Tata Kelola Perusahaan & Manajemen Risiko

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LAPORAN KEBERLANJUTAN 2011 OCBC NISP SUSTAINABILITY REPORT 2011 OCBC NISP

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55 Tata Kelola Perusahaan &

Manajemen Risiko

Corporate Governance & Risk Management

Bank OCBC NISP believes that the implementation of sound, responsible and prudent banking practices is a key element in ensuring sustainability for the Bank as well as communities in general.

Bank OCBC NISP percaya bahwa pelaksanaan praktik perbankan

yang sehat, bertanggung jawab dan berhati-hati merupakan faktor

yang penting dalam memastikan keberlanjutan bagi Bank maupun

bagi masyarakat pada umumnya.

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

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

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

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

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

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

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

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

The second organ, the Board of Commissioners, are selected by a GMS and provide oversight of the Bank’s strategies, operations and overall performance. With the assistance of three committees, the Audit Committee, Risk Monitoring Committee and Nomination and Remuneration Committee, as well as its Independent Commissioners, the Board of Commissioners is accountable to the GMS for the effective operations of the Bank. Lastly also selected at a GMS, the Board of Directors is responsible for the day to day operations as well as the formulation of strategy and business plans. The Board of Directors is assisted by the Risk Management Committee, Credit Risk Management Committee, Market Risk Management Committee, Assets-Liabilities Committee (ALCO), Human Capital Committee, Information Technology Steering Committee, Network Committee, and Price Committee in determining effective short, medium and long term actions and policies.

Tata Kelola Perusahaan

Corporate Governance

Strong moral and ethical beliefs are the foundation of our thinking and behaviour.

Pola pikir dan perilaku kami berlandaskan pada prinsip moral

dan etika yang kuat.

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

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

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

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

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

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

The 11 Corporate Governance Assessment Factors 1. Duties and responsibilities of the Board of

Commissioners;

2. Duties and responsibilities of the Board of Directors; 3. Completeness and implementation of the Committees; 4. Handling of Conflict of Interest;

5. Implementation of the compliance function; 6. Implementation of the internal audit function; 7. Implementation of the external audit function; 8. Implementation of risk management including internal

control system;

9. Exposure of related parties and large exposures; 10. Transparency of financial/non-financial conditions, GCG

implementation and internal reporting; 11. Bank’s strategic plan.

11 Faktor Assesment GCG

1. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris;

2. Pelaksanaan tugas dan tanggung jawab Direksi; 3. Kelengkapan dan pelaksanaan tugas komite; 4. Penanganan benturan kepentingan; 5. Penerapan fungsi kepatuhan; 6. Penerapan fungsi audit internal; 7. Penerapan fungsi audit eksternal;

8. Penerapan manajemen risiko termasuk sistem pengendalian intern;

9. Penyediaan dana kepada pihak terkait dan penyediaan dana besar;

10. Transparansi kondisi keuangan dan non-keuangan, laporan pelaksanaan GCG dan pelaporan internal; 11. Rencana strategis Bank.

Tata Kelola Perusahaan Corporate Governance

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57 Manajemen Risiko

Risk Management

Untuk meningkatkan kapabilitas perencanaan dan pengawasan risiko, pengembangan manajemen risiko Bank dititikberatkan pada 4 (empat) pilar infrastruktur risiko. Infrastruktur risiko yang dikembangkan oleh Grup Manajemen Risiko dimaksudkan untuk memperoleh gambaran menyeluruh atas kerangka pengelolaan risiko Bank.

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

In order to further improve risk planning and supervision, the development of the Bank’s risk management emphasizes on 4 (four) pillars of the risk infrastructure. This infrastructure, developed by the Risk Management Group, is intended to allow a holistic approach to the Bank’s risk management framework. The framework and development of these pillars are presented in the figure below, where the main purpose is the accomplishment of corporate identity and image in line with the vision and mission of the Bank, as well as enhance corporate values for shareholders and stakeholders.

Corporate Image and Identity Shareholders Values (Capital Management) Best Asset Quality Bank

Profitable Bank Best Managed Bank Bank with Sustainability

Legal

Risk Reputation Risk Strategic Risk ComplianceRisk OtherRisks

Credit Risk Market Risk

Interest Rate Risk FX Risk Liquidity Risk IT /System Human Capital Catastrophe

Liquidity Risk Operational Risk

Portfolio and Capital Risk Management

I. Organization Structure & Human Capital II. Policy & Procedure

III. System & Data Development & Maintenance IV. Methodology & Approach, Model & Risk Analytic

Enterprise Risk Management (International Best Practice / Basel)

Front Office Middle Office Back Office

Good Corporate Governance

Corporate Culture & Values Corporate Vision, Mission, Strategy Stakeholders Roles & Beliefs

Employees Shareholders Customers Vendors Regulators Other Publics

Strongest Bank in the world

The Bank measures, monitors and modifies its risk positions, providing sustainable value and returns going forward.

