Suryaman Business Director Strengthen the reliability and exclusivity of bjb Priority

Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 104 Per tanggal 31 Desember 2011, susunan anggota Dewan Komisaris, Direksi dan Dewan Pengawas adalah sebagaimana tercantum dalam Akta Berita Acara Rapat Umum Pemegang Saham Luar Biasa No. 15 tanggal 23 Februari 2011, dibuat oleh Popy Kuntari Sutresna, S.H., Notaris di Bandung dan Akta Berita Acara Rapat Umum Pemegang Saham Luar Biasa No. 13 tanggal 19 Oktober 2011, dibuat oleh Popy Kuntari Sutresna, S.H., Notaris di Bandung itu sebagai berikut: Dewan Komisaris Nama Name Board Of Commissioner Komisaris Utama Nana Supriana President Commissioner Komisaris Santoso Djojo Koesoemo Commissioner Komisaris Sudi Rahayu Suwarno Commissioner Komisaris Independen Buyung Zaenal Independent Commissioner Direksi Board Of Directors Direktur Utama Hendarin Sukarmadji President Director Direktur Bisnis

A. Suryaman Business Director

Direktur Operasi Didi Muwardi Operational Director Direktur Kepatuhan Hadi Sunaryo Compliance Director Dewan Pengawas Syariah Sharia Supervisory Board Ketua Atjep Djazuli Chairman Anggota Jaih Member Anggota Asep Zaenal Ausop Member Per tanggal 31 Desember 2011, susunan Dewan Komisaris, Direksi dan Dewan Pengawas Syariah di atas telah memperoleh persetujuan dari Bank Indonesia sebagaimana termaksud dalam: a. Surat Bank Indonesia No.116DpGDPbS tanggal 25 November 2009 perihal Izin Prinsip Pendirian PT Bank Jabar Banten Syariah; b. Surat Bank Indonesia No.125GBIDPbS tanggal 30 Maret 2010 perihal Keputusan Atas Pencalonan Komisaris PT Bank Jabar Banten Syariah; dan c. Surat Bank Indonesia No.126GBIDPbS tanggal 29 April 2010 perihal Keputusan Atas Pencalonan Komisaris Independen dan Direktur Kepatuhan PT Bank Jabar Banten Syariah. d. Surat Bank Indonesia No.135GBIDPbS tanggal 10 Agustus 2011 perihal Keputusan atas Pencalonan Anggota Dewan Komisaris dan Anggota Direksi PT Bank Jabar Banten Syariah. As of December 31, 2011, the composition of the Board of Commissioners, Board of Directors and the Supervisory Board is described in Deed Extraordinary General Meeting of Shareholders No. 15 dated February 23, 2011, made by Popy Kuntari Sutresna, SH, Notary in Bandung and the Deed of Minutes of Extraordinary General Meeting of Shareholders No. 13 dated October 19, 2011, made by Popy Kuntari Sutresna, SH, Notary in Bandung: As of December 31 2011, the Board of Commissioners, Directors and Supervisory Board of Islamic Sharia above, has received approval from Bank Indonesia as set forth in: a . Bank Indonesia No.116DpGDPbS Letter dated November 25, 2009 regarding Permit Principles of PT Bank Jabar Banten’s Establishment of the Sharia; b. Bank Indonesia No.125GBIDPbS letter dated March 30, 2010 regarding the decision on the nomination of the Commissioner of PT Bank Jabar Banten Sharia; and c. Bank Indonesia No.126GBIDPbS letter dated April 29, 2010 regarding the decision on the nomination of the Independent Commissioner and Director of Compliance of PT Bank Jabar Banten Sharia. d. Bank Indonesia No. 135GBIDPbS letter dated August 10, 2011 regarding the decision on the nomination of Board of Commissioner and Director Members PT Bank Jabar Banten Sharia. SYARIAH Sharia 105 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Kinerja Bank Jabar Banten Syariah merupakan Bank Umum Syariah yang kegiatan usahanya menghimpun serta menyalurkan dana ke masyarakat. Berdasarkan angka-angka yang dikutip dari laporan keuangan untuk periode Desember 2011 yang telah diaudit oleh Kantor Akuntan Publik Kosasih, Nurdiyaman, Tjahjo Rekan, aset BJBS meningkat 48 atau Rp 919 miliar dari posisi Rp 1.930 miliar pada Desember 2010 menjadi sebesar Rp 2.849 miliar pada Desember 2011. Perkembangan penghimpunan Dana Pihak Ketiga DPK adalah sebagai berikut: •฀ DPK฀yang฀berasal฀dari฀produk฀giro,฀tabungan,฀deposito฀ dan simpanan dari bank lain meningkat sebesar Rp 1.314 miliar atau 145 yaitu dari Rp 905 miliar pada Desember 2010 menjadi Rp 2.219 miliar pada 31 Desember 2011. Peningkatan tersebut ditunjang oleh kenaikan volume simpanan Deposito sebesar Rp 1.206 miliar atau 214 dari Rp 565 miliar menjadi Rp 1.771 miliar. •฀ Produk฀ giro฀ meningkat฀ Rp฀ 76฀ miliar฀ atau฀ 58฀ dari฀ Rp 131 miliar pada Desember 2010 menjadi Rp 208 miliar pada 31 Desember 2011 dan produk tabungan meningkat sebesar Rp 32 miliar 15 dari sebesar Rp 208 miliar menjadi Rp 240 miliar. •฀ Komposisi฀ Dana฀ Pihak฀ Ketiga฀ bank฀ bjb Syariah dari Desember 2010 hingga Desember 2011 masih didominasi oleh simpanan Deposito masing-masing sebesar 62,43 dan 79,83 dari total Dana Pihak Ketiga. Sedangkan komposisi Giro dan Tabungan mengalami penurunan dibandingkan dengan tahun sebelumnya sebesar 5 dan 12. Meningkatnya volume usaha disebabkan pertumbuhan pembiayaan Bank Jabar Banten Syariah. Kinerja pembiayaan syariah terus mengalami peningkatan dan pada tahun 2011 volume pembiayaan BJBS telah mencapai Rp 1.766 miliar dengan tingkat pertumbuhan mencapai 10. Performance Bank Jabar Banten Sharia is the Islamic Banks, whose operations raise and channel funds to the community. According to figures quoted in the financial statements for the period 2011, audited by Public Accountant Office Kosasih, Nurdiyaman, Tjahjo Partners Crowe Horwath, BJBS assets increased by 48 or Rp 919 billion from the position of Rp 1,930 billion in December 2010 to Rp 2,849 billion in December 2011. Development of Third Party Fund-raising DPK is as follows: •฀ Third฀ Party฀ Funds฀ from฀ Current฀ Account,฀ Savings฀ Deposits, Time Deposits and Deposits from other banks increased by Rp 1,314 billion or 145, from Rp 905 billion in December 2010 to Rp 2,219 billion in December 31, 2011. The increase is supported by the increase in the volume of savings deposits amounting to Rp 1,206 billion or 214 from Rp 565 billion to Rp 1,771 billion. •฀ Demand฀deposits฀increased฀by฀Rp฀111฀billion฀or฀270.7฀ from Rp 41 billion in May 2010 to Rp 152 billion as of December 31, 2010. •฀ Composition฀ of฀ Third฀ Party฀ Funds฀ Sharia฀ bjb bank of December 2010 until December 2011 was still dominated by savings deposits amounted to 62.43 and 79.83 of total third party funds. While the composition of the Current Account and Savings decreased compared with the previous year by 5 and 12. The increase in business volume is due to the growth of Bank Jabar Banten Sharia’s financing. Performance of Islamic financing continues to increase and in 2010 the volume of Bank Jabar Banten Sharia’s financing has reached Rp 1603 billion with a growth rate reaching 122.9. BUSINESS REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 106 Perkembangan Ekuitas Modal Ekuitas terdiri dari modal disetor dan saldo laba pada 31 Desember 2011 sebesar Rp 527 miliar atau meningkat 4 dibandingkan posisi pada Desember 2010. Peningkatan ini disebabkan oleh adanya penambahan setoran modal dari salah satu pemegang saham yaitu PD Banten Global Development PD BGD sebesar Rp 7 milyar pada bulan Juni 2011 dan laba bersih yang dibukukan BJBS pada akhir tahun 2011 sebesar Rp 18 milyar. Pertumbuhan Pendapatan, Beban dan Laba Selama periode tahun buku 2011, pertumbuhan pendapatan, beban dan laba BJBS adalah sebagai berikut: •฀ Pendapatan฀ operasional฀ BJBS฀ sebesar฀ Rp฀ 265฀ miliar฀ dimana jumlah tersebut berasal dari pendapatan penyaluran dana Rp 257 miliar 97 dan sisanya Rp 8 miliar 3 berasal dari pendapatan operasional lainnya •฀ Beban฀operasional฀BJBS฀Rp฀138฀miliar฀terdiri฀dari฀beban฀ tenaga kerja Rp 64 miliar, beban administrasi dan umum Rp 18 miliar, beban penyisihan kerugian aset produktif bersih Rp 15 miliar dan sisanya berupa beban lainnya. •฀ Laba฀bersih฀BJBS฀sebesar฀Rp฀18฀miliar. The Development of Equity Capital Equity consists of paid-in capital and retained earnings as of December 31, 2010 amounted to Rp 505 billion or an increase of 1.1 compared to the position on May 2010. This increase is made possible by Bank Jabar Banten Sharia being able to post a net profit of Rp 5.39 billion at the end of 2010. While the bank’s paid up capital of Bank Jabar Banten Sharia is unchanged at Rp 500 billion. Revenue, Expense and Income Growth During the period of fiscal year 2011, revenue growth, expense and profit BJBS are as follows: •฀ Operating฀ income฀ amounted฀ to฀ Rp฀ 265฀ billion฀ which฀ is the amount derived from the income distribution of funds of Rp 257 billion 97 and the remaining Rp 8 billion coming from other operating income. •฀ Bank฀ Jabar฀ Banten฀ Sharia฀ bank฀ operating฀ expenses฀ of Rp 138 billion consists of personnel expenses of Rp 64 billion, general and administrative expenses of Rp 18 billion, provision for losses in net earning assets of Rp 15 billion and the rest are other expenses. •฀ Bank฀ Jabar฀ Banten฀ Sharia’s฀ net฀ proit฀ amounted฀ to฀ Rp 18 billion. SYARIAH Sharia 107 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Rasio-rasio Keuangan •฀ Rasio฀permodalan฀CAR฀bank฀bjb Syariah pada bulan Desember 2011 sebesar 30,20 mengalami penurunan sebesar 1,19 dibandingkan bulan Desember 2010 yang berada pada posisi 31,39. •฀ Kualitas฀ aset฀ produktif฀ per฀ 31฀ Desember฀ 2011฀ rasio- rasio terkait dengan kualitas aktiva produktif antara lain Net Performing Financing NPF – Gross 1,36, Net Performing Financing NPF – Net 0,41. •฀ Rasio฀rentabilitas: - Imbal hasil Aset Return On Asset – ROA sebesar 1,22 pada Desember 2011 dan 0,72 pada Desember 2010. - Imbal Hasil Ekuitas Return On Equity – ROE sebesar 3,53 pada Desember 2011 dan 1,62 pada Desember 2010. - Peningkatan ROA dan ROE disebabkan oleh rasio BOPO yang mengalami perbaikan dibandingkan dengan tahun sebelumnya. - NIM pada tahun 2011 sebesar 7, 84 mengalami penurunan sebesar 0,45 apabila dibandingkan dengan posisi Desember 2010 sebesar 8,29. .