Kepedulian dan Empati kepada Masa Depan Nasabah. Care and Empathy for the Customers Future

Transkripsi

1 Kepedulian dan Empati kepada Masa Depan Nasabah Care and Empathy for the Customers Future Nilai perusahaan Genuine di OCBC NISP menempatkan nasabah sebagai mitra terhormat yang berhak atas perhatian dan pelayanan yang fokus serta konsisten, guna mengantisipasi peluang dan memenuhi aspirasi nasabah dalam mengembangkan masa depan seperti yang terkandung didalam nilai perusahaan Forward Looking. Genuine is a core value of OCBC NISP which places customers as the Bank s respectable partners who are always pampered with focused service and attention to ancipate opportunities and fulfill aspirations of customers for a better future, as embodied in the Bank s other core value Forward Looking.

2 OCBC NISP in Brief From Management Good Corporate Governance Report Laporan Tata Kelola Perusahaan Good Corporate Governance Report Dalam memberikan solusi, Bank OCBC NISP selalu menjaga agar solusi yang diberikan tetap dalam koridor praktik perbankan yang sehat dengan tetap memperhatikan penerapan prinsipprinsip utama GCG yang merupakan komitmen Bank OCBC NISP kepada stakeholders. In providing service, Bank OCBC NISP constantly maintains that the solutions offered to customers stay within the corridor of sound banking practices whilst maintaining the implementation of key GCG principles which represent Bank OCBC NISP s commitment to stakeholders. 38 OCBC NISP Laporan Tahunan 2009

3 Operational Review Financial Review Corporate Data TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE Struktur dan kerangka operasional tata kelola Bank OCBC NISP mengikuti peraturan perundangundangan dan praktik terbaik internasional. The operational framework and structure of governance at Bank OCBC NISP comply with the law and international best practice. Untuk memenuhi kebutuhan usaha para nasabah yang semakin kompleks, Bank OCBC NISP terus meningkatkan aktivitas bisnisnya dengan tetap memperhatikan prinsip kehati-hatian dan praktik perbankan yang sehat. Bank OCBC NISP menempatkan diri sebagai Your Partner for Life bagi nasabahnya dengan berusaha untuk mengerti apa yang menjadi kebutuhan nasabah dan memberikan solusi terbaik untuk mengatasinya. To satisfy customers business needs which have grown more complex, Bank OCBC NISP continually increases its business activities whilst upholding sound banking practices and the prudential principle. Bank OCBC NISP takes on the role of Your Partner for Life to its customers by striving to understand customer needs and delivering the most optimal banking solutions. Dalam memberikan solusi, Bank OCBC NISP selalu menjaga agar solusi yang diberikan tetap dalam koridor praktik perbankan yang sehat dengan tetap memperhatikan penerapan prinsipprinsip utama GCG yang merupakan komitmen Bank OCBC NISP kepada para stakeholders. In providing service, Bank OCBC NISP constantly maintains that the solutions offered to customers stay within the corridor of sound banking practices whilst maintaining the implementation of key GCG principles which represent Bank OCBC NISP s commitment to stakeholders. STRUKTUR TATA KELOLA Struktur dan kerangka operasional tata kelola Bank OCBC NISP mengikuti: peraturan perundang-undangan (seperti UU Pasar Modal dan Bursa, UUPT dan lain-lain); Regulasi (seperti Peraturan Bank Indonesia); Anggaran Dasar Perusahaan dan praktik terbaik internasional yang relevan. GOVERNANCE STRUCTURE The operational framework and structure of governance at Bank OCBC NISP comply with: the law (such as Stock Exchange and Capital Market Law, Company Law and others); Regulations (such as Bank Indonesia Regulations); the Company s Articles of Association and relevant international best practice. RAPAT UMUM PEMEGANG SAHAM Pada tahun 2009, Bank OCBC NISP telah menyelenggarakan Rapat Umum Pemegang Saham Tahunan (RUPST) dan RUPS Luar Biasa (RUPSLB) sebagai berikut: GENERAL MEETING OF SHAREHOLDERS In 2009, Bank OCBC NISP has held the Annual General Meeting of Shareholders (AGM) and Extraordinary General Meeting of Shareholders (EGM) as follows: 39 OCBC NISP 2009 Annual Report

4 OCBC NISP in Brief From Management Good Corporate Governance Report Rapat Umum Pemegang Saham Tahunan (RUPST) 1. RUPST tanggal 23 Maret 2009 menerima baik dan menyetujui Laporan Tahunan Bank untuk tahun buku yang berakhir pada tanggal 31 Desember 2008, termasuk di dalamnya laporan tahunan Direksi dan laporan tugas pengawasan Dewan Komisaris; serta menerima baik dan menyetujui serta mengesahkan Neraca dan perhitungan Laba Rugi Bank untuk tahun buku yang berakhir pada tanggal 31 Desember 2008 yang telah diaudit oleh Kantor Akuntan Publik Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers) sesuai dengan laporan tanggal 27 Januari 2009 dengan pendapat wajar tanpa pengecualian. Dengan demikian membebaskan anggota Direksi dan Dewan Komisaris Bank dari tanggung jawab dan segala tanggungan (acquit et de charge) atas tindakan pengurusan dan pengawasan yang telah mereka jalankan selama tahun buku 2008, sepanjang tindakan tersebut tercermin dalam laporan tahunan dan laporan keuangan kecuali perbuatan penggelapan, penipuan dan tindak pidana lainnya. Annual General Meeting of Shareholders (AGMS) 1. AGMS held on March 23, 2009 accepted and approved the Annual Report of the Bank for the year ended December 31, 2008, comprising of the Annual Report of the Board of Directors and report on oversight performed by the Board of Commissioners; also received and approved as well as endorsed the Balance Sheet and Statements of Income of the Bank for the financial year ended December 31, 2008 that were audited by Public Accountant Office of Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers) with reference to the report dated January 27, 2009 with an unqualified opinion. Thus discharged members of the Board of Directors and the Board of Commissioners from all their responsibilities and liability (acquit et de charge) for managing and supervising the Bank during the financial year 2008, for as long as their actions are reflected in the annual report and financial report of the Bank, with the exception of fraud and other criminal acts. 2. Menyetujui penetapan penggunaan laba Bank tahun buku 2008 sebesar Rp ,- dimana diputuskan tidak dibagikan sebagai dividen kepada pemegang saham dan dipergunakan untuk cadangan umum sebesar Rp ,- sesuai UU No. 40 Tahun 2007 tentang Perseroan Terbatas dan sisanya sepenuhnya akan digunakan untuk memperkuat posisi permodalan Bank. 2. Approved the appropriation of the Bank s profit for the financial year 2008 in the amount of Rp 316,921,406,046, which would not to be distributed as dividends to shareholders. Instead, the funds would be utilized for general reserves in the amount of Rp 100,000,000, pursuant to Law No. 40 Year 2007 on Limited Liability Company, and the remaining amount to fully support the Bank s capitalization. 3. Menyetujui pemberian wewenang kepada Direksi Bank berdasarkan persetujuan dari Dewan Komisaris atau sekurang-kurangnya 3 (tiga) anggota Dewan Komisaris Bank yang ditunjuk oleh Dewan Komisaris Bank, setelah mendapatkan rekomendasi dari Komite Audit untuk mengangkat Akuntan Publik untuk tahun buku 2009 dan menetapkan jumlah honorarium serta persyaratan lainnya bagi Akuntan Publik yang ditunjuk tersebut. 3. Granted authority upon the Board of Directors based on approval from the Board of Commissioners or no less than 3 (three) members of the Bank s Board of Commissioners as elected by the Board of Commissioners, following the recommendation provided by the Audit Committee to appoint the Bank s auditor (Public Accountant) for the financial year 2009 and to determine the amount of honorarium as well as other terms and conditions for such appointment. 4. Menyatakan tidak terdapat perubahan dalam susunan Dewan Komisaris Bank. Menyetujui perubahan susunan Direksi Bank menjadi sebagai berikut: 4. Declared that there has not been a change in the composition of the Board of Commissioners of the Bank. Approved changes in the composition of the Board of Directors as follows: Presiden Direktur : Parwati Surjaudaja Wakil Presiden Direktur : Na Wu Beng Direktur : Hardi Juganda Direktur : Yogadharma Ratnapalasari Direktur : Rama P. Kusumaputra Direktur : Louis (Luianto) Sudarmana Direktur : Rudy N. Hamdani Direktur : Alan Jenviphakul President Director : Parwati Surjaudaja Deputy President Director : Na Wu Beng Director : Hardi Juganda Director : Yogadharma Ratnapalasari Director : Rama P. Kusumaputra Director : Louis (Luianto) Sudarmana Director : Rudy N. Hamdani Director : Alan Jenviphakul 40 OCBC NISP Laporan Tahunan 2009

5 Operational Review Financial Review Corporate Data 5. Menyetujui pemberian wewenang kepada Dewan Komisaris atau sekurang-kurangnya 3 anggota Dewan Komisaris yang ditunjuk oleh Dewan Komisaris Bank, untuk melakukan pengangkatan anggota Dewan Pengawas Syariah dan menentukan besarnya gaji/honorarium serta tunjangan bagi Dewan Pengawas Syariah dengan memperhatikan rekomendasi dari Komite Remunerasi dan Nominasi Bank. Menyetujui memberikan kewenangan tersebut sampai dengan dicabutnya kembali pemberian kewenangan oleh Rapat. 5. Approved to grant authority upon the Board of Commissioners or no less than 3 members of the Board of Commissioners, as elected by the Board of Commissioners of the Bank, to appoint members of the Sharia Supervisory Board and to determine the salary/honorarium as well as benefits for the said Board with due consideration to the recommendations provided by the Remuneration and Nomination Committee of the Bank. Approved to grant such authority up to such time that said resolution will be revoked by the Meeting. Rapat Umum Pemegang Saham Luar Biasa Menyetujui perubahan Anggaran Dasar Bank, antara lain perubahan Pasal 3 - Maksud dan Tujuan, Pasal 16 - Tugas dan Wewenang Direksi dan Pasal 18 - Dewan Komisaris dan Dewan Pengawas Syariah. Extraordinary General Meeting of Shareholders Approved amendments to the Articles of Association of the Bank, among others amendments to Article 3 Purpose and Objectives, Article 16 Duties and Responsibilities of the Board of Directors and Article 18 Board of Commissioners and Sharia Supervisory Board. Dewan Komisaris Dewan Komisaris Bank OCBC NISP diangkat oleh Pemegang Saham untuk melakukan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi, dan untuk memberi nasihat kepada Direksi. Board of Commissioners Members of the Board of Commissioners of Bank OCBC NISP are appointed by shareholders to oversee the Board of Directors in carrying out their duties and responsibilities as well as to provide advice to the Board of Directors. Tugas dan Tanggung Jawab Dewan Komisaris Dewan Komisaris bertanggung jawab dalam melakukan pengawasan atas kebijakan pengelolaan perusahaan oleh Direksi dan memberikan nasihat kepada Direksi. Dewan Komisaris mengarahkan, memantau, dan mengevaluasi pelaksanaan kebijakan strategis Bank OCBC NISP, termasuk memastikan terselenggaranya pelaksanaan Tata Kelola Perusahaan dalam setiap kegiatan usaha dan pada seluruh tingkatan atau jenjang organisasi. Duties and Responsibilities of the Board of Commissioners The Board of Commissioners is responsible for oversight on the management of the Bank by the Board of Directors and provides advice to the Board of Directors. The Board of Commissioners provides direction, monitoring and evaluation on the implementation of strategic policies at Bank OCBC NISP, including ensuring application of Good Corporate Governance principles in all business activities and at all levels and hierarchy of the Bank. Sepanjang tahun 2009, Dewan Komisaris telah melaksanakan fungsinya terhadap pelaksanaan pengelolaan perusahaan oleh Direksi dengan melakukan pengarahan, pemantauan, dan evaluasi pelaksanaan kebijakan strategis Bank, termasuk memastikan terselenggaranya pelaksanaan GCG dalam setiap kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi. During 2009, BOC has fulfilled its duties in relation to the management of the Company by the Board of Directors, by way of supervising, monitoring, and evaluating the execution of the Bank s strategic policies, including ensuring GCG implementation in all of the Bank s business activities and at all levels and hierarchy of the Bank. Jumlah, Komposisi dan Independensi Dewan Komisaris Anggota Dewan Komisaris Bank OCBC NISP merupakan para profesional dengan keahlian dan pengalaman yang luas di bidang perbankan, keuangan, pasar modal, manajemen, hukum, pemerintahan, perusahaan dan institusi internasional, serta di bidang pelayanan dan pengelolaan risiko. Sesuai dengan ketentuan Bank Indonesia, setiap anggota Dewan Komisaris telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test). Rincian kualifikasi para Komisaris disajikan dalam profil singkat di halaman pada Laporan Tahunan ini. Number, Composition and Independence of the Board of Commissioners Members of the BOC of Bank OCBC NISP are professionals who have extensive expertise and experience in the areas of banking, finance, capital market, management, law, government, corporations and international institutions, as well as services and risk management. In compliance to Bank Indonesia regulations, each BOC member has passed the Fit and Proper Test. Biodata of the Commissioners are presented on page of this Annual Report. 41 OCBC NISP 2009 Annual Report

6 OCBC NISP in Brief From Management Good Corporate Governance Report Selengkapnya susunan Dewan Komisaris Bank OCBC NISP adalah sebagai berikut: The overall composition of the Board of Commissioners of Bank OCBC NISP is as follows: Presiden Komisaris : Pramukti Surjaudaja Wakil Presiden Komisaris (Komisaris Independen) : Peter Eko Sutioso Komisaris : Lelarati Lukman Komisaris (Komisaris Independen) : Roy Athanas Karaoglan Komisaris : David Philbrick Conner Komisaris (Komisaris Independen): Goh Kim Bun, Benny Komisaris (Komisaris Independen): Jusuf Halim Komisaris: Lai Teck Poh (Dua Teck Poh) Chairman : Pramukti Surjaudaja Deputy Chairman (Independent Commissioner) : Peter Eko Sutioso Commissioner : Lelarati Lukman Commissioner (Independent Commissioner) : Roy Athanas Karaoglan Commissioner : David Philbrick Conner Commissioner (Independent Commissioner) : Goh Kim Bun, Benny Commissioner (Independent Commissioner) : Jusuf Halim Commissioner : Lai Teck Poh (Dua Teck Poh) Pada tahun 2009, komposisi, kriteria dan independensi Dewan Komisaris, telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Dewan Komisaris Bank OCBC NISP dipimpin oleh Presiden Komisaris yaitu Pramukti Surjaudaja. 2. Penggantian dan atau pengangkatan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi serta memperoleh persetujuan dari RUPS dan Bank Indonesia. 3. Empat anggota Dewan Komisaris berdomisili di Indonesia % (lima puluh persen) dari jumlah Dewan Komisaris merupakan Komisaris Independen. 5. Mayoritas Komisaris tidak saling memiliki hubungan keluarga sampai dengan derajat kedua dengan sesama anggota Dewan Komisaris dan/atau Direksi. In 2009, the composition, criteria and independence of the Board of Commissioners comply with the regulations of Bank Indonesia as follows: 1. The Board of Commissioners of Bank OCBC NISP is headed by the Chairman, namely Pramukti Surjaudaja. 2. Replacement and appointment of Commissioners have taken into consideration the recommendation of the Remuneration and Nomination Committee and approval from the GMS and Bank Indonesia. 3. Four of the Commissioners are permanent residents in Indonesia % (fifty percent) of the Board members are Independent Commissioners. 5. Most of the Commissioners have no family relationship to the second degree with other members of the Board of Commissioners and/or Board of Directors. Komisaris Independen Sebagai perwujudan Bank OCBC NISP dalam menjalankan Good Corporate Governance, komposisi Dewan Komisaris telah mematuhi peraturan Bank Indonesia dan Bursa Efek Jakarta (sekarang Bursa Efek Indonesia). Independent Commissioners As part of Bank OCBC NISP s commitment to implement Good Corporate Governance, the composition of the BOC complies with the regulations of Bank Indonesia and the Indonesia Stock Exchange (previously Jakarta Stock Exchange). Pada tahun 2009, 4 (empat) orang (50%) dari 8 (delapan) anggota Dewan Komisaris, merupakan Komisaris Independen Bank OCBC NISP yaitu Peter Eko Sutioso, Roy Athanas Karaoglan, Jusuf Halim, dan Goh Kim Bun, Benny. In 2009, 4 (four) out of 8 (eight) BOC members are Independent Commissioners of Bank OCBC NISP, namely Peter Eko Sutioso, Roy Athanas Karaoglan, Jusuf Halim and Goh Kim Bun, Benny. Masa Jabatan Penggantian dan/atau pengangkatan anggota Dewan Komisaris telah memperhatikan rekomendasi Komite Remunerasi dan Nominasi serta memperoleh persetujuan dari RUPS. Masa jabatan seorang anggota Dewan Komisaris sesuai Anggaran Dasar adalah efektif sejak tanggal yang ditentukan dalam RUPS dan berakhir pada saat RUPS Tahunan ke-3 setelah tanggal pengangkatan tersebut. Anggota Dewan Komisaris yang telah habis masa jabatannya dapat diangkat kembali oleh RUPS. Term of Office The replacement and/or appointment of Commissioners took into consideration recommendations of the Remuneration and Nomination Committee and were approved by the GMS. Pursuant to the Articles of Association, the term of office of a BOC member is effective on the date resolved in the GMS and expires on the date of the third AGM following the date of appointment. A BOC member, whose term of office has expired, may be reappointed by the GMS. 42 OCBC NISP Laporan Tahunan 2009

7 Operational Review Financial Review Corporate Data Masa Jabatan masing-masing Anggota Dewan Komisaris The Term of Office of Board of Commissioners No Nama Name Jabatan Position Persetujuan BI BI s Approval RUPS GMS Masa Jabatan Term of Office 1. Pramukti Surjaudaja Presiden Komisaris Chairman Dec 16, 2008 Oct 16, Peter Eko Sutioso Wakil Presiden Komisaris (Komisaris Independen) June 05, 1997 Apr 24, Deputy Chairman (Independent Commissioner) 3. Lelarati Lukman Komisaris Commissioner Aug 21, 1982 Apr 24, Roy Athanas Karaoglan Komisaris (Komisaris Independen) Sep 8, 2003 Apr 24, Commissioner (Independent Commissioner) 5. David Philbrick Conner Komisaris Commissioner Oct 10, 2005 Apr 30, Jusuf Halim Komisaris (Komisaris Independen) Oct 11, 2006 Jan 4, Commissioner (Independent Commissioner) 7. Goh Kim Bun, Benny Komisaris (Komisaris Independen) Aug 7, 2007 Apr 24, Commissioner (Independent Commissioner) 8. Lai Teck Poh (Dua Teck Poh) Komisaris Commissioner Sep 4, 2008 Apr 30, Rapat Dewan Komisaris Dewan Komisaris dapat mengadakan rapat setiap waktu, namun tidak kurang dari empat kali dalam satu tahun. Pada rapat Dewan Komisaris, anggota Direksi, Pejabat Eksekutif dan Internal Audit dapat diundang sesuai dengan keperluan, untuk berpartisipasi dalam rangka mendapatkan pemahaman mendalam mengenai usaha Bank OCBC NISP. Agenda rapat Dewan Komisaris mencakup pembahasan atas laporan triwulan yang disampaikan oleh komitekomite yang dibentuk Dewan Komisaris. Selama tahun 2009, telah dilangsungkan 4 kali rapat Dewan Komisaris, dengan daftar hadir anggota adalah sebagai berikut: Board of Commissioners Meeting The Board may call a meeting at any time as required, provided no less than four meetings in one year. At the BOC meeting, members of the Board of Directors, Executive Officers, and Internal Audit shall be invited to provide the BOC with a comprehensive understanding on the development of Bank OCBC NISP s business. The BOC meeting provides a forum for discussion of quarterly reports submitted by the Committees. In 2009, there were held a total of 4 BOC meetings, with details of attendance as follows: Daftar Hadir Rapat Dewan Komisaris Attendance of Meeting of the Board of Commissioners No Nama Daftar Hadir Rapat Nama Daftar Hadir Rapat No Name Attendance of Meeting Name Attendance of Meeting 1. Pramukti Surjaudaja 4 5. David Philbrick Conner 4 2. Peter Eko Sutioso 4 6. Jusuf Halim 4 3. Lelarati Lukman 4 7. Goh Kim Bun, Benny 4 4. Roy Athanas Karaoglan 4 8. Lai Teck Poh (Dua Teck Poh) 4 Rekomendasi Dewan Komisaris Dewan Komisaris melaksanakan fungsi pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi secara berkala maupun sewaktu-waktu dan memberi masukan kepada Direksi, dengan lingkup pengawasan sebagai berikut: Pengawasan Stratejik Melakukan pengawasan dengan mengarahkan, memantau dan mengevaluasi implementasi kebijakan stratejik. Pengawasan Terhadap Risiko Melakukan pengawasan untuk memastikan bahwa risk appetite serta kegiatan manajemen risiko sejalan dengan tujuan stratejik, lingkungan operasional, pengendalian internal yang efektif, kecukupan modal, dan ketentuan Bank Indonesia. Recommendations of the Board of Commissioners The BOC undertakes the duty to oversee the performance of duties and responsibilities by the Board of Directors on a regular basis and from time to time, as well as to provide advice to the Board of Directors, with the scope of oversight as follows: Strategic Oversight To carry out supervision by directing, monitoring and evaluating implementation of strategic policies. Oversight on Risk To oversee and ascertain that risk appetite and risk management are aligned to the strategic purpose, operational environment, effective internal control, capital adequacy and Bank Indonesia regulations. 43 OCBC NISP 2009 Annual Report

8 OCBC NISP in Brief From Management Good Corporate Governance Report Pengawasan terhadap Penggunaan Modal Memastikan bahwa ketentuan kecukupan modal dilaksanakan oleh Direksi sesuai dengan peraturan dan praktik bisnis, dengan mempertimbangkan secara seimbang kebutuhan untuk memperoleh imbal hasil yang memadai. Pengawasan terhadap Pelaksanaan GCG Memastikan terselenggaranya pelaksanaan prinsip-prinsip GCG dalam setiap kegiatan usaha pada seluruh tingkatan atau jenjang organisasi, diantaranya menetapkan corporate values. Oversight on Capital Utilization To ensure that capital adequacy provisions have been enforced by the Board of Directors in accordance with business practices and ethics, with due consideration to obtain acceptable return. Oversight on GCG Implementation To guarantee application of GCG principles in all business activities at every level of the organization, including by establishing the corporate values. Dalam melaksanakan fungsi pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi, secara berkala dilakukan rapat gabungan antara Dewan Komisaris dan Direksi salah satunya untuk keperluan koordinasi dan penyampaian laporan kinerja Direksi. To facilitate oversight on the performance of duties and responsibilities by the Board of Directors, joint meetings of the BOC and BOD are convened periodically, including to carry out coordination and reporting of the Directors performance. Selama tahun 2009 telah dilakukan 4 Rapat Gabungan Dewan Komisaris dan Direksi, dengan daftar hadir sebagai berikut: During 2009, there were held a total of 4 joint BOC and BOD Meetings, with details as follows: Rapat Gabungan Dewan Komisaris dan Direksi Joint Meeting of the Boards No Nama Name Daftar Hadir Rapat Attendance of Meeting No Nama Name Daftar Hadir Rapat Attendance of Meeting 1. Pramukti Surjaudaja 4 1. Parwati Surjaudaja 4 2. Peter Eko Sutioso 4 2. Na Wu Beng 4 3. Lelarati Lukman 4 3. Hardi Juganda 4 4. Roy Athanas Karaoglan 4 4. Yogadharma Ratnapalasari 4 5. David Philbrick Conner 4 5. Rama P. Kusumaputra 4 6. Jusuf Halim 4 6. Louis (Luianto) Sudarmana 4 7. Goh Kim Bun, Benny 4 7. Rudy N. Hamdani 4 8. Lai Teck Poh (Dua Teck Poh) 4 8. Alan Jenviphakul* 3 9. Kamsidin Wiradikusumah** Tong Lay Kue, Rose** 1 * Efektif menjabat terhitung 15 April 2009 ** Efektif mengundurkan diri pada tanggal 23 Maret 2009 * The appointment was effective on April 15, 2009 ** The resignation was effective on March 23, 2009 Direksi Direksi bertanggung jawab dalam pengelolaan dan pengembangan tata kelola perusahaan yang baik di Bank OCBC NISP. Direksi juga menjamin keberlangsungan usaha Bank OCBC NISP untuk jangka panjang, pencapaian tingkat kinerja yang sesuai dengan target usaha, serta pengelolaan prinsip kehati-hatian Bank demi kepentingan para pemangku kepentingan secara keseluruhan. The Board of Directors The BOD is responsible for managing and developing good corporate governance at Bank OCBC NISP. The BOD also ensures the sustainability of Bank OCBC NISP s business over the long term, the achievement of performance levels that are in line with established targets, as well as the management of prudent banking principle in the general interest of the shareholders. Tugas dan Tanggung Jawab Direksi Direksi bertanggung jawab dalam pengelolaan Bank, penerapan pembuatan dan pelaksaanan kebijakan dan stategi usaha, pemeliharaan dan pengelolaan aktiva Bank, memastikan tercapainya target dan tujuan usaha, pemeliharaan dan terus menerus mengusahakan efisiensi dan efektivitas operasional termasuk melaksanakan prinsip-prinsip GCG dalam setiap Duties and Responsibilities of the Board of Directors The Board of Directors is responsible for managing the Bank, applying business strategy and policy formulation and implementation, maintaining and managing assets of the Bank, ensuring achievement of business targets and purposes, maintaining and continuously driving operational effectiveness 44 OCBC NISP Laporan Tahunan 2009