Bank melakukan pengukuran, pemantauan dan penyesuaian

atas posisi risiko, memberikan nilai dan keuntungan yang

berkelanjutan.

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

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

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

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

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Manajemen Risiko Risk Management

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

The development of data systems and integration is the main attention of the third pillar, integrating complex business activities within internal and external environments. Part of the on-going thrust in this area is the transformation from semi-manual processes into real-time, structured, and integrated systems by utilizing state-of-the-art information technology. Risk infrastructures is completed through the focus of the fourth pillar, that is, with application of risk analyses and modeling. The continuous development of methodologies and approaches according to international best practices will fortify the Bank’s risk management in the face of ever-changing global economy. Pilar infrastruktur risiko yang kedua difokuskan pada

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

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

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

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Nama Name

PT Bank OCBC NISP Tbk PT Bank OCBC NISP Tbk

Bidang Usaha Line of Business

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

Commercial Banks, Foreign Exchange Bank, and Sharia Bank.

Kepemilikan Ownership

• OCBC Bank – Singapura 85,1% • OCBC Bank – Singapore 85.1%

• Masyarakat 14,9% • Public 14.9%

Tanggal Pendirian Date of Establishment

4 April 1941 dengan nama NV Nederlandsh Indische Spaar En Deposito Bank.

4 April 1941 under the name NV Nederlandsch Indische Spaar En Deposito Bank. Perubahan Nama

Tahun 1941: Didirikan dengan nama NV Nederlandsch

Indische Spaar En Deposito Bank (NISP)

Tahun 1958: Singkatan NISP berubah menjadi

Nilai Inti Sari Penyimpan

Tahun 1981: NISP bukan lagi singkatan melainkan nama Bank

yaitu Bank NISP

Tahun 2008: Menggunakan nama baru Bank OCBC NISP

Name Change

Year 1941: Established under the name NV Nederlandsch

Indische Spaar En Deposito Bank (NISP)

Year 1958: Abbreviation of NISP was changed to

Nilai Inti Sari Penyimpan

Year 1981: NISP was no longer an abbreviation but instead

became the Bank’s name, Bank NISP

Year 2008: Used a new name, Bank OCBC NISP • Akta Pendirian Perseroan No. 6 tanggal 4 April 1941 yang

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

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

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

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

Bursa Efek Stock Exchange

Saham PT Bank OCBC NISP Tbk dicatat dan diperdagangkan pada Bursa Efek Indonesia (BEI)

Shares of PT Bank OCBC NISP Tbk are listed and traded on Indonesia Stock Exchange (IDX)

Tanggal Pencatatan Saham Listing Date

20 Oktober 1994 20 October 1994

Kode Saham & Obligasi NISP

Share & Bonds Code NISP ISIN Code ID 10000 94402 ISIN Code ID 10000 94402 SWIFT Code NISPIDJA SWIFT Code NISPIDJA Kantor Pusat:

OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 Indonesia Tel: (021) 255 33 888 Fax: (021) 579 44 000 Website: www.ocbcnisp.com Head Office: OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jakarta 12940 Indonesia Tel: (021) 255 33 888 Fax: (021) 579 44 000 Website: www.ocbcnisp.com

Informasi Perusahaan

Corporate Information

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Per 31 Desember 2011 As of December 31, 2011 Micro Banking Development Prahari Geminika Binsar Pasaribu

Collection & Fraud Handling Indrajit Osing Micro Banking Distribution Rita Febrita Quality Assurance Wholesale Banking Sani Effendy Heriyanto Wholesale Banking Credit Management Diah Indrawati Value Chain Financial Institution Honggo Karyono Andrae Khrisnawan Commercial Business National Emerging Business

Low Seh Kiat Minnarto Djojo Commercial Portfolio Management -Trade Finance Sales

Habsari Budhi Utami

Cash Management Sales Amran Setiawan Cash Management Product Trade Finance Product Andrew Suhandinata Network Relationship Ho Lie Kie/Melissa Ho Franki Enterprise Banking Credit Management Suwano Enterprise Banking B Enterprise Banking A

Jap Chin Phing

Treasury Trading Johannes Husin Ari Priyatna Asset Liability Management Novelina Luciana Treasury Advisory Business Management Maya K Hartanto Metropolitan Liabilities & Wealth

Distribution Ivonne P Chandra Piter Tampang Metropolitan Secured Loan Distribution Ka jit Wealth Management and Premier Banking

Liability Product & E-Channel Untung Kurniawan Secured Loan Heintje Mogi Irwan S. Tisnabudi Unsecured Loan Hengky Kurniawan Consumer Portfolio Management

