Tata Kelola Perusahaan & Manajemen Risiko

Transkripsi

1 Tata Kelola Perusahaan & Manajemen Risiko Corporate Governance & Risk 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. 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. 54 LAPORAN KEBERLANJUTAN 2011 OCBC NISP

2 Tata Kelola Perusahaan Corporate Governance Pola pikir dan perilaku kami berlandaskan pada prinsip moral dan etika yang kuat. Strong moral and ethical beliefs are the foundation of our thinking and behaviour. 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 berhatihati. 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. 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. 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. 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. 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. 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. 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. 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. 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 Committee, Credit Risk Committee, Market Risk 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. SUSTAINABILITY REPORT 2011 OCBC NISP 55

3 Tata Kelola Perusahaan Corporate Governance 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. 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. Selfassessment results for 11 factors being evaluated indicate that overall implementation of corporate governance by Bank OCBC NISP falls under the category: Very Good. 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. 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. 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 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. 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. 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. 56 LAPORAN KEBERLANJUTAN 2011 OCBC NISP

4 Manajemen Risiko Risk Bank melakukan pengukuran, pemantauan dan penyesuaian atas posisi risiko, memberikan nilai dan keuntungan yang berkelanjutan. The Bank measures, monitors and modifies its risk positions, providing sustainable value and returns going forward. 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. 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 Group, is intended to allow a holistic approach to the Bank s risk management framework. 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. 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 ) Best Asset Quality Bank Profitable Bank Strongest Bank in the world Best Managed Bank Bank with Sustainability Legal Risk Reputation Risk Strategic Risk Compliance Risk Other Risks Credit Risk Market Risk Liquidity Risk Operational Risk Interest Rate Risk FX Risk Liquidity Risk IT /System Human Capital Catastrophe Portfolio and Capital Risk I. Organization Structure & Human Capital II. Policy & Procedure III. System & Data Development & Maintenance IV. Methodology & Approach, Model & Risk Analytic Enterprise Risk (International Best Practice / Basel) Front Office Middle Office Back Office Corporate Culture & Values Good Corporate Governance Corporate Vision, Mission, Strategy Stakeholders Roles & Beliefs Employees Shareholders Customers Vendors Regulators Other Publics 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. Within the organization of Risk 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. 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. 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. SUSTAINABILITY REPORT 2011 OCBC NISP 57

5 Manajemen Risiko Risk 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. 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 Policy, becomes the guidance for all implemented policies and procedures of the other four levels. 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 realtime, terstruktur dan terpadu, melalui pemanfaatan teknologi informasi terkini. 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 semimanual processes into real-time, structured, and integrated systems by utilizing state-of-the-art information technology. 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. 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. 58 LAPORAN KEBERLANJUTAN 2011 OCBC NISP

6 Informasi Perusahaan Corporate Information 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 Commercial Banks, Foreign Exchange Bank, and Sharia Bank. Berdasarkan Prinsip Syariah. 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) Year 1941: Name Change Established under the name NV Nederlandsch Indische Spaar En Deposito Bank (NISP) Tahun 1958: Singkatan NISP berubah menjadi Nilai Inti Sari Penyimpan Year 1958: Abbreviation of NISP was changed to Nilai Inti Sari Penyimpan Tahun 1981: NISP bukan lagi singkatan melainkan nama Bank yaitu Bank NISP Year 1981: NISP was no longer an abbreviation but instead became the Bank s name, Bank NISP Tahun 2008: Menggunakan nama baru Bank OCBC NISP Year 2008: Used a new name, Bank OCBC NISP Akta Pendirian Perseroan No. 6 tanggal 4 April 1941 yang Deed of Incorporation No. 6 dated 4 April 1941, made before dibuat dihadapan Theodor Johan Indewey Gerlings, Notaris Theodor Johan Indewey Gerlings, Notary in Purwakarta as di Purwakarta yang telah disetujui menurut penetapan have been approved by letter of Directeur van Justitie dated Directeur van Justitie tanggal 28 April 1941 No. A 42/6/9 dan 28 April 1941 No. A 42/6/9 and announced in Javasche Courant diumumkan dalam berita Javasche Courant tanggal 20 Juni dated 20 June 1941 No. 49 Bijvoegsel No No. 49 Bijvoegsel No Berita Negara Republik Indonesia No. 5 tanggal 16 Januari State Gazette of the Republic of Indonesia No. 5 dated 1951 Tambahan No January 1951 Supplement No. 21. Bursa Efek Stock Exchange Saham PT Bank OCBC NISP Tbk dicatat dan diperdagangkan pada Shares of PT Bank OCBC NISP Tbk are listed and traded on Bursa Efek Indonesia (BEI) Indonesia Stock Exchange (IDX) Tanggal Pencatatan Saham Listing Date 20 Oktober October 1994 Kode Saham & Obligasi Share & Bonds Code NISP NISP ISIN Code ISIN Code ID ID SWIFT Code SWIFT Code NISPIDJA NISPIDJA Kantor Pusat: Head Office: OCBC NISP Tower OCBC NISP Tower Jl. Prof. Dr. Satrio Kav. 25 Jl. Prof. Dr. Satrio Kav. 25 Jakarta Jakarta Indonesia Indonesia Tel: (021) Tel: (021) Fax: (021) Fax: (021) Website: Website: SUSTAINABILITY REPORT 2011 OCBC NISP 59