9 Operational Review Financial Review Corporate Data kegiatan usaha Bank pada seluruh tingkatan atau jenjang organisasi. and efficiency, including enforcing GCG practices in all of the Bank s businesses at all levels and strata of the organization. Jumlah, Komposisi dan Independensi Direksi Direksi Bank OCBC NISP terdiri dari 8 (delapan) orang dan dipimpin oleh seorang Presiden Direktur. Anggota Direksi terdiri atas para profesional yang memiliki pengalaman panjang pada industri perbankan dan telah lulus Penilaian Kemampuan dan Kepatutan (Fit and Proper Test). Rincian kualifikasi Direktur disajikan dalam profil singkat di halaman pada Laporan Tahunan ini. Susunan Direksi Bank OCBC NISP adalah sebagai berikut: Presiden Direktur : Parwati Surjaudaja Wakil Presiden Direktur : Na Wu Beng Direktur : Hardi Juganda Direktur : Yogadharma Ratnapalasari Direktur : Rama P. Kusumaputra Direktur : Louis (Luianto) Sudarmana Direktur : Rudy N. Hamdani Direktur : Alan Jenviphakul Number, Composition and Independence of the Board of Directors The BOD of Bank OCBC NISP is comprised of 8 (eight) members, headed by the President Director. Members of the BOD are professionals who have extensive experience in banking and have passed the Fit and Proper Test. Biodata of the Directors are presented on page of this Annual Report. The composition of the BOD of Bank OCBC NISP is as follows: President Director : Parwati Surjaudaja Deputy President Director : Na Wu Beng Director : Hardi Juganda Director : Yogadharma Ratnapalasari Director : Rama P. Kusumaputra Director : Louis (Luianto) Sudarmana Director : Rudy N. Hamdani Director : Alan Jenviphakul Pada tahun 2009, komposisi, kriteria dan independensi Direksi telah sesuai dengan ketentuan Bank Indonesia sebagai berikut: 1. Jumlah anggota Direksi lebih dari 3 (tiga) orang. 2. Seluruh anggota Direksi berdomisili di Indonesia. 3. Semua anggota Direksi telah memiliki pengalaman paling kurang 5 (lima) tahun di bidang operasional sebagai Pejabat Eksekutif bank. 4. Usulan penggantian dan/atau pengangkatan anggota Direksi oleh Dewan Komisaris kepada RUPS memperhatikan rekomendasi Komite Remunerasi dan Nominasi. In 2009, the composition, criteria and independence of the Board of Directors comply with the regulations of Bank Indonesia as follows: 1. The Board of Directors is made up of more than 3 (three) members. 2. All BOD members are permanent residents in Indonesia. 3. All of the Directors have experience of no less than 5 (five) years in operations serving as Executive Officer in bank(s). 4. Replacement and/or appointment of Directors has been proposed by the BOC to the GMS with due consideration to the opinion/recommendation provided by Remuneration and Nomination Committee. Masa Jabatan Penggantian dan/atau pengangkatan anggota Direksi telah memperhatikan rekomendasi Komite Nominasi atau Komite Remunerasi dan Nominasi. Term of Office The replacement and/or appointment of Directors took into consideration recommendations of the Nomination Committee or the Remuneration and Nomination Committee. Masa jabatan seorang Direktur sesuai Anggaran Dasar Bank adalah efektif sejak tanggal yang ditentukan dalam RUPS dan berakhir pada saat RUPS Tahunan ke-3 (ketiga) setelah tanggal pengangkatan tersebut dan dapat diangkat kembali oleh RUPS. Pursuant to the Articles of Association, the term of office of a Director is effective on the date resolved in the GMS and expires on the date of the third AGM following the date of appointment and may be reappointed by the GMS. Masa jabatan masing-masing anggota Direksi adalah sebagai berikut: The term of office for each BOD member is as presented bellow: 45 OCBC NISP 2009 Annual Report

10 OCBC NISP in Brief From Management Good Corporate Governance Report Masa Jabatan Direksi The Term of Office of the Board of Directors No Nama Jabatan Persetujuan BI RUPS Masa Jabatan Name Position BI s Approval GMS Term of Office 1. Parwati Surjaudaja Presiden Direktur President Director Dec 16, 2008 Oct 16, Na Wu Beng Wakil Presiden Direktur Aug 11, 2005 Mar 23, Deputy President Director 3. Hardi Juganda Direktur Managing Director Apr 15, 1997 Mar 23, Yogadharma Ratnapalasari Direktur Managing Director Oct 27, 2003 Mar 23, Rama P. Kusumaputra Direktur Managing Director Jul 03, 2006 Mar 23, Louis (Luianto) Sudarmana Direktur Managing Director Jul 03, 2006 March 23, Rudy N. Hamdani Direktur Managing Director Jul 30, 2007 Apr 24, Alan Jenviphakul* Direktur Managing Director Apr 15, 2009 Mar 23, Kamsidin Wiradikusumah** Direktur Managing Director - Mar 23, Tong Lay Kuen Rose** Direktur Managing Director - Mar 23, * Efektif menjabat terhitung 15 April 2009 ** Efektif mengundurkan diri pada tanggal 23 Maret 2009 * The appointment was effective on April 15, 2009 ** The resignation was effective on March 23, 2009 Rapat Direksi Sepanjang tahun 2009, telah diselenggarakan 25 kali rapat Direksi, dengan daftar hadir anggota sebagai berikut: Meeting of the Board of Directors In 2009, there were held a total of 25 BOD meetings, with details of attendance as follows: Daftar Hadir Rapat Direksi Attendance of Meeting of the Board of Directors No Nama Daftar Hadir Rapat Nama Daftar Hadir Rapat No Name Attendance of Meeting Name Attendance of Meeting 1. Parwati Surjaudaja Louis (Luianto) Sudarmana Na Wu Beng Rudy N. Hamdani Hardi Juganda Alan Jenviphakul* Yogadharma Ratnapalasari Kamsidin Wiradikusumah** 5 5. Rama P. Kusumaputra Tong Lay Kuen, Rose** 6 * Efektif menjabat terhitung 15 April 2009 ** Efektif mengundurkan diri pada tanggal 23 Maret 2009 * The appointment was effective on April 15, 2009 ** The resignation was effective on March 23, 2009 Pelatihan yang telah diikuti oleh Dewan Komisaris & Direksi Untuk menunjang pelaksanaan tugas dan tanggung jawabnya, selama tahun 2009 telah dilakukan pelatihan untuk Dewan Komisaris dan Direksi sebagai berikut: Training for the Board of Commissioners and Board of Directors In support of effective performance of duties and responsibilities, the Board of Commissioners and the Board of Directors have actively participated in training programs throughout 2009 as follows: 46 OCBC NISP Laporan Tahunan 2009

11 Operational Review Financial Review Corporate Data Pelatihan Dewan Komisaris dan Direksi Training of the BOD and BOC No Nama Judul Penyelenggara Lokasi Name Title Organizer Location 1. Jusuf Halim Sharia Banking Overview Batasa Taskia Jakarta 2. Jusuf Halim Sharia Operational Principle Batasa Taskia Jakarta 3. Parwati Surjaudaja Media Training for Leaders Ira Kusno Communication Jakarta 4. Parwati Surjaudaja Sharia Banking Overview Batasa Taskia Jakarta 5. Parwati Surjaudaja Sharia Operational Principle Batasa Taskia Jakarta 6. Na Wu Beng Sharia Banking Overview Batasa Taskia Jakarta 7. Na Wu Beng Sharia Operational Principle Batasa Taskia Jakarta 8. Hardi Juganda Media Training for Leaders Ira Kusno Communication Jakarta 9. Hardi Juganda Study Visit Corporate Banking OCBC Bank-Singapore Singapore 10. Yogadharma Ratnapalasari Media Training for Leaders Ira Kusno Communication Jakarta 11. Yogadharma Ratnapalasari Sharia Banking Overview Batasa Taskia Jakarta 12. Yogadharma Ratnapalasari Sharia Operational Principle Batasa Taskia Jakarta 13. Rama P. Kusumaputra Media Training for Leaders Ira Kusno Communication Jakarta 14. Rama P. Kusumaputra Sharia Banking Overview Batasa Taskia Jakarta 15. Rama P. Kusumaputra Sharia Operational Principle Batasa Taskia Jakarta 16. Louis (Luianto) Sudarmana Media Training for Leaders Ira Kusno Communication Jakarta 17. Louis (Luianto) Sudarmana Study Visit Corporate Banking OCBC Bank-Singapore Singapore 18. Rudy N. Hamdani Media Training for Leaders Ira Kusno Communication Jakarta 19. Rudy N. Hamdani Sharia Banking Overview Batasa Taskia Jakarta 20. Rudy N. Hamdani Sharia Operational Principle Batasa Taskia Jakarta Komite-Komite Committees Komite-komite yang bertanggung jawab kepada Dewan Komisaris Dalam rangka mendukung efektivitas pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris telah membentuk Komite Audit, Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi. Committees under the Board of Commisioners To support the effective performance of its duties and responsibilities, the BOC has formed the Audit Committee, Risk Monitoring Committee and Remuneration and Nomination Committee. Komite Audit Audit Committee Struktur, Keanggotaan, Keahlian dan Independensi Komite Audit Bank OCBC NISP diketuai oleh Komisaris Independen dan dibantu oleh 3 (tiga) anggota yang terdiri atas seorang Komisaris Independen, Pihak Independen yang memiliki keahlian di bidang keuangan atau akuntansi dan seorang Pihak Independen yang memiliki keahlian di bidang hukum atau perbankan. Structure, Members, Expertise and Independence The Audit Committee of Bank OCBC NISP is headed by an Independent Commissioner, who is assisted by 3 (three) other members, consisting of an Independent Commissioner, an Independent Party with expertise in finance or accounting and an Independent Party with expertise in law or banking. Komite Audit terdiri dari: Jusuf Halim, Ketua (Komisaris Independen) Goh Kim Bun, Benny, Anggota (Komisaris Independen) Made Rugeh Ramia, Anggota (Pihak Independen) Willy Prayogo, Anggota (Pihak Independen) The Audit Committee is made up of: Jusuf Halim, Chairman (Independent Commissioner) Goh Kim Bun, Benny, Member (Independent Commissioner) Made Rugeh Ramia, Member (Independent Party) Willy Prayogo, Member (Independent Party) 47 OCBC NISP 2009 Annual Report

12 OCBC NISP in Brief From Management Good Corporate Governance Report Tugas dan Tanggung Jawab Komite Audit Komite Audit memiliki tugas dan tanggung jawab melakukan pemantauan dan review atas: - Rencana, cakupan, hasil, efektivitas dan obyektivitas proses audit yang dilaksanakan Akuntan Publik dan Internal Audit. - Kecukupan sistem pengendalian intern, termasuk pengendalian akuntansi berdasarkan masukan dari Akuntan Publik, Internal Audit Division dan Compliance Division. - Kesesuaian pelaporan keuangan Bank dengan standar akuntansi yang berlaku. - Pelaksanaan tindak lanjut Direksi atas hasil temuan Internal Audit Division, Akuntan Publik dan hasil pengawasan Bank Indonesia guna memberikan rekomendasi kepada Dewan Komisaris. Duties and Responsibilities of the Audit Committee The Audit Committee is charged with the duties and responsibility to monitor and review the following: - Plan, scope, findings, effectiveness and objectivity of the audit process conducted by the Public Accountant and the Internal Audit - Adequacy of the internal control system, including accounting control based on inputs from the Public Accountant, Internal Audit Division and Compliance Division. - The conformity of Bank s financial reporting with the prevailing accounting standard. - Follow up by the Board of Directors on findings by the Internal Audit Division, Public Accountant and Bank Indonesia as a basis for recommendations to the Board of Commissioners. Komite Audit juga memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukan atau penunjukan kembali Akuntan Publik untuk direkomendasikan kepada RUPS. The Audit Committee also gives recommendation to the Board of Commissioners on the appointment or reappointment of the Public Accountant, to be presented to the GMS. Frekuensi Rapat Komite Audit Rapat Komite telah diselenggarakan sesuai dengan kebutuhan Bank. Berdasarkan Piagam Komite Audit, Komite mengadakan rapat setiap saat diperlukan atau paling sedikit empat kali setahun. Frequency of the Audit Committee Meeting Committee Meeting is convened as required by the Bank. Pursuant to the Audit Committee Charter, the Committee may call a meeting at any time as deemed necessary or no less than four times a year. Selama tahun 2009, Komite Audit telah menyelenggarakan 19 (sembilan belas) pertemuan. Kehadiran pada rapat Komite Audit adalah sebagai berikut: In 2009, the Audit Committee has held a total of 19 (nineteen) meetings. The attendance at Committee Meeting is as described below: No Daftar Hadir Rapat Nama Jabatan Attendance of Name Position Meeting 1. Jusuf Halim Komisaris Independen Independent Commissioner Goh Kim Bun, Benny Komisaris Independen Independent Commissioner Made Rugeh Ramia Pihak Independen Independent Party Willy Prayogo Pihak Independen Independent Party 19 Laporan aktivitas dan pengkajian Komite Audit untuk tahun 2009 disajikan terpisah pada halaman 90 pada Laporan Tahunan ini. Activity report and review by the Audit Committee in 2009 is presented separately on page 90 in this Annual Report. 48 OCBC NISP Laporan Tahunan 2009

13 Operational Review Financial Review Corporate Data Komite Remunerasi dan Nominasi Remuneration and Nomination Committee Struktur, Keanggotaan, Keahlian dan Independensi Komite Remunerasi dan Nominasi bertanggung jawab membuat formulasi kriteria pemilihan dan prosedur nominasi untuk Komisaris dan Direktur. Structure, Members, Expertise and Independence The Remuneration and Nomination Committee is responsible for formulating the selection criteria and nomination procedures for the Bank s Commissioners and Directors. Komite Remunerasi dan Nominasi terdiri atas: Roy Athanas Karaoglan, Ketua Pramukti Surjaudaja, Anggota Peter Eko Sutioso, Anggota David Philbrick Conner, Anggota Purnomo Santoso Nurhalim, Anggota The Remuneration and Nomination Committee consists of the following members: Roy Athanas Karaoglan, Chairman Pramukti Surjaudaja, Member Peter Eko Sutioso, Member David Philbrick Conner, Member Purnomo Santoso Nurhalim, Member Tugas dan Tanggung Jawab Komite Remunerasi dan Nominasi telah memberikan rekomendasi dan melakukan review kebijakan pengelolaan sumber daya manusia guna direkomendasikan kepada Dewan Komisaris: Melakukan review kebijakan pengaturan remunerasi bagi Dewan Komisaris dan Direksi. Mempertimbangkan rekomendasi yang memastikan bahwa paket remunerasi terdiri dari proporsi signifikan kriteria penilaian yang terkait dengan kinerja, sasaran dan strategi Bank dan sekaligus berguna untuk menarik, mempertahankan dan memotivasi Komisaris, Direksi dan Pejabat Eksekutif yang berkualitas. Memberikan rekomendasi kepada Dewan Komisaris mengenai kebijaksanaan remunerasi bank. Melakukan identifikasi dan mereview calon yang masuk nominasi Komisaris atau anggota Komite Dewan Komisaris dan Direksi guna rekomendasi kepada Dewan Komisaris dalam hal pengangkatan, pengangkatan kembali dan penggantian Komisaris dan Direksi. Duties and Responsibilities The Remuneration and Nomination Committee has provided recommendation and conducted review on human resource management policies for recommendation to the Board of Commissioners: To conduct review on policies for managing remuneration for the Board of Commissioners and the Board of Directors. To evaluate recommendation to ensure that the remuneration package appropriately consists of evaluation criteria related to the Bank s performance, targets and strategies and simultaneously effective to attract, retain and motivate highly-qualified Commissioners, Directors and Executive Officers. To provide recommendations on the Bank s remuneration policies to the Board of Commissioners. To select and review nominees for position of Commissioner or members of the BOC and BOD Committees, for recommendation to the Board of Commissioners in the event of appointment, reappointment and replacement of the Bank s Commissioners or Directors. Frekuensi Rapat Komite Selama tahun 2009, Komite Remunerasi dan Nominasi menyelenggarakan 4 (empat) kali pertemuan dengan daftar hadir anggota adalah sebagai berikut: Frequency of the Committee Meeting In 2009, the Remuneration and Nomination Committee has held a total of 4 (four) meetings, with details of attendance as described below: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Roy Athanas Karaoglan Komisaris Independen Independent Commissioner 4 2. Pramukti Surjaudaja Presiden Komisaris Chairman 4 3. Peter Eko Sutioso Wakil Presiden Komisaris (Komisaris Independen) 4 Deputy Chairman (Independent Commissioner) 4. David Philbrick Conner Komisaris Commissioner 4 5. Purnomo S. Nurhalim Pihak Independen Independent Party 4 49 OCBC NISP 2009 Annual Report

14 OCBC NISP in Brief From Management Good Corporate Governance Report Komite Pemantau Risiko Risk Monitoring Committee Struktur, Keanggotaan, Keahlian dan Independensi Komite Pemantau Risiko Bank OCBC NISP diketuai oleh Komisaris Independen dan dibantu oleh 5 (lima) anggota yang terdiri atas Komisaris, Komisaris Independen, Pihak Independen yang memiliki keahlian di bidang keuangan dan Pihak Independen yang memiliki keahlian di bidang manajemen risiko. Structure, Members, Expertise and Independence The Risk Monitoring Committee of Bank OCBC NISP is headed by an Independent Commissioner, who is assisted by 5 (five) other members, consisting of a Commissioner, an Independent Commissioner, an Independent Party with expertise in finance and an Independent Party with expertise in risk management. Susunan Komite Pemantau Risiko Bank OCBC NISP adalah sebagai berikut: Ketua : Peter Eko Sutioso (Komisaris Independen) Anggota : Pramukti Surjaudaja (Presiden Komisaris) David Philbrick Conner (Komisaris) Roy Athanas Karaoglan (Komisaris Independen) Mariawati Halim (Pihak Independen) Alfredo R. Villanueva (Pihak Independen) The composition of the Risk Monitoring Committee of Bank OCBC NISP is as follows: Chairman : Peter Eko Sutioso (Independent Commissioner) Members : Pramukti Surjaudaja (Chairman) David Philbrick Conner (Commissioner) Roy Athanas Karaoglan (Independent Commissioner) Mariawati Halim (Independent Party) Alfredo R. Villanueva (Independent Party) Tugas dan Tanggung Jawab Komite Pemantau risiko Bank OCBC NISP menjalankan tugasnya berdasarkan Piagam Komite Pemantau Risiko yang juga mengatur fungsi Komite ini. Komite Pemantau Risiko bertanggung jawab kepada Dewan Komisaris dan bertugas melakukan evaluasi serta memastikan keselarasan antara Kebijakan manajemen risiko dan penerapannya. Komite ini juga memantau tugas dan fungsi Komite Manajemen Risiko dan memberikan rekomendasi kepada Dewan Komisaris, termasuk: Penetapan filosofi manajemen risiko secara keseluruhan. Panduan dan kebijakan manajemen risiko. Kebijakan penting dalam rangka manajemen risiko yang efektif. Tindakan yang diperlukan dalam rangka manajemen risiko yang prudent. Kebijakan pengungkapan risiko. Pelaksanaan tugas Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko. Duties and Responsibilities The Risk Monitoring Committee of Bank OCBC NISP performs its duties based on the Charter of the Risk Monitoring Committee that also stipulates the functions of the Committee. The Risk Monitoring Committee is responsible to the BOC and has duties to perform evaluation and ensuring alignment of risk management policies to the implementation. The Committee also monitors the duties and functions of BOD s Risk Management Committee and provides recommendations to the BOC, including: Formulation of the overall risk management philosophy. Risk management guidelines and policies. Key policies for effective risk management. Necessary measures for prudent risk management. Risk identification policies. Performance of duties by the Risk Management Committee and Risk Management Division/Working Unit. Frekuensi Rapat Komite Rapat Komite telah diselenggarakan sesuai dengan kebutuhan Bank OCBC NISP. Selama tahun 2009, Komite Pemantau Risiko menyelenggarakan 4 (empat) kali pertemuan. Kehadiran pada rapat Komite Pemantau Risiko adalah sebagai berikut: Frequency of Committee Meeting A Committee Meeting is held as deemed necessary by Bank OCBC NISP. Throughout 2009, the Risk Monitoring Committee has held a total of 4 (four) meetings. Attendance at the Risk Monitoring Committee meetings is as described below: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Peter Eko Sutioso Wakil Presiden Komisaris (Komisaris Independen) 4 Deputy Chairman (Independent Commissioner) 2. Pramukti Surjaudaja Presiden Komisaris Chairman 4 3. David Philbrick Conner Komisaris Commissioner 3 4. Roy Athanas Karaoglan Komisaris Independen Independent Commissioner 3 5. Mariawati Halim Pihak Independen Independent Party 2 6. Alfredo R. Villanueva Pihak Independen Independent Party 4 50 OCBC NISP Laporan Tahunan 2009

15 Operational Review Financial Review Corporate Data Komite-komite yang Bertanggung Jawab kepada Direksi Dalam menjalankan tugasnya, Direksi dibantu oleh Komite Eksekutif, antara lain Komite Manajemen Risiko, Komite Brand, Komite Kebijakan Perkreditan, Komite Pengarah Teknologi Informasi, Komite Harga dan Komite Network. Committees under the Board of Directors In the execution of its duties, the BOD are supported by Executive Committees, including Risk Management Committee, Brand Committee, Credit Policy Committee, Information Technology Steering Committee, Price Committee and Network Committee. Komite Manajemen Risiko Risk Management Committee Pesatnya perkembangan usaha yang diikuti oleh meningkatnya kompleksitas transaksi operasional akan berdampak pula pada tingkat risiko beragam serta membesarnya organisasi perusahaan, sehingga untuk mengantisipasi setiap perubahan sebagai akibat dari perkembangan usaha maupun adanya perubahan kondisi eksternal dibentuklah Komite Manajemen Risiko. The fast pace of business development followed by increased complexity of operational transactions will correspondingly drive the level of risks faced as well as expansion of the organization. Consequently, the Risk Management Committee is formed in order to anticipate the impacts resulting from business expansion as well as changes in the external conditions. Susunan Komite Manajemen Risiko pada akhir tahun 2009 adalah sebagai berikut: Ketua : Presiden Direktur Anggota : - Direksi - Commercial Credit Risk Division Head - Operation Risk Division Head - Market Risk Division Head - Consumer Credit Risk Division Head - Narasumber terkait The composition of the Risk Management Committee at the end of 2009 is as follows: Chairman : President Director Members : - The Board of Directors - Commercial Credit Risk Division Head - Operation Risk Division Head - Market Risk Division Head - Consumer Credit Risk Division Head - Expert Resources Tugas dan Tanggung Jawab Wewenang & tanggung jawab Komite Manajemen Risiko meliputi: - Menyusun Kebijakan Manajemen Risiko serta perubahannya, termasuk strategi manajemen risiko dan perencanaan keadaan darurat untuk mengantisipasi setiap perubahan sebagai akibat dari perkembangan usaha maupun adanya perubahan kondisi eksternal. - Memperbaiki atau menyempurnakan penerapan Manajemen Risiko yang dilakukan, baik secara berkala maupun bersifat insidentil sebagai akibat dari suatu perubahan kondisi eksternal dan internal Bank yang mempengaruhi kecukupan permodalan dan profil risiko Bank dan hasil evaluasi terhadap efektivitas penerapan tersebut. - Memberikan penetapan (justification) atas hal-hal yang terkait dengan keputusan-keputusan bisnis yang menyimpang dari prosedur normal (irregularities), atau pengambilan posisi/eksposur risiko yang melampaui limit yang telah ditetapkan. - Rapat Komite Manajemen Risiko dilaksanakan minimal 1 (satu) kali setiap 2 (dua) bulan. Duties and Responsibilities The Risk Management Committee is authorized and responsible for, among others: - Formulating Risk Management Policies and corresponding revisions, including risk management strategies and contingency planning in order to anticipate every change that takes place as a result of business expansion as well as changes in the external conditions. - To improve or enhance implementation of Risk Management, both on a regular and case-by-case basis, that arises from changes in the external and internal conditions of the Bank and affects the Bank s capital adequacy and risk profile and results of evaluation on the effectiveness of such implementation. - To provide justification on issues related to business decisions that are irregularities or taking position/risk exposure which exceeds the established limits. - Meeting of the Risk Management Committee is held at least once in every 2 (two) months. 51 OCBC NISP 2009 Annual Report

16 OCBC NISP in Brief From Management Good Corporate Governance Report Frekuensi Rapat Komite Selama tahun 2009, Komite Manajemen Risiko telah menyelenggarakan 5 pertemuan dengan daftar hadir anggota sebagai berikut: Frequency of Committee Meeting In 2009, the Risk Management Committee has held a total of 5 meetings with details of attendance as follows: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Parwati Surjaudaja Presiden Direktur President Director & CEO 5 2. Na Wu Beng Wakil Presiden Direktur Deputy President Director 5 3. Hardi Juganda Direktur Director 5 4. Rudy N. Hamdani Direktur Director 5 5. Louis (Luianto) Sudarmana Direktur Director 5 6. Yogadharma Ratnapalasari Direktur Director 5 7. Rama P. Kusumaputra Direktur Director 5 8. Alan Jenviphakul* Direktur Director 4 9. Joseph Chan Internal Audit Division Head Andre S. Sudjono Commercial Credit Risk Division Head Sandra Sahelangi Consumer Credit Risk Division Head Linda Adam Asset Recovery Management Division Head Budi Gunawan Asset Liability Risk Management Division Head Antonius Sukriswanto** Operation Risk Division Head 4 Efektif menjabat terhitung tanggal 15 April 2009 ** Efektif mengundurkan diri pada tanggal 7 September 2009 * The appointment was effective on April 15, 2009 ** The resignation was effective on September 7, 2009 Hasil rapat/rekomendasi Komite Manajemen Risiko adalah sebagai berikut: - Menentukan arahan risiko yang strategis. - Menetapkan berbagai kebijakan penting. - Melaksanakan pengkinian dan monitoring terhadap permasalahan risiko yang signifikan. Meeting resolutions/recommendations of the Risk Management Committee are as follows: - Determining strategic risk direction. - Deciding major policies. - Completing process for updating and monitoring major risk issues. Komite Brand Brand Committee Untuk pembentukan dan pemeliharaan sedemikian rupa Company brand sehingga dapat mendukung upaya-upaya pengembangan perusahaan secara optimal, maka dibentuklah Komite Brand di Bank OCBC NISP. In order to establish and protect/sustain the Company brand that would optimally support all efforts for business expansion, Bank OCBC NISP established the Brand Committee. Susunan Komite Brand pada akhir tahun 2009 adalah sebagai berikut: Ketua : Presiden Direktur Anggota : Wakil Presiden Direktur Direktur Corporate Communication Direktur bidang terkait Corporate Communication Division Head Narasumber terkait The composition of the Brand Committee at the end of 2009 is as follows: Chairman : President Director Members : Deputy President Director Corporate Communication Director Related Business Director Corporate Communication Division Head Expert Resources 52 OCBC NISP Laporan Tahunan 2009