Unit Usaha Syariah

Koko T. Rachmadi

Deputy President Director Business Banking Group

Na Wu Beng Wholesale Banking Louis Sudarmana Commercial Banking Hardi Juganda Transaction Banking Na Wu Beng

Micro Banking Group

Hardi Juganda Enterprise Banking Emilya Tjahjadi Treasury Parwati Surjaudaja Consumer Banking Group Rudy N. Hamdani

Struktur Organisasi

Organization Structure

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Jeffrey B. Karman

Corporate Credit Risk Management

Andre Sudjono

Commercial Credit Risk Management

Operations Risk Management

Donna P. Silalahi

Market Risk & Treasury Control

Iwan Dharmawan

Sandra Sahelangi

Consumer Credit Risk Management Budi Gunawan Asset Liability Risk Management Asset Recovery Management

Enterprise Portfolio & Policy Management Linda Adam Caecilia Zilvia Board of Commissioners Network Development Jozef I. Munaba Senior Corporate Executive

Paulus Agus Tjarman Faisal Firdaus Andrae Khrisnawan Regional IBT Hengky Tanring Regional Sumatera Julizar Regional Jatim Thomas Purnawarman Regional Jabar Adi Setiawan Metropolitan Makassar Robby Cokro Metropolitan Palembang Nurwati Suhaimi Metropolitan Batam Meri Metropolitan Medan Meri Suriani Metropolitan Surabaya Indra Suwandi Syariah: Elisa Metropolitan Bandung Suwardi Candra Syariah: Mahendra Metropolitan Jabotabek

Tangerang: Shella Rayaindah Bekasi: Erna Bogor: Jarwadi Djafar Jakarta (Syariah): Nita Silfiyanthi

Regional Jateng

Cynthia, The Syariah (Semarang): Teguh

Corporate Services Group Rama P. Kusumaputra HC Business Partner Mustika Atmanari Piryanti Syarif HC Services

Putu Gde Wibawa

HC Planning & Development

Monalisa

Financial Control

Adri Triwitjahjo

Corp Planning & Performance Management Operation & IT Yogadharma Ratnapalasari David Formula Business Solution Filipus H Suwarno Enterprise Integration Central Operation Hannar Yogia Operations Services Andyani Pusparini Boyke I. Aveanto Operations Process Chandra Budiana Operations Monitoring -Operations Development CEO Parwati Surjaudaja Network Group Hardi Juganda Risk Group Thomas Arifin

Human Capital Group

Rama P. Kusumaputra

Financial & Planning Group Hartati Internal Audit Rudy Dekriadi Corporate Secretary Uliya Ariyani Angeline Nangoi Compliance Compliance Rama P. Kusumaputra Iswahyudi Rahardjo Corporate Legal Lanny Goenawi Corporate Communication

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Daftar Isi

PT Bank OCBC NISP Tbk

2011

Laporan Keberlanjutan

Sustainability Report

Head Office

Corporate Communication Division

OCBC NISP Tower, 16th_Floor Jl. Prof. Dr. Satrio Kav.25 Jakarta 12940 - Indonesia Tel. (62-21) 255 33 888 Fax. (62-21) 579 44 000 www.ocbcnisp.com

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Strengthening the Vision

Memperkokoh Pencapaian Visi

Laporan Keberlanjutan

Sustainability Report

2011

Str

engthening

the

Vision

Memperk ok oh P encapaian Visi Lapor an K eberlanjutan 2011 Sustainability R epor t

Tata Kelola Perusahaan & Manajemen Risiko

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Tata Kelola Perusahaan &

Manajemen Risiko

Corporate Governance & Risk Management

Bank OCBC NISP percaya bahwa pelaksanaan praktik perbankan

yang sehat, bertanggung jawab dan berhati-hati merupakan faktor

yang penting dalam memastikan keberlanjutan bagi Bank maupun

bagi masyarakat pada umumnya.

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Tata Kelola Perusahaan

Corporate Governance

Pola pikir dan perilaku kami berlandaskan pada prinsip moral

dan etika yang kuat.

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Manajemen Risiko

Risk Management

Bank melakukan pengukuran, pemantauan dan penyesuaian

atas posisi risiko, memberikan nilai dan keuntungan yang

berkelanjutan.

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Informasi Perusahaan

Corporate Information

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Struktur Organisasi

Organization Structure

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Daftar Isi

Contents

PT Bank OCBC NISP Tbk

2011

Laporan Keberlanjutan

Sustainability Report

Head Office

Strengthening the Vision

Memperkokoh Pencapaian Visi

Laporan Keberlanjutan

Sustainability Report

2011

Str

engthening

the

Vision