
RasioAktivaProduktifBermasalah 1,69 1,51 1,31 1,87 1,65 AssetRatio
Classified
RasioAktivaProduktifYangDiklasifikasi 1,71 1,48 1,27 2,20 1,68 EarningAssetsRatio
NetInterestMargin(NIM) 5,82 5,70 7,72 6,68 6,43 NetInterestMargin
BebanOperasiTerhadap OperatingExpenses
PendapatanOperasi(BOPO) 86,05 81,81 72,27 87,49 86,20 toOperatingIncome
LabaSebelumPajakTerhadap
TotalAktiva(ROA) 2,41 2,40 3,85 1,82 1,65 ReturnonAssets
LabaSetelahPajakTerhadap
ModalSendiri(ROE) 19,61 20,20 32,21 16,91 15,60 ReturnonEquity
NPL-Gross 9,59 4,53 3,78 5,36 4,55 NonPerformingLoan-Gross
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PENGHARGAANBANKDKI InfobankAward2006dengankategori bankdengankinerjakeuangantahun2005 sangatbagus.
PENGHARGAANBANKDKISYARIAH InvestorSyariahAward2006sebagaiBank UnitUsahaSyariahTerbaikkategoriaset dibawahRp100miliar.
IslamicFinanceQualityAward&Islamic FinancialAward2006sebagai‘TheBest CommunityBank’.
IslamicFinanceQualityAward&Islamic FinancialAward2006sebagai‘TheMost ConvenientOffice’.
Penghargaan
Awards
BANKDKIAWARDS
InfobankAward2006onthecategory ofbankwiththeexcellentfinancial performancein2005.
BANKDKISHARIAAWARDS
InvestorShariaAward2006astheBank withtheBestShariaBusinessUnit, categorybelowRp100billion.
IslamicFinanceQualityAward&Islamic FinancialAward2006as‘TheBest CommunityBank’.
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BudayaKerja
CorporateCulture
Teguhdantegarkankamidalammenjaga
komitmen
untukbekerjadalamsatu
teamwork
yangsaling
melengkapi.Dengansemangat
profesionalisme
yangdiiringidenganketulusanhatiuntukselalu
bisamemberikan
pelayanan
yangterbaik.Untuk
menegakkan
disiplin
yangdilandasi
kerjakeras
secaracerdassertamemiliki
integritas
yangtinggi
sehinggaterpatrimenjadibudayakehidupankami
sehar-hari.Agarkamisemuaterpacuuntukdapat
mewujudkanBankDKIuntukMenjadiBankTerbaik
yangMembanggakan.
Letusstandfirminourcommitmenttoworkasoneinasupportiveteamwork,withaspiritof
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• Menindaklanjutisetiapmasalahyangmenjaditanggung-jawabsayadanmemastikan penyelesaiannyahinggatuntas • Positifthinking
• Berwawasanluasdanpandanganjauhkedepan • Bekerjaberdasarkanprinsipkehati-hatian(prudent)
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Per
istiwaPenting2006
PTBANKDKILaporanTahunan2006AnnualReport
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BankDKItelahmengambillangkahawal
transformasiorganisasidalamrangka
mewujudkanvisi,misisertanilai-nilaiPeseroan
agarmampu“MenjadiBankTerbaikyang
Membanggakan.”Upayainitidaklain
bertujuanmemposisikanBankDKIsebagai
bankyangbenar-benardapatmenjadi
tuanrumahdiwilayahDKIJakartayang
dilayaninya,denganmemberikanlayanan
perbankanmodernyangmampubersaing
dengansemuabank-bankkelasduniayang
beroperasidiDaerahKhususIbukotaJakarta
yangkitacintai.
BankDKIhastakentheinitialstepstowardsanorganizationaltransformationthat isdesignedtohelpusachieveourvision,missionandcorevaluesofbecoming “aleadingbankworthyofourpride.”Theseeffortsareaimedatpositioning BankDKImoreprominentlyintheDKIJakartaareathatitserves,byproviding advancedbankingservicesthatareatparwiththoseofferedbyanyoftheworld-classbanksthatoperateinourbelovedSpecialDistrictCapitalCityofJakarta.
SuryoDanisworo
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Pertumbuhan ekspor menunjukkan laju percepatan yang menggembirakan, dimana ekspor nasional untuk barang dan jasa meningkat sebesar 17,55%, terutama ditunjang oleh kinerja sektor pertambangan dan pertanianyangmeningkatdanharga-hargakomoditasduniayangcenderungtinggisepanjangtahun.Dengan perkembanganeksporyangmenggembirakanini,NeracaPembayaranNasionalmenunjukkansurplussebesar 3,8%ProdukDomestikBruto(PDB).PertumbuhanPDBitusendiripadatahun2006mencapai5,5%,sedikit dibawahpertumbuhanPDBsebesar5,6%padatahun2005.
Sektor pasar modal lagi-lagi menunjukkan kelenturannya -resilience - untuk cepat pulih dan kembali tumbuh sekalipun dihadapkan pada kondisi perekonomian yang masih penuh tantangan, walaupun masih dibayang-bayangiolehvolatilitasyangtinggi,untukyangkesekiankalinya,BursaEfekJakarta(BEJ)tercatat sebagaisalahsatubursaefekdengankinerjayangpalingmengesankandidunia.BEJmenunjukkantingkat pertumbuhantertinggikeduadiantarabursa-bursaefeksedunia,setelahBursaEfekMoskwa.