17 Operational Review Financial Review Corporate Data Tugas dan Tanggung Jawab Tugas Komite Brand Bank OCBC NISP adalah sebagai berikut: - Memastikan terjaganya dan ditingkatkannya brand value. - Menentukan strategi brand Bank OCBC NISP. - Mengawasi tercapainya brand awareness yang diharapkan. - Menentukan kebijakan dan mengawasi tercapainya Company brand yang baik dalam semua kegiatan yang dilaksanakan Bank atau melibatkan Bank. - Menentukan kebijakan CSR hingga program strategisnya. - Menentukan alokasi biaya promosi dan review efektivitas program promosi. Duties and Responsibilities The duties of the Brand Committee of Bank OCBC NISP is as follows: - To ensure the protection and improvement of the brand value. - To determine the strategies for the Bank OCBC NISP brand. - To monitor that the expected brand awareness level is achieved. - To determine policies and monitor that a favorable Company brand is achieved in all activities carried out by the Bank or involving the Bank. - To determine the Bank s CSR policies and its strategic programs. - To determine the allocation of promotional expenses and to review the effectiveness of the promotional programs. Frekuensi Rapat Komite Rapat Komite Brand dilaksanakan minimal 1 kali setiap 2 bulan. Selama tahun 2009 menyelenggarakan rapat 9 kali, dengan daftar hadir anggota sebagai berikut: Frequency of Committee Meeting Meeting of the Brand Committee is held at least once in every 2 months. In 2009, there was held a total of 9 meetings, with details of attendance as follows: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Parwati Surjaudaja Presiden Direktur President Director 9 2. Na Wu Beng Wakil Presiden Direktur Deputy President Director 7 3. Rama P. Kusumaputra Direktur Director 9 4. Lanny Goenawi Corporate Communication Division Head 9 Hasil rapat/rekomendasi Komite Brand adalah sebagai berikut: Menentukan strategi brand Bank OCBC NISP. Mengawasi tercapainya brand awareness yg diharapkan. Menentukan kebijakan dan mengawasi tercapainya Company brand yang baik dalam semua kegiatan yang dilaksanakan bank atau melibatkan Bank. Menentukan kebijakan Corporate Identity. Meeting resolutions/recommendations of the Brand Committee are as follows: Determining the strategies for Bank OCBC NISP s brand Overseeing achievement of the expected level of brand awareness. Determining policies and overseeing favorable promotion of the corporate brand in all activities undertaken or involving the Bank. Determining policies on Corporate Identity. Komite Kebijakan Perkreditan Credit Policy Committee Fungsi Komite Kebijakan Perkreditan (KKP) antara lain bertugas memberikan masukan kepada Direksi untuk penyusunan Kebijakan Perkreditan Bank (KPB) dan memastikan pelaksanaannya secara konsekuen dan konsisten. Disamping itu KKP juga bertugas melakukan pemantauan dan evaluasi terhadap kualitas portofolio perkreditan, kebenaran kewenangan memutus kredit, kualitas pemberian kredit, ketaatan terhadap ketentuan dan perundangan khususnya di bidang perkreditan dan lain-lain. The role of the Credit Policy Committee (CPC) is to provide advice to the Board of Directors on the Bank s Credit Policy and to ensure its consistent implementation. Further, the Committee is also tasked to monitor and evaluate the loan portfolio quality, as well as assess the adequacy of authority on credit approval, quality of credit provided, compliance to rules and regulations, in particular lending provisions. 53 OCBC NISP 2009 Annual Report

18 OCBC NISP in Brief From Management Good Corporate Governance Report Susunan Komite Kebijakan Perkreditan pada akhir tahun 2009 adalah sebagai berikut: Ketua : Presiden Direktur Anggota : Direktur Corporate Banking Direktur Commercial Banking Direktur Consumer Banking Direktur Operation dan IT Commercial Credit Risk Division Head Consumer Credit Risk Division Head Internal Audit Division Head Credit Operation Division Head Narasumber terkait The composition of the Credit Policy Committee at the end of 2009 is as listed below: Chairman : President Director Members : Corporate Banking Director Commercial Banking Director Consumer Banking Director Operation and IT Director Commercial Credit Risk Division Head Consumer Credit Risk Division Head Internal Audit Division Head Credit Operation Division Head Expert Resources Tugas dan Tanggung Jawab Lingkup Tugas KKP adalah sebagai berikut: - Memberikan masukan kepada Direksi dalam rangka penyusunan Kebijakan Perkreditan Bank (KPB) terutama yang berkaitan dengan perumusan prinsip kehati-hatian dalam perkreditan sebagaimana yang ditetapkan Bank Indonesia. - Mengawasi agar KPB dapat diterapkan dan dilaksanakan secara konsekuen dan konsisten di lingkungan Bank OCBC NISP. - Merumuskan pemecahan dan solusi apabila terdapat hambatan atau kendala dalam penerapan KPB. - Melakukan kajian berkala terhadap KPB dan memberikan saran atau masukan kepada Direksi apabila diperlukan perubahan/perbaikan KPB, minimal satu kali dalam setahun. - Memantau dan mengevaluasi: a. Perkembangan dan kualitas portofolio perkreditan secara keseluruhan; b. Kebenaran pelaksanaan kewenangan memutuskan kredit; c. Kebenaran proses pemberian, perkembangan dan kualitas kredit yang diberikan kepada pihak yang terkait dengan bank dan debitur-debitur besar tertentu; d. Kebenaran pelaksanaan ketentuan BMPK; e. Ketaatan terhadap ketentuan perundang-undangan dan peraturan lainnya yang berlaku dalam pelaksanaan pemberian kredit; f. Penyelesaian/restrukturisasi kredit bermasalah sesuai dengan yang ditetapkan Bank Indonesia; g. Upaya Bank dalam memenuhi kecukupan jumlah penyisihan penghapusan kredit sesuai dengan ketentuan yang berlaku. Duties and Responsibilities The scope of duties of the Committee are as follows: - To provide advice to the Board of Directors on the Bank s Credit Policy, particularly with respect to formulating prudent lending practices as provided by Bank Indonesia. - To oversee that the Bank s Credit Policy can be applied and implemented consistently within Bank OCBC NISP. - To seek solutions in the case of difficulties or constraints in implementing the Bank s Credit Policy. - To perform regular reviews of the Bank s Credit Policy as well as to provide advice or inputs to the Board of Directors on its amendment/enhancement, as required or at least once in a year. - Monitoring and evaluating: a. The overall development and quality of the loan portfolio; b. Consistency of the implementation of authority for credit approval; c. Appropriateness of the process for giving credit, development and quality of credit given to related parties and large exposure; d. Consistency of Legal Lending Limit implementation; e. Compliance of the Bank s lending process to prevailing rules and regulations; f. Settlement/Restructuring of non-performing loans in accordance to the guidelines provided by Bank Indonesia; g. Measures taken by the Bank in fulfilling the prescribed amount of provision for loan losses based on applicable regulations. Frekuensi Rapat Komite Rapat KKP dilaksanakan minimal 1 (satu) kali setiap 2 (dua) bulan. Selama tahun 2009 menyelenggarakan rapat 4 kali, dengan daftar hadir anggota adalah sebagai berikut: Frequency of Committee Meeting Meeting of the Committee is held at least once in every 2 (two) months. In 2009, there was held a total of 4 meetings, with details of attendance as follows: 54 OCBC NISP Laporan Tahunan 2009

19 Operational Review Financial Review Corporate Data No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Parwati Surjaudaja Presiden Direktur President Director 4 2. Na Wu Beng Wakil Presiden Direktur Deputy President Director 4 3. Hardi Juganda Direktur Director 4 4. Rudy N. Hamdani Direktur Director 4 5. Louis (Luianto) Sudarmana Direktur Director 3 6. Yogadharma Ratnapalasari Direktur Director 4 7. Rama P. Kusumaputra Direktur Director 4 8. Alan Jenviphakul* Direktur Director 1 9. Andre S. Sudjono Commercial Credit Risk Division Head Sandra Sahelangi Consumer Credit Risk Division Head Linda Adam Asset Recovery Management Division Head Joseph Chan Internal Audit Division Head Budijanto Surjadi Credit Operation Division Head Andrae Krishnawan Senior Corporate Executive Setiawati Samahita** Senior Corporate Executive Jap Chin Ping Corporate Banking Relationship Division Sani Effendy Corporate Banking Division Head 3 Efektif menjabat terhitung tanggal 15 April 2009 Efektif mengundurkan diri pada tanggal 6 November 2009 * The appointment was effective on April 15, 2009 ** The resignation was effective on November 6, 2009 Hasil rapat/rekomendasi Komite Kebijakan Perkreditan: Menetapkan kebijakan perkreditan yang strategis serta strategi dan pemantauannya. Meeting resolutions/recommendations of the Credit Policy Committee: Decide on strategic credit policies and strategies plus monitoring. Komite Pengarah Teknologi Informasi (TI) Information Technology Steering Committee Komite Pengarah Teknologi Informasi berwenang memutuskan dan memantau rencana strategis TI termasuk memantau arah perkembangan TI sesuai dengan rencana strategis TI dan Rencana Bisnis Bank. The Information Technology Steering Committee is authorized to determine and monitor the Bank s IT strategic plan, including monitoring the direction of IT development in line with the Bank s IT strategic plan and Business Plan. Susunan Komite Pengarah Teknologi Informasi pada akhir 2009 adalah sebagai berikut: Ketua : Parwati Surjaudaja Anggota : Na Wu Beng Yogadharma Ratnapalasari Filipus H. Suwarno Direktur Bidang terkait Narasumber terkait The composition of the Information Technology Steering Committee at the end of 2009 is as follows: Chairwoman : Parwati Surjaudaja Members : Na Wu Beng Yogadharma Ratnapalasari Filipus H. Suwarno Related Business Directors Expert Resources Tugas dan Tanggung Jawab Komite Pengarah Teknologi berwenang memutuskan dan memantau: - Rencana strategis Teknologi Informasi (Information Technology Strategic Plan). - Proyek-proyek Teknologi Informasi yang sejalan dengan Rencana Strategis Teknologi Informasi dan Rencana Bisnis Bank. Duties and Responsibilities The Technology Streering Committee is authorized to determine and monitor: - Information Technology Strategic Plan. - Information Technology projects which are in line with the Bank s Information Technology Strategic Plan and Business Plan. 55 OCBC NISP 2009 Annual Report

20 OCBC NISP in Brief From Management Good Corporate Governance Report - Kesesuaian antara pelaksanaan proyek-proyek Teknologi Informasi dengan rencana proyek yang disepakati (project charter). - Efektivitas langkah-langkah meminimalkan risiko atas investasi Bank pada sektor Teknologi Informasi agar investasi tersebut memberikan kontribusi terhadap tercapainya tujuan bisnis Bank. - Kinerja Teknologi Informasi dan upaya peningkatannya. - Upaya penyelesaian berbagai masalah terkait Teknologi Informasi, yang tidak dapat diselesaikan oleh satuan kerja pengguna dan penyelenggara, secara efektif, efisien dan tepat waktu. - Menjalankan tugas-tugas dan memiliki kewenangan lainnya sesuai dengan Peraturan Bank Indonesia dan kebutuhan Bank yang terkait dengan Teknologi Informasi. - Consistency between the implementation of Information Technology projects to the project charter. - Effectiveness of measures to limit risk of the Bank s investment in Information Technology such that the said investment provides contribution towards attaining the Bank s business objectives. - Performance of Information Technology and measures for improvement. - Efforts to follow up on issues related to Information Technology, which may not be resolved by the working unit of the user effectively, efficiently and timely. - Performing duties and having authority on areas as provided by Bank Indonesia Regulations and based upon the Bank s requirements related to Information Technology. Frekuensi Rapat Komite Selama tahun 2009, Komite Pengarah Teknologi telah mengadakan rapat 7 kali, dengan daftar hadir anggota sebagai berikut: Frequency of the Committee Meetings In 2009, the Information Technology Steering Committee has held a total of 7 meetings, with details of attendance as follows: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1 Parwati Surjaudaja Presiden Direktur President Director 7 2 Na Wu Beng Wakil Presiden Direktur Deputy President Director 6 3 Yogadharma Ratnapalasari Direktur Director 7 4 Filipus H. Suwarno IT Division Head 7 Hasil rapat/rekomendasi Komite Pengarah Teknologi Informasi memastikan: - Investasi proyek IT yang akan dijalankan memberikan hasil optimal. - Proyek Teknologi Informasi yang disetujui sesuai dengan Rencana Strategis Teknologi Informasi. - Teknologi Informasi yang dikembangkan sesuai dengan kebutuhan MIS. Meeting resolutions/recommendations of the Information Technology Steering Committee ensure that: - IT investment undertaken has provided optimal results. - IT projects that have been approved are consistent with the IT Strategic Plan. - Information Technology development is in line with MIS requirements. Komite Network Network Committee Komite Network menyusun kebijakan agar tercapai tujuan optimalisasi jaringan, termasuk di dalamnya menentukan kewenangan dan struktur organisasi di regional, memberi persetujuan atas lokasi untuk kantor dan ATM baru, dan mengevaluasi jaringan yang telah ada untuk menentukan langkah-langkah yang diperlukan untuk memastikan optimalnya jaringan kantor dan ATM yang ada. The Network Committee formulates policies that would achieve an optimal network, including determining authority and organizational structure at the regional level, giving approval on sites for new branches and ATM; and evaluating the existing network to determine necessary measures in order to ensure that the existing branch and ATM network is optimal. Susunan anggota Komite Network Bank OCBC NISP adalah sebagai berikut: Ketua : Parwati Surjaudaja Anggota : Hardi Juganda Yogadharma Ratnapalasari Rama P. Kusumaputra Rudy N. Hamdani The composition of the Network Committee of Bank OCBC NISP is as follows: Chairwoman : Parwati Surjaudaja Members : Hardi Juganda Yogadharma Ratnapalasari Rama P. Kusumaputra Rudy N. Hamdani 56 OCBC NISP Laporan Tahunan 2009

21 Operational Review Financial Review Corporate Data Tugas dan Tanggung Jawab Wewenang Komite Network Bank OCBC NISP adalah sebagai berikut: - Memutuskan investasi atas jaringan yang bersifat strategis sesuai dengan authority grid. - Memastikan optimalisasi distribusi jaringan cabang. - Sesuai dengan Rencana Bisnis yang telah disetujui, memberi persetujuan atas lokasi untuk kantor dan ATM baru. - Menyusun kebijakan jaringan distribusi agar tercapai tujuan optimalisasi jaringan, termasuk di dalamnya menentukan kewenangan batas pembagian wilayah dan struktur organisasi di jaringan. Duties and Responsibilities The Network Committee of Bank OCBC NISP is authorized to: - Decide on strategic investment on network in line with the authority grid. - Ensure optimalization of the branch network distribution. - Based on the approved Business Plan, grant approval on sites for new branches and ATM. - Formulate policies on distribution network in order to achieve an optimal network, including determining authority for establishing area coverage and organizational structure within the network. Frekuensi Rapat Komite Rapat Komite Network dilaksanakan minimal 1 (satu) kali setiap 2 (dua) bulan. Selama tahun 2009 menyelenggarakan rapat 9 kali, dengan daftar hadir anggota sebagai berikut: Frequency of Committee Meeting Meeting of the Network Committee is held at least once in every 2 (two) months. In 2009, the Committee held meetings as much as 9 times, with details of attendance as follows: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Parwati Surjaudaja Presiden Direktur President Director 9 2. Hardi Juganda Direktur Director 7 3. Yogadharma Ratnapalasari Direktur Director 9 4. Rama P. Kusumaputra Direktur Director 8 5. Rudy N. Hamdani Direktur Director 9 6. Jozef Munaba Franchise & Branch Channel Management Division Head 8 Hasil rapat/rekomendasi Komite Network: Menetapkan investasi jaringan yang signifikan dan strategis. Memastikan bahwa distribusi jaringan cabang telah berjalan optimal. Meeting resolutions/recommendations of the Network Committee: Deciding on strategic and major network investments. Ensuring optimal branch distribution network. Komite Harga Price Committee Komite Harga melakukan evaluasi untuk menetapkan harga yang wajar atas pembelian barang dan/atau jasa oleh Unit Kerja di Kantor Pusat. The Price Committee performs evaluation to establish fair pricing on procurement of goods and/or services by the Working Units at the Head Office. Susunan anggota Komite Harga Bank OCBC NISP adalah sebagai berikut: Ketua : Hartati Anggota : Astiah Nurlaili Budijanto Suryadi Chandra Budiana Monalisa Williams Julina Suciadi The composition of the Price Committee of Bank OCBC NISP is as follows: Chairwoman : Hartati Members : Astiah Nurlaili Budijanto Suryadi Chandra Budiana Monalisa Williams Julina Suciadi 57 OCBC NISP 2009 Annual Report

22 OCBC NISP in Brief From Management Good Corporate Governance Report Tugas dan Tanggung Jawab Lingkup tugas dan kewenangan Komite Harga Bank OCBC NISP adalah sebagai berikut: - Memastikan kewajaran harga atas pembelian barang dan/ atau jasa oleh Unit Kerja di Kantor Pusat. - Menerima laporan sampling test terhadap: Mutu pekerjaan kontraktor di lapangan Kualitas produksi barang-barang yang dibeli dan dikendalikan Unit Kerja tertentu pada Bank OCBC NISP - Jika diperlukan, melakukan penelitian/negosiasi harga untuk menetapkan harga yang wajar atas pembelian barang dan/atau jasa, dengan tetap memperhatikan faktorfaktor lain yang mempengaruhi kondisi barang dan/atau jasa yang dibeli, seperti: kualitas, service, garansi, potongan harga, ketepatan waktu pengiriman, dan lain-lain. - Mempertimbangkan dan menentukan harga serta supplier dan/atau vendor atas pengadaan barang dan/atau jasa yang diajukan. - Penentuan harga serta supplier dan/atau vendor yang dipilih. Duties and Responsibilities The scope of duties and authority of the Price Committee of Bank OCBC NISP are as follows: - To ensure fair pricing on procurement of goods and/or services by the Working Units at the Head Office - To receive sampling test report on: The quality of work performed by field contractors The quality of produced goods to be procured and handled by the Working Units at Bank OCBC NISP - If necessary, to review/negotiate price to determine fair pricing on procurement of goods and/or services, with due consideration to other factors that affect the conditions of the goods and/or services purchased, such as: quality, service, warranty, discount, on-time delivery, and so on. - To assess and determine price as well as supplier and/ or vendor for proposed Procurement of Goods and/or Services. - To determine price as well as supplier and/or vendor selected Frekuensi Rapat Komite Selama tahun 2009 menyelenggarakan rapat 4 kali, dengan daftar hadir anggota adalah sebagai berikut: Frequency of Committee Meeting In 2009, the Price Committee has held a total of 4 meetings, with details of attendance as follows: No Nama Jabatan Daftar Hadir Rapat Name Position Attendance of Meeting 1. Hartati Financial & Planning Division Head 4 2. Astiah Nurlaili Staff of BOD - General Affairs Division 3 3. Budijanto Suryadi Credit Operation Division Head 3 4. Chandra Budiana Central Operation Division Head 4 5. Monalisa Williams Finance and Tax Control Head 4 6. Julina Suciadi Finance Control Unit Head 4 Hasil rapat/rekomendasi Komite Harga: Membahas Surat Keputusan Komite Harga yang baru disahkan dalam rangka osialisasi/pemahaman perubahan ketentuan yang berlaku. Memberikan informasi dan memperbaharui status rekomendasi yang masuk. Memberi informasi terkait rekomendasi yang telah diputuskan dan penghematan biaya yang dihasilkan. Memberikan informasi terkait rencana negosiasi dengan vendor pengadaan barang/jasa. Membahas rencana pembuatan Service Level Agreement (SLA) Komite Harga. Meeting resolutions/recommendations of the Price Committee: Discussing newly approved Price Committee Directive for purposes of socialization/understanding of changes in application. Providing information and updated status for submitted recommendations. Providing information on approved recommendations and the resulting cost savings. Providing information on plans for negotiation with vendor of goods/services to be procured. Discussing plans for preparation of Service Level Agreement SLA of the Price Committee. Penerapan Fungsi Kepatuhan Dalam rangka koordinasi dan pengelolaan risiko kepatuhan yang baik maka Bank OCBC NISP dengan persetujuan BI telah menunjuk seorang anggota Direksi sebagai Direktur Compliance Implementation To coordinate and manage compliance risk, Bank OCBC NISP, following BI approval, has appointed a member of the Board of Directors as Compliance Director, who is tasked to 58 OCBC NISP Laporan Tahunan 2009

23 Operational Review Financial Review Corporate Data Kepatuhan yang memastikan kepatuhan Bank OCBC NISP terhadap ketentuan BI dan peraturan perundang-undangan lainnya yang berlaku. Saat ini Direktur Kepatuhan dijabat oleh Rama P. Kusumaputra. enforce compliance by Bank OCBC NISP to BI rules and other prevailing regulations. Presently, Rama P. Kusumaputra serves as Compliance Director. Mengacu pada Peraturan Bank Indonesia No. 1/6/PBI/1999 tanggal 20 September 1999 tentang Penugasan Direktur Kepatuhan dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank Umum, Direktur Kepatuhan memiliki kedudukan yang independen dalam tugasnya untuk memantau dan memastikan pelaksanaan prinsip kehati-hatian dalam pengelolaan Bank demi terciptanya sistem perbankan yang sehat. Pursuant to Bank Indonesia Regulation No. 1/6/PBI/1999 dated September 20, 1999 regarding Appointment of Compliance Director and Implementation of the Standard Application of Internal Audit in Commercial Banks, the Compliance Director has an independent standing to carry out his duties to monitor and ensure application of the prudent principle in managing the Bank in order to build a sound banking system. Untuk membantu pelaksanaan fungsi Direktur Kepatuhan agar dapat berjalan efektif, Bank telah membentuk Divisi Compliance sebagai satuan kerja kepatuhan yang independen terhadap satuan kerja operasional. To support the Compliance Director in functioning effectively, the Bank established the Compliance Division as an independent compliance working unit to the operational working unit. Divisi Compliance memiliki visi dan misi yang ditetapkan untuk dapat mengelola risiko kepatuhan secara efektif dan membantu pelaksanaan tugas dan tanggung jawab Direktur Kepatuhan, antara lain sebagai berikut. The Compliance Division has vision and mission to manage compliance risk effectively and assist in the performance of duties and responsibilities of the Compliance Director, as set forth below. Visi: Menjadi mitra yang profesional dan dapat diandalkan yang memiliki hubungan erat dengan seluruh lini organisasi dalam memastikan kepatuhan Bank OCBC NISP terhadap setiap ketentuan, peraturan perundangan dan komitmen yang ada. Vision: To be a professional and reliable partner with a close relationship across all line of the organization to enforce compliance by Bank OCBC NISP with all existing rules, regulations and commitments. Misi: 1. Menjadi penyedia informasi terkini mengenai Peraturan Bank Indonesia (PBI) dan ketentuan/peraturan perundangan lainnya dalam rangka pelaksanaan prinsip kehati-hatian. 2. Memastikan setiap rencana dan kegiatan Bank yang bersifat strategis sesuai dengan PBI dan ketentuan/ peraturan perundangan. 3. Memastikan bahwa Bank telah memenuhi komitmen yang telah dibuat kepada Bank Indonesia dan Regulator lainnya. 4. Menjadi liaison dalam meningkatkan hubungan kerja antara pihak internal Bank dengan Pihak Bank Indonesia, Dewan Syariah dan Instansi terkait. 5. Memastikan kegiatan Bank sesuai dengan Prinsip Mengenal Nasabah dan Prinsip Good Corporate Governance (GCG). Mission: 1. To become the provider of up-to-date information on Bank Indonesia Regulations (PBI) and other rules/regulations to facilitate implementation of the prudential principle. 2. To ensure that each of the Bank s strategic activity and plan is in line with PBI and other rules/regulations. 3. To ensure that the Bank has delivered on its commitments to Bank Indonesia and other Regulators. 4. To serve as liaison in improving the working relationship between internal parties of the Bank with Bank Indonesia, the Sharia Board and related government offices. 5. To ensure that the Bank s activities conform to the Know- Your-Customer and Good Corporate Governance (GCG) principles. Dan untuk lebih meningkatkan pengendalian kepatuhan di Bank OCBC NISP, telah dibentuk pula Compliance Representative Officer (CRO), yang merupakan petugas dari bisnis unit/fungsional unit yang ditunjuk sebagai perwakilan dari Divisi Compliance dalam membantu kepatuhan di unit bisnis/ unit fungsional/ kantor cabang yang bersangkutan. Dalam pelaksanaan tugasnya tersebut, CRO diangkat dan diberikan wewenang oleh Direktur Compliance untuk To further improve control of compliance at Bank OCBC NISP, there is assigned a Compliance Representative Officer (CRO), who is a personnel from the business/functional unit appointed as a representative of the Compliance Division to assist in ensuring compliance by the said business or functional unit or branch in accordance to the prevailing provisions. In performing its duties, the CRO is appointed and granted authority by the 59 OCBC NISP 2009 Annual Report