•฀ Beban฀ Operasional฀ terhadap฀ Pendapatan฀ Operasional฀ BOPO sebesar 84,12. Mengalami perbaikan dibandingkan dengan posisi pada bulan Desember 2010 sebesar 90,33. •฀ Per฀31฀Desember฀2011,฀Financing Deposit Ratio FDR 79,61 apabila dibandingkan dengan Desember 2010 yang sebesar 121,31. Kondisi tersebut disebabkan karena rendahnya volume pembiayaan perusahaan yang hanya meningkat sebesar Rp 163 milyar atau 10 dibandingkan dengan tahun sebelumnya. Financial Ratios •฀฀ bank฀ bjb Sharia’s Current Account Ratio CAR in December 2011 was 30.20, or declining by 1.19 compared to 31.39 in December 2010. •฀ The฀ quality฀ of฀ productive฀ assets฀ as฀ of฀ December฀ 31฀ 2011 ratios related to the quality of productive assets Such as Net-performing financing NPF - Gross 1:36, Net Performing Financing NPF - Net 0.41 •฀฀ proitability฀ratio: - Return On Assets – ROA was 1.22 in 2011 compared to 0.72 in December 2010. - Return on Equity ROE was 3.53 in December 2011 compared to 1.62 in December 2010. - Increases in ROA and ROE ratios were generated by improved BOPO compared with the previous year. - NIM in 2011 was 7, 84, or experiencing a decline of 0.45 when compared with 8.29 in December 2010 •฀฀ Operational฀ Expenses฀ to฀ Operating฀ Income฀ BOPO฀ equals to 90.33. BOPO ratio is still higher than the national ratio BOPO of the Islamic banking industry in 2010 That is 79.17. •฀฀ As฀ of฀ December฀ 31,฀ 2011,฀ Financing฀ Deposit฀ Ratio฀ FDR was 79.61, lower when compared to December 2010, which had a ratio of 121.31. This indicates smaller financing volume in the amount of Rp 163 billion, or increasing only by 10 compared with the previous year. BUSINESS REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 108 ASPEK PEMASARAN Marketing Aspect Penetration into a different market share is a strategy to expand customer base and to increase the competitiveness. The Bank’s strength in the consumer segment is continuously maintained as one of the main pedestal. PENETRASI KE PANGSA PASAR YANG BERBEDA MERUPAKAN STRATEGI MEMPERLUAS CUSTOMER BASE DAN MENINGKATKAN DAYA SAING USAHA, SEMENTARA KEKUATAN BANK DI SEGMEN KONSUMER TERUS DIJAGA SEBAGAI SALAH SATU TUMPUAN UTAMA. Sementara itu, pertumbuhan yang dicapai semakin memperbesar customer base yang dimiliki Bank. Banyaknya jumlah nasabah dengan beragam kebutuhan mereka yang kian kompleks harus bisa kami tangani dengan kenyamanan dan kecepatan yang setara kualitasnya. Disini, keberadaan teknologi informasi yang tepat guna sangat memegang peranan penting. Tersedianya berbagai sistem teknologi dengan segala kelebihannya harus bisa dicermati secara baik. Bank harus mampu menetapkan sistem teknologi informasi yang sesuai dengan kebutuhannya. Infrastruktur dibangun berdasarkan keperluan, sehingga pengembangannya kedepan dapat dilakukan secara efisien dan tidak mengganggu operasional Perusahaan. Fokus pembiayaan bank bjb kepada segmen usaha kecil dan menengah telah membuktikan bahwa Bank lebih Meanwhile, the growth achieved by the Bank has increasingly widen its customer base. We have to facilitate a large number of clients with their various increasingly complex needs with comfort and speed with equivalent quality. In this case, an efficient Information Technology plays a very important role. The availability of various technology system with its excess must be considered carefully. Bank must be able to use the Information Technology which is suitable with its need. Infrastructure is built based on need, so that its development in the future can be done efficiently and does not interfere the company’s operation. bank bjb’s progressive engagements in small and medium business financings have demonstrated its persistence in TINJAUAN BISNIS 109 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 mampu bertahan dalam menghadapi krisis ekonomi. Oleh karena itu, di masa mendatang kami akan konsisten dalam menjadikan segmen usaha kecil dan menengah sebagai pasar utama bagi pengembangan bisnis Bank. Sesuai dengan misi dan fungsi kami sebagai motor penggerak dan pendorong kegiatan dan kemajuan ekonomi daerah, bank bjb merupakan salah satu sumber pendapatan asli daerah. Untuk mengoptimalkan penetrasi pasar, bank bjb mengembangkan jaringan pemasaran baik melalui jaringan kantor maupun jaringan pemasaran lainnya seperti agen channeling untuk menyalurkan Kredit Multi Guna dan tenaga Direct Sales Agent DSA untuk bjb Kredit Mikro Utama. Perluasan jaringan operasional juga terus kami lakukan, guna meningkatkan daya jangkau pelayanan dan membangun daya saing produk. Hal ini dilakukan sebagai upaya meningkatkan jasa pelayanan demi mencapai kepuasan nasabah. Sementara itu, peningkatan volume maupun frekuensi transaksi valas selain didukung oleh peluncuran aplikasi bjb TIP FX yang mempermudah nasabah dalam melakukan transaksi valas, juga ditunjang dengan gencarnya aktivitas pemasaran yang dilakukan Tresuri dalam meningkatkan basis nasabah bank bjb. economic crisis. Having learnt this, we have decided to promote small and medium business segments as our key markets for future business development. Clinging to our mission and functions as the driving force in the region’s economic activities and progress, bank bjb remains as one of the Province main local sources of revenues. To penetrate the market, bank bjb has developed marketing network through branch offices and also through the distribution of Multi Guna Loan through the regional development banks adopting the channeling scheme. We also continue our network expansion to improve service coverage and strengthen our product competitive edges. This is done as an effort to improve services to meet customer satisfaction. Meanwhile, the increased volumes and frequencies of foreign exchange transactions are supported through the application of TIP FX that provide easier foreign exchange transactions, and also by more rigorous marketing activities by bank bjb’s Treasury to improve customer base. BUSINESS REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 110 Konsumer Selama berpuluh-puluh tahun bank bjb menggeluti consumer banking, bahkan consumer banking menjadi tulang punggung bisnis bank secara keseluruhan baik dari sisi pembiayaan maupun pendanaan. Kredit konsumer terbukti telah membawa bank bjb terus tumbuh semakin besar dari masa ke masa. Dengan kualitas aset yang relatif terjaga di tingkat yang sangat aman sehingga mampu menghasilkan return yang optimal, consumer banking yang dikelola bank bjb telah menjadi daya tarik tersendiri bagi kalangan investor baik lokal maupun asing. Dari sisi pendanaan, sebagaimana kita ketahui bank yang mayoritas sahamnya dimiliki oleh Pemerintah Daerah di Jawa Barat dan Banten ini memiliki kedekatan emosional dengan Pegawai Negeri Sipil PNS dan masyarakat umum khususnya di wilayah Jawa Barat dan Banten. Suatu hal yang menjadi modal penting di tengah persaingan bisnis yang semakin ketat. Ketatnya tingkat persaingan di industri perbankan sudah dirasakan bank bjb sejak beberapa waktu lampau. Menyikapi hal ini tentunya bank bjb tidak tinggal diam dan terus memperluas pangsa pasarnya hingga tingkat nasional dengan berbagai inovasi baik dari sisi produk yang ditawarkan maupun kualitas pelayanan kepada para nasabahnya. Dengan jaringan yang kini tidak terbatas di wilayah Jawa Barat dan Banten maupun DKI Jakarta, bank bjb melakukan berbagai terobosan untuk membangun image dan kepercayaan dari seluruh lapisan masyarakat dimanapun mereka berada. Tingkat persaingan ini yang menuntun bank bjb untuk terus memodifikasi strategi pemasarannya, dan implementasi dari strategi tersebut tentunya harus didukung oleh kualitas SDM dan infrastruktur TI yang mumpuni. Hal inilah yang kemudian menjadi perhatian jajaran Manajemen baru yang terpilih di akhir Juli 2011 lalu. Consumer Banking Bank bjb has in years engaged in consumer banking, even making it our backbone business both in funding and financings. With many years spent in Consumer Loan, bank bjb has grown to become what it is now. Having shown relatively maintained asset quality, this consumer banking of bank bjb has attracted a number of foreign and local investors. In funding, it is obvious to almost every one how bank bjb has built solid and emotional relationship with majority government officials PNS and the public, especially those residing in West Java and Banten. This very fact does give confidence in the increasing business competition. The more intense competition in banking industry has been sensed by bank bjb for quite sometime. Addressing this, bank bjb aggressively expands its market share to reach the national level offering innovated products and improved service quality to its customers. Having more capitalized businesses beyond the borders of West Java and Banten, bank bjb made some breakthroughs in promoting its brand image to gain more trust from all walks of life wherever they are. This highly intense competition has also forced bank bjb to more creative in marketing strategies, for which qualified human resources and sophisticated IT have become a must. The new management team recently appointed in last July 2011 was sharply aware of this and