Ditunjang oleh sendi-sendi ekonomi makro yang menguat pada triwulan terakhir 2006, sektor perbankan nasional pun menunjukkan perkembangan yang cukup menggembirakan. Jumlah keseluruhan aktiva perbankan nasional telah mencapai hampir Rp 1.700 triliun pada akhir tahun 2006, dengan pertumbuhan kreditsebesar14%menjadikuranglebihRp97triliunsertapertumbuhandanapihakketigasebesar15% menjadisekitarRp159triliunperakhirtahun2006.
Indonesia’s economic conditions have showntheslowbutsteadyimprovements ofkeymacro-economicindicatorsasthe yearprogressed.Bothinflationandinterest rates which had remained relatively high throughoutthefirsthalfof2006–reaching their peaks of 17.10% and 12.75% respectively – began to gradually decline in the second half of the year, which became increasingly pronounced in the fourthquarteroftheyear.Asatyear-end 2006,inflationhadbeenrearedto6.60%, whereastheprimeBankIndonesiainterest rates that prevailed for the one-month Bank Indonesia Certificate (SBI) were graduallycutdowntoreach9.75%.
Exports showed increasing acceleration and encouraging growth momentum in 2006, in which Indonesia’s exports of goodsandservicesincreasedby17,55%, boostedprimarilybythestrongshowings fromtheminingandagriculturesectorsand bullishglobalcommoditypricesduringthe year. With the encouraging development ofexports,Indonesia’sbalanceofpayment registered a surplus of 3.8% of Gross
Domestic Product (GDP). The growth of GDPitselfin2006was5.5%,slightlybelow GDPgrowthof5.6%in2005.
The capital markets sector again showed its resilience, bouncing back quickly despite persistent challenges to the economicconditions.Althoughstillmarked by high market volatility, the Jakarta Stock Exchange yet again recorded a performance that was among the best in theworld.In2006,theJSXhadthesecond highest market-index growth among the world’s stock exchanges, just behind the MoscowStockExchange.
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Dewan Komisaris cukup berbesar hati melihat perkembangan Bank DKI selama tahun 2006, terutama kemajuanyangberhasildiraihdarisegiarah,strategimaupunrencanapengembanganusahaBankDKIyang meninggalkan pembiayaan usaha kecil yang telah menjadi bagian dari tanggung jawab Bank DKI untuk meningkatkandayasaingpengusahakecildanmikro.DewanKomisarismenilailangkahDireksiuntuklebih terlibat pada pembiayaan menengah-besar ini adalah langkah yang tepat mengingat kegiatan usaha yang dibiayaitersebutmemilikiprospekyangcerah.SalahsatucontohnyaadalahproyekTransjakartayangtelah terbukti sangat diminati warga Jakarta. Mengingat Daerah Ibukota Jakarta merupakan sentra kegiatan ekonomi,keuangandanpemerintahanIndonesia,DewanKomisarismendukunglangkahDireksimenggarap pelayanan/servicesdiDaerahKhususIbukotaJakartasebagaipeluangusahayangmenjanjikan.
All of these positive trends obviously drew anewsenseofhopeinthebusinessworld. With lower bank interest rates businesses hadgreaterchancetoexpandtheiractivities or develop new business opportunities, reducing unemployment and increasing the purchasing power both of which lead to greaternationalwelfare.
Bank DKI itself posted significant growth in 2006.Totalassetgrewby28.7%fromRp8.7 trillionin2005toRp11.2trillionbyyearend 2006.Totaloutstandingcreditreached Rp 3.5 trillion as at year end 2006, an increaseof34.4%fromRp2.6trillionatyear end2005.Whereasthirdpartydepositgrew by6.1%fromRp6.6trilliontoRp7.0trillion duringthesameoneyearperiod.
The Board of Commissioners is reasonably pleased at the development of Bank DKI throughout2006,inparticularattheprogress thatithadbeenabletoachieveintermsof business direction, strategy as well as the Bank’s future growth prospects that are sustainable in the medium and long term horizon. We are also of the opinion that, under the leadership of the current Board
of Directors, aside from having established asolidfoundationforgrowth,BankDKIhas taken several strategic steps to potentially openthewidestdoorofopportunitiesinthe future.
In 2006 Bank DKI participated in several medium and large scale lending without forsaking our small scale lending which remain an integral part of our responsibility to increase the competitiveness of small scale and micro businesses. The Board of Commissioners regards the moves by Bank DKI to be more involved in medium large scale lending represents a strategic initiativeconsideringthattheloansarebeing disbursedtoprojectswithpromisingfuture. One example would be the TransJakarta project that has proved itself worthy and in demand among Jakarta’s commuters. Considering that the capital city of Jakarta representsthecentreofeconomicactivities, finance and government, the Board of Commissioners fully support the vision of theBoardofDirectorstoadvancetheBank’s servicesinthespecialdistrictofJakartaasa promisingbusinessopportunity.
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Dewan Komisaris juga menghargai peran Direksi dalam menunjukkan komitmen yang tinggi terhadap pencapaianvisidanmisiBankDKI.Komitmentersebutsecarakonkritditunjukkandenganusahatakkenal lelahdalampenyusunan,penetapandansosialisasibudayakerjayangbaru.Komitmen,Teamwork,Profesional, Pelayanan,Disiplin,KerjaKerasdanIntegritas(KTPPDKI)telahditetapkansebagainilai-nilaibaruBankDKI maupun prasarana kerjanya. Di bawah pengarahan dan pengawasan Dewan Komisaris, Direksi bersama-samaeksekutifseniorBankDKIlainnyatengahmerumuskanbukupanduankebijakansertapenerapantata kelolaperusahaanyangbaik,denganmengacukeberbagainarasumberyangantaralainmeliputiKodeEtik Tata Kelola Perusahaan Indonesia, Peraturan Bank Indonesia No. 8/4/PBI/2006 tentang Pelaksanaan Tata KelolaPerusahaanyangBaikbagiBankUmum,danrekomendasiKelompokKerjaPerbankandalamKomite NasionaltentangGoodCorporateGovernance.