24 OCBC NISP in Brief From Management Good Corporate Governance Report melakukan pemantauan pelaksanaan kepatuhan di unit/ divisinya sesuai dengan lingkup kerjanya. Compliance Director to conduct monitoring on the level of compliance in the corresponding unit/division. Sepanjang tahun 2009, koordinasi dan pengelolaan risiko kepatuhan dan prinsip Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) yang telah dilakukan oleh Direktur Kepatuhan dan didukung oleh unit kerja Compliance Division adalah sebagai berikut: 1. Menerbitkan Kebijakan Kepatuhan sebagai Pedoman dan Tata Kerja Kepatuhan yang lebih komprehensif. 2. Melakukan identifikasi dan analisis terhadap produk dan kegiatan baru agar sesuai dengan peraturan yang berlaku. 3. Melakukan review terhadap berbagai kebijakan dan prosedur internal agar sesuai dengan peraturan eksternal yang berlaku. 4. Melakukan sosialisasi terhadap pejabat dan petugas dari unit kerja terkait mengenai adanya peraturan baru yang berlaku. 5. Melakukan pemantauan terhadap terlaksananya prinsip kehati-hatian perbankan, antara lain: Permodalan (CAR) Batas Maksimum Pemberian Kredit (BMPK) Giro Wajib Minimum (GWM) Posisi Devisa Netto (PDN) 6. Membentuk Compliance Representatif Officer, yang merupakan Petugas yang berada dibawah bisnis unit/ fungsional unit yang ditunjuk sebagai perwakilan dari satuan kerja Divisi Compliance dalam memantau kepatuhan di unit bisnis/ unit fungsional/ kantor cabang yang bersangkutan 7. Mengadakan Compliance Representative Officer Workshop dengan tema Building Compliance Culture. 8. Meluncurkan website internal Compliance, untuk lebih meningkatkan Compliance Culture Awareness dan sebagai media informasi terhadap peraturan eksternal dan informasi terkait lainnya yang dapat diakses dengan cepat dan up-to-date oleh setiap karyawan. 9. Melakukan proses penyempurnaan kebijakan APU-PPT maupun kebijakan internal terkait lainnya 10. Melakukan sosialisasi intensif mengenai kepatuhan pelaksanaan peraturan APU-PPT di lingkungan Bank OCBC NISP. 11. Melakukan pelaporan kepada PPATK dalam format Laporan Transaksi Keuangan Tunai (LTKT) dan Laporan Transaksi Keuangan Mencurigakan (LTKM). 12. Mengembangkan sistem monitoring dan kontrol terhadap pelaksanaan aktivitas APU-PPT di level unit baik bisnis maupun fungsional, juga sistem monitoring terhadap aktivitas transaksional dari nasabah diluar profilnya. Throughout 2009, the Compliance Director and the Compliance Division have worked to coordinate and manage compliance risk and Anti Money Laundering and Counter Financing Terrorism (AML-CFT) with the following achievements: 1. Issued the Bank s Compliance Policy as a more comprehensive Compliance Work Procedure and Guideline. 2. Completed identification and analysis on new products and activities to achieve proper alignment to prevailing regulations. 3. Conducted review on various internal procedures and policies in order to be aligned to prevailing external regulations. 4. Carried out socialization programs for executives and officers from relevant working units on enforcement of new regulations. 5. Carried out monitoring on the implementation of the prudential banking principle, including: Capitalization (CAR) Legal Lending Limit (LLL) Statutory Reserves Net Open Position 6. Established Compliance Representative Officer, who is a personnel under the business/functional unit appointed as a representative of the Compliance Division charged to monitor compliance carried out by the said business or functional unit or branch. 7. Held Compliance Representative Officer Workshop with the theme Building Compliance Culture. 8. Launched the internal Compliance website, in order to further enhance the Compliance Culture Awareness and simultaneously as a media used to distribute information on external regulations and other relevant information, which is constantly up-to-date and readily accessible by all employees. 9. Carried out improvement to the Bank s AML - CFT and other relevant internal policies. 10. Conducted intensive socialization on compliance with the implementation of the AML - CFT regulation within Bank OCBC NISP 11. Submitted reports to the INTRAC (Indonesia Financial Reports and Analysis Center) under Cash Transaction Report and Suspicious Transaction Report format. 12. Developed a monitoring and control system for the execution of AML - CFT activities at the business as well as functional levels, and a monitoring system for transactional activities for customers which are outside of their profile. 60 OCBC NISP Laporan Tahunan 2009

25 Operational Review Financial Review Corporate Data Penerapan prinsip Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme Dalam rangka penerapan prinsip Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) secara berkesinambungan, pada tahun 2009 fokus aktivitas dilakukan pada penyempurnaan sistem informasi, penyempurnaan kebijakan internal dan pengembangan program pelatihan kepada unit bisnis dan fungsional. Implementation of the Anti Money Laundering and Counter Financing Terrorism For sustainable implementation of the Anti Money Laundering and Counter Financing Terrorism (AML-CFT), the focus of activities in 2009 was on enhancement of the Bank s information system, improvement in internal policies and development of training programs for both business and functional units. Sistem Informasi Manajemen Mengembangkan sistem monitoring dan kontrol terhadap pelaksanaan aktivitas APU-PPT di level unit baik bisnis maupun fungsional, juga sistem monitoring terhadap aktivitas transaksional dari nasabah diluar profilnya. Management Information System Developing a monitoring and control system for the execution of AML - CFT activities at the business and functional levels, and a monitoring system for transactional activities for customers which are outside of their profile. Kebijakan dan Prosedur Penyempurnaan terhadap kebijakan dan prosedur yang saat ini ada juga terus dilakukan. Penyempurnaan kebijakan dan prosedur tersebut meliputi kebijakan APU-PPT sendiri maupun kebijakan internal terkait lainnya. Secara aktif unit Know Your Customer (KYC) dan Anti Money Laundering (AML) terlibat baik dalam pembuatan kebijakan maupun dalam perevisian kebijakan yang telah ada, serta memberikan rekomendasi bagi perbaikan proses dan pengembangan produk. Policies and Procedures Enhancement of existing policies and procedures is continuously made, covering improvement to the AML CFT policy itself as well as other relevant internal policies. The Know Your Customer (KYC) and Anti Money Laundering (AML) units are actively involved both in formulating policies and revising existing policies, as well as providing recommendations for process improvement and product development. Sumber Daya Manusia (SDM) dan Pelatihan Menyadari bahwa perlunya sosialisasi yang berkesinambungan untuk meningkatkan kepekaan para karyawan terhadap Prinsip Mengenal nasabah (PMN), maka telah dilakukan sosialisasi intensif mengenai kepatuhan pelaksanaan peraturan APU-PPT di lingkungan Bank OCBC NISP. Human Capital (HC) and Training Considering the importance of continuous socialization to increase awareness of employees to Know Your Customer (KYC) policies, Bank OCBC NISP carried out intensive socialization on compliance with the implementation of the AML-CFT regulation by the Bank. Pengembangan program pelatihan untuk materi APU- PPT, seperti melalui program pelatihan Training for Trainer khusus untuk materi APU-PPT. Dengan semakin banyaknya tenaga pengajar, diharapkan modul untuk APU-PPT dapat disosialisasikan lebih luas dilingkungan Bank OCBC NISP sehingga dapat meningkatkan kepekaan para karyawan terhadap penerapan ketentuan APU-PPT dan Undang-Undang Tindak Pidana Pencucian Uang. Development of training program for AML-CFT materials is developed such as through Training for Trainer program specifically for AML-CFT materials. With increasing number of trainers, it is expected that the module for AML-CFT can be socialised more extensively within Bank OCBC NISP in order to intensify awareness of employees to the implementation of AML-CFT regulations and Anti Money Laundering Law. Selama tahun 2009, dalam rangka penerapan prinsip Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT) secara berkesinambungan, Bank OCBC NISP telah melakukan pelaporan kepada PPATK dalam format Laporan Transaksi Keuangan Tunai (LTKT) dan Laporan Transaksi Keuangan Mencurigakan (LTKM). Selama tahun 2009, jumlah transaksi yang mencurigakan yang telah dilaporkan ke PPATK sebanyak 37 laporan. Sedangkan laporan transaksi tunai yang telah dilaporkan ke PPATK laporan. In 2009, to continuously enforce the Anti Money Laundering and Counter Financing Terrorism (AML-CFT) principle, Bank OCBC NISP has submitted appropriate reports to INTRAC under the Cash Transaction Report (CTR) and Suspicious Transaction Report (STR). In 2009, the number of suspicious transactions which were reported to the INTRAC amounted to 37 reports, whereas cash transaction reports submitted to INTRAC totaled 17,522 reports. 61 OCBC NISP 2009 Annual Report

26 OCBC NISP in Brief From Management Good Corporate Governance Report Penerapan Fungsi Audit Internal Sesuai dengan penugasan yang telah disepakati dengan Dewan Komisaris, Komite Audit bertanggung jawab untuk melakukan review terhadap cakupan, hasil, efektivitas dan obyektivitas proses audit internal yang dilaksanakan dan memastikan bahwa Internal Audit memiliki sumber daya yang memadai dan terus bertindak secara independen dengan kedudukan yang sesuai dalam lingkup Bank. Internal Audit bertanggung jawab secara langsung kepada Presiden Direktur serta memiliki akses langsung kepada tim manajemen senior Bank dan Komite Audit yang dibentuk oleh Dewan Komisaris. Internal Audit Implementation The Audit Committee, working under the terms of reference that have been approved by the Board of Commissioners, is responsible to keep under review the scope, results, effectiveness and objectivity of the internal audit process and ensures that Internal Audit is adequately resourced and continues to maintain its independence and have appropriate standing within the Bank. Internal Audit function is directly responsible to the President Director and has unfettered access to the Audit Committee of the Board and Senior Management. Internal Audit melakukan pertemuan dengan Komite Audit secara berkala, dan melakukan pelaporan secara periodik terkait sistem pengendalian internal kepada Komite Audit dan Manajemen. Komite Audit dan Manajemen memastikan bahwa seluruh temuan audit dan rekomendasi dari pihak internal serta eksternal sesuai laporan audit akan ditindaklanjuti secara tepat waktu dan pengecualian serta rekomendasi khusus akan dipantau secara terus menerus. Internal Audit meets with the Audit Committee on a regular basis, and provides periodical reports on the adequacy of the systems of internal controls to the Audit Committee and Management. The Audit Committee and Management ensure that audit findings and recommendations raised in internal as well as external audit reports are dealt with in a timely manner, and outstanding exceptions or recommendations are closely monitored. Internal Audit telah melaksanakan audit berdasarkan pendekatan berbasis risiko, dimana aktivitas audit disusun sesuai prioritas berdasarkan evaluasi terhadap risiko yang dapat dihadapi oleh Bank, termasuk delapan kategori risiko bank yang ditetapkan oleh Bank Indonesia. Internal Audit dibagi menjadi beberapa departemen yang disesuaikan dengan struktur organisasi Bank. Melalui pendekatan yang sistematis dan teratur, Internal Audit melakukan penilaian yang independen terhadap efektivitas manajemen risiko, sistem pengendalian internal, kepatuhan terhadap peraturan dan proses tata kelola perusahaan yang diterapkan. Internal Audit juga turut serta dalam upaya pengembangan sistem-sistem penting serta proyek-proyek khusus yang sedang dilakukan Bank, serta membantu memantau eksposur Bank terhadap risiko dan memastikan bahwa pengendalian internal yang dicanangkan terus dipantau secara memadai dan tepat waktu. Sehingga, Internal Audit bekerjasama dengan Divisi Risk Management guna membantu pemantauan terhadap proses manajemen risiko secara keseluruhan. Internal Audit has implemented a risk-based audit approach, in which audit activities are prioritized according to an assessment of potential exposure to risks faced by the Bank, including the eight types of banking risk formulated by Bank Indonesia. Internal Audit is organized into departments that are aligned with the structure of the Bank. Through a systematic and disciplined approach, Internal Audit independently assesses the effectiveness of risk management, internal control systems, regulatory compliance and governance processes. Internal Audit also participates in major new system developments and special projects, to help evaluate the risk exposures and to help ensure that proposed internal controls are adequately evaluated on a timely basis. Hence, Internal Audit works closely with Risk Management Division to help review the risk management process in its entirety. Internal Audit Bank OCBC NISP berpedoman pada Standar Pelaksanaan Fungsi Audit Intern Bank (SPFAIB), yang ditetapkan dalam Peraturan Bank Indonesia No. 1/6/PBI/1999 tanggal 29 September 1999 tentang Penugasan Direktur Kepatuhan dan Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank Umum dari Institute of Internal Auditors serta praktik perbankan internasional yang terbaik. Sehingga diharapkan kualitas audit dapat memenuhi atau bahkan melampaui standar SPFAIB dan standar praktik profesional internal audit yang ditetapkan oleh Institute of Internal Auditors. The Bank s Internal Audit Division refers to the Standards for the Practice of the Bank Internal Audit Function (SPFAIB), which are specified under Bank Indonesia Regulation No. 1/6/ PBI/1999 dated September 29, 1999 regarding the Assignment of a Compliance Director and the Standards for the Professional Practice of Internal Auditing of the Institute of Internal Auditors as well as international best practices. It is therefore expected that the quality of audit will meet or exceed the SPFAIB standards and Standards for the Professional Practice of Internal Auditing of the Institute of Internal Auditors. 62 OCBC NISP Laporan Tahunan 2009

27 Operational Review Financial Review Corporate Data Penerapan Fungsi Audit Ekstern RUPS Tahunan yang diselenggarakan pada tanggal 23 Maret 2009 telah menyetujui pemberian wewenang kepada Direksi berdasarkan persetujuan dari Dewan Komisaris atau sekurangkurangnya 3 (tiga) anggota Dewan Komisaris Perseroan yang ditunjuk oleh Dewan Komisaris Perseroan, setelah mendapatkan rekomendasi dari Komite Audit untuk mengangkat Akuntan Publik untuk tahun buku 2009 dan menetapkan jumlah honorarium serta persyaratan lainnya bagi Akuntan Publik yang ditunjuk tersebut. External Audit Implementation The Annual General Meeting of Shareholders of March 23, 2009 resolved to grant authority to the Board of Directors subject to approval from the Board of Commissioners or no less than 3 (three) members of the Board of Commissioners of the Bank as appointed by the Board of Commissioners, following the recommendations of the Audit Committee to appoint a Public Accountant for the financial year of 2009 and to determine the amount of honorarium and other requirements for such appointment. Akuntan Publik melakukan audit independen atas Laporan Keuangan Tahunan Bank OCBC NISP setiap tahunnya. Akuntan Publik yang ditunjuk untuk melakukan audit independen atas Laporan Keuangan Bank OCBC NISP tahun 2009 adalah KAP Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers) dengan honorarium USD The Public Accountant shall conduct an independent audit of the Financial Statements of Bank OCBC NISP every year. The Public Accountant that was appointed to perform an independent audit of the Financial Statements of 2009 Bank OCBC NISP is KAP Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers), with total honorarium of USD 192,500. Penunjukkan KAP Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers) sebagai auditor Bank OCBC NISP telah dilakukan sejak tahun 2005 dan telah sesuai dengan ketentuan Bank Indonesia yang mensyaratkan Akuntan Publik terdaftar di Bank Indonesia. The appointment of KAP Haryanto Sahari & Rekan (a member firm of PricewaterhouseCoopers) as Bank OCBC NISP s auditor was made since the financial year of 2005 and in accordance with prevailing regulation of Bank Indonesia, which is required Public Accountant to be registered in Bank Indonesia. Penerapan Manajemen Risiko termasuk Sistem Pengendalian Intern Penerapan Manajemen Risiko Penjelasan lebih rinci atas penerapan Manajemen Risiko disampaikan pada bagian Manajemen Risiko pada halaman 102. Risk Management Implementation, including Internal Control System on Implementation of Risk Management Risk management implementation is discussed in detail under Risk Management on page 102. Bank OCBC NISP mengikutsertakan karyawan dalam Uji Kompetensi Manajemen Risiko (UKMR). Selama tahun 2009, partisipasi karyawan dalam program tersebut adalah sesuai tabel berikut: The Bank encourages participation of employees in Risk Management Competency Test. In 2009, participation by Bank employees is as described below: Total Peserta Number of Participants Jumlah Peserta yang Lulus Participants who Passed Jumlah Peserta Tidak Lulus Participants who did not Pass % Lulus (Total) % Passing (Total) Sertifikasi Certification LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 1, 2, 3 & % 82.98% % 93.33% 91.80% Sistem Pengendalian Internal Direksi menyatakan tanggung jawabnya terhadap sistem pengendalian internal Bank OCBC NISP yang meliputi pengendalian yang berhubungan dengan keuangan, operasional, pengelolaan risiko, sistem informasi manajemen, dan kepatuhan yang sesuai dengan hukum, peraturan perundangan, arahan, dan pedoman yang berlaku. Internal Control System The BOD acknowledges its responsibility for the internal control system of Bank OCBC NISP, which encompasses control related to the financial, operational, risk management, management information system and compliance aspects in accordance with the prevailing laws, regulations, directives and guidelines. 63 OCBC NISP 2009 Annual Report

28 OCBC NISP in Brief From Management Good Corporate Governance Report Sistem kendali internal yang dikelola manajemen Bank OCBC NISP selama tahun 2009 telah sesuai dengan kebutuhan lingkup bisnis Bank OCBC NISP. Sistem pengendalian internal memberikan jaminan (meski tidak mutlak) bahwa Bank OCBC NISP tidak akan terpengaruh oleh berbagai peristiwa dalam mencapai tujuan usahanya. Direksi memahami bahwa tidak ada sistem kendali internal yang dapat memberikan jaminan penuh, atau jaminan bahwa kesalahan struktural, pertimbangan yang tidak matang dalam membuat keputusan, kesalahan manusiawi, kerugian, fraud, atau kesalahankesalahan lainnya tidak akan terjadi. The internal control system that has been managed in 2009 is consistent with the needs of the Bank s existing scope of business. The internal control system provides assurance (although not absolute) that Bank OCBC NISP will not be adversely affected by various events in the pursuit of its business objectives. The BOD recognizes that no internal control system can provide absolute assurance, or assurance against incidents of structural errors, poor judgment in the decision-making process, human error, loss, fraud or other irregularities. Penyediaan Dana Terhadap Pihak Terkait Dalam pelaksanaan penyediaan dana pada Pihak Terkait, Bank telah merumuskan suatu kebijakan pengaturan dalam bentuk peraturan dan prosedur tertulis sebagai bagian dari prinsip kehati-hatian. Kebijakan tersebut selalu diperbaharui sehingga dapat sesuai dengan hukum dan peraturan perundangan yang berlaku. Provision of Funds to Related Party In providing funds to Related Parties, the Bank has formulated a guideline policy, consisting of written regulations and procedures, which represent a part of the prudential principles. This policy is continuously amended in order to conform to prevailing rules and regulations. Lebih lanjut Dewan Komisaris berperan dalam melakukan pengawasan untuk memastikan penyediaan dana pada pihak terkait telah sesuai dengan hukum dan peraturan perundangan yang berlaku. Further, the Board of Commissioners functions to perform oversight in order to ensure that provision of funds to related party has conformed to applicable rules and regulations. Penyediaan Dana Kepada Pihak Terkait (related party) dan Penyediaan Dana Besar (large exposure), telah dilaksanakan sesuai dengan ketentuan dan perundang-undangan yang berlaku. Provision of funds to related party and large exposure has been achieved in accordance with provisions of existing laws and regulations. Selama tahun 2009 tidak ada pelampauan dan atau pelanggaran atas penyediaan dana baik pada Pihak Tidak Terkait maupun Pihak Terkait. Throughout 2009, there has not been exceedence or violation of funds provision, either to Non-Related or Related Parties. Penyediaan Dana kepada Pihak Terkait (Related Party) dan Penyediaan Dana Besar Provision of Funds to Related Party and Large Exposure No Penyedia Dana Fund Provision Debitur Jumlah Total Nominal (Rp Juta) Debtor Nominal (Rp Million) 1. Kepada Pihak Terkait To Related Parties , Kepada Debitur Inti To Prime Debtors a. Individu Individuals 3 729,675 b. Grup Group 22 3,267,593 Rencana Strategis Bank Penyusunan Rencana Bisnis Bank telah dilakukan secara realistis, komprehensif, terukur, memperhatikan prinsip kehati-hatian dan responsif terhadap perubahan internal dan eksternal. Bank Strategic Plan The Bank s Strategic Plan is made in a realistic, comprehensive, measurable manner, taking into consideration the prudential principles and responsive to both internal and external changes. Realistis: Business Plan disusun dengan mempertimbangkan kondisi yang sedang dihadapi perusahaan saat penyusunan Business Plan dan menggunakan asumsi-asumsi proyeksi kondisi Realistic: The Business Plan is prepared with consideration to the current conditions faced by the company at the time of its preparation, using assumptions on projected external conditions with 64 OCBC NISP Laporan Tahunan 2009

29 Operational Review Financial Review Corporate Data eksternal yang mengacu kepada asumsi Pemerintah, Bank Indonesia dan institusi terkait lainnya. reference to assumptions made/used by the government, Bank Indonesia and other relevant institutions. Komprehensif: Penyusunan Business Plan telah mengacu kepada ketentuan PBI No. 6/25/PBI/2004 tentang Rencana Bisnis Bank Umum. Business Plan telah mencakup: - Tujuan jangka pendek, menengah dan panjang - SWOT Analysis - Target keuangan dan non keuangan - Strategi dan Action Plan - Lain-lain Comprehensive: Preparation of the Business Plan has been in line with the provisions contained in PBI No. 6/25/PBI/2004 on Business Plan of Commercial Bank. The Business Plan has taken into account: - Short-, medium- and long-term objectives - SWOT Analysis - Financial and non-financial targets - Strategies and Action Plan - Others Terukur/Achievable: Pencapaian Business Plan diukur dengan menggunakan Key Performance Indicator (KPI) baik yang bersifat kuantitatif maupun kualitatif. KPI kuantitatif diukur dari realisasi pencapaian budget/target keuangan, sedangkan realisasi kualitatif diukur dengan pencapaian atas target waktu, kualitas, dampak terhadap bisnis, dan lain-lain. Achievable: Progress of the Business Plan is measured using Key Performance Indicator (KPI) both in quantitative as well as qualitative form. Quantitative KPI is measured on the basis of realized budget/financial target, whereas qualitative performance is measured by realization based on targeted time, quality, impact on business and others. Memperhatikan prinsip kehati-hatian: Penetapan target mengacu pada standar kriteria pengukuran Tingkat Kesehatan Bank dan prinsip Prudential Banking. Attention to the prudential banking Principle Business: Targets are set with reference to the standard criteria for measuring Soundness of Bank and the Prudential Banking principle. Responsif terhadap perubahan eksternal dan internal: Pada periode berjalan, telah dilakukan review terhadap perkembangan kondisi internal dan eksternal sehingga dilakukan revisi/penyesuaian Business Plan. Responsive to external and internal changes: For the current year, the Bank completed review on the development of external and internal conditions as the basis for revisions/adjustments to the Business Plan. Transparansi Kondisi Keuangan dan Non Keuangan Remunerasi bagi Dewan Komisaris dan Direksi Dewan Komisaris dan Direksi menerima remunerasi tetap dan tidak tetap yang terdiri dari gaji, tunjangan dan bonus atas jasanya kepada Bank. Paket remunerasi Dewan Komisaris dan Direksi pada 31 Desember 2009, adalah sebagai berikut: Remuneration for the Board of Commissioners and the Board of Directors The Board of Commissioners and the Board of Directors receive fixed and non-fixed remuneration, consisting of salaries, benefits and bonus for their service to the Bank. The remuneration package for the Board of Commissioners and the Board of Directors as of December 31, 2009 is as detailed below: Jenis Remunerasi dan Fasilitas Lain Remunerasi (gaji, bonus, tunjangan rutin, tantiem, dan fasilitas lainnya dalam bentuk non-natura) Fasilitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya): a. Yang dapat dimiliki b. Yang tidak dapat dimiliki Orang Person Jumlah yang Diterima dalam 1 Tahun Total Remuneration Received in 1 Year Dewan Komisaris BOC Jumlah (Rp Juta) Total (Rp Million) Orang Person Direksi BOD Jumlah (Rp Juta) Total (Rp Million) 8 9, , Type of Remuneration and Other Facilities Remuneration (salary, bonus, other routine allowance and other facilities) Other facilities (housing, transportation, health insurance, etc): a. Could be owned b. Could not be owned Jumlah 8 10, ,341 Total OCBC NISP 2009 Annual Report

30 OCBC NISP in Brief From Management Good Corporate Governance Report Jenis Remunerasi dan Fasilitas Lain Type of Remunerations and Other Facilities > Rp 2 miliar > Rp 2 billion Rp 1 miliar s/d Rp 2 miliar Rp 1 billion until Rp 2 billion Rp 500 juta s/d Rp 1 milliar Rp 500 million until Rp 1 billion < Rp 500 juta < Rp 500 million Jumlah Direktur Number of Directors Jumlah Komisaris Number of Commissioners Gaji Pegawai Employee s Salary Gaji Direksi Director s Salary Gaji Komisaris Commissioner s Salary Rasio Gaji Direktur Tertinggi dan Gaji Karyawan Tertinggi Ratio of the Highest Director s Salary and to the Highest employee s Salary Rasio Gaji Tertinggi dan Terendah Total Ratio of the Highest and the Lowest Salary Hubungan keuangan dan hubungan keluarga anggota Dewan Komisaris dan Direksi dengan anggota Dewan Komisaris lainnya, Direksi lainnya dan/atau Pemegang Saham Pengendali Bank. Information on financial and family relationship between Commissioners and Directors with other Board members and the majority shareholders of the Bank. Mayoritas anggota Dewan Komisaris Bank OCBC NISP yang menjabat, tidak memiliki hubungan keuangan atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi lainnya dan/atau Pemegang Saham Pengendali Bank. Most of the members of the Board of Commissioners of Bank OCBC NISP have no financial and family relationship with other Board members, Directors and/or the controlling shareholders of the Bank. Komisaris yang memiliki hubungan keluarga dengan anggota Dewan Komisaris dan Direksi lainnya adalah Lelarati Lukman dan Pramukti Surjaudaja. The Bank s Commissioners who have family relationship with other Commissioners and Directors of the Bank are Lelarati Lukman and Pramukti Surjaudaja. Komisaris yang memiliki hubungan keuangan dengan Pemegang Saham Pengendali Bank adalah David Conner dan Lai Teck Poh (Dua Teck Poh). Commissioners who have financial relationship with the Bank s controlling shareholders are David Conner and Lai Teck Poh (Dua Teck Poh). Mayoritas anggota Direksi Bank OCBC NISP yang menjabat, tidak memiliki hubungan keuangan atau hubungan keluarga dengan anggota Dewan Komisaris lainnya, Direksi lainnya dan/ atau Pemegang Saham Pengendali Bank. Most of the members of the Board of Directors of Bank OCBC NISP have no financial and family relationship with other Board members, Commissioners and/or the controlling shareholders of the Bank. Direksi yang memiliki hubungan keluarga dengan anggota Dewan Komisaris lainnya adalah Parwati Surjaudaja. The Bank s Director who has family relationship with members of the Board of Commissioners is Parwati Surjaudaja. Kepemilikan saham anggota Dewan Komisaris dan Direksi yang mencapai 5% (lima perseratus) atau lebih dari modal disetor pada Bank OCBC NISP, Bank lain, Lembaga Keuangan Bukan Bank, dan perusahaan lainnya, yang berkedudukan di dalam maupun di luar negeri, dapat dilihat pada tabel berikut: Information on share ownership by members of the Boards in the amount of and above 5% (five percent) from total paid-in capital in Bank OCBC NISP, other Banks, Non-bank Financial Institution and other companies based in and outside of Indonesia, is provided in the following table: 66 OCBC NISP Laporan Tahunan 2009