has brought up this issue as a major concern to address. ASPEK PEMASARAN Marketing Aspect 111 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Selain menawarkan tingkat suku bunga yang kompetitif, bank bjb juga berupaya untuk terus meningkatkan kualitas pelayanannya kepada para nasabah. Dengan pelayanan yang semakin baik, bank bjb meyakini bahwa loyalitas nasabah akan tercipta dengan sendirinya. Loyalitas inilah yang kemudian membentuk persepsi yang kuat sehingga akan membawa bank bjb ke tingkat yang lebih maju. . Komersial bank bjb menyadari bahwa untuk menjadi bank yang terus tumbuh semakin besar itu memerlukan berbagai terobosan. Terobosan itu dapat diciptakan melalui penetrasi pasar ke segmen-segmen yang berbeda dengan sebelumnya. Perbankan komersial adalah salah satu bentuk penetrasi pasar yang dilakukan bank bjb dalam beberapa tahun terakhir. Menyadari bahwa potensi pembiayaan dan sumber dana yang berasal dari segmen ini cukup menjanjikan, bank bjb kemudian menggarap bisnis perbankan komersial secara bertahap dengan tetap memperhatikan prinsip kehati-hatian. Saat ini perbankan komersial bank bjb telah menyalurkan pembiayaan kepada perusahaan-perusahaan nasional dengan kualitas aset yang terjaga dengan baik. Dari sisi pendanaan, bank bjb juga berhasil menurunkan cost of fund segmen ini dengan terus menerus melakukan pendekatan kepada nasabah-nasabah institusi secara profesional. Seperti halnya sistem pemasaran di segmen lainnya, konsep pemasaran perbankan komersial yang saat ini dikembangkan oleh bank bjb juga berorientasi kepada keperluan dan kebutuhan para nasabahnya. Artinya bahwa kebutuhan nasabah institusi atau korporasi yang sangat kompleks serta memerlukan produk-produk yang saling berkaitan dan mendukung satu sama lain, dijawab dengan solusi tepat yang diberikan oleh bank bjb. Layanan terpadu yang diberikan bank bjb saat ini dapat memenuhi keinginan dan kebutuhan nasabah baik dari sisi pendanaan, pembiayaan serta transaksional. In addition to offering competitive interest rates, bank bjb also strives to continuously improve service quality to its customers. With better service bank bjb believes that customer loyalty will evolve by itself. It is this customer loyalty that has attached a strong image to bank bjb as it has advanced to a new business level. Commercial Banking Bank bjb realize a growing bank needs some breakthroughs. Breakthroughs are possible when a company decides to penetrate new markets. Commercial banking portrays bank bjb’s market penetrations performed within the last couple of years. Recognizing the size of funds potential in this segment, bank bjb started to engage in commercial segment, gradually, and prudentially. Bank bjb’s commercial banking has channeled financings to large national companies with well preserved-asset quality. In funding, bank bjb also managed to reduce the cost of funds through professional and continuous approaches to institutional customers. As with any other marketing system in the different segments, commercial banking marketing concept is customer oriented. This orientation produced business thoughts that institution or corporate customers’ needs are very complex and require products that are interrelated and supportive of each other, which have been properly addressed by bank bjb. In this segment, bank bjb has launched various integrated services to meet customer in funding, financing and business transactions. BUSINESS REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 112 Mikro Segmen bisnis mikro atau UMKM merupakan segmen yang sedang digarap secara khusus oleh beberapa bank nasional lainnya. Demikian halnya dengan bank bjb yang telah memperkenalkan produk mikronya kepada masyarakat sejak tahun 2007 lalu. Berbagai penyempurnaan pun terus dilakukan bank bjb terhadap bisnis barunya yang menarik ini. bank bjb secara konsisten mengembangkan produk dan layanan mikro dari waktu ke waktu. Penyesuaian tingkat suku bunga agar tetap kompetitif serta akselerasi proses analisa dan collecting system dengan bantuan Teknologi Informasi yang handal, menunjukan keseriusan bank bjb di dalam menggarap bisnis ini. Selain penyempurnaan produk dan layanan, di tahun 2012 bank bjb juga berencana menambah jaringan pelayanan untuk kredit mikronya dengan meluncurkan micro outlet yang dinamakan “waroeng bjb”. Waroeng bjb adalah outlet khusus mikro yang bertempat di seluruh Kantor Cabang dan Kantor Cabang Pembantu serta di pasar-pasar tradisional dan sentra bisnis yang potensial. Hal ini tentunya sebagai sarana dan upaya bagi bank bjb untuk terus mendekatkan diri dengan para nasabahnya. Demografi Indonesia yang luas serta kebutuhan nasabah mikro untuk memperoleh pembiayaan yang mudah dan cepat, dibaca sebagai satu potensi bisnis yang prospektif oleh bank bjb. Kedepannya, bisnis mikro diharapkan dapat menjadi pilar bagi bank bjb untuk mendukung pertumbuhan bisnis secara keseluruhan. Dengan jumlah permintaan yang sedemikian besar, bisnis mikro dapat menjadi bisnis yang sangat prospektif sepanjang pengelolaannya dilakukan secara tepat dan profesional. Micro Banking Micro or SME business segment is an attractive segment currently attracting most large banks. Likewise, bank bjb has been introducing innovative micro products since 2007. Various improvements have been made to maintain this exciting segment. bank bjb from time to time develops new products and services. The banks seriousness in this segment is portrayed in continuous adjustment for interest rates in order to remain competitive and accelerated analyzing and collecting system processes through reliable Information Technology, In addition to product and service improvements, bank bjb made another breakthrough by introducing its unique “waroeng bjb” to expand its micro loan facilities. Waroeng bjb is a unique micro outlet located at all Branch Offices and Sub-Branch Offices of bank bjb as well as in traditional markets and potential business centers. This also portrays bank bjb’s continuous efforts to cement its presence among its customers. bank bjb sees the wide regions of Indonesian archipelago and customer needs for easy and fast micro financing as challenging business prospects. In the future, micro-business is expected to be another strong pillar of bank bjb to support its overall business growth. Producing an abundance of loan proposals, micro business can be very high-returning so long as it is managed professionally. ASPEK PEMASARAN Marketing Aspect 113 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Kredit Pemilikan Rumah KPR Strategi Bisnis di Tahun 2011 Strategi bisnis bjb KPR yang telah dilakukan di tahun 2011 sebagian besar telah dilaksanakan yaitu review dan implementasi kebijakan produk, melakukan perjanjian kerja sama dengan developer, melakukan aktivitas bisnis di wilayah potensial, meluncurkan program marketing, melakukan sosialisasi dan pemasaran produk melalui keikutsertaan pameran, event, open table, talk show radio. Dilain pihak bank bjb telah mempersiapkan pembentukan sentra KPR di 4 empat lokasi dengan penempatan 4 empat orang KPR Manager sebagai kepala Sentra KPR yaitu untuk wilayah Bandung Kota, Bandung Kabupaten, Priangan Timur dan Surabaya. Rencana Strategi Bisnis di Tahun 2012 Rencana strategi bisnis bjb KPR di tahun 2012 merupakan penerusan program di tahun 2011 dan penambahan pelaksanaan program kerja baru yang terdiri dari aktivitas sebagai berikut: 1. Business as Usual a. Pembentukan dan pemenuhan personil untuk 10 sepuluh Sentra KPR b. Penempatan Group Head Bisnis Proses KPR pada Kantor Wilayah c. Review Kebijakan dan Penetapan Kewenangan Keputusan Kredit d. Implementasi bisnis proses melalui Web Scoring KPR e. Pembentukan Tim Project Web Scoring, System Monitoring, Document Collection dan Repayment Collection f. Peningkatan dan pemenuhan pipeline PKS Developer g. PKS dengan mitra bisnis lainnya seperti brokerage house, Jamsostek, Bapertarum, dan lain-lain h. Sales Promotion 2. Inisiatif Strategis a. Strategic Alliance b. Program Marketing c. Program KPR Karyawan Take Over d. Portfolio acquisition e. Branch Contest f. Developer Gathering Mortgage and Housing Loans Business Strategic Plan in 2011 Most of bjb KPR’s 2011 business Strategies were successfully implemented; which were to review and implement product policies, to have more partnerships with developers, to perform business activities in potential areas, to launch and run focused marketing programs, and to make the most use of our participations in exhibitions, events, open tables, and radio talk shows to market bjb KPR. In support of these, 4 four bjb loan centers were established, each directed by a home loan Manager, in Bandung, the secondary district of Bandung, East Priangan, and Surabaya. Business Strategic Plan in 2012 Bank bjb’s 2012 strategic business plan has been formulated to continue bjb KPR current progresses, supported by fresh work programs including: 1. Business as Usual a. Establishment of 10 Sentra KPR KPR Centers with its supporting personnel b. Placement KPR Business Process of Group Heads at Regional Offices c. Policy Reviews and Determination of Authorities for Credit Approval d. Business process implementation through KPR Web Scoring e. Team buildings for Web Scoring Project, Monitoring System, and repayment and Document Collections f. Developer’s credit channelling scheme improvements and the implementation of those already in the pipeline g. More credit channelling