Dari pihak Dewan Komisaris sendiri, Dewan Komisaris telah dan akan terus membentuk komite-komite di bawah Dewan Komisaris yang bertugas membantu pelaksanaan pengawasan Perseroan oleh Dewan Komisaris.Hinggatahun2006sampaidenganawal2007,BankDKItelahmemilikiKomiteAuditdanKomite Pengendali Risiko dan Kepatuhan. Komite Audit bertugas membantu Dewan Komisaris untuk memastikan bahwaBankDKImemilikifungsiauditinternalmaupuneksternalyangdapatdiandalkandandijalankansesuai denganketentuanyangberlakudansesuairencanakerjayangdisepakatisebelumnya.KomitePengendali
TheBoardofCommissionersalsocomment the roles of Directors in exemplifying a high degree of commitment towards the realization of Bank DKI’s vision and mission statements. Such commitment has been underscored by their tireless efforts in formulating, establishing and socializing the new corporate culture. Commitment,Teamwork,Professionalism, ServiceExcellence,Discipline,Hardwork andIntegrityhavebeendesignatedasthe new core values of Bank DKI that must serveasthebasisforeveryactivitiesand representthespiritofeachindividualthatis reflectedintheirdaytodayworkroutines. Weareallawarethatatotaltransformation of corporate culture will not transpired instantly, but a consistent drive by all employeesofBankDKIwilleventuallyform anewcultureofitselfthatwillsignificantly carry our momentum forward from one daytoanother.
In connection with the implementation of good corporate governance, Bank DKI continues to enhance the policies and implementation of corporate
governance by building up the required systems and infrastructures. Under the guidanceandsupervisionoftheBoardof Commissioners, the Directors along with other senior executives of the Bank are in the process of formulating the policy manual and implementation guidelines for good corporate governance, based on severalreferencesincludingtheIndonesian Code for Corporate Governance, Bank Indonesia no 8/4/PBI/2006 on the Implementation of Good Corporate Governance for a Commercial Bank, and the recommendation of the Banking Taskforce in the National Committee on GoodCorporateGovernance.
LaporanT nama Dewan Komisaris Bank DKI masa bakti 2006-2009 yang telah ditunjuk pada RUPS tersebut di atas untukmenyampaikanpenghargaankamikepadaparapendahulukami,yaituSdr.Koesworodjati, kasihkamikepadasegenapstakeholderBankDKIatasdukungandankepercayaannyaselamaini.Marikita manfaatkanmomentumpeningkatanperekonomiannasionalinidengansebaik-baiknyademikemajuandan kesejahteraankitabersama.
the Board of Commissioners to ensure that Bank DKI has adequate internal and external audit roles which are reliable and are applied in accordance with best practice standards and in line with the previouslyapprovedauditplans.TheRisk Management and Compliance Committee assists the Board of Commissioners in ensuring that Bank DKI possesses the adequate systems and procedures to monitorandmitigateriskwithinreasonable limits.
Furthertobuildinguptherequiredsystems and infrastructures for good corporate governance the Board of Commissioners haspreparedfortheestablishmentofthe RemunerationandNominationCommittee whichwillbeeffectiveasofJune1,2007. For a more detailed discussion on the implementation of corporate governance withinBankDKI,pleaserefertothesection M.S. Hutabarat and Syatiri Said for their contributions to Bank DKI. Effective as of 25 August 2006, the members of the BoardofCommissionersofBankDKIare IdrisKadirasIndependentCommissioner, Joni Mulyanto also as Independent Commissioners, and myself, Suryo Danisworo,asPresidentCommissioner.In 2007,withtheapprovalofBankIndonesia, theBoardofCommissionerswillconsists offourmemberswiththeinclusionanother IndependentCommissionerinMarch.
In closing, with the grace of Allah SWT, andonbehalfofBankDKIweexpressour appreciationaswelltoallstakeholdersof theBankfortheirtrustandsupportoverthe years.Letusmakethebestofthepositive momentumofthenationaleconomyinthe
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DewanKomisaris
BoardofCommissioners
PTBANKDKI
SuryoDanisworo,KomisarisUtama
Warga negara Indonesia, lahir pada tahun 1947. Menjadi Komisaris Utama sejak 25 Agustus 2006. Meraih gelarGakushi/S1diNihonFukushiDaigaku,Nagoya,JepangdangelarSushi/Master/S2diRyukokuDaigaku, pernah diikuti antara lain SESPIBI, Monetary Policy dan beberapa studi banding ke Otoritas Perbankan di beberapa negara Eropa, Afrika, Asia, Amerika, Kanada, Australia dan New Zealand. Pernah menjabat sebagai DeputyDirekturDirektoratPemeriksaanBankII,DeputyDirekturPengawasanBankIIdansebagaiDirekturdiBank MenengahSemarangdanPemimpinDivisiAudit,semuadiBankBNIdanpernahjugamenjadiPresidenKomisaris PTBNIMultifinancedanKetuaPengurusKoperasiSwadharma.
