308
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
5. Arsitektur Middleware Transaction Gateway
.FSVQBLBO BSTJUFLUVS ZBOH NFNQFSMJIBULBO DBSB JOUFSLPOFLTJ BOUBSB BQMJLBTJBQMJLBTJ BUBV TJTUFN EJ MVBS
core banking ZBOH QFSMV NFMBLVLBO JOUFSLPOFLTJ LF
core banking TFEFNJLJBO SVQB TFIJOHHB UJEBL UFSKBEJ
LPOFLTJMBOHTVOHLFBQMJLBTJ core banking
UBOQBNFMBMVJ middleware
BUBV interface
ZBOHEJTFEJBLBO 4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO
1. Pengembangan Middleware
1FOHFNCBOHBO middleware
ZBOHBLBOCFSGVOHTJTFCBHBJ QFSBOUBSB BUBV HFSCBOH USBOTBLTJ
transaction gateway VOUVLTFMVSVIBQMJLBTJMVBSZBOHNFNFSMVLBOLPOFLTJLF
core banking
0RGLÀNDVLNVHVSOLNDVLNH Middleware
.FMBLVLBO NPEJmLBTJQFOZFTVBJBO QBEB CFSCBHBJ BQMJLBTJNFTJOZBOHTFMBNBJOJTVEBIUFSIVCVOHLF
core banking
NFMBMVJ middleware
ZBOHMBNB KJLBEJQFSMVLBO
3. Server Middleware
1FOHBEBBO server
BUBV QFOBNCBIBO core
VOUVL NFOZFEJBLBO
server BUBV
logical server VOUVL BQMJLBTJ
middleware
4. Migrasi Sistem Middleware
1SPTFTNJHSBTJEBSJ middleware
MBNBLF middleware
CBSV 1SPTFTJOJIBSVTNFODBLVQQFSFODBOBBO
QFOHVKJBOZBOH
LFUBU risk management plan,
roll back plan
5. Penyusunan Dokumen SOP Middleware
1FOZVTVOBO PLVNFO 401 VOUVL request
LPOFLTJ LF
middleware UFSNJOBTJLPOFLTJLF
middleware QSPTFEVS
monitoring QSPTFEVSFTLBMBTJNBTBMBI
6. Upgrade Sistem Core Banking yang mencakup:
B 6QHSBEF QMBUGPSN SPOU 0GmDF 4ZTUFN ZBOH TBBU JOJ NFOHHVOBLBO
platform .JDSPTPGU 8JOEPXT 4FSWFS
NFOKBEJ platform
.9 C
Upgrade Core Banking System ZBOH TBBU JOJ
NFOHHVOBLBO core banking
RVBUJPO BLBO EJMBLVLBO
upgrade LFEBMBNUFLOPMPHJCBSVZBJUVBOL
VTJPORVBUJPO
TEKNOLOGI INFORMASI
5. Arsitektur Middleware Transaction Gateway
O BSDIJUFDUVSF UIBU EFNPOTUSBUFT UIF JOUFSDPOOFDUJPO CFUXFFOBQQMJDBUJPOTPSTZTUFNTPVUTJEFUIFDPSFCBOLJOH
UIBUOFFEUPJOUFSDPOOFDUUPUIFDPSFCBOLJOH
TVDIUIBUB EJSFDUDPOOFDUJPOUPUIFDPSFCBOLJOHBQQMJDBUJPOEPFTOPU
PDDVSXJUIPVUHPJOHUISPVHIUIFQSPWJEFENJEEMFXBSFPS JOUFSGBDF
OVNCFSPGQMBOOFEJOJUJBUJWFT
1. Middleware Development
.JEEMFXBSFEFWFMPQNFOUUIBUXJMMTFSWFBTBUSBOTBDUJPO JOUFSNFEJBSZ PS HBUFXBZ USBOTBDUJPO HBUFXBZ
GPS BMM