schemes with housing brokers, Jamsostek Social Security Coverage of Workers, Bapertarum Government officer housing Supervisory Board etc. h. Sales Promotion 2. Strategic initiatives a. Strategic Alliance b. Marketing programs c. KPR Take Over Employee Programs d. Portfolio acquisition e. Branch Contest f. Developer Gathering BUSINESS REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 114 TINJAUAN FUNGSIONAL FUNCTIONAL REVIEW 115 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Sementara itu, pertumbuhan yang dicapai semakin memperbesar customer base yang dimiliki Bank. Banyaknya jumlah nasabah dengan beragam kebutuhan mereka yang kian kompleks harus bisa kami tangani dengan kenyamanan dan kecepatan yang setara kualitasnya. Disini, keberadaan teknologi informasi yang tepat guna sangat memegang peranan penting. Tersedianya berbagai sistem teknologi dengan segala kelebihannya harus bisa dicermati secara baik. Bank harus mampu menetapkan sistem teknologi informasi yang sesuai dengan kebutuhannya. Infrastruktur dibangun berdasarkan keperluan, sehingga pengembangannya kedepan dapat dilakukan secara efisien dan tidak mengganggu operasional Perusahaan. Meanwhile, the growth achieved by the Bank has increasingly widen its customer base. We have to facilitate a large number of clients with their various increasingly complex needs with comfort and speed with equivalent quality. In this case, an efficient Information Technology plays a very important role. The availability of various technology system with its excess must be considered carefully. Bank must be able to use the Information Technology which is suitable with its need. Infrastructure is built based on need, so that its development in the future can be done efficiently and does not interfere the company’s operation. The growth of the Bank will always be followed by need to provide adequate human resources, both in terms of quantity and quality. To meet the need, a well-planned process is required in order to get a good result. Thus, the banking operation runs smoothly and the quality of services provided bank bjb can be maintained sustainably. PERTUMBUHAN USAHA BANK AKAN SELALU DIIKUTI DENGAN KEBUTUHAN KETERSEDIAAN SUMBER DAYA MANUSIA YANG MEMADAI, BAIK DARI SEGI JUMLAH MAUPUN KUALITASNYA. UNTUK MEMENUHI KEBUTUHAN TERSEBUT, DIPERLUKAN PROSES YANG TERENCANA SEHINGGA MENDAPATKAN HASIL YANG BAIK. DENGAN DEMIKIAN, KEGIATAN OPERASIONAL BERJALAN SECARA LANCAR, KUALITAS LAYANAN YANG DIBERIKAN bank bjb PUN DAPAT TERJAGA KESINAMBUNGANNYA. FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 116 Kriteria kompetensi yang harus dimiliki SDM bank bjb dikembangkan seiring dengan kemajuan dan target yang ingin dicapai Bank. Sumber daya manusia SDM yang berkualitas merupakan aset utama Perusahaan, oleh karenanya pengelolaan dan pengembangan SDM sudah dimulai bank bjb sejak proses perekrutan dan selama mereka berkarya di Bank. Sebagai apresiasi atas dedikasi dan integritas yang diberikan selama mereka bekerja, kami juga menyiapkan paket paska karya yang memadai. In line with its business progresses and future targets, bank bjb continues adjusting the competence criteria of its Human Resources Human resources HR quality is the bank’s main asset; therefore, the bank begins our employees’ quality development and management since the recruitment process and during their years of service at the bank. We also have attractive retirement package to show our appreciation to retired personnel for their dedication and integrity. SUMBER DAYA MANUSIA Human Resources Management and development on human resources is a sustainable program which goes since the process of selecting the candidate of employees until they work and complete their duty in the Bank. PENGELOLAAN DAN PENGEMBANGAN SUMBER DAYA MANUSIA MERUPAKAN SUATU PROGRAM BERKESINAMBUNGAN, SEJAK PROSES PEMILIHAN CALON- CALON PENGELOLA MASA DEPAN HINGGA KETIKA ASET UTAMA INI BERKARYA DAN MENYELESAIKAN TUGASNYA DI BANK. TINJAUAN FUNGSIONAL 117 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Perencanaan SDM Tersedianya sumber daya manusia yang memiliki kompetensi sesuai dengan kebutuhan merupakan salah satu faktor yang sangat berpengaruh untuk menjaga keberlangsungan perusahaan, sehingga akan memudahkan perusahaan dalam membangun pondasi yang kuat untuk menghadapi persaingan bisnis yang semakin ketat. Dalam rangka pemenuhan SDM tersebut, kami melakukannya sejak mencari calon pegawai yang kompeten yang dapat mempengaruhi masa depan Perusahaan, yakni melalui program rekrutmen yang terencana dengan baik. Rekrutmen Rekrutmen yang dijalankan bank bjb merupakan suatu proses pengadaan sumber daya manusia yang berkualitas dan profesional sejalan dengan pertumbuhan bank bjb yang begitu pesat. HR planning The bank’s sustainability relies heavily on competent human resources to lay solid foundation for excellence in the increasingly intense competition. To do this, we apply stringent screening since the initial stages of recruitment process so we can ascertain higher possibility to hire qualified personnel that would bring continuous improvements to the bank and to the Bank’s future growths. Recruitment At bank bjb, employee recruitment is conducted to ensure qualified and professional personnel in line with the bank’s rapid business progress, Biaya Pengelolaan SDM Cost of Human Resources Management 488 miliar FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 118 Program rekrutmen yang diadakan Divisi SDM di tahun 2011 adalah sebagai berikut: - Rekrutmen Fresh Graduate. Rekrutmen fresh graduate merupakan pengadaan tenaga fresh graduate dengan status calon pegawai non pendidikan. Selama tahun 2011, Divisi SDM telah mengadakan rekrutmen dan menjaring 371 fresh graduate. - Rekrutmen Special Hire. Rekrutmen special hire merupakan pengadaan tenaga berpengalaman pada bidang pekerjaan tertentu yang selaras dengan pencapaian kinerja bank bjb. Rekrutmen di tahun 2011 telah menjaring 45 tenaga special hire. - Rekrutmen Officer Development Program. Rekrutmen Officer Development Program ODP merupakan pemenuhan kebutuhan calon tenaga pimpinan creating business leader dimana calon tenaga ODP berasal dari internal dan eksternal bank bjb. - Rekrutmen pegawai melalui kerja sama dengan perusahaan penyedia jasa outsourcing. Program ini khusus untuk memenuhi tenaga supportingnon core unit. Hingga tahun 2011, jumlah tenaga outsourcing bank bjb sebanyak 1.498 pegawai. - Rekrutmen tenaga Staf dengan status Perjanjian Kerja Waktu Tertentu PKWT. Tenaga staf status PKWT di tahun 2011 terdapat sebanyak 22 pegawai. Komposisi Karyawan Menurut Status pada tahun 2011 2011 Composition of Employees by Status Tetap Permanent 93,31 Calon Pegawai Prospective 6,69 Komposisi Karyawan Menurut Jenjang Pendidikan pada tahun 2011 2011 Composition of Employees by Educational Level S3 Doctoral 0,19 Pasca Sarjana S2 Post Graduate 9,10 Sarjana Undergraduate 76,43 Diploma Diploma 11,74 Sekolah Lanjutan Tingkat Atas dan Sederajat Senior High School 2,26 Sekolah Menengah Tingkat Pertama Junior High School 0,23 Sekolah Dasar Elementary School 0,05 Komposisi Karyawan Menurut Status Composition of Employees by Status Status 2006 2007 2008 2009 2010 2011 Status Tetap 1.484 1.515 1.742 1.608 1.532 1.979 Permanent Calon pegawai 6 24 23 513 516 142 Prospective Jumlah 1.490 1.539 1.765 2.121 2.048 2.121 Total The following are our recruitment programs run during 2011: - Fresh Graduate Recruitment. Fresh graduate recruitment gives the bank fresh graduate recruits with non- academic status. During 2011, the Human Resources Division recruited 371 fresh graduates. - Recruitment of Special Hire. This program is intended to hire experienced personnel for certain critical areas to meet the bank’s business progress. Bank bjb hired 45 such personnel’ during 2011. - Officer Development Program. This particular recruitment process is intended for succession purposes to prepare the bank’s future leaders whether from external or internal sources. - Recruitment of staff through partnerships with the bank’s outsourcing companies. This program is specifically designed to hire supporting personnelnon- core units. Until 2011, the bank has employed 1,498 outsourced personnel. - Staff recruitment under Employment Agreement for specific time PKWT. During 2011, the bank hired 22 personnel under this agreement. SUMBER DAYA MANUSIA Human Resources 119 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Komposisi Karyawan Menurut Jenjang Pendidikan Composition of Employees by Educational Level Status 2006 2007 2008 2009 2010 2011 Status S3 - - - 3 5 4 Doctoral Pasca Sarjana S2 76 119 151 189 188 193 Post Graduate Sarjana 823 976 1.221 1.546 1.532 1.621 Undergraduate Diploma 274 245 235 240 260 249 Diploma Sekolah Lanjutan Tingkat Atas dan Sederajat 274 168 137 116 58 48 Senior High School Sekolah Menengah Tingkat Pertama 11 8 8 8 2 1 Junior High School Sekolah Dasar 32 23 13 19 7 5 Elementary School Jumlah 1.490 1.539 1.765 2.121 2.048 2.121 Total Komposisi Karyawan Menurut Jenjang Manajemen pada tahun 2011 2011 Composition of Employees by Management Level Manajemen Puncak Top Management 0,94 Manajemen Madya Senior Management 7,54 Manajemen Lini Junior Management 38,85 Staf dan Lainnya Staff and Others 52,66 Komposisi Karyawan Menurut Jenjang Usia pada tahun 2011 2011 Composition of Employees by Age 18 – 30 Tahun 18 – 30 Years 46,77 31 – 40 Tahun 31 – 40 Years 29,28 41 – 50 Tahun 41 – 50 Years 21,45 Lebih dari 50 Tahun Older Than 50 Years 2,50 Komposisi Karyawan Menurut Jenjang Manajemen Composition of Employees by Management Level Status 2006 2007 2008 2009 2010 2011 Status Manajemen Puncak 15 19 20 20 20 20 Top Management Manajemen Madya 99 110 120 147 120 160 Senior Management Manajemen Lini 209 266 289 416 544 824 Junior Management Staf dan lainnya 1167 1.144 1.336 1.538 1.364 1.117 Staff and Others Jumlah 1.490 1.539 1.765 2.121 2.048 2.121 Total Komposisi Karyawan Menurut Jenjang Usia Composition of Employees by Age Status 2006 2007 2008 2009 2010 2010 Status 18 – 30 Tahun 357 386 543 705 983 992 18 – 30 Years 31 – 40 Tahun 558 567 582 704 574 621 31 – 40 Years 41 – 50 Tahun 501 514 547 571 444 455 41 – 50 Years Lebih dari 50 Tahun 74 72 93 141 47 53 Older Than 50 Years Jumlah 1.490 1.539 1.765 2.121 2.048 2.121 Total FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 120 Pengelolaan Kinerja Setelah menjadi karyawan di bank bjb, kapabilitas mereka terus-menerus dipantau. Penilaian kinerja merupakan suatu sistem untuk mengukur dan menilai kinerja setiap pegawai yang dilaksanakan setiap awal tahun atas kinerja selama 1 tahun terakhir. Penilaian kinerja yang kami lakukan terdiri dari: 1. Penilaian kinerja untuk tenaga pimpinan, yaitu suatu sistem penilaian yang diperuntukkan bagi para tenaga pimpinan bank yang membuat sasaran kerja goal setting. 