SuryoDanisworo,
PresidentCommissioner
Indonesian citizen, born in 1947. Serves as the President Commissioner since August 25, 2006. Obtained Gakushi/S1 at Nihon Fukushi Daigaku, Nagoya, Japan and Sushi/ Master/S2 at Ryukoku Daigaku, Kyoto, Japan. Participated in various trainings: The Universal of Risk Management, Towards to FunctionalBondsMarket,ValidatingReviewing and Improving Competency and Behavioral Analyst, and others. Prior to the President Commissioner of Bank DKI, served as the General Manager/Vice President of BNI, Director of BNI Nomura Jafco Inv, President DirectorofBNINomuraJafcoInvVenturaOne, Commissioner of Shinmei Electric, Advisor of theBoardofDirectorsofDrassindo,President Director of BNI Securities, and Commissioner of BNI Securities, Senior Partner of Pro Intertech Indonesia, Senior Advisor of Sofyan Djalil&Partnerandcurrentlyalsoperformsas theChairmanofJSXDisciplineCommittee.In addition, also as the writer of various articles on banking, venture capital, capital market and the writer of “Suryo Manajemen” book, aswellasanirregularlectureroftheExtension Programme of University of Indonesia and ManagementInstitutionofFacultyofEconomics University of Indonesia and other institutions. Holds professional standard certificate of the Investment Manager Representative, Certified Behavioral Analyst and Risk Management CertificationBody(BSMR).
IdrisKadir,
25, 2006. Obtained Bachelor in Economics at University of Mataram and Master of Arts at University of Oregon USA. Participated in various trainings: SESPIBI, Monetary Policy and various comparative studies to Banking Authorities in several European, African, Asian and American countries, as well as in Canada, Australia and New Zealand. Prior to the Independent Commissioner of Bank DKI, servedasaDeputyDirectoroftheDirectorateof BankInquisitionII,DeputyDirectoroftheBank InquisitionIIandtheDirectorofBankIndonesia followedbyaproposalforthePre-Retirement Period,HeadofKOPEBI,theFinancialDirector of PT Pura Binaka Mandiri and a member of AuditCommitteeofBRI.
JoniMulyanto,
IndependentCommissioner
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Dalamupayanyauntukmewujudkan
BankDKIsebagai“BankTerbaikyang
Membanggakan”,BankDKItelahmematok
empatkegiatanperbankanyangakan
menjadifokusutamapertumbuhanBankDKI
kedepan,yaitu:
•Mendukungpembangunanprasarana
umumDKIJakartadansekitarnya,
•Menggelarlayananperbankan
konsumermodernuntuksebuahkota
megapolismodern
•Memberiperhatiankhususterhadap
segmenpendidikan,dan
•Memberipilihanlayananperbankan
syariahbagiseluruhlapisanmasyarakat.
InourefforttotransformBankDKIinto“ALeadingBankWorthyofOurPride”, wehaveidentifiedfourbankingactivitieswhichwillbethemainfocusofBank DKI’sgrowthgoingforward.Theseare:
•TosupportpublicinfrastructuredevelopmentinDKIJakartaandsurrounding area,
•Toprovideamodernconsumerbankingserviceforamodernmegalopolis •Todevoteaspecialattentiontotheeducationsegment,and
•Toofferachoiceofshariabankingservicestothevarietycommunitylevel.
WinnyE.Hassan
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Memasuki tahun 2007, Bank DKI berada di landas pacu pada posisi siap lepas landas. Sepanjang tahun 2006,BankDKImemusatkansegenappikirandantenagauntukmempersiapkandirisebaik-baiknya,dalam menyongsongerapertumbuhanbaru.Sebuaherayangditandaiolehpilihanberagamprodukdanjasayang terus berkembang, peran teknologi yang semakin meluas, serta tingkat persaingan global - namun juga menjanjikanpeluangusahayangtidakkecilbagimerekayangtanggap,cepatdaninovatif.
BankDKIberupayamemposisikandiripadastrataini.Tolokukurkeberhasilandalamerayangbaruinitidak lagiberadaditingkatperbankandaerahmaupunnasional,melainkanditingkatbank-bankasingterkemuka duniayangsemakinmenancapkankakidibumipertiwi.Bank-bankmultinasionalinipadaumumnyamenggelar jasaperbankannyaditunjangolehteknologicanggih,pemahamanprodukdanpasaryangmendalam,produk-produk unggulan kelas dunia, serta visi dan budaya kerja yang sangat relevan dan dikembangkan khusus untuk memenuhi tuntutan pasar di abad ke-21. Sikap kerja serta karakter pribadi yang cepat, tanggap, trampil,kreatif,penuhinisiatif,sangatdiandalkanolehbank-bankmultinasionalini.Maka,bilakitaberaspirasi mengikutijejakmereka,untukmenjadibankyangtetaphadirdiIndonesia,kitapunharusbisaberoperasi denganpolakerjadansetaradenganpesaingkita.
Untuk itu, Bank DKI telah merumuskan visi, misi dan nilai-nilai korporasinya yang baru, serta mensosialisasikannyakeseluruhjajaranbankpadatahun2006.Perumusannyaitusendirimemakanwaktu hampirsatutahun,sertamelibatkanseluruhkaryawanBankDKImelaluiperansertaaktifdalamsurvei,fokus grup,pembahasankelompok,rekomendasikepadaDireksidansebagainya.
Sebagaipuncaknya,padatanggal9Desember2006telahdilakukanacaraikrarbersamasekaliguspeluncuran visi bersama untuk mewujudkan Bank DKI “Menjadi Bank Terbaik yang Membanggakan” melalui nilai-nilai KTPPDKI,yangdigalidandirumuskanbersama,yaituKomitmen,Teamwork,Profesional,Pelayanan,Disiplin, KerjakerasdanIntegritas.
Entering the year 2007, Bank DKI is strategically poised for take off. Throughout 2006,BankDKIdevotedmuchthoughtsand efforts to prepare itself in the best possible mannertoheraldaneweraofgrowth.Anera thatismarkedbyabroadandgrowingnumber ofchoicesofconsumerproductsandservices, the increasing roles of technology, as well as globalcompetition–butalsoonethatpromises considerablebusinessopportunitiesforthose whoareresponsive,sharpandinnovative.