FYUFSOBMBQQMJDBUJPOTUIBUSFRVJSFDPOOFDUJPOUPUIFDPSF CBOLJOH
SSOLFDWLRQFFHVV0RGLÀFDWLRQWR0LGGOHZDUH
1FSGPSN NPEJmDBUJPOT BEKVTUNFOUT JO B WBSJFUZ PG BQQMJDBUJPOTNBDIJOFTUIBUBSFBMSFBEZDPOOFDUFEUPUIF
DPSFCBOLJOHUISPVHIUIFPMENJEEMFXBSF JGSFRVJSFE
3. Server Middleware
1SPDVSFNFOU PG TFSWFS PS BEEJUJPO PG DPSFT UP QSPWJEF B TFSWFS PSMPHJDBMTFSWFS
GPSNJEEMFXBSFBQQMJDBUJPOT
4. Middleware System Migration
5IFNJHSBUJPOQSPDFTTGSPNUIFPMENJEEMFXBSFUPUIFOFX NJEEMFXBSF5IJTQSPDFTTNVTUJODMVEFQMBOOJOH
SJHPSPVT
UFTUJOH
SJTLNBOBHFNFOUQMBO
SPMMCBDLQMBO
5. Middleware SOP Document Drafting
401 EPDVNFOU QSFQBSBUJPO GPS
DPOOFDUJPO SFRVFTU UP UIF NJEEMFXBSF
DPOOFDUJPO UFSNJOBUJPO UP UIF
NJEEMFXBSF
NPOJUPSJOHQSPDFEVSFT
FTDBMBUJPOPG QSPCMFNQSPDFEVSFT
6. Core Banking System Update which includes:
B SPOU0GmDF4ZTUFNQMBUGPSNVQHSBEFUIBUJTDVSSFOUMZ VTJOH.JDSPTPGU8JOEPXT4FSWFSQMBUGPSNJOUPUIF
.9QMBUGPSN C PSFBOLJOH4ZTUFNVQHSBEFUIBUJTDVSSFOUMZVTJOH
UIFDPSFCBOLJOHRVBUJPOXJMMCFVQHSBEFEUPUIF OFXUFDIOPMPHZ
OBNFMZUIFBOLVTJPORVBUJPO
309
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
D 6QHSBEFSPOU0GmDFQQMJDBUJPOZBOHEJHVOBLBOPMFI 4VQFSWJTPSSPOU0GmDF
5FMMFSEBOVTUPNFS4FSWJDFT
ZBOHTBBUJOJNFOHHVOBLBOTJTUFN4oW Consolidated Customer Information Server
o Equation
Branch Automation BLBOEJMBLVLBO
upgrade LFEBMBN
UFLOPMPHJCBSVZBJUVBOLVTJPO8FC5FMMFS E
Upgrade NFTJO
server Core Banking Processing
System ZBOH TFCFMVNOZB NFOHHVOBLBO NFTJO .
JTFSJFTEFOHBO Operating System
0473. NFOKBEJNFTJO.1PXFSEFOHBO
Operating System .J
F 1FOHFNCBOHBO middleware
ZBOH BLBO CFSGVOHTJ TFCBHBJQFSBOUBSBBUBVHFSCBOHUSBOTBLTJ
transaction gateway
VOUVLTFMVSVIBQMJLBTJMVBSZBOHNFNFSMVLBO LPOFLTJLF
core banking
Arsitektur Aplikasi
STJUFLUVS BQMJLBTJ QFNCBHJBO layer
BQMJLBTJ
BEBMBI BSTJUFLUVSSFGFSFOTJZBOHIBSVTEJBDVPMFITFUJBQBQMJLBTJZBOH
EJLFNCBOHLBO
TFIJOHHB NFMBLVLBO QFNJTBIBO ZBOH KFMBT VOUVL
layer-layer QSFTFOUBUJPO
user interface QSPTFTCJTOJT
EBOBLTFTEBUB 4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO
.FMBLVLBOQFSVCBIBO user-interface
VOUVLNFNVEBILBO QFOHPQFSBTJBO
.FMBLVLBO QFSVCBIBO GVOHTJPOBM LBSFOB QFSVCBIBO EJ TJTJCJTOJT