2. Penilaian kinerja untuk tenaga non pimpinan, yaitu suatu sistem penilaian yang diperuntukkan bagi para pegawai bank yang tidak membuat sasaran kerja non goal setting. Pengembangan Kompetensi Pengembangan kemampuan karyawan merupakan kunci tersedianya sumber daya manusia yang handal untuk menjawab tantangan berbagai jabatan dan bagi terciptanya budaya kinerja yang dinamis di bank bjb. Divisi SDM telah melaksanakan program assessment yang dilaksanakan secara berkala. Tujuan dari program ini diantaranya adalah untuk mengukur kesesuaian antara kompetensi yang dibutuhkan untuk level jabatan tertentu dengan kinerja yang ditampilkan dari pegawai yang bersangkutan. Hasil analisa kesenjangan antara kebutuhan dengan apa yang ditampilkan, menjadi bahan rekomendasi yang kemudian disampaikan ke Divisi Pendidikan Pelatihan dalam menyusun silabus guna mengembangkan kompetensi yang dibutuhkan dari pegawai. Selain itu, hasil assessment dapat dijadikan sebagai salah satu alat keputusan untuk menetapkan pengembangan karir pegawai. Pegawai-pegawai yang dinilai memiliki potensi untuk menempati posisi manajerial telah ditempatkan sesuai potensinya. Selama tahun 2011, Divisi SDM telah mengadakan 3 tiga kali assessment untuk level Staf yakni pada bulan Juli yang diikuti 80 pegawai, bulan September 173 pegawai, dan bulan November 33 pegawai. Performance Management At bank bjb, our employee performances are routinely monitored. Assessment is performed at the beginning of each year to assess the employees’ performances for their last one-year serving period The employee assessment includes: 1. Assessment of Leaders performance, which is an assessment system, intended to evaluate the bank leaders who are responsible for establishing business objectives goal setting. 2. Performance assessment for non-leading personnel, which is an assessment system intended for employees who are not responsible for establishing business objectives non goal setting. Competence Improvement Employees’ competence Improvement is key to the availability of qualified human resources to address challenges in various positions and to promote dynamic performance culture in bank bjb. Human Resources Division has periodically implemented assessment programs. This program is designed to evaluate employees’ performances against the per-established competency requirements for a particular position. Findings in such analysis or the gaps between what is required and how the requirement is performed are then submitted to Education Training Division for recommendations to enable the Division to prepare syllabus in order to improve employee competences as required. This assessment also serves as analytical tool to consider the relevant employees’ career developments. Employees with demonstrated potentials to fill managerial positions are promoted according to their potentials. During 2011, Human Resources Division held three 3 staff assessments, which were performed in July on 80 employees, in September on 73 employees, and in November on 33 employees. SUMBER DAYA MANUSIA Human Resources 121 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Di tahun 2012, setiap pegawai pada jenjang manajerial direncanakan akan mengikuti assessment untuk meningkatkan keterampilan serta kompetensinya dan menjadi indeks untuk mengukur kompetensi pegawai pada bidang-bidang terkait. Pengembangan Karir Setiap pegawai bank bjb yang telah memenuhi persyaratan yang berlaku memiliki peluang untuk mengembangkan karirnya yang diidentifikasi melalui metode assessment. Metode ini untuk mengidentifikasi talenta yang dimiliki para pegawai dan menjadi salah satu acuan dalam pemetaan pegawai potensial dan pengambilan keputusan yang berkaitan dengan SDM, salah satunya adalah promosi. Unit Penunjang Layanan SDM Untuk mendukung pengelolaan SDM yang baik, Divisi SDM saat ini tengah melakukan penyempurnaan sistem informasi manajemen SDM yakni Human Resources Information System yang merupakan implementasi aplikasi sistem informasi SDM yang berbasis kompetensi. Selain itu, untuk menunjang pemberian layanan kepada pegawai, Divisi SDM memiliki fasilitas yang bernama “Kios Informasi Kepegawaian Divisi SDM”. Fasilitas ini berfungsi sebagai media komunikasi antara Divisi SDM dengan seluruh pegawai mengenai pekerjaanaktivitas SDM yang terbaru dengan melalui teknologi layar sentuh. Kesempatan Kerja yang Sama Setiap pegawai mendapatkan kesempatan kerja yang sama. Terkait dengan kenaikan jabatan, setiap pegawai yang telah memenuhi persyaratan memiliki hak yang sama untuk menduduki jabatan yang lebih tinggi setelah melalui tahapan seleksi dimana keputusannya menjadi kewenangan Manajemen. Biaya yang Telah Dikeluarkan Biaya yang telah dikeluarkan oleh bank bjb terkait dengan pengelolaan SDM hingga akhir tahun 2011 adalah sekitar Rp 488 miliar. Sekitar Rp 3,8 miliar dari jumlah tersebut merupakan biaya rekrutmen. In 2012, All employees at managerial levels are scheduled for assessments for further skill and competence improvements and as index to measure employees’ competence in their related areas of functions. Career Development Through assessment methods, any of the bank employees whose competency has been identified is given upmost opportunities to develop their careers. This method helps the bank to identify all employees’ talents and serves as one of the bank’s references for mapping of potential employees and for decision-making process related to human resources, including for promotion. Human Resource Services Supporting Units To support good human resource management, Human Resources Division is currently improving HR management information system, which is a competency-based HR information system application. In addition, to support its services to employees, HR Division has established “Human Resources Division Kiosk”, which is a special facility that serves as a communication tool between HR Division and all employees, which covers all HR activities widely disseminated and displayed using latest touch screen technology. Equal Employment Opportunities Bank bjb ascertains equal opportunities to all employees. All employees who have met certain requirements have equal rights for upper vacant positions, however, selection and decisions on such promotion process remains the authority of the management. Expenses During 2011, bank bjb spent Rp 488 billion for HR developments. Of such total cost, Rp 3.8 billion was spent on recruitment process. FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 122 Program Pelatihan Dalam meningkatkan kemampuan dan wawasan para pegawai, bank bjb telah mengikutsertakan karyawannya kedalam berbagai program pendidikan dan pelatihan, baik yang dilakukan secara internal maupun oleh pihak eksternal. Di tahun 2011, terdapat sekitar 242 program pendidikan dan pelatihan yang telah diikuti oleh 5014 karyawan bank bjb. Adapun program pendidikan dan pelatihan yang diikuti karyawan selama tahun 2011 tersebut adalah: Program Pendidikan dan Pelatihan Karyawan Tahun 2011 No. Nama Program Pelatihan Jumlah Peserta Training Program 1. Diskusi Workshop 2 Hari tentang Penilaian Atas Kepatuhan PSAK 5055 untuk Auditor 5 2 Days Discussion Workshop Compliance Assessment PSAK 5055 for Auditor 2. Akuntansi 99 Accounting 3. Balance Leadership Training 66 Balance Leadership Training 4. Banking Crisis Management, Basel III and Stress Testing 2 Banking Crisis Management, Basel III and Stress Testing 5. BARA Refreshment Program-2nd Senior Management Risk Summit 2011 2 BARA Refreshment Program-2nd Senior Management Risk Summit 2011 6. Dasar-Dasar Analisa Kredit 100 Basic Credit Analysis 7. Dasar-Dasar Tresuri 15 Basic Treasury 8. Certified Ethical Hacker CEH 1 Certified Ethical Hacker CEH 9. Pelatihan dan Sertifikasi Certified Information System Security Professional CISSP Common Body of Knowledge CBK 1 Certified Information System Security Professional CISSP Common Body of Knowledge CBK Training and Sertification 10. Pembangunan Karakter 138 Character Building 11. Program Persiapan Chartered Financial Analysis 