BankDKIispositioningitselfinsuchasstrata. Our benchmark for success in this new era nolongerliesamongourpeersintheregional development bank or the national banking sector.Instead,wehavetolooktotheforeign banks which include some of the world’s leadingnamesinbanking,thatareincreasingly entrenched in Indonesian market. These multinationalbanksprovidetheirservicesfully supported by advanced technology, in-depth product and market knowledge, premium productsofworld-classquality,aswellasvision and corporate culture that are highly relevant and specifically designed to meet market needsofthe21stcentury.Furthermore,these
responsiveness, creativity and reliability. Thus, ifweaspiretofollowintheirfootsteps,inorder toremainrelevantandcompetitiveinourown market-place, then we have no other choice but to increase the level of our operations to matchthoseofourcompetitors.
To that end, Bank DKI has formulated the Bank’snewvision,missionandcorevalues,and instilledthemamongourrankandfilein2006. The formulation itself took almost a year to complete,engagingeachandeveryemployee of Bank DKI through several involvements that include employee surveys, focus group discussions, group sessions, feedback and recommendations to the Board of Directors andothers.
LaporanT bunga bersih yang meningkat dari Rp 459,5 miliar menjadi Rp 520,3 miliar serta pendapatan operasional lainnya yang bergeser dari defisit sebesar (Rp 19,4 miliar) menjadi surplus sebesar Rp 92,2 miliar selama periodeduatahunyangsama.
Selamatahun2006yangsempatdiwarnaiolehmemburuknyakualitaskreditperbankansecaraumum,Bank DKIsenantiasamenerapkanazaskehati-hatianperbankandalammenyalurkankreditkedebiturpihakketiga. Kami bersyukur bahwa hingga akhir tahun 2006 tersebut, Bank DKI mampu menjaga rasio NPL terhadap nilaibakikredityangberedarsecarakeseluruhanpadatingkat1,08%,masihdibawahbatasmaksimalyang ditentukanolehBankIndonesia.
Dengan tingkat NPL yang relatif rendah, maka Bank DKI dapat memanfatkan likuiditasnya yang lebih dari cukupuntukmenyalurkanlebihbanyakkredityangmencapaiRp3,7triliunhinggaakhirtahun2006,Dengan jumlah simpanan pihak ketiga yang mencapai Rp 7 triliun pada akhir tahun yang sama, maka rasio LDR (pinjamanterhadapdeposito)masihbelummaksimal,yaitusekitar50%,yangmenunjukkanbahwaBankDKI masih dapat meningkatkan penyaluran kreditnya, khususnya pada sektor industri yang masih menjanjikan pertumbuhanpesat,sehinggaBankDKIdapatmeningkatkanpenyalurankreditnyaditahun-tahunyangakan datang.
Anencouragingandinspiringdevelopment wasthattheimplementationofourKTPPDKI core values in 2006 coincided with the performanceofBankDKI,whichincreased significantly during the year. Most of our financialtargetsfortheyearunderreview hadbeenachieved.Forinstance,ourtotal assetsofRp11.2trillionatyear-end2006 exceededourtargetandincreasedby29% fromRp8.7trillionin2005.Netincomefor the year under review reached Rp 102.9 billion,anincreaseof3.5%fromRp99.4 billion in 2005. This was primarily due to our net interest income, which increased from Rp 459.5 billion to Rp 520.3 billion andotheroperatingincomewhichshifted fromadeficitof(Rp19.4billion)toasurplus ofRp92.2billionoverthesametwo-year period.
In2006,whichwasgenerallycharacterized by the declining quality of banking loans, Bank DKI constantly adhered to its prudentialbankingprinciplesindisbursing loans to debtors. We are pleased that as at year-end 2006, Bank DKI was
able to maintain gross NPL ratio to total outstandingloansamountof1.08%,well belowthe5.00%limitofBankIndonesia.
LaporanT Hingga akhir tahun 2006, komposisi kredit yang diberikan oleh Bank DKI adalah kredit konsumsi (78,6%), kreditmodalkerja(11,4%%),kreditinvestasi(3,4%),pembiayaansyariah(2,0%)dankreditlainnya(4,5%). Alokasi kredit konsumsi yang kebanyakan untuk karyawan akan bergeser dikurangi secara proporsional. NamuntidakditinggalkankarenajustrumerupakankekuatanBankDKIuntukkedepan.
PeluangPendapatan
SalahsatukendalayangdihadapiolehBankDKIselamainiadalahterbatasnyajumlahnasabahataucustomer base dalam jumlah yang cukup untuk pemanfaatan produk dan layanan baru untuk segmen perorangan yangdapatmenembuspasarsecarafenomenal.Belumlamaini,BankDKImulaiberhasilmengatasikendala Bank DKI sebagai pembayar gaji guru se DKI Jakarta. Dengan cikal bakal basis nasabah konsumer yang cukupmenjanjikanini,BankDKIsiapuntuktumbuhberkembangdisegmenperbankankonsumeryangmasih sangatprospektifdalamjangkapanjang.
PerkembangankeduajugaberkaitandengansegmenperbankankonsumeradalahpeluncuranJakCardBank DKI sebagai kartu multi fungsi yang dilengkapi dengansmart-chip yang nantinya digunakan sebagai alat pembayaranberagamkebutuhankonsumeryangberbasismodatransportasiDKIJakarta.KehadiranJakCard jugamenandakanperanteknologiperbankanyangakansemakindiandalkanBankDKIsebagaibagiandari upayauntukmulaimenumbuhkankemampuanbersaingpadatingkatstratayanglebihtinggi.