.FMBLVLBO QFSVCBIBO JOUFSLPOFLTJ database
LBSFOB QFSVCBIBO
platform database
Arsitektur Database
4BMBITBUVDFMBI security
EBSJTJTJJOUFSOBMBEBMBIUFSCVLBOZB BLTFT MBOHTVOH UFSIBEBQ UBCFM
database UBOQB NFMBMVJ
BQMJLBTJ ZBOH EJSBODBOH VOUVL NFOHBLTFTOZB ,BSFOB JUV QFSMVEJMBLVLBOQFOHBNBOBOUBCFMLPOUFONFMBMVJ
FOLSJQTJ
EBMBN.4BHBSLPOUFOEJTJNQBOEBMBNLFBEBBOUFSFOLSJQTJ option secure
encrypted database EBO
NFMBLVLBO
FOLSJQTJEFTLSJQTJEJUJOHLBUBQMJLBTJ 6OUVL LFNVEBIBO NBOBKFNFO
SFQMJLBTJ 3 BUBV
backup TFSUBFmTJFOTJ
EJMBLVLBOLPOTPMJEBTJ
platform VOUVL
JNQMFNFOUBTJ database
ZBOHNFODBLVQ
LPOTPMJEBTJ.4 UJEBLUFSMBMVCBOZBL
brand EBOWFSTJ
LPOTPMJEBTJ
server VOUVLJNQMFNFOUBTJ
database EBO
LPOTPMJEBTJ
storage
INFORMATION TECHNOLOGY
D SPOU 0GmDF QQMJDBUJPO VQHSBEF UIBU JT VTFE CZ UIF SPOU 0GmDF
5FMMFS BOE VTUPNFS 4FSWJDFT
4VQFSWJTPS
XIJDIDVSSFOUMZVTFTUIF4W POTPMJEBUFEVTUPNFSOGPSNBUJPO4FSWFSRVBUJPO
SBODI VUPNBUJPO
TZTUFN XJMM CF VQHSBEFE UP UIF OFXUFDIOPMPHZXIJDIJTUIFBOLVTJPO8FC5FMMFS
E 4FSWFS VQHSBEF PG UIF PSF BOLJOH 1SPDFTTJOH 4ZTUFNXIJDIQSFWJPVTMZVTFEUIF.JTFSJFTXJUI
UIF0473.0QFSBUJOH4ZTUFNJOUP.1PXFS NBDIJOFTXJUIUIF.J0QFSBUJOH4ZTUFN
F .JEEMFXBSF EFWFMPQNFOU XIJDI XJMM TFSWF BT B USBOTBDUJPO JOUFSNFEJBSZ PS B HBUFXBZ USBOTBDUJPO
HBUFXBZ
GPS BMM FYUFSOBM BQQMJDBUJPOT UIBU SFRVJSF DPOOFDUJPOUPUIFDPSFCBOLJOH
Application Architecture
QQMJDBUJPO BSDIJUFDUVSF EJWJTJPO PG UIF BQQMJDBUJPO MBZFS JT B SFGFSFODF BSDIJUFDUVSF UIBU NVTU CF SFGFSSFE CZ BOZ
BQQMJDBUJPOTCFJOHEFWFMPQFE
DSFBUJOHBDMFBSTFQBSBUJPOPG UIFMBZFSTQSFTFOUBUJPO VTFSJOUFSGBDF
CVTJOFTTQSPDFTTFT
BOEEBUBBDDFTT
OVNCFSPGQMBOOFEJOJUJBUJWFT 1FSGPSNVTFSJOUFSGBDFGPSFBTZPQFSBUJPO
1FSGPSNGVODUJPOBMDIBOHFTEVFUPDIBOHFTJOUIFCVTJOFTT TJEF
1FSGPSN EBUBCBTF JOUFSDPOOFDUJPO DIBOHFT EVF UP EBUBCBTFQMBUGPSNDIBOHFT
Database Architecture
0OFPGUIFTFDVSJUZMPPQIPMFJOUIFJOUFSOBMTJEFJTUIFPQFO EJSFDU BDDFTT UP EBUBCBTF UBCMFT XJUIPVU HPJOH UISPVHI
BO BQQMJDBUJPO EFTJHOFE UP BDDFTT JU 5IFSFGPSF
DPOUFOU UBCMF TFDVSJUZ NVTU CF DPOEVDUFE UISPVHI
FODSZQUJPO
JO UIF .4 TP UIBU UIF DPOUFOU JT TUPSFE JO BO FODSZQUFE TUBUF PQUJPO TFDVSF FODSZQUFE EBUBCBTF