40 Chartered Financial Analysis Preparation Program 12. Pelatihan Penagihan dan Dokumentasi Kredit 2 Collection Documentary Credit Training 13. Penagihan dan Dokumentasi Kredit 2 Collections and Documentary Credit 14. Kredit Konsumen dan Penilaian Kredit 3 Consumer Lending and Credit Scoring 15. Analisa Keuangan Perusahaan 100 Corporate Financial Analyis 16. Pendidikan Pengenalan Perbankan 142 Corporate Induction Pendidikan Pengenalan Perbankan 17. Administrasi dan Pelaporan Kredit 53 Credit Administration and Reporting 18. Administrasi dan Pelaporan Kredit bagi Manajer KC 51 Credit Administration and Reporting for Sub-Branch Manager 19. Credit Card: Pengenalan Bisnis Kartu Kredit 88 Credit Card: Introducing Credit Card Business 20. Penilaian Risiko Kredit untuk Kredit Konsumer 1 Credit Risk Scoring for Consumer Loan 21. Diklat Audit Kecurangan 1 Fraud Audit Training Course 22. Diklat Keuangan Perusahaan Corporate Finance 1 Training Course 23. Diklat Penulisan Laporan Hasil Audit yang Efektif 1 Training Course 24. Diklat Penyerapan Aspirasi 2 Absorbing Aspiration Training Course 25. Diklat PPH Pemotongan dan Pemungutan 2 Withholding Taxes Training Course 26. Proyeksi Keuangan 100 Financial Projection 27. Seminar Setengah Hari “Masalah-Masalah Dalam Pembiayaan Ekspor Indonesia” 2 Half Day Seminar “Problems in Export Financing in Indonesia” Training Program The bank has involved its employees in various internal and external trainings to enhance their knowledge and capabilities, During 2011, approximately 242 education and training programs were run, participated by 5,014 employees. The following is list of Employee Education and training programs during 2011: Employee Education and Training Program in 2011 SUMBER DAYA MANUSIA Human Resources 123 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 No. Nama Program Pelatihan Jumlah Peserta Training Program 28. In House Training Program Manajemen Aktiva - Passiva ALM 19 In House Training Assets Liabilities Management ALM Program 29. In House Training Banknotes Likuiditas Valas 34 In House Training Banknotes Forex Liquidity 30. In House Training Compliance Assessment PSAK 5055 Revisi 2006 for Auditor 59 In House Training Penilaian Kepatuhan PSAK 5055 Revisi 2006 untuk Auditor 31. In House Training Workshop Perbankan Konsumer 60 In House Training Consumer Banking Workshop 32. In House Training Kebijakan, Peraturan dan Surat Edaran BI 30 In House Training on Policies, Regulations and Circular Letter of Bank 33. In House Training Pengembangan Diri bank bjb Cabang Batam 14 In House Training Self Development at bank bjb Batam 34. In House Training System and Network Security untuk EDP 53 In House Training System and Network Security for EDP 35. In House Training Dasar-Dasar Pembiayaan Perdagangan 23 In House Training Basic Trade Finance 36. In House Training Perbankan Internasional 27 In House Training International Banking 37. In House Training Operasional Pembiayaan Perdagangan 23 In House Training Trade Finance Operation 38. Analisa Industri 100 Industry Analysis 39. Interconnecting Cisco Network Devices II 1 Interconnecting Cisco Network Devices II 40. Investasi Dana Pensiun 1 Pension Fund Investment 41. Investor Relations Workshop 2 Workshop Hubungan Investor 42. ISO 27001:2005 PCI-DSS 2 ISO 27001:2005 PCI-DSS 43. In House Training Internal Audit: Penilaian Kepatuhan PSAK 50-55 Revisi 2006 untuk Auditor 59 In House Training Internal Audit: Compliance Assessment PSAK 50-55 Revisi 2006 for Auditor 44. Konferensi 2nd Asia Corporate University Summit 2011 2 Conference on 2nd Asia Corporate University Summit 2011 45. Konferensi Nasional III Ikatan Auditor Intern Bank 2 3rd National Conference on Bank Internal Auditors Association 46. Aspek Hukum Pinjaman 100 Loan Legal Aspect 47. Pengawasan Pinjaman Deteksi Masalah 100 Loan Monitoring Problem Detection 48. Remedial Pinjaman 98 Loan Remedial 49. Restrukturisasi Kredit 100 Loan Structuring 50. Manajemen Keaslian Uang Rupiah Graphonomy 51 Authenticity Management Rupiah Graphonomy 51. Manajerial Lini Pertama 307 First-line managerial 52. Mengelola dan Menghitung Kecukupan Modal Risiko Operasional 2 Managing and Calculating Operational Risk Capital Adequacy 53. Micro Finance Summit 2011 1 Micro Finance Summit 2011 54. Seminar Nasional Bancassurance 6 National Seminar Bancassurance 55. On the Job Training Calon Pegawai 144 On the Job Training for Future Employee 56. Pelatihan Sertifikasi Brevet Pajak 58 Tax Brevet Course Certification 57. Pelatihan Analisa Kredit Mikro dan Supervisi Kredit 121 Training on Analysis and Supervision of Micro Credit Loans 58. Pelatihan Aplikasi FinArch Functional 11 FinArch Application Training 59. Pelatihan Applied Leadership Program 51 Applied Leadership Program Training 60. Pelatihan Assets Liabilities Management ALMA 31 Assets Liabilities Management ALMA Training 61. Pelatihan Audit Internal 53 Audit Internal Training 62. Pelatihan Bancassurance 57 Bancassurance Training 63. Pelatihan Basic Instructional Design 18 Basic Instructional Design Training 64. Pelatihan Business Process Management 1 Business Process Management Training 65. Pelatihan Cash Management 1 Cash Management Training 66. Pelatihan CCNA Fast Track dan Ujian CCNA 2 CCNA Fast Track Training and CCNA Test 67. Pelatihan Certified Organization Development Analyst 2 Certified Organization Development Analyst Training 68. Pelatihan CISA Exam Preparation 1 CISA Exam Preparation Training FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 124 No. Nama Program Pelatihan Jumlah Peserta Training Program 69. Cisco Certified Network Associate CCNA – Interconnecting Cisco Network Devices Training 2 Pelatihan Cisco Certified Network Associate CCNA – Interconnecting Cisco Network Devices 70. Pelatihan Competitor Intelligence 4 Competitor Intelligence Training 71. Pelatihan Configuring and Troubleshooting a Windows Server 2008 Active Directory + Exam 3 Configuring and Troubleshooting a Windows Server 2008 Active Directory + Exam Training 72. Pelatihan Contract Drafting Negotiation Skill for Legal Officer 4 Contract Drafting Negotiation Skill for Legal Officer Training 73. Pelatihan CTP-PLTE 2 CTP-PLTE Training 74. Pelatihan dan Sertifikasi Affiliate Wealth Management WM 01 25 Affiliate Wealth Management WM 01 Training and Certification 75. Pelatihan dan Sertifikasi Assessment Center Assessor 1 Assessment Center Assessor Training and Certification 76. Pelatihan dan Sertifikasi Wealth Management Level 2 WM 02 31 Wealth Management Level 2 WM 02 Training and Certification 77. Pelatihan dan Sertifikasi Wealth Management WM 01 – WM 07 8 Wealth Management WM 01 – WM 07 Training and Certification 78. Pelatihan e-Learning Learning Management System 4 e-Learning Learning Management SystemTraining 79. Pelatihan ERM ISO 31000 Sertifikasi ERMCP 3 ERM ISO 31000 Training ERMCP Certification 80. Pelatihan Financial Statement Analysis 3 Financial Statement Analysis Training 81. Pelatihan Guarantee: Understanding Benefit Risk Product Guarantee, TypeMechanism Legal Issue 3 Guarantee: Understanding Benefit Risk Product Guarantee, TypeMechanism Legal Issue Training 82. Pelatihan Hak Tanggungan 7 Mortgage Training 83. Pelatihan Hukum Perkreditan 2 Credit Law Training 84. Pelatihan Hypnoselling 55 Hypnoselling Training 85. Pelatihan IBM eSeries iSeries Administration Control 3 IBM eSeries iSeries Administration Control Training 86. Pelatihan IT Infrastructure Library - ITIL 1 IT Infrastructure Library ITIL Training 87. Pelatihan ITIL Training with the Experts 3 ITIL Training with the Experts Training 88. Pelatihan Jaminan Perbankan Standby Letter of Credit, Demand Guarantee, Bank Guarantee 5 Bank Guarantees Training Standby Letter of Credit, Demand Guarantee, Bank Guarantee 89. Pelatihan Kejahatan Perbankan: Modus, Pencegahan Penanganannya Dikaitkan dengan Implementasi UU No. 3 Tahun 2011 tentang Transfer Dana 5 Training on Banking Crimes: Modus, Prevention Handling in Relation with the Implementation of Law no. 3 Year 2011 on the Transfer of Funds 90. Pelatihan Keterampilan Menangani Berbagai Hal Khusus dalam Proses Perdata di Luar Pengadilan Sesuai UU No. 301999 tentang Arbitrase Alternatif Penyelesaian Sengketa 2 Training on Arbitration Advocacy Skills in Accordance to the Law No. 301999 on Arbitration and Alternative Dispute Resolution 91. Pelatihan Legal Contract Drafting 2 Legal Contract Drafting Training 92. Pelatihan Legal Derivatives ISDA Master Agreement 3 Legal Derivatives ISDA Master Agreement Training 93. Pelatihan Legal Risk Management Legal Audit for Good Corporate Govermance Fraud Prevention 2 Legal Risk Management Legal Audit for Good Corporate Governance Fraud Prevention Training 94. Pelatihan Managing and Running an Effective Helpdesk 2 Managing and Running an Effective Helpdesk Training 95. Pelatihan Manajemen Risiko dan Bisnis Kredit Sindikasi 4 Training on Risk Management and Loan Syndication Business 96. Pelatihan Manajemen Risiko, Hukum, dan Fraud Agunan Kredit 2 Training on Risk Management, Law, and Loan Collateral Fraud 97. Pelatihan Menangani Aspek Hukum Perseroan Terbatas dan Membuat Dokumen-Dokumen Perseroan Terbatas 2 Training on Handling The Legal Aspect and Preparing Documents for Limited Company 98. Pelatihan Menangani Aspek Hukum Tenaga Kerja, Penanganan Masalah Ketenagakerjaan, PNK, PHI, Kontrak Kerja 2 Training on the Legal Aspect of Employment, Employment Problem, PNK, PHI Contract 99. Pelatihan