Furthermore, Bank DKI will seek to undertake loan diversification, avoiding a concentrationonasinglesegment.Tothat end,wewillseektoachieveasoundand healthybalanceinourloansportfolio.Asat year-end2006,ourloanscompositionwas consumer loans (78.6%), working capital loans(11.4%%),investmentloans(3.4%), sharia financing (2.0%) and other loans (4.5%).Theallocationofconsumerloans, especially those allocated to employees, willbereducedproportionally,butwillnot beabandonedastheyrepresentthefuture backboneofBankDKI.
IncomeOpportunities
One of the obstacles faced by Bank DKI thus far has been the limited size of our customerbasethatisinsufficienttosupport newproductdevelopmentintheconsumer banking segment that would allow for a phenomenal market penetration. This is about to change. Bank DKI has recently taken steps to redress this. There have been two encouraging developments towards the possibility for Bank DKI to acquire potential new income streams in
Thefirstencouragingdevelopmenthasto dowiththeMyTeacherMyFriendprogram that was launched in 2007, following our initiatives to seize the opportunity relatedtotheincomeraiseforteachersin JakartathatisthepolicyoftheProvincial Government of DKI Jakarta, which was rightly responded to by Bank DKI as the paying bank that manages the payroll of teachersthroughouttheDKIJakartaarea. With this potentially promising customer base,BankDKIwillhavebuiltasolidbase todevelopitsconsumerbankingfranchise thatholdsgreatpromiseforthelong-term future.
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Bank DKI juga mencatat pertumbuhan yang menggembirakan pada Unit Usaha Syariah yang terus menunjukkantrenpeningkatansecaraluarbiasa.Padatahun2006,BankDKISyariahmenyalurkanpembiayaan syariahsenilaiRp82,97miliar,meningkatsebesar46,82%dariRp56,51miliarpadatahun2005.Beberapa penghargaantelahdiraihUnitUsahaSyariahsebagaibuktikesungguhanpengelolaanuntukmenjadikanUnit UsahaSyariahBankDKImenjadiberkualitas.
Dalam rangka menjadikan Bank DKI lebihprudent,untuk laba tahun 2006 telah mengalami penyesuaian-penyesuaian PSAK untuk pemenuhan kekurangan pencadangan dengan jumlah kurang lebih Rp 50 miliar sehinggakemampulabaanBankDKIditahun2006berkurangsehinggamenjadiRp154miliar. saat ini secara serempak ditunjuk pada Rapat Umum Pemegang Saham Luar Biasa tertanggal 13 Januari 2006,perubahankomposisiDireksisempatkamilaporkanpadabukuLaporanTahunanPerseroan2005yang diterbitkanpadabulanMei2006.
Atas nama Direksi Bank DKI, tak lupa kami sampaikan rasa terima kasih yang sebesar-besarnya kepada BankIndonesia,DepartemenKeuanganRI,danparapemegangsahamPerseroan,kesetiaannasabahdan Bank DKI also posted encouraging
growthinourShariaBusinessUnit,which
In the interest of managing Bank DKI prudently, we made adjustments to our 2006 operating profit in line with the IndonesianFinancialAccountingStandards (PSAK), involving the addition of Rp 50 billion to our loss provisioning account in order to meet the requirements of said PSAK.Asaresult,theprofitabilityofBank DKIin2006declinedtoRp154billion.
Going forward, we believe that those initiatives that have been undertaken by BankDKIwillleadtopotentiallyconsiderable business opportunities. In view of that, in theBudgetandStrategyMeetingatyear-end 2006, the management and senior
managersofBankDKIagreedtocommit themselvestoa50%totalassetsgrowth forthein2007,orbysomeRp16trillion.
Onthisoccasion,Iwouldliketoreportthat, althoughallofthecurrentmembersofthe Board of Directors were simultaneously appointed at the Extraordinary General Meeting of Shareholders dated January 13,2006,wehavereportedthechangein thecompositionoftheBoardofDirectors intheCompany’s2005AnnualReportthat waspublishedinMay2006.
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PTBANKDKILaporanTahunan2006AnnualReport
Direksi
Boar
dofDir
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1.MUHAMADIRFANDI DirekturDirector
2.ILHAMSYAHJOENOES DirekturDirector 3.WINNYE.HASSAN
DirekturUtamaPresidentDirector
4.ARISANWARI DirekturDirector
5.MAMADSACHRONI
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WinnyE.Hassan,DirekturUtama
WarganegaraIndonesia,lahirpadatahun1951,DirekturUtamaBankDKIsejak13Januari2006.Sebagaiseorang “otodidak”yangmendalamiteknisperbankandariawalkarirditahun1974denganposisisebagaiResepsionis/ ServiceAssistant/CustomerServicediBankNiagaTunjunganSurabaya.Pendidikandanpengembanganyang pernah diikuti antara lain: Advance Banking Management Program di Asian Institute of Management Manila, ConsumerBankingdiCitibankSingapura,PrivateBankingdiCitibankSingapuradanHongKong,International Trade Finance di Bank of Philadelphia USA, Corporate Venturing di Wharton School Philadelphia USA, Retail Banking Bancassurance di Kuala Lumpur. Telah mengambil pendidikan Executive Risk Management Program (Certified Risk Manager untuk level 5) di Amsterdam, serta telah lulus sebagai Certified Wealth Manager dari University of Greenwich United Kingdom. Beberapa posisi penting di Bank Niaga telah dijalani, di antaranya sebagaiPemimpinCabangSurabayaDarmo,PemimpinCabangUtamaSurabayaTunjungandanAreaManager II(IndonesiaTimur),dansebagaiAssistanttotheBoardofDirectorsuntukProductDevelopmentdanCorporate Planning. Setelah itu, menjabat sebagai General Manager di Bank Bumiputera. Kemudian, menjabat sebagai DirekturPemasarandiBankJaya,untukkemudian,dimintauntukkembalikeBankBumiputeradanberturut-turut