31 Operational Review Financial Review Corporate Data Kepemilikan Saham Anggota Dewan Komisaris dan Direksi PT Bank OCBC NISP Tbk per 31 Desember 2009 Share Ownership Member of the Board of Commissioners and Directors PT Bank OCBC NISP Tbk as of December 31, 2009 No Nama Name Kepemilikan Saham yang mencapai 5% atau lebih Share Ownership of and above 5%w A B C D DN - ID LN - OS DN - ID LN - OS DN - ID LN - OS DN - ID LN - OS 1. Pramukti Surjaudaja 1) Peter Eko Sutioso Lelarati Lukman 2) Roy Athanas Karaoglan David Philbrick Conner Jusuf Halim 3) Goh Kim Bun, Benny Lai Teck Poh (Dua Teck Poh) Parwati Surjaudaja 4) Na Wu Beng Hardi Juganda Yogadharma Ratnapalasari Rama P. Kusumaputra Louis (Luianto) Sudarmana Rudy N. Hamdani Alan Jenviphakul* Keterangan: A : PT Bank OCBC NISP Tbk B : Bank Lain C : Lembaga Keuangan Bukan Bank (LKBB) D : Perusahaan Lainnya DN : Dalam Negeri LN : Luar Negeri 1) Kepemilikan saham pada PT Biolaborindo Makmur Sejahtera sebesar 7%. 2) Kepemilikan saham pada PT Biolaborindo Makmur Sejahtera sebesar 65%, Suryasono Sentosa sebesar 22,52% dan Udayawira Utama sebesar 78,44%. 3) Kepemilikan saham pada PT Cendekia Prima Edutama (CPE) sebesar 66,67% dan CPE Associates sebesar 50%. 4) Kepemilikan saham pada PT Biolaborindo Makmur Sejahtera sebesar 7%. Notes: A : PT Bank OCBC NISP Tbk B : Other Banks C : Non-bank Financial Institution D : Other Companies ID : Indonesia OS : Off-Shore 1) Ownership in shares of PT Biolaborindo Makmur Sejahtera in the amount of 7%. 2) Ownership in shares of PT Biolaborindo Makmur Sejahtera in the amount of 65%, Suryasono Sentosa in the amount of 22.52% and Udayawira Utama in the amount of 78.44%. 3) Ownership in the shares of PT Cendekia Prima Edutama (CPE) in the amount of 66.67% and CPE Associates in the amount of 50%. 4) Ownership in the shares of PT Biolaborindo Makmur Sejahtera in the amount of 7%. Opsi Saham Bank OCBC NISP tidak memberikan opsi saham baik kepada Komisaris, Direksi maupun kepada karyawan. Share Option Bank OCBC NISP has not provided share option to the Commissioners, Directors or employees. Buy Back Obligasi dan Buy Back Saham Selama tahun 2009, Bank OCBC NISP tidak melakukan transaksi Buy Back Saham dan atau Buy Back Obligasi. Bond and Share Buy Back During 2009, Bank OCBCNISP has not engaged in share or bond buy back transactions. Transaksi Benturan Kepentingan Selama tahun 2009, Bank OCBC NISP tidak melakukan transaksi benturan kepentingan sebagaimana yang diatur dalam peraturan Bapepam-LK No. IX.E.1. perihal Transaksi Afiliasi dan Benturan Kepentingan Transaksi Tertentu. Transactions with Conflict of Interest In 2009, Bank OCBC NISP has not entered into transactions with conflict of interest as provided by Bapepam-LK Regulation No. IX.E.1. concerning Affiliated Transactions and Conflict of Interest in Certain Transactions. Pemberian Dana Untuk Kegiatan Sosial dan Kegiatan Politik Bank OCBC NISP tidak pernah terlibat dalam kegiatan politik dan tidak pula memberikan bantuan untuk kegiatan politik. Provision of Funds for Social and Political Activities Bank OCBC NISP has not had involvement in political activities nor has it provided donations for such purposes. Sebaliknya, sejalan dengan visi dan misi untuk menjadi Bank yang diakui kepeduliannya, Bank OCBC NISP secara konsisten terus berupaya memberikan kontribusi optimal pada kegiatan sosial dalam penerapan tanggung jawab sosial perusahaan. On the contrary, to deliver on its corporate vision and mission to be a bank recognized for its caring, Bank OCBC NISP has consistently and optimally contributed to social activities as testimony of its commitment to corporate social responsibility. 67 OCBC NISP 2009 Annual Report

32 OCBC NISP in Brief From Management Good Corporate Governance Report Untuk tahun buku 2009, Bank OCBC NISP mengalokasikan dana untuk kegiatan Corporate Social Responsibility (CSR) sejumlah Rp untuk dukungan dalam bidang pendidikan dan sosial lainnya. For the financial year 2009, Bank OCBC NISP has allocated funds totaling Rp 2,204,352,979 to support Corporate Social Responsibility (CSR) programs, encompassing a wide range of educational programs and social activities. Informasi tentang kegiatan CSR Bank OCBC NISP disajikan secara terpisah pada halaman 94 pada Laporan Tahunan ini. Information of CSR activities is presented separately on page 94 in this Annual Report. Internal Fraud Fraud adalah tindakan menyimpang (misconduct) atau tindakan berupa kesalahan dalam menyajikan atau merahasiakan informasi yang dilakukan secara sengaja untuk menipu atau mengelabui pihak lain dengan tujuan untuk memperoleh barang (termasuk aset intelektual), uang, aset atau keuntungan lainnya dari pihak lain. Internal Fraud Fraud is a misconduct or act of misrepresenting or withholding information with intent to deceive or mislead other parties for the purpose of obtaining goods (including intellectual assets), money, assets or other benefits from another party. Bank senantiasa mengembangkan kebijakan dan prosedur penanganan fraud sebagai bagian dari manajemen risiko operasional. Program manajemen risiko fraud terbagi atas program pencegahan fraud, program deteksi dan program pelaporan & investigasi. Adapun penanganan risiko operasional, manajemen risiko fraud dan pencegahannya merupakan tanggung jawab dari seluruh karyawan pada semua jenjang jabatan. The Bank continuously develops policies and procedures for handling fraud as part of its operational risk management (framework). The program for managing risk of fraud is divided into several sub-programs: fraud prevention, detection and reporting & investigation. The responsibility for operational risk management, handling risk of fraud and fraud prevention is shared by all employees at all levels and positions. Informasi internal fraud dengan dampak penyimpangannya lebih dari Rp ,00 (seratus juta rupiah) adalah sebagaimana tabel berikut: Information on internal fraud and cases with potential losses in excess of Rp 100,000,000 (one hundred million Rupiah) is as described below: Internal Fraud Dalam 1 Tahun Pengurus Management Tahun Sebelumnya Previous Year Tahun Berjalan Current Year Jumlah kasus yang dilakukan oleh Total Cases caused by Pegawai Tetap Permanent Employees Tahun Sebelumnya Previous Year Tahun Berjalan Current Year Pegawai Tidak Tetap Non Permanent Employees Tahun Sebelumnya Previous Year Tahun Berjalan Current Year Internal Fraud Case in One Year Jumlah Fraud Total Fraud Telah diselesaikan Settled Dalam Proses penyelesaian di internal Bank Belum diupayakan penyelesaiannya Telah ditindaklanjuti oleh proses hukum In the Process of Settlement internally Not in the process yet In judicial process Perkara di Pengadilan Kasus hukum yang tengah dihadapi oleh Bank OCBC NISP adalah sebagaimana tabel dibawah ini. Dari perkara hukum yang dihadapi Bank OCBC NISP selama tahun 2009, tidak terdapat kasus hukum yang apabila diputuskan mengalahkan Bank OCBC NISP akan berdampak negatif bagi kondisi keuangan dan kelanjutan usaha Bank OCBC NISP. Litigation Cases The details of litigation cases involving Bank OCBC NISP are presented on the table bellow. None of these litigation cases faced by Bank OCBC NISP in 2009, should the court rule against Bank OCBC NISP, there would be material adverse impact on the financial condition and sustainability of Bank OCBC NISP. 68 OCBC NISP Laporan Tahunan 2009

33 Operational Review Financial Review Corporate Data Perkara di Pengadilan Ligitation Cases No No. Perkara Case Number Posisi Perseroan Position 1. 86/Pdt/G/94/PN.BB Tergugat Defendant /Pdt/G/94/PN.BB Tergugat Defendant 3. 55/Pdt.Banth/01PN.BB Terbantah IV Rebutter IV 4. 96/Pdt.G/1998/PN.Jkt.Pst Penggugat Plaintiff /Pdt.Bth/2005/PN.Cbn Terbantah Rebutter /Pdt.G/2007/PN.Jkt.Ut Tergugat Defendant /Pdt.G/2007/PN.Jkt. Sel Tergugat Defendant /Pdt.G/2007/PN.Mdo Tergugat Defendant /Pdt.G/2008/PN.JKT.SEL Tergugat Defendant /Pdt.G/2008/PN.Mdo Tergugat Defendant /Pdt.G/2007/PN.Jkt.Sel Tergugat Defendant /Pdt/Plw/2008/PN.Jkt.Ut Tergugat I Defendant I /Pdt.G/2009/PN.Jkt.Bar Tergugat I Defendant I /Pdt.G/2009/PN.Bgl Turut Tergugat Co-defendant /Pdt.G/2009/PN.Smg Tergugat Defendant /Pdt/Jkt.Sltn/09 Tergugat Defendant /PDT.G/2009/PN.TNG Penggugat Plaintiff /Pdt.Plw/2009/PN.Jkt.Ut Turut Tergugat Co-defendant /Pdt.G/PN.Smg Tergugat Defendant /Pdt.G/2009/PN.Bi Tergugat I Defendant I /PHI.G/2008/PN.JKT.PST Tergugat Defendant /Pdt.G/2006/PN.Tng Tergugat III Defendant III /Pdt.G/2007/PN.Jkt Tim Tergugat Defendant Materi Perkara Case Penundaan Lelang Jaminan Suspension of Auction Guarantee Penundaan Lelang Jaminan Suspension of Auction Guarantee Penundaan Lelang Jaminan/ Pembatalan AJB Suspension of Auction Guarantee/ Cancellation of Sale-Purchase Agreement Wanprestasi Event of Default Penundaan lelang jaminan Suspension of Auction Guarantee Penundaan eksekusi lelang Suspension of Auction Execution Penundaan eksekusi lelang Suspension of Auction Execution Perbuatan melawan hukum Tort Wanprestasi Event of Default Penundaan eksekusi lelang Suspension of Auction Execution Gugatan pihak ketiga Third-party lawsuit Penundaan Lelang Suspension of Auction Penundaan lelang jaminan Suspension of Auction Guarantee Wanprestasi Event of Default Gugatan Perbuatan melawan hukum Claim on tort Penundaan Lelang Suspension of Auction Gugatan Sisa Hasil Lelang Claim on Remainder of Auction Proceeds Perlawanan Contesting Gugatan pembatalan akta notaris untuk penyerahan jaminan Claim on cancellation of notarial deed for transfer of Guarantee Gugatan perbuatan melawan hukum dan gugatan wanprestasi Claim on tort and claim on event of default Gugatan ganti rugi karena PHK Claim of indemnification due to termination of employment Perbuatan Melawan Hukum Tort Penundaan lelang Suspension of Auction Nilai Perkara Value (Rp) Status Perkara Case Status 0 Proses Kasasi Appeal 2,150,000,000 Proses Kasasi Appeal 60,000,000 Proses Kasasi Appeal 1,913,005,453 Proses Kasasi Appeal 450,000,000 Proses Kasasi Appeal 4,902,337,003 Proses Kasasi Appeal 2,218,407,111 Proses Kasasi Appeal 92,715,648,765 Proses Kasasi Appeal 0 Proses PT In Court Process 0 Proses Kasasi Appeal 0 Menang Won 0 Proses PT In Court Process 0 Menang Won 0 Proses PN In Court Process 2,244,614,693 Proses PN In Court Process 0 Proses PN In Court Process 461,160,000 Proses PN In Court Process 0 Proses PN In Court Process 0 Proses Kasasi Appeal 0 Proses PN In Court Process 0 Proses Kasasi Appeal 950,000,000 Proses Kasasi Appeal 1,273,262,792 Proses PT In Court Process 69 OCBC NISP 2009 Annual Report

34 OCBC NISP in Brief From Management Good Corporate Governance Report No No. Perkara Case Number Posisi Perseroan Position /Pdt.G/2007/PN.Jkt. Sel Penggugat Plaintiff /Pdt.G/2007/PN.Jkt.Bar Tergugat III Defendant III /Pdt.G/2007/PN.JKT.TIM Tergugat Penyita Confiscator as Defendant /PDT.BTH/2008/PN.JKT. UT Terbantah I Rebutter I /PDT.PLW/2008/PN.TNG Tergugat III Defendant III /Pdt.Plw/2009/PN.Bks Tergugat I Defendant I /PDT/G/2009/PN.BDG Tergugat I Defendant I /PDT.G/2009/PN BGR Tergugat I Defendant I /PDT.BTH/2009/PN.BB Terbantah Rebutter /Pdt.G/2009/PN.BB Terbantah Rebutter /PDT-PLW/2008/PN.DPS Tergugat II Defendant II /PDT.G/2009/PN.CBD Tergugat VI Defendant VI /PDT.BTH/2009/PN.BKS Terbantah I Rebutter I /PDT.G/2009/PN.KPJ Tergugat II Defendant II /Pdt.G/2009/PN.Bks Tergugat II Defendant II Materi Perkara Case Wanpretasi Event of Default Nilai Perkara Value (Rp) 726,219,197 Damai Settled Pembatalan Hak Tanggungan Cancellation of Dependent 1,000,000,000 Penundaan Lelang Suspension of Auction Pembatalan AJB Cancellation of Sale-Purchase Agreement Perbuatan Melawan Hukum & Pembatalan AJB Tort & Cancellation of Sale-Purchase Agreement Keberatan atas Sita Eksekusi Objection to Foreclosure Execution Perbuatan Melawan Hukum (Pembatalan Lelang Eksekusi HT) Tort (Cancellation of Auction) Perbuatan Melawan Hukum (Pembatalan Lelang Eksekusi HT) Tort (Cancellation of Auction) Penundaan Lelang Suspension of Auction Penundaan Lelang Suspension of Auction Pembatalan Lelang Suspension of Auction Perbuatan Melawan Hukum Tort Pembatalan AJB Cancellation of Sale-Purchase Agreement Perbuatan Melawan Hukum Tort Jual Beli Fiktif Fictitious Purchase-Sale Transaction Status Perkara Case Status Dicabut Withdrawn 0 Proses PT In Court Process 0 Proses Kasasi Appeal 0 Proses PT In Court Process 0 Menang Won 0 Proses PN In Court Process 0 Proses PN In Court Process 0 Dicabut Withdrawn 0 Proses PN In Court Process 0 Proses Kasasi Appeal 0 Proses PN In Court Process 0 Proses PN In Court Process 0 Proses PN In Court Process 0 Proses PN In Court Process Sekretaris Perusahaan Sekretaris Perusahaan Bank OCBC NISP saat ini adalah Uliya Ariyani. Sekretaris Perusahaan menghadiri dan mengkoordinasikan pencatatan pertemuan antara Dewan Komisaris dan Direksi, dan memastikan bahwa prosedur Dewan Komisaris dan Direksi serta semua regulasi yang dapat diterapkan dalam tata kelola sudah sesuai dengan peraturan yang berlaku. Selain itu, Sekretaris Perusahaan melakukan tugas-tugas sekretariat untuk Dewan Komisaris dan Direksi dalam berkomunikasi dengan para stakeholder. Corporate Secretary The position of Corporate Secretary at Bank OCBC NISP is currently held by Uliya Ariyani. The Corporate Secretary attends and coordinates documentation of minutes of all meetings of the BOC and BOD, and ensures that Board procedures and all applicable regulations on governance are complied with. In addition, the Corporate Secretary undertakes secretariat duties for the Boards and assists Board members in communicating with the stakeholders. Sekretaris Perusahaan juga merupakan penghubung antara Bank dan otoritas pasar modal, pemegang saham, investor dan kalangan publik, termasuk media massa. Aktivitas sehari-hari fungsi Sekretaris Perusahaan sehubungan dengan peran Bank OCBC NISP sebagai perusahaan publik dijalankan di bawah koordinasi Divisi Corporate Communication. The Corporate Secretary is also the liaison between the Bank and the capital market authorities, shareholders, investors and the general public, including the mass media. The day-to-day duties of the Corporate Secretary with respect to the Bank s status as a public company are executed under the coordination of the Corporate Communication Division. 70 OCBC NISP Laporan Tahunan 2009

35 Operational Review Financial Review Corporate Data Hubungan Masyarakat Bank OCBC NISP menggunakan berbagai saluran komunikasi baik untuk pihak internal maupun eksternal. Public Relations Bank OCBC NISP maintains a wide range of communication channels for both internal as well as external parties. Untuk tujuan komunikasi internal, Bank OCBC NISP memelihara sebuah portal intranet, yang memberikan berbagai informasi kepada seluruh karyawan Bank OCBC NISP tentang berbagai informasi perusahaan dan juga informasi yang diperlukan dalam pelaksanaan kegiatan sehari-hari. To facilitate internal communication, Bank OCBC NISP maintains an intranet portal, which allows dissemination of corporate information as well as other information required in the day-to-day banking activities to all of the Bank s employees. Bentuk saluran komunikasi lainnya adalah website perusahaan ( com) yang berfungsi sebagai portal layanan dan juga menyediakan informasi terkini, baik untuk masyarakat umum, nasabah maupun investor. Sejalan dengan perubahan nama menjadi Bank OCBC NISP, pada tanggal 22 Desember 2008, Bank OCBC NISP meluncurkan desain terbaru pada website corporate Bank OCBC NISP dengan variasi informasi yang lebih banyak antara lain produk dan layanan serta informasi perusahaan lainnya. Another form of communication medium for external parties is the corporate website ( which serves as a service portal and also provides updated information, for the benefit of the general public, customers and investors. In line with the change in identity to Bank OCBC NISP, taking effect on December 22, 2008, the Bank launched the new design of its corporate website with a broader scope of information such as banking products and services and other corporate information. Sebagai informasi kepada masyarakat luas, secara reguler Bank OCBC NISP juga mendistribusikan siaran pers ke media cetak dan elektronik untuk menginformasikan kegiatan perusahaan. Total siaran pers yang di terbitkan oleh Bank OCBC NISP selama tahun 2009 sebanyak 24 kali, dengan perincian sebagai berikut: For the general public, the Bank also distributes information on the Bank s businesses via press releases to print and electronic media. The number of press releases issued by Bank OCBC NISP throughout 2009 is 24 times, as presented on the following table: Daftar Siaran Pers Tahun 2009 List of Press Release 2009 No Tanggal Date Judul 1. Jan 27, 2009 Bank OCBC NISP Bagi-bagi Angpao Untuk Nasabah (Jakarta) Bank OCBC NISP Distributes Angpao to Customers (Jakarta) 2. Feb 4, 2009 Bank OCBC NISP Membukukan Kenaikan Laba Bersih 27% Bank OCBC NISP Recorded Growth in Net Income of 27% 3. Feb 5, 2009 OCBC NISP Premier Hadir untuk Nasabah Bandung OCBC NISP Premier Opens its Doors to Customers in Bandung 4. Mar 11, 2009 Karmaka Surjaudaja : "Tidak Ada yang Tidak Bisa" Karmaka Surjaudaja : Nothing is Impossible 5. Mar 23, 2009 Bank OCBC NISP Akan Memulai Bisnis Syariah Bank OCBC NISP Launches Sharia Service 6. Apr 6, 2009 Bank OCBC NISP Raih Retail Bank of The Year Bank OCBC NISP as Retail Bank of The Year Indonesia Indonesia 7. Apr 28, 2009 Bank OCBC NISP Luncurkan "Tanda Serba Hadiah" (Jakarta) Bank OCBC NISP Launchs "Tanda Serba Hadiah" (Jakarta) 8. Apr 30, 2009 OCBC NISP Premier Hadir untuk Nasabah Surabaya OCBC NISP Premier Opens its Doors to Customers in Surabaya 9. May 12, 2009 OCBC NISP Premier Hadir untuk Nasabah Palembang OCBC NISP Premier Opens its Doors to Customers in Palembang 10. May 15, 2009 Bank OCBC NISP Berbagi Keceriaan di Pondok Anak Ceria Bank OCBC NISP Shares Happiness in Pondok Anak Ceria 11. Jun 10, 2009 Bank OCBC NISP dan PT Great Eastern Life Indonesia Berikan Solusi Keuangan Terpadu Title Bank OCBC NISP and PT Great Eastern Life Indonesia Provides Integrated Financial Solution 12. Jun 25, 2009 Bank OCBC NISP Dorong Kecintaan Anak Pada Sains Bank OCBC NISP Encourages Children to Love Science 13. Jun 29, 2009 Bank OCBC NISP sebagai Best Mid Cap 2009 Bank OCBC NISP Named Best Mid Cap Jul 24, 2009 Bank OCBC NISP Optimistis ORI006 Kembali Sukses Bank OCBC NISP Optimistic that ORI006 Will Be Successful 15. Jul 30, 2009 Pendapatan Non Bunga Naik 50%, Bank OCBC NISP Tetap Prudent 16. Jul 31, 2009 Bank OCBC NISP Akan Ajukan Penambahan Kuota ORI006 Untuk Kedua Kalinya Non-Interest Income Up 50%, Bank OCBC NISP Remains Prudent Bank OCBC NISP Plans Request for Additional Quota of ORI006 For the Second Time 17. Aug 10, 2009 Bank OCBC NISP Sukses Pasarkan ORI006 Bank OCBC NISP Successful in Selling ORI Aug 21, 2009 Bank OCBC NISP Dukung Pembangunan Karakter Anak: Belajar Menabung Bersama Mighty Savers Bank OCBC NISP Supports Character Building in Children: Learning to Save with Mighty Savers 71 OCBC NISP 2009 Annual Report

36 OCBC NISP in Brief From Management Good Corporate Governance Report No Tanggal Date Judul 19. Sep 5, 2009 Ramadhan Bersama Bank OCBC NISP dan Warga Kelurahan Pedurenan : Berbagi Kasih dan Rasa dengan Lingkungan 20. Sep 10, 2009 Tanda Kasih Bank OCBC NISP: Bantuan Tanggap Darurat Gempa Jabar 21. Sep 11, 2009 Ramadhan Bersama Bank OCBC NISP: Buka Puasa Bersama Keluarga Besar Warga Bandung Title Ramadhan With Bank OCBC NISP and Residents of Pedurenan: Sharing Love and Empathy for the Environment Gift of Love from Bank OCBC NISP: Emergency Relief for Earthquake-Hit West Java Ramadhan With Bank OCBC NISP: Breaking Fast with the Residents of Bandung 22. Oct 30, 2009 OCBC NISP Syariah Resmi Hadir Untuk Nasabah OCBC NISP Sharia Officially Serves Customers 23. Nov 5, 2009 Relokasi Kantor Cabang Utama Bank OCBC NISP Balikpapan Relocation of Main Branch Office of Bank OCBC NISP Balikpapan 24. Nov 26, 2009 Bank OCBC NISP Raih Peningkatan Laba Bersih Sebesar 36% Bank OCBC NISP Successfully Increased Net Income by 36% Hubungan Investor Bank OCBC NISP secara aktif melibatkan para pemegang saham dan investor dalam berbagai diskusi dan sesi berbagi informasi. Hal tersebut dilakukan melalui berbagai sarana dan media komunikasi, seperti pertemuan resmi secara berkelompok maupun perorangan, conference call dan video conference, selain itu juga melalui publikasi laporan keuangan per kuartal dan tahunan; pengungkapan informasi dan peristiwa penting; serta siaran pers, buletin, dan update website Bank secara berkala. Investor Relations Bank OCBC NISP actively engages shareholders and investors in discussions and information sharing sessions. These activities are carried out through various means and communication channels, including but not limited to formal meetings in groups or individually, conference calls and video conferences, as well as through the publication of annual and quarterly financial statements; disclosures of information and event of materiality; as well as press releases, bulletins and website updates. Selama tahun 2009, Unit Investor Relations telah melakukan: 10 kali pertemuan dengan analis dan lembaga pemeringkat 1 kali Paparan Publik 1 kali RUPST 1 kali RUPSLB 4 kali mendistribusikan kinerja During 2009, the Investor Relations Unit conducted: Meetings with analysts and rating agencies: 10 times Public Expose: 1 time AGM: 1 time EGM: 1 time Distribution of information on the Bank and its performance: 4 times Keterbukaan Informasi Sebagai bentuk dari implementasi keterbukaan informasi sebagai perusahaan publik, Bank OCBC NISP juga secara rutin melakukan komunikasi dengan Bapepam-LK dan Bursa Efek Indonesia sebanyak 21 kali dengan perincian sebagai berikut: Information Disclosure To uphold compliance with respect to information disclosure enforced on public companies, Bank OCBC NISP maintains regular communication with Bapepam-LK and the Indonesia Stock Exchange, as evidenced through correspondence with a total of 21 times as detailed bellow: Korespondensi dengan Regulator 2009 Correspondence with Regulator in 2009 Bulan Month No Jenis Laporan Report Februari February Maret March 1. Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Desember 2008 dan 2007 (Audited) 2. Laporan Pemberitahunan Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk 3. Laporan Penyampaian Bukti Iklan Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk 4. Laporan Penyampaian Perubahan Person In Charge user e-reporting Bursa Efek Indonesia 5. Laporan Perubahan Agenda Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk 6. Tanggapan atas permintaan Penjelasan (Laporan Keuangan Tahunan Tahun 2008 PT Bank OCBC NISP Tbk) 7. Penyampaian Laporan Tahunan (Annual Report ) 2008 PT Bank OCBC NISP Tbk Financial Statements of PT Bank OCBC NISP Tbk for the period of December 31, 2008 and 2007 (Audited) Report on Announcement of the General Meeting of Shareholders of PT Bank OCBC NISP Tbk Report on Submission of Proof of the Announcement of the General Meeting of Shareholders of PT Bank OCBC NISP Tbk Notice of Change in Person In Charge of the user of e-reporting of the Indonesia Stock Exchange Report on the Amendment of Agenda for the General Meeting of Shareholders of PT Bank OCBC NISP Tbk Response on Request for Clarification (Financial Statements of 2008 of PT Bank OCBC NISP Tbk) Submission of Annual Report 2008 of PT Bank OCBC NISP Tbk 72 OCBC NISP Laporan Tahunan 2009