7 Struktur Organisasi Organization Structure Per 31 Desember 2011 As of December 31, 2011 Deputy President Director Business Banking Group Na Wu Beng Wholesale Banking Enterprise Banking Treasury Consumer Banking Group Louis Sudarmana Emilya Tjahjadi Parwati Surjaudaja Rudy N. Hamdani Wholesale Banking Sani Effendy Wholesale Banking Credit Heriyanto Value Chain Diah Indrawati Financial Institution Honggo Karyono Enterprise Banking A Jap Chin Phing Enterprise Banking B Suwano Enterprise Banking Credit Franki Network Relationship Ho Lie Kie/Melissa Ho Treasury Trading Johannes Husin Asset Liability Ari Priyatna Treasury Advisory Novelina Luciana Business Maya K Hartanto Metropolitan Liabilities & Wealth Distribution Ivonne P Chandra Metropolitan Secured Loan Distribution Piter Tampang Wealth and Premier Banking Ka jit Liability Product & E-Channel Untung Kurniawan Commercial Banking Hardi Juganda Transaction Banking Na Wu Beng Micro Banking Group Hardi Juganda Secured Loan Heintje Mogi Commercial Business Andrae Khrisnawan National Emerging Business Low Seh Kiat Trade Finance Product Andrew Suhandinata Cash Product Amran Setiawan Micro Banking Development Prahari Geminika Micro Banking Distribution Indrajit Osing Unsecured Loan Irwan S. Tisnabudi Consumer Portfolio Hengky Kurniawan Commercial Portfolio Minnarto Djojo Cash Sales Habsari Budhi Utami Collection & Fraud Handling Binsar Pasaribu Unit Usaha Syariah Koko T. Rachmadi Trade Finance Sales Quality Assurance - Rita Febrita 60 LAPORAN KEBERLANJUTAN 2011 OCBC NISP

8 Board of Commissioners CEO Parwati Surjaudaja Internal Audit Rudy Dekriadi Corporate Secretary Uliya Ariyani Network Group Risk Group Human Capital Group Financial & Planning Group Operation & IT Hardi Juganda Thomas Arifin Rama P. Kusumaputra Hartati Yogadharma Ratnapalasari Senior Corporate Executive Paulus Agus Tjarman Faisal Firdaus Andrae Khrisnawan Metropolitan Jabotabek Tangerang: Shella Rayaindah Bekasi: Erna Bogor: Jarwadi Djafar Jakarta (Syariah): Nita Silfiyanthi Metropolitan Bandung Suwardi Candra Syariah: Mahendra Metropolitan Surabaya Indra Suwandi Syariah: Elisa Commercial Credit Risk Andre Sudjono Corporate Credit Risk Jeffrey B. Karman Operations Risk Donna P. Silalahi Market Risk & Treasury Control Iwan Dharmawan HC Services Piryanti Syarif HC Planning & Development Putu Gde Wibawa HC Business Partner Mustika Atmanari Corporate Services Group Financial Control Monalisa Corp Planning & Performance Adri Triwitjahjo Network Development Jozef I. Munaba Business Solution David Formula Enterprise Integration Filipus H Suwarno Central Operation Hannar Yogia Operations Services Andyani Pusparini Metropolitan Medan Meri Suriani Asset Liability Risk Rama P. Kusumaputra Operations Process Metropolitan Batam Budi Gunawan Corporate Legal Boyke I. Aveanto Meri Metropolitan Palembang Nurwati Suhaimi Consumer Credit Risk Sandra Sahelangi Iswahyudi Rahardjo Corporate Communication Operations Monitoring Chandra Budiana Metropolitan Makassar Asset Recovery Lanny Goenawi Operations Development Robby Cokro Linda Adam - Regional Jabar Adi Setiawan Regional Jateng Cynthia, The Syariah (Semarang): Teguh Regional Jatim Thomas Purnawarman Regional Sumatera Enterprise Portfolio & Policy Caecilia Zilvia Compliance Rama P. Kusumaputra Compliance Angeline Nangoi Julizar Regional IBT Hengky Tanring SUSTAINABILITY REPORT 2011 OCBC NISP 61

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11 Head Office Corporate Communication Division OCBC NISP Tower, 16 th Floor Jl. Prof. Dr. Satrio Kav.25 Jakarta Indonesia Tel. (62-21) Fax. (62-21) PT Bank OCBC NISP Tbk Laporan Keberlanjutan 2011 Sustainability Report