Indonesian citizen, born in 1951, President Director of Bank DKI since January 13, 2006. She is a self-taught person whose knowledge of banking was acquired through experience from the start of her career in 1974 as a Receptionist/Service Assistant/Customer Service of Bank Niaga, Tunjungan, Surabaya. Her training and executive education in banking and finance included the Advanced Banking Management Program at the Asian Institute of Management, Manila; Consumer Banking at Citibank Singapore; Private Banking at Citibank Singapore and Hong Kong; International Trade Finance at Bank of Philadelphia, USA; Corporate Venturing at the Wharton
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MuhamadIrfandi,Direktur
WargaNegaraIndonesia,lahirpadatahun1959,DirekturPemasaranBankDKIsejak13Januari2006.Meraih gelarSarjanaEkonomidariUniversitasJayabaya.Pendidikandanpengembanganyangpernahdiikutiantaralain: KursusCalonStafAngkatanIX,BDN,KursusAuditor,InternationalTreasuryManagementSeminar,BDN&Union Bank of Switzerland di Singapura, Attachment (on the job Training) Union Bank of Switzerland di Singapura, AccountManagementProgramCitibank,BranchManagerCourse,PelatihanManagingPeopleII,Managingfor Result,AtoZShariaBankingTraining,danPelatihanManagementRisiko.MemulaikarirsebagaikaryawanBank Dagang Negara bagian dana, Kasie bagian penelitian kredit, Kepala Bagian Dana, Pengawasan Kredit, Wesel BDNCabangMataram,RelationshipManagerDeskPenyelamatKredit,danWakilKepalaCabangBidangOperasi BDNCabangPadangBAC.SaatBDNmergermenjadiBankMandiri,diserahiamanahsebagaiPemimpinCabang PadangIndarung,selanjutnyadiBankSyariahMandirimenjadiPemimpinCabangUtamaBandung,kemudian sebagai Corporate Secretariate, Region Manager Wilayah Sumatera Divisi Pembinaan Cabang, dan terakhir sebagaiWakilKepalaDivisiTreasurydanInternational.
MuhamadIrfandi,Director
Indonesian citizen, born in 1959, Marketing Director of Bank DKI since 13 January 2006. He obtained an Economics degree from Universitas Jayabaya. His training and executive education in banking included Management Trainee course of BDN; Auditorship and International Treasury Management, BDN & Union Bank of Switzerland in Singapore; on-the-job training at Union Bank of Switzerland, Singapore; Account Management Program, Citibank; Branch Manager Course, Managing People II, Managing for Results, A-to-Z Sharia Banking, and Risk Management trainings.
LaporanT 2006. Mendapatkan gelar Sarjana Ekonomi di Universitas Prof Dr Mustopo kemudian meraih jenjang Magister Management di Prasetya Mulya. Pendidikan informal yang pernah diikuti antara lain Analis Kredit UKM dan Korporasi,WorkshopPerkreditan,ManajemenPerkreditandanHukum,PelatihanTransaksiLuarNegeri,Pelatihan
Warga Negara Indonesia, lahir pada tahun 1961. Menjabat sebagai Direktur Operasional Bank DKI sejak 13Januari2006.MendapatkangelarBachelorofSciencedariKutztownUniversity,PennsylvaniaUSA.Berkarirdi
Indonesian Citizen, born in 1954, Director of Finance of Bank DKI since 13 January 2006. He earned a degree in Economics from Universitas Prof Dr Mustopo, and a Master in Management degree from Prasetya Mulya. His continuing banking trainings included Credit Analysis for SME and Cooperatives, Credit Workshop, Legal and Credit Management, Cross-border Transactions, Forex Transactions, Cash Management, Treasury and ALMA, Advanced Forex and Derivative Transaction Training in Hong Kong. He began his career at Bank DKI as an accounting staff, SME credit analyst, Section Head of Fund and Credit Marketing at the Kebayoran Branch, Deputy Manager of Sub-branch Bendungan Hilir; and subsequently as Head of various sections and divisions including Export-Import Transactions and International Services, Money and Capital Markets, Treasury Fund Management Bureau, Treasury and International Banking, and as Coordinator of ALMA.
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ArisAnwari,Director
Indonesian citizen, born in 1951, Director of Compliance of Bank DKI since 1 February 2006. He graduated from the Faculty of Economics of Universitas Gadjah Mada (UGM), Yogyakarta. A former Bank Indonesia official, his banking training included training for bank auditors, branch management trainee program, intermediate bank audit training, SESPIBI (Bank Indonesia Staff and Management School), Strategy & Management in Banking in Dublin and London, The Executive Risk Management Certification Programme in Bangkok and Quantum Strategic Leadership in Jakarta. He began
his career as assistant lecturer at his Alma Mater and guest lecturer at the banking academy of Universitas Pembangunan Nasional (UPN) in Jakarta. He served with Bank Indonesia from 18 April 1977 to 31 January 2006, and held various positions including Section Head of Bank Indonesia in Pontianak; Deputy Branch Manager of Bank Indonesia Bandar Lampung; Branch Manager of Bank Indonesia Sibolga, and subsequently of BI Samarinda and BI Padang; Deputy Director of the Directorate of Money Supply; Director of the Supervision and Audit Directorate of Bank 1, Director of the Supervision Directorate of Bank 2 and, subsequently, Audit Directorate of Bank 2.
ArisAnwari,Direktur
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PTBANKDKILaporanTahunan2006AnnualReport
Laporan
Manajemen
Managemen
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Denganfituryanglengkap,
sumberdayamanusiayang
handaldandidukungsistem
teknologiinformasiyangprima,
BankDKIsiapmenjadituan
rumahdinegerisendiri.