37 Operational Review Financial Review Corporate Data Bulan Month No Jenis Laporan Report Maret March 8. Laporan Penyampaian Bukti Iklan Panggilan Rapat Umum Pemegang Saham PT Bank OCBC NISP Tbk 9. Laporan Hasil RUPS Tahunan dan RUPS Luar Biasa PT Bank OCBC NISP Tbk 10. Laporan Penyampaian Bukti Iklan Hasil RUPS Tahunan dan RUPS Luar Biasa PT Bank OCBC NISP Tbk 11. Penyampaian Laporan Tahunan (Annual Report ) 2008 PT Bank OCBC NISP Tbk (cetak final) Report on Submission of Proof of the Announcement of the General Meeting of Shareholders of PT Bank OCBC NISP Tbk Report on the Resolutions of the Annual GMS and Extraordinary GMS of PT Bank OCBC NISP Tbk Report on Submission of Proof of the Announcement of the Resolutions of the Annual GMS and Extraordinary GMS of PT Bank OCBC NISP Tbk Submission of Annual Report 2008 of PT Bank OCBC NISP Tbk (final print) 12. Laporan Pemberitahuan Public Expose PT Bank OCBC NISP Tbk Report on Announcement of Public Expose of PT Bank OCBC NISP Tbk 13. Laporan Materi Public Expose PT Bank OCBC NISP Tbk Report on the Material for the Public Expose of PT Bank OCBC NISP Tbk 14. Laporan Hasil Public Expose PT Bank OCBC NISP Tbk Report on the Result of the Public Expose of PT Bank OCBC NISP Tbk April 15. Laporan Perubahan Corporate Secretary PT Bank OCBC NISP Tbk Notice of Change in Corporate Secretary of PT Bank OCBC NISP Tbk Mei May Juni June Juli July Oktober October 16. Laporan Keuangan PT Bank OCBC NISP Tbk periode 31 Maret 2009 dan 2008 (Unaudited) Financial Statements of PT Bank OCBC NISP Tbk for the period of 31 March 2009 and 2008 (Unaudited) 17. Laporan Hasil Rating PT Bank OCBC NISP Tbk Report on Rating of PT Bank OCBC NISP Tbk 18. Laporan Persetujuan atas Pengangkatan Direktur PT Bank OCBC NISP Tbk (Alan Jenviphakul) 19. Laporan Keuangan PT Bank OCBC NISP Tbk periode 30 Juni 2009 dan 2008 (Unaudited) 20. Laporan Keuangan PT Bank OCBC NISP Tbk periode 30 September 2009 dan 2008 (Unaudited) Report on Approval of the Appointment of Director of PT Bank OCBC NISP Tbk (Alan Jenviphakul) Financial Statements of PT Bank OCBC NISP Tbk for the period of 30 June 2009 and 2008 (Unaudited) Financial Statements of PT Bank OCBC NISP Tbk for the period of 30 September 2009 and 2008 (Unaudited) 21. Laporan Keterbukaan Informasi (Bencana Alam) Report on Disclosure of Information (Natural Disaster) Hak-Hak Para Pemegang Saham Para pemegang saham Bank OCBC NISP memiliki hak sebagai berikut: Berhak menghadiri Rapat Umum Pemegang Saham (RUPS) melalui undangan yang disampaikan di surat kabar maupun undangan khusus yang dikirimkan kepada seluruh pemegang saham. Memberikan suara dalam RUPS sesuai dengan ketentuan yang berlaku. Memperoleh informasi penting mengenai Bank OCBC NISP secara berkala yang memungkinkan para pemegang saham membuat keputusan terkait dengan investasinya di Bank OCBC NISP. Memperoleh keuntungan sesuai dengan proporsi kepemilikan saham, baik berupa dividen atau keuntungan dari semakin meningkatnya nilai pasar saham perusahaan. Shareholders Rights Bank OCBC NISP shareholders shall have the following rights: The right to attend the General Meeting of Shareholders (GMS) by notice of announcement published in newspapers or by a particular invitation sent to the shareholders. To vote in the GMS in accordance with the prevailing regulations. To obtain material information on Bank OCBC NISP on a regular basis, thus enabling the shareholders to make timely decisions related to their investment in the Bank. To receive profit from the Bank in proportion to the share ownership, in the form of dividend or capital gain from higher market value of the Bank s shares. Hak-hak tersebut diatur dalam Anggaran Dasar dan Code of Conduct Bank OCBC NISP sebagai langkah untuk melindungi dan memfasilitasi terpenuhinya hak-hak para pemegang saham Bank OCBC NISP. Such rights are stipulated in the Articles of Association and Code of Conduct of Bank OCBC NISP as necessary measures to protect and facilitate the fulfillment of rights of the Bank s shareholders. Perlakuan Setara kepada Para Pemegang Saham Bank OCBC NISP senantiasa berusaha memberikan perlakuan yang setara kepada seluruh pemegang saham, baik itu pemegang saham mayoritas maupun minoritas. Seluruh pemegang saham memiliki kesempatan dan waktu yang sama dalam memperoleh informasi penting dari Bank OCBC NISP. Equal Treatment to Shareholders Bank OCBC NISP continuously strives to ensure equal treatment to shareholders, whether majority or minority shareholders. All shareholders are provided the same access and timeliness in receiving material information from the Bank. 73 OCBC NISP 2009 Annual Report

38 OCBC NISP in Brief From Management Good Corporate Governance Report Bank OCBC NISP memastikan bahwa: Informasi penting disampaikan secara bersamaan dan seragam kepada seluruh pemegang saham. Seluruh transaksi saham yang dilakukan para Komisaris, Direksi, dan para pemegang saham dengan jumlah kepemilikan Bank di atas 5% segera dilaporkan kepada Bapepam-LK. Larangan perdagangan oleh orang dalam (insider trading) dan informasi sensitif yang dapat mempengaruhi harga saham ditangani dengan sangat hati-hati dan bertanggung jawab. Bank OCBC NISP seeks to ensure that: Any material information is disclosed simultaneously and uniformly to all shareholders. All trading transactions by the Commissioners, Directors and shareholders involving shares equivalent to more than 5% ownership in the Bank shall be immediately reported to Bapepam-LK. Insider trading is prohibited and any sensitive information that can potentially influence the share price shall be handled with utmost care and responsibility. Pedoman Perilaku Budaya perusahaan Bank OCBC NISP dirumuskan dalam bentuk Pedoman Perilaku (Code of Conduct) yang mengatur tata hubungan profesional baik secara internal di lingkungan Bank OCBC NISP maupun dengan pihak eksternal. Baik pedoman kebijakan maupun pedoman perilaku dirancang secara bersama-sama dengan melibatkan seluruh karyawan Bank OCBC NISP. Kedua pedoman itu disusun agar seluruh karyawan Bank OCBC NISP dapat lebih mudah menyesuaikan diri untuk menghadapi lingkungan eksternal dan keutuhan internal keluarga besar Bank OCBC NISP yang kian kuat dan terpadu. Code of Conduct The corporate culture at Bank OCBC NISP is set forth in the Code of Conduct which governs the internal and external professional interactions at Bank OCBC NISP. Both the Policy Guidelines and the Code of Conduct were formulated as a collaborative effort, involving all employees of Bank OCBC NISP. These written guidelines serve as tools for all Bank OCBC NISP s employees to facilitate adaptation to the external environment and the internal unity of the stronger and more integrated Bank OCBC NISP family. Sejak akhir tahun 2008 Bank OCBC NISP menetapkan positioning sebagai Your Partner for Life yang memberikan gambaran Bank OCBC NISP yang kaya akan tradisi serta tata nilai yang kuat menyangkut kepercayaan, kepedulian kepada nasabah serta perkembangan dengan pandangan kedepan dan inovasi dalam memberikan solusi perbankan bagi nasabah. Since end of 2008, Bank OCBC NISP renewed its positioning as Your Partner for Life to depict Bank OCBC NISP for its rich tradition and strong values related to trust, customer care and development with its forward-looking orientation and innovative banking solution for customers. Bank OCBC NISP berkeyakinan bahwa setiap perubahan yang terjadi akan mempengaruhi budaya kerja. Dalam upayanya untuk terus memperkenalkan budaya perusahaan termasuk brand value baik kepada karyawan existing dan karyawan baru, Bank OCBC NISP melaksanakan berbagai kegiatan yang berkesinambungan sebagai berikut: Sejak Oktober 2008, telah dilakukan program orientasi karyawan baru yang didalamnya termasuk orientasi mengenai budaya perusahaan termasuk brand value Your Partner for Life. Dalam memastikan implementasi budaya perusahaan termasuk brand value Your Partner for Life di lingkungan Bank OCBC NISP, telah dilakukan pembekalan informasi bagi para pimpinan di jajaran Bank OCBC NISP melalui penyelenggaran workshop. Untuk setiap karyawan baru, diselenggarakan pula program orientasi, sebuah program yang memperkenalkan karyawan baru dengan budaya Bank OCBC NISP melalui metode experiential learning. Bank OCBC NISP is confident that each change initiated will affect work ethics. In its efforts to continuously promote the corporate culture, including the brand value to existing as well as new employees, Bank OCBC NISP carries out a continuous chain of activities as follows: Since October 2008, the Bank pursued intensive efforts to socialize the corporate culture, including the brand value Your Partner for Life to all employees. To ensure implementation of the corporate culture, including the brand value Your Partner for Life throughout Bank OCBC NISP, there were also sharing information for managers at Bank OCBC NISP through a number of workshops. For every new employee, there is an orientation program designed to introduce the newcomers to the culture of Bank OCBC NISP by way of experiential learning. 74 OCBC NISP Laporan Tahunan 2009

39 Operational Review Financial Review Corporate Data Informasi tentang budaya perusahaan, Pedoman Perilaku dan brand positioning Your Partner for Life Setiap karyawan dapat dengan mudah mengakses setiap saat melalui website internal dan website eksternal Khusus untuk brand positioning Your Partner for Life, pengkomunikasian juga dilakukan di setiap lingkungan kerja melalui media poster. Information on the corporate culture, code of conduct and brand positioning Your Partner for Life are constantly and readily accessible by all employees through the internal website: and the external website Particularly for brand positioning Your Partner for Life, communication is also through poster found in the working areas/stations. Informasi Orang Dalam Bank OCBC NISP melarang Komisaris, Direksi dan seluruh karyawan menggunakan informasi orang dalam untuk melakukan perdagangan saham Bank OCBC NISP demi keuntungan pribadi maupun pihak lain. Semua informasi disampaikan secara adil kepada seluruh pemegang saham. Untuk menghindari benturan kepentingan, seluruh karyawan Bank OCBC NISP harus tunduk pada Panduan Perilaku Karyawan dan Pedoman Kebijakan Perusahaan. Insider Information Commissioners, Directors and employees of Bank OCBC NISP shall refrain from using insider information in conducting trading transactions on the Bank s shares for personal gain or for the benefit of other parties. All information is disseminated equitably to all shareholders. To avoid conflict of interest, all employees are bound by the Code of Conduct and Policy Guidelines of Bank OCBC NISP. Program Whistleblowing Program Whistleblowing dibentuk untuk mengembangkan budaya yang dapat mendorong rasa kepedulian setiap anggota Bank OCBC NISP untuk melaporkan segala perbuatan yang dicurigai sebagai penipuan, penyimpangan atau pelanggaran hukum, tanpa rasa takut akan adanya ancaman dari pihak yang dilaporkan. Program Whistleblowing The Whistleblowing Program was instated to build a culture that would urge concern of each employee of the Bank to report acts suspected as fraud, breach or violation of the law, without fear of being threatened by the reported party. Program Whistleblowing merupakan komitmen Bank OCBC NISP menjamin adanya perlindungan terhadap individu yang melaporkan terjadinya pelanggaran atas etika bisnis, pedoman perilaku dan peraturan perusahaan dan peraturan perundangundangan. The Whistleblowing Program is a commitment of Bank OCBC NISP to guarantee protection to the individual who reports occurrence of breach of business ethics, code of conduct and corporate rules and the law and other legal provisions. Kebijakan Program Whistleblowing disetujui oleh Dewan Komisaris dan bertujuan untuk: - Mendorong setiap orang untuk melaporkan hal-hal yang dapat menyebabkan kerugian bagi Bank OCBC NISP baik secara finansial maupun non finansial atau hal-hal yang dapat merusak reputasi Bank OCBC NISP yang pada akhirnya merugikan semua anggota Bank OCBC NISP juga. - Memberikan kesanggupan bagi Bank OCBC NISP untuk menangani laporan-laporan dari pelapor yang dapat melindungi identitas pelapor dan menjaga keamanan dan kerahasiaan atas informasi yang disampaikan. - Menetapkan kebijakan perlindungan bagi pelapor terhadap ancaman dari para pihak baik dari dalam maupun dari luar Bank OCBC NISP. - Menyediakan prasarana yang dibutuhkan termasuk penunjukan Whistleblowing Protection Officer dan Whistleblowing Investigations Officer dan sarana-sarana untuk kepentingan pelaporan. The Whistleblowing Program is approved by the Board of Commissioners and is designed to: - Encourage each person to report issues/conditions which may potentially result in losses, financial or otherwise, for Bank OCBC NISP as well as other conditions that may potentially damage the reputation of Bank OCBC NISP, which may eventually be detrimental to every member of Bank OCBC NISP. - Providing guarantee from Bank OCBC NISP in handling reports from parties that would secure the identity of the reporting party and to maintain security and confidentiality of all reported information. - Establishing policies for the protection of the reporting party from threats by the concerned parties, whether internal or external to Bank OCBC NISP. - Providing infrastructure that is required, including appointment of Whistleblowing Protection Officer and Whistleblowing Investigations Officer and facilities related to the reporting process. 75 OCBC NISP 2009 Annual Report

40 OCBC NISP in Brief From Management Good Corporate Governance Report Program Whistleblowing dikembangkan dengan membangun proses-proses utama yang meliputi: - Prosedur pelaporan whistleblowing; - Investigasi dan pelaporan tindakan perbaikan yang dilakukan; - Proses komunikasi dengan pelapor; - Proses perlindungan bagi pelapor. The Whistleblowing Program is developed by building key processes, covering: - Procedure for reporting; - Investigation and reporting of corrective actions taken; - Process for communicating with the reporting party; - Process for protecting the reporting party. Self Assessment Pada tahun 2009, Bank OCBC NISP telah menyelenggarakan self assessment Good Corporate Governance (GCG). Self assesment yang dilakukan mengacu kepada ketentuan Bank Indonesia tentang Pelaksanaan Tata Kelola Perusahaan (GCG) bagi Bank Umum sebagaimana yang diatur dalam PBI No. 8/4/PBI/2006, PBI No. 8/14/PBI/2006 dan SEBI No. 9/12/ DPNP. Self Assessment In 2009, Bank OCBC NISP has completed self assessment on Good Corporate Governance (GCG). Self assessment is made with reference to the guidelines set forth by Bank Indonesia on the Implementation of Good Corporate Governance (GCG) for Commercial Banks as provided in PBI No. 8/4/PBI/2006, PBI No, 8/14/PBI/2006 and SEBI No. 9/12/ DPNP. Dalam kegiatan self assessment tersebut, dilakukan pemeringkatan dalam penilaian terhadap pelaksanaan penerapan Tata Kelola Perusahaan Bank OCBC NISP yang didasarkan oleh kriteria yang ditetapkan Bank Indonesia. Berdasarkan hasil perbandingan antara kinerja penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan kriteria minimal penerapan yang ditentukan oleh Bank Indonesia. This self assessment review contains scores for rating the implementation of Good Corporate Governance at Bank OCBC NISP, based on criteria as stipulated by Bank Indonesia. Based on a comparison between the performance in implementing Good Corporate Governance at Bank OCBC NISP with the minimum criteria for said implementation as prescribed by Bank Indonesia. Penilaian terhadap pelaksanaan prinsip-prinsip Good Corporate Governance Bank OCBC NISP diwujudkan dan difokuskan dalam 11 (sebelas) Faktor Penilaian Pelaksanaan Good Corporate Governance yang terdiri dari: - Pelaksanaan tugas dan tanggung jawab Dewan Komisaris; - Pelaksanaan tugas dan tanggung jawab Direksi; - Kelengkapan dan pelaksanaan tugas Komite; - Penanganan benturan kepentingan; - Penerapan fungsi kepatuhan; - Penerapan fungsi audit intern; - Penerapan fungsi audit ekstern; - Penerapan manajemen risiko termasuk sistem pengendalian intern; - Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposures); - Transparansi kondisi keuangan dan non keuangan Bank, laporan pelaksanaan Good Corporate Governance dan pelaporan internal; - Rencana strategis Bank. Assessment on the implementation of Good Corporate Governance principles at Bank OCBC NISP is broken down and focused on 11 (eleven) Reviewed Factors for the Implementation of Good Corporate Governance consisting of: - Performance of duties and responsibilities by the Board of Commissioners; - Performance of duties and responsibilities by the Board of Directors; - Structure and duties of Committees; - Handling conflict of interest; - Compliance implementation; - Internal audit implementation; - External audit implementation; - Risk management implementation, including internal control system; - Provision of funds to related party and large exposures; - Transparency of the Bank s financial and non-financial conditions, Good Corporate Governance implementation report and internal reporting; - Bank strategic plan. Kesimpulan Umum Hasil Self Assessment Berdasarkan penilaian pada Self Assessment Tata Kelola Perusahaan yang merupakan perbandingan antara kinerja penerapan Tata Kelola Perusahaan di Bank OCBC NISP dengan kriteria minimal penerapan Tata Kelola Perusahaan yang ditentukan oleh Bank Indonesia, maka dapat dilaporkan sebagai berikut: General Conclusion of Self Assessment Based on Good Corporate Governance Self Assessment, which measures the application of Good Corporate Governance practices at Bank OCBC NISP against the minimum criteria for Good Corporate Governance implementation as prescribed by Bank Indonesia, it is summarised as follows: 76 OCBC NISP Laporan Tahunan 2009

41 Operational Review Financial Review Corporate Data Aspek Yang Dinilai No Aspects Reviewed 1. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris; Performance of duties and responsibilities by the Board of Commissioners 2. Pelaksanaan tugas dan tanggung jawab Direksi; Performance of duties and responsibilities by the Board of Directors 3. Kelengkapan dan pelaksanaan tugas Komite; Structure and duties of Committees 4. Penanganan benturan kepentingan; Handling conflict of interest 5. Penerapan fungsi kepatuhan; Compliance implementation 6. Penerapan fungsi audit intern; Internal audit implementation Bobot Peringkat Nilai Weight Rank Score Catatan Notes 10.0 % Dewan Komisaris telah memiliki The Board of Commissioners has komposisi, intergritas dan kompetensi fulfilled the composition, integrity yang sesuai dengan kompleksitas and competence aspects as required Bank OCBC NISP, melakukan tugas by the complexity of Bank OCBC NISP; dan tanggung jawabnya secara performed duties and responsibilities efektif, mampu mengambil keputusan effectively; has been able to make secara independen dan tidak pernah independent decisions; has not melanggar ketentuan dan peraturan committed breaches of applicable yang berlaku serta menyelenggarakan laws and regulations; and has Rapat Dewan Komisaris secara efektif convened BOC meetings in an effective dan efisien yang didokumentasikan and efficient manner with proper dengan baik. documentation. 20.0% Direksi telah memiliki komposisi, The Board of Directors has fulfilled the intergritas dan kompetensi yang composition, integrity and competence sesuai dengan kompleksitas Bank aspects as required by the complexity OCBC NISP, melakukan tugas dan of Bank OCBC NISP; has performed tanggung jawabnya secara efektif, duties and responsibilities effectively; mampu mengambil keputusan secara has been able to make independent independen dengan memperhatikan decisions with due consideration to aspek transparansi dan tidak pernah maintaining transparency; has not melanggar ketentuan dan peraturan committed breaches of applicable yang berlaku, menyelenggarakan Rapat laws and regulations; and has Direksi secara efektif dan efisien yang convened BOD meetings in an effective didokumentasikan dengan baik. and efficient manner with proper documentation. 10.0% Komite telah memiliki komposisi dan kompetensi sesuai dengan ukuran dan kompleksitas usaha Bank. Pelaksanaan tugas Komite telah berjalan efektif dan menghasilkan rekomendasi yang dipergunakan sebagai bahan acuan keputusan Dewan Komisaris. 10.0% Bank OCBC NISP telah memiliki kebijakan dan prosedur Benturan Kepentingan. Pengungkapkan kondisi benturan kepentingan pada pengambilan keputusan dilengkapi risalah rapat yang diadministrasikan dan didokumentasikan dengan sangat The Committees have fulfilled the composition and competence aspects as seen consistent for the scale and complexity of the Bank s business. The performance of duties by the Committees has been effective and produced recommendations that have been used as reference for BOC decisions. Bank OCBC NISP has written policies and procedures on Conflict of Interest. For the decision-making process, transparency of conditions with conflict of interest is supported by minute of meeting, which is properly administered and documented. baik. 5.0% Tingkat kepatuhan Bank OCBC NISP At Bank OCBC NISP, compliance terhadap ketentuan Bank Indonesia with regulations of Bank Indonesia dan peraturan perundang-undangan and other applicable laws as well as yang berlaku serta pemenuhan fulfillment of commitments with komitmen dengan lembaga otoritas relevant authorities is considered yang berwenang tergolong baik. good. Performance of duties and Pelaksanaan tugas dan independensi independence of the Compliance Direktur Kepatuhan dan Satuan Kerja Director and the Compliance Division Kepatuhan telah dilaksanakan dengan have been addressed properly in baik sesuai dengan ketentuan dan accordance with prevailing rules and perundang-undangan yang berlaku. regulations. 5.0% Pelaksanaan fungsi audit intern Bank The internal audit function at Bank OCBC NISP telah berjalan efektif, OCBC NISP has been effectively carried dengan berpedoman pada SPFAIB. out, with reference to the SPFAIB. Dalam menjalankan fungsinya, Internal Internal Audit performs its duties Audit bertindak secara independen with an independent and objective dan obyektif. approach. 77 OCBC NISP 2009 Annual Report

42 OCBC NISP in Brief From Management Good Corporate Governance Report No Aspek Yang Dinilai Aspects Reviewed 7. Penerapan fungsi audit ekstern; External audit implementation 8. Penerapan manajemen risiko termasuk sistem pengendalian intern; Risk management implementation, including internal control system 9. Penyediaan dana kepada pihak terkait (related party) dan penyediaan dana besar (large exposures); Provision of funds to related party and large exposures 10. Transparansi kondisi keuangan dan non keuangan Bank, laporan pelaksanaan GCG dan pelaporan internal; Transparency of the Bank s financial and nonfinancial conditions, GCG implementation report and internal reporting 11. Rencana Stategis Bank Bank Strategic Plan Nilai Komposit Composite Score Nilai Komposit Composite Value Nilai 1,5 Score 1.5 1,5 Nilai Komposit < 2,5 1.5 Composite Score < 2.5 2,5 Nilai Komposit < 3,5 2.5 Composite Score < 3.5 3,5 Nilai Komposit < 4,5 3.5 Composite Score < 4.5 4,5 Nilai Komposit < Composite Score < 5 Bobot Peringkat Nilai Weight Rank Score Catatan Notes 5.0% Pelaksanaan audit oleh Akuntan Publik The audit process was conducted sangat efektif dan sesuai dengan effectively by the Public Accountant persyaratan minimum yang ditetapkan in accordance with the prescribed dalam ketentuan. Kualitas dan cakupan minimum standards. The quality and hasil audit Akuntan Publik sangat scope of audit findings of the Public baik. Pelaksanaan audit dilakukan Accountant is viewed as excellent. The oleh Akuntan Publik/KAP sangat audit was conducted by the Public independen dan telah memenuhi Accountant in an independent manner kriteria yang ditetapkan. 7.5% Efektivitas dan kecukupan penerapan manajemen risiko Bank OCBC NISP telah sesuai dengan tujuan, ukuran dan kompleksitas usaha Bank serta risiko yang dihadapinya. 7.5% Bank akan menyelaraskan kebijakan pemberian kreditnya sesuai dengan strategi jangka panjang Bank. Penyediaan Dana Kepada Pihak Terkait (related party) dan Penyediaan Dana Besar (large exposure), telah dilaksanakan sesuai dengan ketentuan dan perundang-undangan yang and fulfilled stipulated criteria. The effectiveness and adequacy of risk management implementation by Bank OCBC NISP has been consistent with the objectives, scale and complexity of the Bank s business as well as risks faced by the Bank. The Bank will align credit policies to its long-term strategies. Provision of funds to related party and large exposure has been carried out in accordance with applicable laws and regulations. berlaku % Bank sangat transparan dalam The Bank maintains transparency in menyampaikan informasi keuangan distributing financial information kepada publik melalui homepage to the public through its homepage Bank dan media yang sangat mudah and other readily-accesible media. diakses. Cakupan informasi keuangan The financial information is made tersedia sangat tepat waktu, lengkap, available in a timely, comprehensive, akurat, kini dan utuh. Sistem Informasi accurate, up-to-date and complete Manajemen Bank khususnya terkait manner. The Bank s Management Sistem Pelaporan Internal Bank cukup Information System, particularly mampu menyediakan data dan related to its Internal Reporting informasi secara tepat waktu, akurat, System, is adequate for generation of lengkap serta cukup handal dan data and information that are timely, efektif untuk pengambilan Keputusan accurate, comprehensive as well as manajemen. reliable and effective for the purpose of management decisions. 5.0 % Proses perencanaan, penyusunan, The processes for planning, persetujuan, monitoring dan evaluasi establishing, approval, monitoring and atas Corporate Plan dan Business Plan evaluation of the Bank s Corporate Bank telah dilakukan dengan baik Plan and Business Plan have been dan efektif serta berpedoman pada conducted properly and effectively by ketentuan dan peraturan yang berlaku. taking reference of prevailing rules and regulations. 100 % 1.09 Sangat Baik Excellent Predikat Komposit Composite Citation Sangat Baik Excellent Baik Good Cukup Baik Fairly Good Kurang Baik Sub Standard Tidak Baik Poor 78 OCBC NISP Laporan Tahunan 2009