Mencegah dan Menangani Masalah Tanah dan Bangunan 2 Training 100. Pelatihan Metode dan Teknik Penyusunan SOP 3 Training on SOP Method and Preparation 101. Pelatihan Micropayment 2011: Global Indonesia Trend 3 Micropayment 2011: Global Indonesia Trend Training SUMBER DAYA MANUSIA Human Resources 125 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 No. Nama Program Pelatihan Jumlah Peserta Training Program 102. Pelatihan Nasional tentang Pertanahan 2 National Land Training 103. Pelatihan New Product Development 3 New Product Development Training 104. Pelatihan Payments Cash Management 1 Payments Cash Management Training 105. Pelatihan Pelaporan SID Versi 6 42 Training on SID Reporting Version 6 106. Pelatihan Pembiayaan Sindikasi 20 Syndication Financing Training 107. Pelatihan Pemeriksaan Berbasis Risiko Risk Based Examination 2 Risk Based Examination Training 108. Pelatihan Pendidikan Profesi Lanjutan Wakil Agen Penjual Reksa dana 30 Advanced Course for Mutual Fund Agent 109. Pelatihan Penggunaan IS-WARE dalam Skim Subsidi Resi Gudang S-SRG bank bjb 8 Training on IS-WARE Application in Warehouse Receipt Subsidy Scheme of bank bjb 110. Pelatihan Perencanaan Strategik 2 Training on Strategic Planning 111. Pelatihan Perkasan 1 Cash Activities Training 112. Pelatihan Persiapan Lisensi AAJI 65 AAJI License Preparation Training 113. Pelatihan Personnel Administration Development Program 2 Personnel Administration Development Program Training 114. Pelatihan PHP wick Socket Connection to AS 400 2 PHP wick Socket Connection to AS 400 Training 115. Pelatihan Prodcut Knowledge bank bjb, Service Excellence, Teller Program bagi Customer Service dan Teller 5 Training on bank bjb Product Knowledge, Service Excellence, Teller Program for Customer Service and Teller 116. Pelatihan Program Anti Pencucian Uang APU 66 Training on Anti Money Laundering Program 117. Pelatihan Project Management 2 Project Management Training 118. Pelatihan Project Management Certification for PMP 1 Training on Project Management Certification for PMP 119. Pelatihan Project Management Essential 1 Essential Management Project Training 120. Pelatihan Riset Pemasaran Terapan 2 Training on Applied Marketing 121. Pelatihan Sales Force Management 2 Sales Force Management Training 122. Pelatihan Seri Teknik Manajemen Risiko Simulasi Monte Carlo 2 Monte Carlo Simulation of Risk Management Training 123. Pelatihan Sharepoint 2010 for Business Intelligence 2 Sharepoint 2010 for Business Intelligence Training 124. Pelatihan Ship Finance 2 Ship Finance Training 125. Pelatihan SOP Lifecycle 5 SOP Lifecycle Training 126. Pelatihan Strategic Asset Liability Management ALM 1 Strategic Asset Liability Management ALM Training 127. Pelatihan Talent Management System 62 Talent Management System Training 128. Pelatihan Tekno Ekonomi Budidaya dan Pengolahan Kelapa Sawit 2 Training on Techno Economics of Oil Palm Cultivation and Processing 129. Pelatihan Treasury Audit Framework 1 Treasury Audit Framework Training 130. Pelatihan untuk Para Pejabat Bank “Fraud di Bidang Perbankan” 2 Training for Bank Executives on Banking Fraud 131. Pendidikan dan Pelatihan Analisis Laporan Keuangan 1 Training Course on Financial Report Analysis 132. Pendidikan dan Pelatihan bagi Para Calon Pegawai bank bjb 24 Training Course for bank bjb New Recruits 133. Pendidikan dan Pelatihan Loan Monitoring Problem Detection bagi Supervisi Kredit 136 Training Course on Loan Monitoring Problem Detection for Loan Supervisor 134. Pendidikan dan Pemahaman Praktek Asuransi 19 Training on Insurance Practices 135. Pendidikan Manajemen Umum Dana Pensiun 2 Pension Fund Management Course 136. Program Certified Investor Relations 2 Certified Investor Relations Program 137. Program Pemeliharaan Sertifikasi Manajemen Risiko “Advance Credit Analysis Workshop” 1 “Advance Credit Analysis Workshop” Risk Management Certification Program 138. Program Tutorial Certificate in Sales Operation 4 Program Tutorial Sertifikat untuk Sales Operation 139. Project Financing 100 Project Financing FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 126 No. Nama Program Pelatihan Jumlah Peserta Training Program 140. Public Training “Dasar-dasar Negosiasi Penagihan Kredit Macet” 1 Public Training on “Basic Negotiation Non-Performing Loan Collection” 141. Workshop Evaluasi Kartu Pegawai Elektronik KPE 2 Workshop on the Evaluation of Employee Electronic Card KPE 142. Right Attitude and Positive Thinking 142 Right Attitude and Positive Thinking 143. SafeNet Lune SA and Luna EFT Training 2 SafeNet Lune SA and Luna EFT Training 144. Seminar “Amankah Uang Simpanan Nasabah pada Bank Pasca Kasus Malinda Dee Pemkab Batubara?” 1 Seminar “How Safe is Customers Saving After the Case of Malinda Dee and Provincial Government of Batubara” 145. Seminar Accelerated Culture Transformation 4 Seminar on Accelerated Culture Transformation 146. Seminar Akutansi PSAK 24 Revisi 2011 3 Accounting Seminar on PSAK 24 Revisi 2011 147. Seminar Asia Growth Innovation in The New Financial Order 5 Seminar on Asia Growth Innovation in The New Financial Order 148. Seminar Banking Solution Day 1 Seminar Banking Solution Day 149. Seminar dan Musyawarah Kerja Nasional XI ASBANDA 1 The 11th Seminar and Work Meeting of ASBANDA 150. Seminar Developing an Effective Risk Based Bank Rating RBBR for Commercial Bank 1 Seminar of Developing an Effective Risk Based Bank Rating RBBR for Commercial Bank 151. Seminar Gambaran Ekonomi Tahun 2012 Mitigasi Dampak Krisis Global 1 Seminar on Economy Outlook in 2012 Mitigation of Global Crisis Impact 152. Seminar Good Governance 3 Seminar on Good Governance 153. Seminar HR Expo 2011 3 Seminar on HR Expo 2011 154. Seminar Nasional “Banking Leadership Banking Fraud in Asia” 2 National Seminar on “Banking Leadership Banking Fraud in Asia” 155. Seminar Nasional Jamsostek 2 National Seminar on Jamsostek 156. Seminar Nasional ke-3 AAI “Kompetensi dan Kemandirian Auditor Internal di Masa Mendatang” 2 3rd AAI National Seminar on “Competence and Independence of Internal Auditor in the Future” 157. Seminar Nasional Pencucian Uang 1 National Seminar on Money Laundry 158. Seminar Nasional Penegakan Hukum dan Upaya Pencegahan terhadap Kejahatan Perbankan 2 National Seminar on Law Enforcement and Prevention of Banking Crimes 159. Seminar Peluang dan Tantangan Refinancing dalam Industri Multifinance 2 Seminar on Opportunities and Challenges in Refinancing in the Multifinance Industry 160. Seminar Recruitment Selection Strategies 2 Seminar on Recruitment Selection Strategies 161. Seminar Risk Management Summit 3 Seminar Risk Management Summit 162. Seminar Selling with Character 3 Seminar Selling with Character 163. Seminar Tantangan Pasar Modal Indonesia dalam Menghadapi Integrasi Pasal Modal ASEAN melalui Keterbukaan Informasi dan Penerapan IFRS 2 Seminar on the Challenges for Indonesian Stock Market in Facing the Integration of ASEAN Stock Market Through Information Disclosure and IFRS Implementation 164. Sertifikasi Certified Information System Auditor CISA 1 Certified Information System Auditor CISA Certification 165. Sertifikasi Manajemen Risiko Level 1 6 Level 1 Risk Management Certification 166. Sertifikasi Manajemen Risiko Level 2 6 Level 2 Risk Management Certification 167. Sertifikasi Manajemen Risiko Level 3 3 Level 3 Risk Management Certification 168. Service Mindset, Interpersonal Communication Assertiveness 139 Service Mindset, Interpersonal Communication Assertiveness 169. SESPIBANK 2 SESPIBANK School of Banking Leadership 170. Structure Trade Finance STF Set Up Scheme Financing by Using Exim Financing, Guarantee Insurance Product 4 Structure Trade Finance STF Set Up Scheme Financing by Using Exim Financing, Guarantee Insurance Product 171. Syndication Loan 100 Syndication Loan 172. Technical Induction Produk Jasa, Perkreditan dan Akuntansi Bank Tingkat Dasar 142 Technical Induction Product Service, Loan and Basic Bank Accounting 173. The Essentials of Residential Mortgage Banking Best Practices Legal Land for KPR 2 The Essentials of Residential Mortgage Banking Best Practices Legal Land for KPR 174. Training Balance Score Card BSC SysAdmin 9 Training Balance Score Card BSC SysAdmin 175. Training Certified Data Center Professional 2 Training Certified Data Center Professional SUMBER DAYA MANUSIA Human Resources 127 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 No. Nama Program Pelatihan Jumlah Peserta Training Program 176. Training Change Agent 75 Training Change Agent 177. Training Failure Analysis 2 Training Failure Analysis 178. Training Hak-hak Atas Tanah dan Penyelesaian Sengketa 4 Training on Land Rights and Dispute Settlement 179. Training Investasi Pasar Modal 1 Training for Capital Market Investment 180. Training Kiriman Uang BNI Wesel PIN bank bjb 41 Training on BNI Wesel PIN at bank bjb 181. Training Need Analysis Training Impact Evaluation 2 Training Need Analysis Training Impact Evaluation 182. Training for Trainer Program Pengendalian Gratifikasi 40 Training for Trainer Program for Gratification Control 183. Training Operational Risk Management 4 Training Operational Risk Management 184. Training Stress Testing on Banking Risk Exposure 4 Training Stress Testing on Banking Risk Exposure 185. Training Treasury Interactive Pricing 20 Training Treasury Interactive Pricing 186. Treasury Management 1 Treasury Management 187. Two Days Discussion Workshop: “Kupas Tuntas Perhitungan Collective