LaporanT rumahataskavlingsiapbangun,renovasirumah,danpinjamanuntukrefinancing.
KREDITMODALKERJA
Kredit yang diberikan kepada golongan pengusaha menengah dan besar untuk membantu pengadaan modal bagiusahanya.
KREDITUSAHAKECIL
Kredityangdiberikankepadapengusahakeciluntukmeningkatkankemampuanusahakecildanmikro.
LAYANANDALAMNEGERI
Fasilitas perbankan untuk transaksi dalam negeri seperti kiriman uang, inkaso, Surat Keterangan Bank (SKB), jaminan bank (bank garansi), pembayaran gaji Pegawai Pemerintah Provinsi DKI Jakarta, dan penerimaan pembayaranPBB,rekeningPAM,listrik,telepon,pajak-pajaknonimpordanretribusidaerah.
Medium and Long Term loan for the purchase of capital goods including services required to finance a new project, rehabilitation of existing projects, modernization, expansion, or project relocation.
GRIYAMONASHOUSINGLOAN
Credit facility for the financing of new or secondhandhouses,shophouses,small office/house, purchase of land, housing construction, home renovation, and mortgagerefinancing.
Credit facility for small enterprises to enhancetheircapabilities.
DOMESTICSERVICES
LaporanT
LayananuntukkemudahankegiatanbisnisdiluarnegerimisalnyadenganpembukaanLetterofCredit(L/C), pembiayaankreditekspor/impor,incoming&outgoingtransfer,inward&outwardcollection,moneychanger& traveler’scheque,dantransaksiluarnegerilainnya. Sekitar dua tahun setelah mulai beroperasi, pada tanggal 25 September 2006 Bank DKI mendapat izin dari DirektoratPerbankanSyariahBankIndonesiauntukmengoperasikanlayanansyariahmelaluiimplimentasioffice channelingdi10kantorcabangbankDKI.Tentuizininidiberikanberdasarkanhasilpemantauanpihakberwenang atasperkembanganusahasyariahBankDKIyangcukupsignifikan.
PerkembanganpesatBankDKISyariahmendapatkanapresiasidarimajalahInvestorberupapenghargaan“Unit UsahaSyariahterbaikkategoriasetdibawahRp100milyar”untukperiode2005-2006.Penghargaanlainyang didapat adalah Islamic Banking Quality Award 2007 untuk kategori “The Best Convenient Office”, “The Best CommunityBank”dansebagai“UnitUsahaSyariahTerbaikKeduauntukAsetdiBawahRp100Miliar”padabulan Februari2007.
INTERNATIONALSERVICES
Banking services to facilitate international businesses such as opening of Letter of Credit (L/C), trade financing, incoming & outgoing transfer, inward & outward collection, money changer & traveler’s cheque, and other international transactions.
SHARIAUNIT
Bank DKI Syariah is the Islamic banking unitofPTBankDKI.Theunitcommenced operations in March 2004, with an initial capitalofRp2billion.Itsassethasgrown to Rp 102.6 billion with total 3rd party deposits amounting to Rp 32.13 billion andtotalfinancingofRp82.97billion.The unit registered a profit of Rp 5.74 billion, withworkingcapitalasoftheendof2006 recordedatRp13.5billion.
Aftertwoyearsofoperations,onSeptember 25 2006, Bank DKI obtained approval from Bank Indonesia’s Sharia Banking Directorate, to operate sharia banking services through the 10 conventional banking branches of Bank DKI. Needless to say, the approval was given after due considerations from the Regulators on thesignificantgrowthofshariabankingat BankDKI..
LaporanT
2. Pembiayaan Modal Kerja (PMK), yaitu pembiayaan untuk keperluan pengadaan barang, pembelian barang dagangan,jasakonstruksi,jasamemproduksibarangpesananyangdigunakanuntukmodalkerjadengan skimMudharabah,Murabahah,Musyarakah,IstishnadanSalam
3. PembiayaanInvestasi,yaitupembiayaanuntukpembelianbarang,sewa,jasakonstruksiuntukinvestasi denganmenggunakanskimMurabahah,IjarahMuntahiyahBittamlik(IMBT),SalamdanIstishna
Jasa-jasa lain yang diselenggarakan Bank DKI Syariah adalah kiriman uang, inkaso, surat keterangan bank, jaminanbankdanjasalainnya.
The encouraging growth of Bank DKI’s sharia unit in 2006 is hopefully carried forward and willcontinuallytoincreasein2007andbeyond. In early 2007 Bank DKI Syariah will improve its status from a sharia branch to a foreign-exchangeshariabranch.Thequalityofproducts and services will continually be improved to obtaincustomers’satisfaction.
2. Mudharabahsavings,consistof SIMPEDASyariahsavingsandtheHaj &Umrohsavings
3. MudharabahMutlaqahdeposit,which isadepositwithprofitsharingfeature basedonthereturnsderivedfrom investmentdeterminedbytheBank. 4. MudharabahMuqayyadahdeposit, whichisadepositwithprofitsharing featurebasedonthereturnsderived frominvestmentselectedbycustomer.
FinancingProducts:
1. Consumerfinancing,providedto governmentemployeesandprivate sectoremployeeswhichisincooperationwith BankDKISyariah.
2. WorkingCapitalFinancing,financing forthepurposeofprocurement ofgoods,purchaseofinventory, construction,job-orderproduction, andworkingcapitalrequirement undertheschemeofMudharabah, Murabahah,Musyarakah,Istishnaand
Salam
IjarahMuntahiyahBittamlik(IMBT), SalamandIstishna