43 Operational Review Financial Review Corporate Data Nilai Komposit dan Predikat Berdasarkan hasil self assessment GCG yang dilakukan menunjukkan bahwa penerapan GCG Bank OCBC NISP mencapai peringkat 1,09 dengan kategori Sangat Baik. Kelemahan dan Penyebab Berdasarkan hasil self assessment GCG yang dilakukan, diperoleh kesimpulan bahwa tidak terdapat kelemahan signifikan dalam penerapan GCG di Bank OCBC NISP. Kekuatan Pelaksanaan Good Corporate Governance Sebagai wujud komitmen Bank OCBC NISP menjadi Your Partner for Life bagi nasabahnya, pelaksanaan GCG di Bank OCBC NISP bersumber pada Rapat Umum Pemegang Saham, peran aktif Dewan Komisaris dan Direksi, serta dukungan dari seluruh karyawan. Guna memastikan bahwa azas GCG diterapkan pada setiap aspek bisnis dan di semua jajaran perusahaan, Bank OCBC NISP memiliki tatanan budaya perusahaan yang disusun secara formal dalam bentuk Pedoman Kebijakan Umum dan Pedoman Perilaku untuk mewujudkan Falsafah, Visi, Misi dan Tata Nilai Bank OCBC NISP sebagai suatu sistem yang terpadu yang mendukung implementasi GCG. Dengan diterapkannya Three Line of Defence Methode sebagai salah satu metodologi kontrol fungsi kepatuhan di setiap lini, maka pelaksanaan GCG di Bank OCBC NISP, dapat dilaksanakan sesuai dengan peraturan, perundang-undangan yang berlaku dengan menjunjung tinggi nilai-nilai etika yang berlaku umum pada industri perbankan. Tindak lanjut Meskipun Bank OCBC NISP memandang tidak terdapat kelemahan signifikan terhadap aspek pelaksanaan GCG, namun sesuai dengan komitmen Bank OCBC NISP untuk melaksanakan GCG dengan standar yang tinggi, optimalisasi terhadap aspek pelaksanaan GCG telah dilaksanakan secara berkesinambungan. Composite Score and Rating Based on the completed GCG self assessment, it is indicated that GCG implementation at Bank OCBC NISP earned a total score of 1.09, which falls under the category Excellent. Weaknesses and Reasons Based on the GCG self assessment above, it is concluded that there are no material weaknesses in the application of GCG practices at Bank OCBC NISP. Strengths in Good Corporate Governance Implementation To fulfil Bank OCBC NISP s commitment to be the Your Partner for Life to customers, GCG implementation at Bank OCBC NISP is founded on the General Shareholders Meetings, the active role of the Board of Commissioners and the Board of Directors, as well as the support of all employees. To ensure that GCG principles are applied across all business aspects and organizational strata, Bank OCBC NISP enforces a corporate culture which is outlined in the Policy Guidelines and Code of Conduct to attain the Philosophy, Vision, Mission and Values of Bank OCBC NISP as an integrated system that sustain GCG implementation. With the Three Line of Defence Method as a control mechanism for compliance at each structural level, GCG implementation at Bank OCBC NISP is aligned with applicable laws and regulations, while upholding standard ethical values of the banking industry. Follow-up Though Bank OCBC NISP assesses that there are no significant weaknesses in its GCG implementation, nonetheless in line with its commitment to the highest standards of GCG practices, GCG implementation has been carried out optimally on a continuous basis. Dengan Hormat, Respectfully, Pramukti Surjaudaja Parwati Surjaudaja rama P. Kusumaputra Presiden Komisaris Presiden Direktur Direktur Kepatuhan Chairman President Director & CEO Compliance Director 79 OCBC NISP 2009 Annual Report

44 OCBC NISP in Brief From Management Good Corporate Governance Report LAPORAN DEWAN PENGAWAS SYARIAH REPORT OF SHARIA SUPERVISORY BOARD Unit Usaha Syariah Sejalan dengan keinginan untuk mewujudkan cita-cita dan harapan menjadi Your Partner for Life bagi nasabah Bank OCBC NISP, maka pada tanggal 12 Oktober 2009 dengan seizin Bank Indonesia telah diluncurkan Unit Usaha Syariah (UUS). Dalam rangka meningkatkan pelayanan jasa perbankan syariah kepada masyarakat termasuk memperkuat keberadaan unit usaha syariah pada bank umum konvensional, pada tahun 2009, Bank OCBC NISP telah memiliki satu Kantor Cabang Syariah di Jakarta beserta empat puluh kantor Layanan Syariah di wilayah Jakarta dan sekitarnya (Jakarta, Bogor dan Bekasi). Dalam melaksanakan kegiatan usahanya, UUS telah melaksanakan kegiatan usaha sebagaimana diatur dalam Undang-Undang Perbankan Syariah dengan menerapkan Prinsip Syariah dan prinsip kehati-hatian. Bank OCBC NISP telah menunjuk: Direktur yang bertanggung jawab penuh terhadap UUS (Direktur UUS). Sejak tanggal 14 September 2009, Direktur UUS dijabat oleh Rudy N. Hamdani. Dewan Pengawas Syariah bertugas dan bertanggung jawab memberikan nasihat dan saran kepada Direktur UUS serta mengawasi kegiatan UUS agar sesuai dengan Prinsip Syariah. Sharia Business Unit To deliver on the aspiration and hope to become the Your Partner for Life to customers, Bank OCBC NISP has launched its Sharia Business Unit (UUS) on October 12, 2009, with approval from Bank Indonesia. To improve sharia banking services offered to the public, including strengthening the reach of the sharia business unit within the conventional commercial bank, in 2009, Bank OCBC NISP has operated one Sharia Branch Office in Jakarta, complemented by forty Sharia channeling in and around the Jakarta area (Jakarta, Bogor, Bekasi). In its operation, the Sharia Unit has carried out business activities as provided in the Sharia Bank Law by applying the Sharia principles and prudential principle. Bank OCBC NISP has appointed: The Director who is fully responsible for the Sharia Unit (UUS), ie the UUS Director. As at September 14, 2009, Rudy N. Hamdani serves as the UUS Director. The Sharia Supervisory Board has the duty and responsibility to provide advice and recommendations to the UUS Director as well as to oversee that the UUS activities are in line with Sharia principles. 80 OCBC NISP Laporan Tahunan 2009

45 Operational Review Financial Review Corporate Data Dewan Pengawas Syariah Dewan Pengawas Syariah (DPS) bertugas dan bertanggung jawab memberikan nasihat dan saran kepada Direktur UUS serta mengawasi kegiatan UUS agar sesuai dengan Prinsip Syariah. Sharia Supervisory Board The Sharia Supervisory Board is charged with duties and responsibilities to provide advise and recommendation to the UUS Director as well as monitoring compliance by the Bank s Sharia operations to the Sharia principles. Tugas dan Tanggung Jawab DPS Memberikan nasihat dan saran kepada Direktur UUS serta mengawasi kegiatan UUS agar sesuai dengan Prinsip Syariah (prinsip hukum Islam dalam kegiatan perbankan syariah berdasarkan fatwa yang dikeluarkan oleh Dewan Syariah Nasional- Majelis Ulama Indonesia) yang meliputi antara lain: a. Menilai dan memastikan pemenuhan Prinsip Syariah dalam pedoman operasional dan produk yang dikeluarkan UUS; b. Mengawasi proses pengembangan produk baru UUS sejak awal sampai dengan dikeluarkannya produk tersebut; c. Memberikan opini syariah terhadap produk baru dan/atau pembiayaan yang direstrukturisasi; d. Meminta fatwa kepada Dewan Syariah Nasional untuk produk baru UUS yang belum ada fatwanya; e. Melakukan review secara berkala atas pemenuhan Prinsip Syariah terhadap mekanisme penghimpunan dana dan penyaluran dana serta pelayanan jasa bank; dan f. Meminta dana dan informasi terkait dengan aspek syariah dari satuan kerja UUS dalam rangka pelaksanaan tugasnya. Duties and Responsibilities of the Board To provide advise and input to the Sharia Director as well as to oversee the Sharia operations to remain consistent with Sharia principles (Islamic laws for sharia banking practices based on fatwa issued by the National Sharia Board of the national Islamic leader association MUI (Majelis Ulama Indonesia) consisting of the following: a. To review and ensure compliance of operational guidelines and products offered by the Sharia Unit with the Sharia Principles; b. To oversee the process for development of new products by the Sharia Unit from the initiation phase up to product launching; c. To provide sharia opinion on new products and restructured financing.; d. To request issuance of fatwa from the National Sharia Board for new sharia products that are not currently guided by existing fatwa; e. To conduct periodic review on fulfillment of Sharia Principles with respect to bank s procedures for fund accumulation and disbursement as well as other banking services; and f. To request funds and information on sharia aspects from the Sharia Unit in order to perform its duties and responsibilities. Jumlah, Komposisi dan Independensi Dewan Pengawas Syariah Dalam melaksanakan fungsi pengawasan terhadap UUS, DPS menjalankan fungsinya bertindak secara independen. Anggota DPS Bank OCBC terdiri atas 2 (dua) orang dan salah satunya ditujuk sebagai seorang ketua. Anggota DPS Bank OCBC NISP merupakan para profesional dengan kompetensi, paling kurang memiliki pengetahuan dan pengalaman di bidang syariah mu amalah dan pengetahuan dibidang perbankan dan/atau keuangan secara umum. Sesuai dengan ketentuan Bank Indonesia, setiap anggota DPS telah lulus fit & proper test yang dilakukan oleh Bank Indonesia dan telah mendapat surat persetujuan dari Bank Indonesia. Number, Composition and Independence of the Sharia Supervisory Board The Sharia Supervisory Board acts independently in performing its oversight on the Bank s Sharia business/ operation. The Sharia Supervisory Board of Bank OCBC NISP consists of 2 (two) members, one of which is elected as Chairman. Members of the Sharia Supervisory Board of Bank OCBC NISP are professionals with expertise, at least with knowledge and experience in sharia mu amalah and knowledge in banking and/or finance in general. Pursuant to Bank Indonesia regulations, each member of the Board has passed the fit & proper test of Bank Indonesia and obtained letter of approval of Bank Indonesia. 81 OCBC NISP 2009 Annual Report

46 OCBC NISP in Brief From Management Good Corporate Governance Report Selengkapnya susunan Dewan Pengawas Syariah Bank OCBC NISP adalah sebagai berikut: Ketua : Dr. Muhammad Anwar Ibrahim Anggota : Mohammad Bagus Teguh Perwira, Lc, MA The following is the overall composition of the Sharia Supervisory Board of Bank OCBC NISP: Chairman : Dr. Muhammad Anwar Ibrahim Member : Mohammad Bagus Teguh Perwira, Lc, MA Masa Jabatan Rapat Umum Pemegang Saham Tahunan Bank OCBC NISP pada tanggal 23 Maret 2009, menyetujui memberikan kewenangan kepada Dewan Komisaris atau sekurang-kurangnya 3 anggota Dewan Komisaris yang ditunjuk oleh Dewan Komisaris Perseroan, untuk melakukan pengangkatan anggota Dewan Pengawas Syariah dan menentukan besarnya gaji/honorarium serta tunjangan bagi Dewan Pengawas Syariah dengan memperhatikan rekomendasi dari Komite Remunerasi dan Nominasi Perseroan. Menyetujui memberikan kewenangan tersebut sampai dengan dicabutnya kembali pemberian kewenangan oleh Rapat. Tabel Masa Jabatan masing-masing Anggota DPS adalah sebagai berikut: The Term of Office The Annual General Shareholders Meeting of Bank OCBC NISP on March 23, 2009 resolved to grant authority to the Board of Commissioners, or no less than 3 Commissioners elected by the BOC, to appoint members of the Sharia Supervisory Board and determine the salary/honorarium as well as benefits for the Board with due consideration to the recommendations of the Remuneration and Nomination Committee of the Bank. Approved to grant such authority until revocation of authority by the GMS. The following table provides details of the Term of Office of the Sharia Board members: Masa Jabatan Dewan Pengawas Syariah The Term of Office of the Sharia Supervisory Board No Nama Jabatan Name Position 1. Dr. Muhammad Anwar Ibrahim Ketua Chairman 2. Mohammad Bagus Teguh Anggota Perwira, Lc, MA Member Tanggal Efektif Effective Date Oct 1, 2009 Oct 1, 2009 Masa Jabatan Berakhir Expiry of Term of Office Pada saat ditutupnya RUPS Tahunan berikutnya serta dapat diangkat kembali. At the close of the subsequent Annual GMS and may be reappointed Pada saat ditutupnya RUPS Tahunan berikutnya serta dapat diangkat kembali. At the close of the subsequent Annual GMS and may be reappointed Rapat Dewan Pengawas Syariah Sepanjang tahun 2009, telah diselenggarakan 3 (tiga) kali rapat DPS Dengan daftar hadir anggota adalah sebagai berikut: Meeting of the Sharia Supervisory Board In 2009, there were held a total of 3 meetings of the Sharia Supervisory Board, with details of attendance as follows: Daftar Hadir Rapat Dewan Pengawas Syariah Attendance of Sharia Supervisory Board Meeting No Nama Rapat Meeting Name Total 1. Dr. Muhammad Anwar Ibrahim Oct 8, 2009 Oct 30, 2009 Nov 11, Mohammad Bagus Teguh Perwira, Lc, MA Oct 8, 2009 Oct 30, 2009 Nov 11, OCBC NISP Laporan Tahunan 2009

47 Operational Review Financial Review Corporate Data LAPORAN PENGAWASAN DEWAN PENGAWAS SYARIAH Laporan Hasil Pengawasan Dewan Pengawas Syariah periode 12 Oktober sampai dengan 31 Desember 2009 memuat antara lain: a. Laporan pelaksanaan atas kesesuaian produk dan jasa Bank dengan fatwa Dewan Syariah Nasional (DSN). Adanya kesesuaian produk dan jasa Bank dengan fatwa DSN untuk penghimpunan dana (Tabungan), Pembiayaaan (berupa SIMA dan FASBIS) dan Jasa-jasa perbankan (Transfer, pemindahbukuan dan transaksi ATM). Tidak terdapat produk dan jasa yang dilakukan bank yang tidak/ belum diatur dalam fatwa DSN. Pedoman Operasional (Penghimpunan Dana dan Jasa) dan Produk Bank telah sesuai dengan prinsip syariah dalam Fatwa DSN. Sedangkan pedoman operasional pembiayaan dan pedoman akuntansi sesuai dengan PSAK dan PAPSI sedang dalam penyiapan. b. Opini Syariah atas pedoman operasional dan produk yang dikeluarkan oleh Bank. 12 Opini DPS yang terdiri dari: 2 produk penghimpunan dana (Tanda ib, Tanda ib Target Saving dan Derma). 7 produk pembiayaan (Pembiayaan Kepemilikan Rumah ib, Pembiayaan Tanpa Agunan ib, Pembiayaan Dana Ekspres ib, Pembiayaan Utility Ekspres ib, Sertifikat Investasi Mudharabah Antar Bank, Konversi Produk KPR OCBC NISP Konvensional menjadi Pembiayaan Kepemilikan Rumah ib, Teasury Syariah) 3 jenis layanan (Pembukaan Rekening Tabungan Syariah dikantor Layanan Syariah, Remittance Syariah, Tabungan dan Giro Syariah sebagai rekening relasi). c. Opini Syariah secara keseluruhan atas pelaksanaan operasional Bank dalam laporan publikasi Bank untuk periode 12 Oktober sampai dengan 31 Desember 2009 sesuai dengan ketentuan syariah. REPORT ON OVERSIGHT BY THE SHARIA SUPERVISORY BOARD The report on oversight conducted by the Board for the period of October 12 December 31, 2009 concludes the following: a. Report on consistency of Bank products and services to the fatwa issued by the National Sharia Board (Dewan Syariah Nasional DSN). There is consistency of the Bank s products and services to the fatwa issued by the DSN with respect to fund accumulation (Savings), Funding (in the form of SIMA and FASBIS) and other banking services (transfer, overbooking and ATM transactions). There is currently no product or service offered by the Bank which is not or yet to be regulated by fatwa of the DSN. Operational Guidelines (for Fund Collection and Services) and Banking Products have conformed to sharia principles stipulated in Fatwa of the DSN. At the same time, operational guidelines for funding and accounting guidelines in line with GAAP and PAPSI are currently being prepared. b. Sharia opinion on the operational guidelines and products offered by the Sharia operations. 12 Board opinions consist of: 2 funding products (Tanda ib, Tanda ib Target Saving and Derma). 7 financing products (House Ownership financing ib, non-collateral financing ib, Dana Ekspres Financing ib, Utility Ekspres Financing ib, Inter-bank Mudharabah Investment Certificate, conversion of conventional OCBC NISP Mortgage into House Ownership Financing ib, Treasury Sharia). 3 types of services (opening Sharia savings account at sharia channeling, Sharia Remittance, Sharia Savings and Current Account as related accounts). c. The overall Sharia Opinion on the Bank s operational implementation in the Bank s published report for the period of October 12 December 31, 2009 is consistent with sharia principles and practices. 83 OCBC NISP 2009 Annual Report

48 OCBC NISP in Brief From Management Good Corporate Governance Report LAPORAN DEWAN KOMISARIS THE BOARD OF COMMISSIONERS REPORT Komposisi dan Independensi Dewan Komisaris terdiri dari 8 orang, termasuk 4 orang diantaranya atau sekitar 50% adalah Komisaris Independen. Adapun susunan lengkap Dewan Komisaris adalah sebagai berikut: Composition and Independence The Board of Commissioners is made up of 8 members, of which 4 members or approximately 50% are Independent Commissioners. The composition of the Board is as follows: Pramukti Surjaudaja: Presiden Komisaris Peter Eko Sutioso: Wakil Presiden Komisaris (Komisaris Independen) Lelarati Lukman: Komisaris Roy Athanas Karaoglan: Komisaris (Komisaris Independen) David Philbrick Conner: Komisaris Jusuf Halim: Komisaris (Komisaris Independen) Goh Kim Bun, Benny: Komisaris (Komisaris Independen) Lai Teck Poh (Dua Teck Poh): Komisaris Pramukti Surjaudaja: Chairman Peter Eko Sutioso: Deputy Chairman (Independent Commissioner) Lelarati Lukman: Commissioner Roy Athanas Karaoglan: Commissioner (Independent Commissioner) David Philbrick Conner: Commissioner Jusuf Halim: Commissioner (Independent Commissioner) Goh Kim Bun, Benny: Commissioner (Independent Commissioner) Lai Teck Poh (Dua Teck Poh): Commissioner Dewan Komisaris melaksanakan tugas dan tanggung jawabnya secara independen dengan berpedoman pada tata kelola perusahaan yang baik, dalam upaya memastikan terselenggaranya tata kelola perusahaan dalam setiap kegiatan usaha Bank pada seluruh tingkatan organisasi, melakukan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi serta memberikan nasihat kepada Direksi, memastikan terlaksananya ketentuan Anggaran Dasar Bank, dan memastikan The Board of Commissioners undertakes duties and responsibilities independently based on good corporate governance practices, in the efforts to ensure the application of good corporate governance in every business of the Bank at all levels of the organizational hierarchy, to supervise the performance of duties and responsibilities of the Board of Directors as well as to provide advise to the Board of Directors, to ensure the implementation of the Bank s Articles of Association, as well as to ensure that the Board of Directors has followed up 84 OCBC NISP Laporan Tahunan 2009

49 Operational Review Financial Review Corporate Data bahwa Direksi telah menindaklanjuti temuan audit dan rekomendasi satuan kerja audit intern, akuntan publik, hasil pengawasan Bank Indonesia dan otoritas lainnya. Tugas pengawasan dan pemberian nasihat dilakukan oleh Dewan Komisaris demi kepentingan Bank dan untuk memastikan bahwa pelaksanaan tugas Direksi telah sesuai dengan maksud dan tujuan Bank. Untuk menjaga obyektivitas dan independensinya dalam melakukan pengawasan, Dewan Komisaris tidak terlibat dalam pengambilan keputusan operasional Bank, kecuali dalam penyediaan dana kepada pihak terkait dan hal-hal lain yang diatur dalam Anggaran Dasar Bank dan ketentuan perundang-undangan. on audit findings and recommendation of the internal audit unit, public accountant, reviews by Bank Indonesia and other authorities. Supervision and advise are provided by the Board of Commissioners for the benefit of the Bank and to ensure that the performance of duties by the Board of Directors has been consistent with the objectives and purposes of the Bank. To maintain objectivity and independence in its supervision, the Board of Commissioners is not involved in the decisionmaking process in the Bank s operations, unless related to fund provision to related parties and other matters as stipulated in the Articles of Association of the Bank and other rules and regulations. Dalam mendukung efektivitas pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Pemantau Risiko serta Komite Remunerasi dan Nominasi. To support effective performance of duties and responsibilities, the Board of Commissioners is assisted by the Audit Committee, Risk Monitoring Committee, and Remuneration and Nomination Committee. Seluruh anggota Dewan Komisaris sebagai suatu majelis memiliki kompetensi inti yang dibutuhkan untuk memastikan efektivitas Dewan Komisaris. Kompetensi tersebut meliputi bidang akuntansi, keuangan, kemampuan stratejik, pemahaman bisnis, pengalaman dan kedalaman manajerial, pengetahuan industri perbankan, pemahaman ketentuan perbankan serta manajemen dan pengendalian risiko. Rincian kualifikasi profesional anggota Dewan Komisaris disajikan pada halaman The entire members of the Board of Commissioners bring together respective core competencies required to ensure the effectiveness of the Board of Commissioners. These competencies are in the areas of accounting, finance, strategic capability, business prowess, advanced managerial experiences, banking industry knowledge, banking regulation understanding and risk control and management. The detailed professional qualifications of the members of the Board of Commissioners are presented on page Sebagai perwujudan prinsip-prinsip Good Corporate Governance, terhadap seluruh anggota Dewan Komisaris wajib dilakukan nominasi dan penunjukan ulang secara periodik dan paling tidak setiap tiga tahun. Anggota Dewan Komisaris wajib menyediakan waktu yang cukup untuk melaksanakan tugas dan tanggung jawabnya secara optimal. Anggota Dewan Komisaris juga wajib mengungkapkan kepemilikan sahamnya dan hubungan keuangan dan keluarganya dengan Komisaris lain, anggota Direksi dan pemegang saham Bank, serta dilarang mengambil keuntungan pribadi dari Bank selain remunerasi dan fasilitas yang ditetapkan oleh RUPS. Pursuant to Good Corporate Governance principles, all members of the Board of Commissioners are subject to nomination and reappointment periodically and at least every three years. Members of the Board of Commissioners shall provide adequate time to accomplish duties and responsibilities optimally. Members of the Board of Commissioners shall also disclose their respective share ownership as well as family and financial relationship with other Commissioners, members of the Board of Directors, and shareholders of the Bank, and shall be prohibited from taking personal gains from the Bank other than remuneration and facilities as resolved by the GMS. Presiden Komisaris memegang peranan sentral dalam mengatur materi dan jadwal rapat Dewan agar Dewan Komisaris dapat melaksanakan tugas dan tanggung jawabnya dengan efektif, mempersiapkan agenda rapat, memastikan tersedianya informasi yang relevan bagi Dewan Komisaris dengan kuantitas, kualitas dan tenggang waktu yang memadai, serta memastikan terselenggaranya prinsip-prinsip Good Corporate Governance. The Chairman has a critical role in managing the materials and schedule for the Board meetings in order for the Board of Commissioners to effectively carry out duties and responsibilities, preparing the meeting agenda; ensuring that relevant information is made available for the Board of Commissioners with appropriate quantity, quality and timeliness; and ensuring the application of Good Corporate Governance principles. 85 OCBC NISP 2009 Annual Report

50 OCBC NISP in Brief From Management Good Corporate Governance Report Pelaksanaan Tugas dan Tanggung Jawab Pengawasan di Tahun 2009 Performance of Supervisory Duties and Responsibilities in 2009 Anggota Dewan Komisaris diangkat oleh Rapat Umum Pemegang Saham (RUPS) untuk melakukan tugas pengawasan dan pemberian nasihat kepada Direksi dengan itikad baik, kehati-hatian dan bertanggung jawab demi kepentingan Bank. Tugas utama Dewan Komisaris adalah untuk memastikan tercapainya maksud dan tujuan Bank dan untuk memastikan bahwa Bank dikelola untuk menjaga kepentingan pemegang saham dan stakeholder lainnya. Members of the Board of Commissioners are appointed by General Meeting of Shareholders (GMS) to conduct supervision and provide advice to the Board of Directors with good intention, prudence and responsibility for the benefit of the Bank. The main duties of the Board of Commissioners are to ensure the achievement of objectives and purposes of the Bank and to ensure that the Bank is managed to maintain the interests of the shareholders and other stakeholders. Dewan Komisaris juga mempunyai tugas dan tanggung jawab untuk mematuhi peraturan perundang-undangan yang berlaku di Indonesia termasuk Undang-undang Perseroan Terbatas, Undang-undang Perbankan, Undang-undang Pasar Modal, Peraturan Bank Indonesia dan ketentuan perundangundangan lainnya, serta wajib memastikan dilaksanakannya ketentuan Anggaran Dasar Perseroan. The Board of Commissioners also have responsibilities to adhere to the laws prevailing in Indonesia, including the Company Law, Banking Law, Capital Market Law, Bank Indonesia Regulations and other relevant laws and regulations, and also to ensure that the Bank complies with its Memorandum and Articles of Association. Secara umum, tanggung jawab Dewan Komisaris, termasuk namun tidak terbatas pada hal-hal berikut: 1. Pengawasan Stratejik Melakukan pengawasan terhadap Direksi dalam melaksanakan tugas dan tanggung jawab Direksi, dengan mengarahkan, memantau dan mengevaluasi implementasi kebijakan stratejik. Namun demikian, dalam melaksanakan tugas pengawasan tersebut, Dewan Komisaris dilarang terlibat dalam proses pengambilan keputusan menyangkut kegiatan operasional Bank, kecuali dalam hal: a. persetujuan terhadap penyediaan dana kepada pihak-pihak yang terkait sebagaimana diatur dalam ketentuan Bank Indonesia; dan b. keputusan-keputusan lain yang ditetapkan dalam Anggaran Dasar atau peraturan perundangan yang berlaku. Pengambilan keputusan oleh Dewan Komisaris sebagaimana disebutkan dalam butir a dan b di atas tidak meniadakan tanggung jawab Direksi atas pelaksanaan pengurusan Bank; Memastikan Direksi menindaklanjuti temuan audit dan rekomendasi dari satuan kerja internal audit, eksternal audit, hasil pengawasan Bank Indonesia dan otoritas lainnya; Memberitahukan kepada Bank Indonesia paling lambat 7 (tujuh) hari kerja sejak ditentukan pelanggaran terhadap peraturan perundangundangan di bidang perbankan dan keuangan, termasuk juga kondisi lainnya atau perkiraan kondisi yang mungkin dapat membahayakan kelangsungan usaha Bank. In general, the responsibilities of the Board of Commissioners include, but are not limited to, the following: 1 Strategic Supervision Supervising the Board of Directors in discharging its duties and responsibilities, by directing, monitoring and evaluating the implementation of strategic policies. Nonetheless, in its supervisory capacity, the Board of Commissioners is prohibited from being involved in the decision making process concerning the Bank s operational activities, except in: a. approval of loans to related parties in accordance with Bank Indonesia regulations; and b. other decisions as stipulated in the Articles of Association and other relevant regulations. The decisions made by the Board of Commissioners in (a) and (b) above shall not replace the Board of Directors responsibilities in managing the Bank; Ensuring that the Board of Directors follow up on audit findings and recommendations from Internal Audit auditors, external auditors, Bank Indonesia and other relevant authorities; Informing Bank Indonesia within 7 (seven) working days after any occurrence of breach in Banking and Finance regulations as well as other condition or prediction of conditions that might jeopardize the sustainability of the Bank. 86 OCBC NISP Laporan Tahunan 2009