and Individual Impairment – Data Historis and Unwinding Interest Implementation” 2 Two Days Discussion Workshop: “Discussing the Collective Calculation and Individual Impairment – Historical Data and Unwinding Interest Implementation” 188. Ujian Kompetensi Dealer 3 Dealers’ Competence Test 189. Ujian Sertifikasi Certificate in Sales Operation 4 Sales Operation Certification Test 190. Ujian Standar Profesi Dana Pensiun 2 Pension Fund Professional Standard Test 191. Valuation Appraisal 100 Valuation Appraisal 192. Wakil Agen Penjual Reksa dana 78 Mutual Funds Sales Agent 193. Wealth Planner Workshop 2 Wealth Planner Workshop 194. Workshop “bank bjb Brings the World to Your Hand” 96 Workshop “bank bjb Brings the World to Your Hand” 195. Workshop Advance Report Writing 2 Workshop Advance Report Writing 196. Workshop Analisa Komprehensif Pemilihan Metode Perhitungan CKPN Kolektif Serta Perhitungan Unwinding Interset Sesuai PSAK 50-55 Revisi 2006 2 Workshop on Comprehensive Analysis of Calculation Method for Collective CKPN and Unwinding Interest Calculation according to PSAK 50-55 Revision 2006 197. Workshop Analisa Portofolio Kredit melalui Linkage Program 3 Workshop on Loan Portfolio Analys through Linkage Program 198. Workshop Anti Pencucian Uang Pencegahan Pendanaan Terorisme APU PPT 1 Workshop on Anti Money Loundering Terorism Financing Prevention APU PPT 199. Workshop Assessor Uji Kompetensi Bidang Manajemen Risiko 3 Workshop on Assessor Risk Management Competency Test 200. Workshop Auditing for Internal Fraud 4 Workshop Auditing for Internal Fraud 201. Workshop Best Practice Pengelolaan Data Kerugian Bank 2 Workshop on Best Management of Data Bank Losses 202. Workshop Change Process Strategy bank bjb 73 Workshop Change Process Strategy bank bjb 203. Workshop dan Dialog Nasional Ketenagakerjaan 2 Workshop on National Dialogue and Employment 204. Workshop Framework Enhance Liquidity Standard Refreshment BSMR 3 Workshop Framework Enhance Liquidity Standard Refreshment BSMR 205. Workshop Fraud Investigatve Auditing: Prevention, Detection, and Investigation 2 Workshop Fraud Investigatve Auditing: Prevention, Detection, and Investigation 206. Workshop Fungsi Kepatuhan dalam MendeteksiMencegah Menangani Tindak Kejahatan Bidang Perbankan 4 Workshop on Compliance Function in Detecting Preventing Tackling Crime in Banking 207. Workshop How to Handle Media 2 Workshop on How to Handle Media 208. Workshop How to Handle Press Well 2 Workshop on How to Handle Press Well 209. Workshop Human Resources Development Center 1 Workshop on Human Resources Development Center 210. Workshop Impairment Kredit Ritel Kolektif 6 Workshop on Impairment Credit Ritel Collective 211. Workshop Implementasi Tingkat Kesehatan Bank 2 Workshop on Implementation of the Bank 212. Workshop IT Audit: Risk Mapping Audit Planning 2012 2 Workshop IT Audit: Risk Mapping Audit Planning 2012 213. Workshop Kiat Sukses Penanganan Kredit Sindikasi 2 Workshop on of Handling Loan Syndication 214. Workshop Managing Corporate Communication 1 Workshop on Managing Corporate Communication FUNCTIONAL REVIEW Laporan฀Tahunan฀• ฀Annual฀Report฀•฀ bank bjb 2011 128 No. Nama Program Pelatihan Jumlah Peserta Training Program 215. Workshop Media Relations 1 Workshop on Media Relations 216. Workshop Nasional 2 Hari Indonesia Crisis Center 5 Workshop on Nasional 2 Indonesia Day Crisis Center 217. Workshop Nasional Akuntansi 2 Workshop on National Accounting 218. Workshop Nasional Legal Audit Legal Opinion 1 Workshop Nasional Legal Audit Legal Opinion 219. Workshop Nasional Penegakan Hukum Tindak Kejahatan Dunia Maya dan Kejahatan Transaksi Elektronik Berdasarkan UU No. 11 Tahun 2008 tentang ITE 6 Workshop on National for Law Enforcement Cyber Crimes and Crimes Under the Electronic Transactions Law. 11 Year 2008 on ITE 220. Workshop Office Management Filling System Management 2 Workshop Office Management Filling System Management 221. Workshop on Auditing Treasury in Financial Institution 4 Workshop on Auditing Treasury in Financial Institution 222. Workshop Pedoman dan Kebijakan Manajemen Risiko 30 Workshop on Manual and Risk Management Policy 223. Workshop Pelaksanaan Fungsi Kepatuhan Bank Umum 2 Workshop on the Implementation of Compliance Function in Commercial Banking 224. Workshop Pelaksanaan Kepatuhan Bank Umum PBI No. 132PBI2011 2 Workshop on the Implementation of Compliance in Commercial Banking PBI No. 132PBI2011 225. Workshop Pembiayaan kepada Usaha Tani Semusim 1 Workshop on Seasonal Farming Financing 226. Workshop Penerapan Standar Akuntansi PSAK Baru Sesuai IFRS 2 Workshop on the Implementation of New Standard of Accounting Based on IFRS 227. Workshop Penyempurnaan Penyusunan Laporan Bulanan Bank Umum LBU dan Laporan Keuangan Publikasi LKP Bank Berdasarkan Basel 2 Workshop on Improvement of Monthly Report Writing for Commercial Banking LBU and Financial Statement Publication LKP Based on Basel 228. Workshop Perbankan Syariah vs Perbankan Konvensional 1 Workshop on Sharia Banking vs Conventional Banking 229. Workshop Perencanaan Pengembangan Program Divisi Jaringan Pengembangan Layanan bank bjb 15 Workshop on Program Development Planning for the Division of Network and Service Development of bank bjb 230. Workshop Practicing 4 Level Training Evaluation 1 Workshop on Practicing 4 Level Training Evaluation 231. Workshop Prosedur dan Teknik Penyelesaian Sengketa Pajak 4 Workshop on Tax Dispute Settlement Procedures and Technique 232. Workshop PSAK 50 55 3 Workshop PSAK 50 55 233. Workshop PSAK 50-55 IFRS for Auditors 2 Workshop PSAK 50-55 IFRS for Auditors 234. Workshop PSAK Baru dari KAP Purwantono, Suherman Surja Ernst Young 23 Workshop on New PSAK from KAP Purwantono, Suherman Surja Ernst Young 235. Workshop Restrukturisasi Non Performing Loan NPL 2 Workshop on Non Performing Loan NPL Restructuring 236. Workshop Secure e-Banking: Audit Engagement 2 Workshop Secure e-Banking: Audit Engagement 237. Workshop Series Everyday Negotiations 2 Workshop Series Everyday Negotiations 238. Workshop Sistem Informasi Manajemen Arsip Dokumen Perusahaan 2 Workshop on Information System for Corporate Archive Document Management 239. Workshop Software Testing Foundation Based in ISTQB International Software Testing Qualifiation Board 2 Workshop Software Testing Foundation Based in ISTQB International Software Testing Qualifiation Board 240. Workshop Strategic Solution Center 2 Workshop Strategic Solution Center 241. Workshop Training Management 1 Workshop Training Management 242. Workshop Uji Coba dan Kaji Ulang Implementasi Penilaian Tingkat Kesehatan Bank Berdasarkan Risiko Risk Based Bank Rating 6 Workshop on Testing and Assessment Review Implementation of the Bank Based on Risk Risk-Based Bank Rating Jumlah 5.014 Total Anggaran Pelatihan 2011 Sesuai dengan Rencana Bisnis Bank, anggaran untuk program pendidikan dan pelatihan bagi karyawan di tahun 2011 adalah sebesar Rp 53,5 miliar dimana jumlah ini telah memenuhi ketentuan Bank Indonesia yakni sebesar 5 dari biaya sumber daya manusia. 2011 Training’s Budget In accordance with the Business Plan, the budget for education programs and training for employees in the year 2011 amounted to Rp 53.5 billion, which amount is compliant with Bank Indonesia regulation, amounting to 5 of the cost of resources humans. SUMBER DAYA MANUSIA Human Resources 129 Laporan฀Tahunan฀• ฀Annual฀Report฀• bank bjb 2011 Rencana Pendidikan dan Pelatihan di Tahun 2012 Visi bank bjb merupakan arah dan tujuan bersama dalam menjalankan misi menentukan strategi serta kebijakan operasional Bank. Dalam Rangka pencapaian Visi dan Misi tersebut, bank bjb perlu menentukan strategi dan action plan untuk mengantisipasi perkembangan ekonomi secara makro yang akan mempengaruhi perkembangan kegiatan bank dan strategi untuk menghadapi persaingan yang akan dihadapi. Salah satu langkah yang menjadi prioritas bank bjb dalam mendukung visi dan misi yang ditetapkan adalah Pengembangan Sumber Daya Manusia. Untuk menjalankan visi dan tercapainya misi yang telah ditetapkan maka diperlukan Sumber Daya Manusia yang dapat mendukung hal tersebut, yaitu melalui program pengembangan pegawai yang terintegrasi melalui Program Pendidikan dan Pelatihan maupun melalui program pengembangan on site bagi seluruh pegawai sebagai aset perusahaan dengan tujuan terbentuknya Sumber Daya Manusia yang handal sebagai motor dan penggerak bisnis bank bjb. Pelaksanaan program pengembangan pegawai yang terintegrasi melalui Program Pendidikan dan Pelatihan telah terencana dalam Rencana Bisnis bank bjb 2012 dengan Kebijakan antara lain melakukan pendidikan dan pelatihan secara profesional, terprogram dan berkesinambungan dengan memperhatikan efektivitas dan efisiensi sesuai dengan arsitektur Pendidikan dan Pelatihan bank bjb. Divisi Pendidikan dan Pelatihan bank bjb mengajukan usulan pemenuhan ketersediaan Infrastruktur, menyusun dan merancang penyelenggaraan kegiatan pendidikan dan pelatihan baik bagi para karyawan maupun manajemen. Adapun rencana pendidikan dan pelatihan pada tahun 2012 yang akan diikuti oleh karyawan bank bjb adalah sebagai berikut: 1. Program pelatihan dasar perbankan 2. Program peningkatan kompetensi keahlian 3. Program pelatihan managerial 4. Program pelatihan penunjang keahlian 5. Program pelatihan perbankan syariah 6. Seminar dan Workshop kompetensi 7. Program beasiswa pendidikan 8. Program kegiatan ceramahpenyegaran rohani

9. Program E-Learning bank bjb