51 Operational Review Financial Review Corporate Data 2. Pengawasan Perusahaan Memastikan diterapkannya prinsip-prinsip Good Corporate Governance pada setiap jenjang organisasi. Memastikan bahwa Dewan Komisaris mengikuti pendidikan yang terkait dan berkelanjutan serta dimutakhirkan terhadap perubahan aturan dan ketentuan perundangan serta standar yang relevan. Mereview dan menyetujui rekomendasi Komite Audit, dalam kaitannya dengan: - Penerapan tugas dan tanggung jawab dari Audit Intern. - Kesesuaian penerapan pemeriksaan oleh Kantor Akuntan Publik dengan pedoman yang berlaku. - Kesesuaian laporan keuangan dengan standar akuntansi yang berlaku. - Tindak lanjut Direksi atas temuan audit dari Audit Intern, akuntan publik dan Bank Indonesia. - Rekomendasi penunjukan Kantor Akuntan Publik dan Akuntan Publik untuk disampaikan ke RUPS. 2. Corporate Governance Ensuring the implementation of Good Corporate Governance principles at all organization level. Ensuring that the Board of Commissioners are provided with relevant continuing education and are updated on changes in laws, regulations and standards. Reviewing and approving the recommendations of the Audit Committee in relation to: - Implementation of Internal Audit s roles and responsibilities. - Concurrence with implementation of audit by the Public Accountant Office in accordance with prevailing standards. - Concurrence with financial performance reports with prevailing accounting standards. - Following up with the Board of Directors on audit findings of Internal Audit, Public Accountant and Bank Indonesia. - Recommendation for the appointment of Public Accountant Office and Public Accountant for GMS approval. Mereview dan menyetujui Rekomendasi dari Komite Pemantau Risiko, dalam kaitannya dengan: - Penerapan kebijakan Risk Management. - Penerapan keputusan Komite Pemantau Risiko dan Risk Management Division. Mereview dan menyetujui Rekomendasi dari Komite Remunerasi dan Nominasi, dalam kaitannya dengan: - Kebijakan Remunerasi, termasuk rekomendasi terhadap kebijakan Dewan Komisaris dan Direksi. - Prosedur dan Kebijakan untuk Penunjukan dan Penggantian anggota Direksi dan Dewan Komisaris. - Nominasi calon anggota Direksi dan Dewan Komisaris. Mendokumentasikan seluruh risalah rapat Dewan Komisaris, Direksi dan Komite, khususnya pembahasan masalah-masalah penting dan keputusan yang diambil, termasuk perbedaan pendapat (dissenting opinions); Mereview dan menyetujui rencana bisnis; Mereview dan menyetujui laporan tahunan; Reviewing and approving recommendations of the Risk Monitoring Committee in relation to: - Implementation of risk management policy. - Implementation of the decisions of the Risk Monitoring Committee and Risk Management Division. Reviewing and approving recommendations of the Remuneration and Nomination Committee (RNC) in relation to: - Remuneration policies, including recommendation of policies for the Board of Commissioners and Board of Directors. - Policies and procedures for the appointment and replacement of members of the Board of Directors and Board of Commissioners. - Nomination for members of the Board of Directors and Board of Commissioners. Maintaining records of all meetings of the Board of Commissioners, Board of Directors and Committees, in particular records of discussion on key deliberations and decisions taken, including dissenting opinions; Reviewing and approving the business plan; Reviewing and approving the annual report; 87 OCBC NISP 2009 Annual Report

52 OCBC NISP in Brief From Management Good Corporate Governance Report Memberikan laporan dan mendapatkan persetujuan pemegang saham pada Laporan Pengawasan Dewan Komisaris. Dewan Komisaris harus secara konstruktif memberikan tantangan dan masukan strategi serta meninjau kinerja dan efektivitas manajemen pada rapat yang menyetujui sasaran dan tujuan yang telah ditentukan serta memantau Laporan Kinerja. Reporting to and obtaining shareholders approval on the Board of Commissioners supervisory report. The Board of Commissioners shall constructively challenge and provide advice on strategy, and review the performance and effectiveness of management in meeting agreed goals and objectives and monitor the reporting of performance. Selama tahun 2009, Dewan Komisaris telah melakukan 4 (empat) kali rapat dengan Direksi, 4 (empat) kali rapat dengan Komite Audit, serta 4 (empat) kali rapat lengkap Dewan Komisaris. Sebelum rapat diselenggarakan, kepada anggota Dewan Komisaris telah diberikan materi rapat agar memiliki waktu yang memadai anggota Dewan Komisaris untuk mempelajari materi rapat dalam upaya meningkatkan efektivitas tugas pengawasannya. Dewan Komisaris juga memperoleh pemutakhiran tentang perkembangan ketentuan perundang-undangan, manajemen risiko serta standar akuntansi dan pelaporan keuangan. Hal-hal berikut merupakan fokus pengawasan yang dilaksanakan oleh Dewan Komisaris selama tahun 2009: Melakukan pengawasan terhadap realisasi rencana bisnis Bank, khususnya dalam menghadapi lingkungan bisnis yang dihadapkan pada krisis global, dan membahas dengan Direksi tentang hal-hal yang menyebabkan belum tercapainya beberapa aspek penting rencana bisnis seperti penyaluran kredit, penghimpunan dana pihak ketiga serta produktivitas dan efisiensi. Dalam menghadapi ketatnya persaingan suku bunga dan situasi perekonomian yang bergejolak, Dewan Komisaris mendukung kebijakan Direksi mengutamakan prinsip kehati-hatian dalam penyaluran kredit dan pemupukan dana pihak ketiga dan mendorong Direksi agar terus berupaya meningkatkan produktivitas dan efisiensi. Memantau pengembangan kualitas Sumber Daya Manusia (SDM) dan mendorong akselerasi transfer of knowledge dari OCBC Bank mengingat fungsi stratejik SDM dalam mendukung pencapaian rencana jangka panjang. Memastikan terselenggaranya prinsip dan praktik Good Corporate Governance (GCG) pada seluruh jenjang organisasi dengan memantau hasil self assessment terhadap GCG, menjamin transparansi dan keterbukaan, akuntabilitas organ Bank dan mendorong penyempurnaan praktik GCG dengan mengacu kepada international best practices. In 2009, the Board of Commissioners has convened 4 (four) meetings with the Board of Directors, 4 (four) meetings with the Audit Committee as well as 4 (four) meetings of the Board of Commissioners. Prior to holding the meetings, the materials have been distributed to all members of the Board of Commissioners to allow them to having comprehensive understanding and to conduct a more effective supervision. The Board of Commissioners also received updates on the development of laws and regulations, risk management as well as accounting standards and financial reporting. The following are the main focuses of supervision by the Board of Commissioners in 2009: Supervise on the realisation of the Bank s business plans, particularly related to the business environment in light of the global crisis, and discussed with the Board of Directors on matters causing under achievement of significant aspects of the business plans, such as loan distribution, third party deposits accumulation as well as productivity and efficiency. In matters pertaining to tight competition in interest rates and fluctuating economic conditions, the Board of Commissioners has supported the policies of the Board of Directors in upholding the prudential principle in lending and third party funding and encouraged the Board of Directors to continuously drive improvement in productivity and efficiency. Monitor the development of Human Resource (HR) quality and encouraged the acceleration of the transfer of knowledge from OCBC Bank, considering the strategic function of HR in supporting the Bank s long-term plans. Ensure the implementation of Good Corporate Governance (GCG) principles and practices at all levels of the organizational hierarchy by monitoring the GCG self assessment results, ensuring transparency and disclosure, accountability of the corporate organs and supporting measures for improvement of GCG implementation based on international best practices. 88 OCBC NISP Laporan Tahunan 2009

53 Operational Review Financial Review Corporate Data Memastikan terselenggaranya sistem pengendalian internal dan pelaporan keuangan yang efektif dengan memantau, melalui pertemuan dengan Komite Audit, tindak lanjut temuan dan rekomendasi satuan kerja audit intern, hasil pengawasan Bank Indonesia dan temuan audit akuntan publik. Memastikan efektivitas sistem dan proses manajemen risiko, melalui pertemuan dengan Komite Pemantau Risiko, dengan memantau pengelolaan risiko utama Bank. Melakukan pengawasan terhadap keseluruhan faktor CAMELS (Capital Asset Management Earning Liquidity and Sensitivity) melalui pembahasan dengan Direksi upayaupaya yang dilakukan dalam mempertahankan tingkat kesehatan Bank. Ensure the application of effective financial reporting and internal control system by monitoring, through meetings with the Audit Committee, follow up actions on findings and recommendations provided by internal audit, Bank Indonesia reviews and audit findings by the public accountant. Ensure the effectiveness of the risk management system and process, through meetings with the Risk Management Committee, by monitoring the management of the Bank s main risks. Supervise the entire factors pertaining to CAMELS (Capital Asset Management Earning Liquidity and Sensitivity) through discussions with the Board of Directors on related action taken to maintain the level of soundness of the Bank. 89 OCBC NISP 2009 Annual Report

54 OCBC NISP in Brief From Management Good Corporate Governance Report Laporan Komite Audit Audit Committee Report Komite Audit diangkat oleh dan bertanggung jawab langsung kepada Dewan Komisaris dengan tugas utama yaitu membantu Dewan Komisaris dalam memenuhi tugasnya mengawasi halhal yang terkait dengan akuntansi dan laporan keuangan, tata kelola perusahaan dan proses pemeriksaan audit internal dan eksternal. Dalam rangka mendukung pelaksanaan tugas Dewan Komisaris secara efektif, maka Komite Audit harus dapat memastikan: 1. Pelaporan keuangan yang berkualitas dan kecukupan serta transparansi dalam pengungkapan data keuangan dan operasional; 2. Kualitas dan obyektivitas pelaksanaan audit internal dan eksternal; 3. Integritas sistem pengendalian manajemen dan internal, dan; 4. Proses dan praktik tata kelola perusahaan. The Audit Committee is established by and is directly responsible to the Board of Commissioners (BOC), with main duties to assist the BOC in fulfilling its oversight responsibilities on matters related to financial accounting and reporting, organizational governance and internal and external audit processes. To support the effectiveness of the BOC in discharging their oversight responsibilities, the Audit Committee aims in assuring: 1. Quality financial reporting and adequacy and transparency of financial and operating disclosures; 2. Quality and objectivity of internal and external audit processes; 3. Integrity of management and internal control system, and; 4. Good governance process and practices. Wewenang, tanggung jawab dan fungsi Komite Audit dituangkan dalam Pedoman Komite Audit. Tugas utama, komposisi, keanggotaan, rapat dan kegiatan Komite Audit diuraikan sebagai berikut: The authority, responsibility, and specific duties of the Audit Committee are stipulated in the Audit Committee Charter. The main duties, composition, membership, meeting and activities of the Audit Committee are described below: Tugas-tugas Komite Audit 1. Melakukan review atas laporan keuangan dan informasi keuangan lainnya yang diberikan kepada para stakeholder, termasuk proyeksi keuangan, sistem pengendalian internal dan pelaksanaan audit internal dan eksternal. 2. Membina komunikasi yang baik dengan akuntan publik dan auditor internal serta melakukan review atas cakupan, hasil, efektivitas dan obyektivitas pelaksanaan audit eksternal dan internal; juga dengan Komite Pemantau Risiko terkait proses manajemen risiko yang efektif. Duties of Audit Committee 1. Review financial reporting and other relevant financial information to stakeholders, including financial projections, the internal control system and the internal and external audit processes. 2. Maintain appropriate communication with the external and internal auditors and review the scope, results, effectiveness and objectivity of the external and internal audit processes; and with the Risk Monitoring Committee on the effectiveness of the risk management process. 90 OCBC NISP Laporan Tahunan 2009

55 Operational Review Financial Review Corporate Data 3. Melakukan review dan evaluasi terhadap kecukupan sistem pengendalian internal, termasuk pengendalian akuntansi, berdasarkan masukan dari auditor internal, akuntan publik dan Bank Indonesia. 4. Melakukan review atas draft laporan keuangan yang telah diaudit yang diterima oleh manajemen untuk memastikan mutu penyajian laporan keuangan, kewajaran kebijakan dan praktik akuntansi, serta kecukupan dan transparansi pengungkapan data keuangan dan operasional. 5. Melakukan review atas tindak lanjut temuan audit yang signifikan yang telah ditemukan dan dilaporkan oleh auditor internal, akuntan publik dan Bank Indonesia. 6. Melakukan review atas kepatuhan Bank terhadap ketentuan dan peraturan pasar modal, perbankan dan lainnya yang berlaku, berdasarkan masukan dari Direktur Kepatuhan dan auditor internal, akuntan publik dan Bank Indonesia, serta melakukan review atas tindak lanjut terhadap keluhan yang diterima Bank. 3. Review and evaluate the adequacy of the system of internal control, including accounting controls, taking input from internal and external auditors as well as Bank Indonesia. 4. Review the draft of the audited financial statements submitted by management to ensure the quality of financial statements presentation, the appropriateness of accounting policies and practices, and the adequacy and transparency of financial and operating disclosures. 5. Review the proper follow up of significant audit findings identified and reported by the internal and external auditors as well as Bank Indonesia. 6. Review the Bank s compliance with capital market, banking and other relevant laws and regulations, obtain input from the Compliance Director and internal, external and supervisory auditors, and review follow up actions on complaints against the Bank. Komposisi dan Anggota Komite Audit 1. Komite Audit terdiri dari sekurang-kurangnya seorang Komisaris Independen, seorang dari pihak independen yang memiliki keahlian di bidang keuangan atau akuntansi dan seorang pihak independen yang memiliki keahlian di bidang hukum atau perbankan. 2. Komisaris Independen dan pihak independen yang menjadi anggota Komite Audit, paling kurang terdiri dari 51% dari jumlah anggota Komite Audit. 3. Pengangkatan Komite Audit dilakukan oleh Direksi berdasarkan keputusan Rapat Dewan Komisaris. Dewan Komisaris wajib memastikan bahwa Komite Audit yang dibentuk menjalankan tugasnya secara efektif. Pengangkatan anggota Komite Audit yang berasal dari pihak independen direkomendasikan oleh Komite Remunerasi dan Nominasi (RNC) kepada Dewan Komisaris. 4. Ketua Komite Audit merupakan Komisaris Independen. The Composition and Membership of the Audit Committee 1. The Audit Committee shall at least consist of an Independent Commissioner, an independent party with expertise in finance or accounting and an independent party with expertise in legal or banking. 2. Audit Committee members who are Independent Commissioner and independent parties must account for no less than 51% of all members of the Audit Committee. 3. Members of the Audit Committee shall be appointed by the Board of Directors based on the decision of the Board of Commissioners meeting. The Board of Commissioners must ensure that the Audit Committee implement their task effectively. The appointment of Audit Committee members from independent parties are recommended by the Remuneration and Nomination Committee (RNC) to the Board of Commissioners. 4. Chairman of the Audit Committee shall be an Independent Commissioner Rapat Komite Audit Komite Audit dapat mengadakan rapat setiap saat namun sekurang-kurangnya empat kali dalam setahun. Audit Committee Meetings The Audit Committee may meet at anytime but no less than four times a year. Kegiatan Komite Audit Terkait dengan tahun buku 2009, Komite Audit telah mengadakan rapat sebanyak 19 (sembilan belas) kali, yang terdiri dari 3 (tiga) kali rapat dengan akuntan publik, 12 (dua belas) kali rapat dengan pihak intern, yaitu yang terdiri dari 4 (empat) kali rapat dengan Financial & Planning untuk melakukan review atas hal-hal terkait akuntansi dan laporan keuangan, 4 (empat) kali rapat dengan Auditor Internal untuk melakukan review atas kecukupan pengendalian internal, temuan audit penting dan hal-hal lain yang signifikan dan tindak lanjut temuan audit serta rekomendasi yang diajukan oleh akuntan publik dan pihak yang berwenang, dan 4 (empat) rapat dengan Direktur Kepatuhan untuk melakukan review Audit Committee Activities In respect of the financial year of 2009, the Audit Committee met 19 (nineteen) times, that consist of: 3 (three) meetings with the external auditors; 12 (twelve) meetings with internal parties, that consist of: 4 (four) meetings with Financial & Planning, to review accounting and financial reporting issues, 4 (four) meetings with the Internal Auditor to review the adequacy of internal control, key audit findings and other identified significant issues and the follow up of audit findings and recommendations raised by the external auditor and supervisory authority, and 4 (four) meetings with the Compliance Director to review compliance issues and key regulatory requirements. In addition, the Audit Committee held 91 OCBC NISP 2009 Annual Report

56 OCBC NISP in Brief From Management Good Corporate Governance Report atas berbagai masalah kepatuhan dan ketentuan peraturan yang berlaku. Selain itu, Komite Audit melaksanakan 4 (empat) kali rapat dengan Dewan Komisaris untuk memberikan laporan kegiatan dan temuan serta melakukan konsultasi terkait proses pengawasan. Jumlah kehadiran pada rapat Komite yang telah dilaksanakan adalah sebagai berikut: 4 (four) meetings with the Board of Commissioners to report its activities and findings and to consult on oversight issues. The meeting attendance of the Audit Committee members is as follows: Kegiatan Komite Audit Audit Committee Activity No Nama Posisi Jumlah Kehadiran Name Position Total Attendance 1. Jusuf Halim Ketua Chairman Goh Kim Bun, Benny Anggota Member Made Rugeh Ramia Anggota Member Willy Prayogo Anggota Member 19 Terkait dengan tahun buku 2009, Komite Audit dalam rapat Komite telah melakukan pembahasan mengenai hal-hal berikut: In respect of the financial year of 2009, the Audit Committee has discussed the following during the meetings: a. Dengan Manajemen dan Staf Keuangan Melakukan review atas laporan keuangan yang dicantumkan dalam laporan tahunan untuk memastikan bahwa isi dan pengungkapan informasi sesuai dengan hasil audit yang dilakukan oleh akuntan publik; melakukan review atas kesesuaian kebijakan akuntansi dengan standar akuntansi keuangan, serta independensi dan obyektivitas akuntan publik. Selain itu, dengan manajemen juga melakukan review kesiapan Bank menerapkan PSAK 50 dan 55 mulai 1 Januari 2010 dan untuk memastikan bahwa akuntan publik tidak memberikan jasa non audit yang tidak diperbolehkan. a. With Senior Management and Financial Officers Reviewed the financial statements contained in the annual report to ensure their consistency with its content and disclosure as audited by external auditor; reviewed the consistency of accounting policies and the implementation of financial reporting standards, significant financial reporting issues and judgment, and the independence and objectivity of the external auditors. In addition, reviewed with management the Bank s readiness of the implementation of PSAK 50 and 55 by January 1, 2010 and that the external auditor has not engaged to perform prohibited non audit services. b. Dengan Akuntan Publik Membahas rencana audit, risiko-risiko signifikan yang akan diaudit, temuan audit yang signifikan, kecukupan sistem pengendalian internal dan opini akuntan publik terhadap penerapan prinsip akuntansi yang berlaku umum, serta kecukupan pengungkapan. Selain itu, dengan akuntan publik juga dibahas mengenai kelemahan dalam struktur pengendalian internal, teknologi informasi dan penyesuaian yang diusulkan. b. With the External Auditor Discussed the audit plan, significant risks addressed, significant audit findings, the adequacy of internal control and auditors opinion regarding the application of generally accepted accounting principles, as well as the adequacy of disclosure. In addition, discussed with the external auditor all noted deficiencies in the internal control structure, information technology and adjusted differences. c. Dengan Audit Internal Membahas rencana audit internal, risiko-risiko utama, pendekatan audit berbasis risiko, penerapan manajemen risiko, kecukupan sistem pengendalian internal dan temuan audit yang signifikan, serta tindak lanjut atas rekomendasi yang telah diberikan oleh auditor internal, akuntan publik dan pihak terkait lainnya. c. With Internal Audit Discussed the internal audit plan, key risk areas, the risk-based audit approach, implementation of risk management, adequacy of the internal control system and significant audit findings, as well as timely follow-up of their recommendations and other recommendations raised by Bank Indonesia, external auditor and other relevant bodies. 92 OCBC NISP Laporan Tahunan 2009

57 Operational Review Financial Review Corporate Data d. Dengan Direktur Kepatuhan Membahas pemenuhan ketentuan perundangan, laporan hasil pengawasan Bank Indonesia, risiko kepatuhan dan tindak lanjutnya, serta perkembangan terkini ketentuan perundangan yang mempengaruhi Bank. d. With the Compliance Director Discussed the key regulatory requirements of Bank Indonesia and the results of supervisory reviews issued by Bank Indonesia, key compliance risks and follow-up actions, and current regulatory development affecting the Bank. e. Dengan Dewan Komisaris Melaporkan kegiatan triwulanan Komite Audit dan membahas rekomendasi Komite untuk hal-hal yang terkait dengan akuntansi, audit, pengendalian, tata kelola perusahaan dan kepatuhan, termasuk rekomendasi kepada Dewan Komisaris terkait penunjukan atau penunjukan kembali akuntan publik. e. With the Board of Commissioners Reported the quarterly activities of the Audit Committee and discussed the Committee s recommendations on accounting, audit, control, governance and compliance matters, including the recommendation to the BOC on the appointment or re-appointment of the external auditor. PROFIL KOMITE AUDIT PROFILE OF AUDIT COMMITTEE Jusuf Halim Berpengalaman di bidang akuntansi dan audit lebih dari 25 tahun. Diangkat kembali sebagai anggota independen Komite Audit Bank OCBC NISP (2007). Ketua Dewan Penguji CPA Indonesia ( ). Anggota Kehormatan Asosiasi Kurator dan Pengurus Indonesia ( ). Ketua Komite Standar Akuntansi Keuangan ( ). Akuntan terdaftar yang sangat berpengalaman. Sarjana Akuntansi. Magister dalam Hukum Bisnis. Doktor Manajemen Stratejik. Dosen Akuntansi dan Perpajakan. Jusuf Halim More than 25 years experience in accounting and audits. Reappointed as an independent member of Bank OCBC NISP s Audit Committee (2007). Chairman of Indonesia CPA Examination Board ( ). Honorary Member of the Indonesian Association of Receivers and Administrators ( ). Chairman of the Indonesian Financial Accounting Standards Committee ( ). Registered and experienced Accountant. Bachelor Degree in Accounting. Master Degree in Business Law. PhD in Strategic Management. Faculty Member on Accounting and Taxation. Goh Kim Bun, Benny Berpengalaman 34 tahun di bidang Perbankan. Presiden Direktur PT Bank OCBC Indonesia ( ). Oversea- Chinese Banking Corporation Ltd dengan posisi terakhir sebagai Senior Vice President ( ). Bachelor of Arts Degree (Hons.). Goh Kim Bun, Benny 34 years of Banking experience. President Director of PT Bank OCBC Indonesia ( ). Oversea-Chinese Banking Corporation Ltd with last position as Senior Vice President ( ). Bachelor of Arts Degree (Hons.). Made Rugeh Ramia Ahli di bidang Pasar Modal. Sarjana Akuntansi. Sangat berpengalaman di bidang perdagangan saham dan pasar modal. Komisaris Bursa Efek Jakarta ( ). Made Rugeh Ramia Capital Market expert. Bachelor Degree in Accounting. Solid experience in securities trading and capital market. Commissioner of Jakarta Stock Exchange ( ). Willy Prayogo Memiliki pengalaman selama 30 tahun di bank lokal dan campuran. Magister dalam Manajemen. Direktur PT Bank NISP Tbk ( ). Deputi Presiden Direktur PT Bank OCBC-NISP ( ). Presiden Komisaris PT Bank Resona (Daiwa) Perdania ( ). Willy Prayogo 30 years of banking experience in local and joint venture banks. Magister in Management. Managing Director of PT Bank NISP Tbk ( ). Deputy President Director of PT Bank OCBC-NISP ( ). Chairman PT Bank Resona (Daiwa) Perdania ( ). 93 OCBC NISP 2009 Annual Report

58 OCBC NISP in Brief From Management Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Penyusunan kegiatan CSR merupakan wujud kepedulian sosial Bank dan dilakukan dengan mengacu pada strategi program yang terencana, terorganisir dan berkesinambungan. CSR activities address the Bank s concerns on social issues and are directed into creating well-planned, organised and sustainable programs. 94 OCBC NISP Laporan Tahunan

59 Operational Review Financial Review Corporate Data TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY (CSR) Sepanjang tahun 2009, Bank OCBC NISP terus berupaya menjalankan tanggung jawab lingkungan dan masyarakat melalui beragam program CSR terutama di bidang pendidikan dan kegiatan sosial. Throughout 2009, Bank OCBC NISP continued to carry out its duties and commitment as a good corporate citizen with an extensive CSR program focused on education and social activities. Corporate Social Responsibility (CSR) telah tumbuh sebagai bagian penting dari kegiatan operasional dan organisasi Bank OCBC NISP. Hal ini berakar pada visi Perusahaan, yaitu agar menjadi Bank pilihan dengan standar dunia yang diakui kepeduliannya dan terpercaya. Misi Perusahaan juga menyatakan aspirasi untuk berusaha dan bekerja sebagai warga korporat terhormat yang mampu bertumbuh-kembang bersama masyarakat, yang mencakup nasabah, karyawan, pemegang saham, investor dan masyarakat umum. Corporate Social Responsibility (CSR) is an integral part of Bank OCBC NISP s organization and operation. This is embodied within the corporate vision, that is to be the Bank of choice with world-class standards and recognized for its caring and trustworthiness. Further, our mission outlines the aspiration to conduct business and work as an honourable and responsible corporate citizen and to continue to grow with society, which has been clearly identified as customers, employees, shareholders, investors and the community. Sepanjang tahun 2009, Bank OCBC NISP terus berupaya menjalankan tanggung jawab kepada lingkungan dan masyarakat melalui beragam program CSR. Seperti halnya aspek operasional lain, nilainilai Perusahaan, yaitu solid, genuine, Throughout 2009, Bank OCBC NISP continued to carry out its duties and commitment as a good corporate citizen with an extensive CSR program. As with all other aspects of operation, the basic corporate values which is solid, genuine, 95 OCBC NISP 2009 Annual Report