BOE
QFSGPSN
FODSZQUJPOEFTDSJQUJPOBUUIFBQQMJDBUJPOMFWFM
PS UIF FBTF PG UIF NBOBHFNFOU
3 SFQMJDBUJPO PS CBDLVQ
BTXFMMBTFGmDJFODZ
DPOTPMJEBUJPOQMBUGPSNGPSUIF
JNQMFNFOUBUJPOPGEBUBCBTFJTQFSGPSNFE
XIJDIJODMVEFT DPOTPMJEBUJPOPG.4 OPUUPPNBOZCSBOETBOEWFSTJPOT
UIFDPOTPMJEBUJPOPGTFSWFSTGPSEBUBCBTFJNQMFNFOUBUJPO
BOE TUPSBHFDPOTPMJEBUJPO
310
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO Assessment
TFMVSVI database
QFOEVLVOH BQMJLBTJ VOUVL NFOHJEFOUJmLBTJ
database ZBOH EJKBMBOLBO QBEB
mode secure encrypted
BUBV UJEBL
TFSUB JEFOUJmLBTJ KFOJT
platform .4OZB ,FNVEJBO NFOHJOEFUJmLBTJ
BQBLBI query
EJEBMBNBQMJLBTJOZBNFNVOHLJOLBOVOUVL EJNPEJmLBTJLF
mode secure BUBVUJEBL
1SPTFT NPEJmLBTJ BQMJLBTJ ZBOH CFMVN NFOHHVOBLBO database secure
BHBS query
EJNPEJmLBTJ LF NPEF database secure
4FUJBQBQMJLBTJIBSVTEJKBMBOLBOTFCBHBJ QSPZFL ZBOH JOEFQFOEFO EFOHBO NFNQFSIBUJLBO B
QFSFODBOBBO C
QSPTFT NPEJmLBTJ source code
D QFOHVKJBO E
risk management F
rollback management .FOFOUVLBO KFOJT
platform .4 ZBOH BLBO EJHVOBLBO
PMFI CBOL
bjb
UJEBL UFSMBMV CBOZBL
MBMV NFMBLVLBO LPOTPMJEBTJ
platform .4 VOUVL TFUJBQ BQMJLBTJ LF
platform CBSVZBOHEJQVUVTLBOVOUVLEJHVOBLBOPMFICBOL
bjb
1FOHFNCBOHBOBUBVNPEJmLBTJEPLVNFOQFOHFNCBOHBO BQMJLBTJEFOHBONFOBNCBILBOCBHJBOQFOHBUVSBO
secure database
EFOHBONFNCFSJLBOQFOFHBTBOCBIXBTFMVSVI database
IBSVTEJ set
QBEB mode secure
encrypted
Arsitektur Server
STJUFLUVSJOJNFNQFSMJIBULBOBSTJUFLUVSCFSCBHBJLFNVOHLJOBO QFOFNQBUBO
layer WJSUVBMJTBTJ
04
BQMJLBTJTFSUB.4EBMBN
TFCVBI server
TFIJOHHB EJQFSPMFI TVBUV LPOmHVSBTJ ZBOH QBMJOHPQUJNBM,POmHVSBTJZBOHQBMJOHPQUJNBMEBQBUEJDBQBJ
EFOHBO NFNQFSIBUJLBO GBLUPSGBLUPS
LJOFSKB
VUJMJUBT server
availability QFNJTBIBO GVOHTJ BQMJLBTJ EBO
database 6OUVL
server-server ZBOHEJUVOUVULJOFSKBNBLTJNVN NJTBMOZB
core banking NBLBBQMJLBTJEJKBMBOLBOUBOQBWJSUVBMJTBTJBUBV
UBOQB sharing
QFOHHVOBBO server
EFOHBO BQMJLBTJ MBJOOZB LPOmHVSBTJ
4FEBOHLBOEFNJQFOJOHLBUBOVUJMJTBTJ
server BQMJLBTJBQMJLBTJTFSUB
database ZBOHUJEBLNFOVOUVULJOFSKB
ZBOHUJOHHJ non high performance
EBQBUEJKBMBOLBOQBEB TBUV NFTJO TFDBSB CFSTBNBTBNB NFOHHVOBLBO UFLOPMPHJ
WJSUVBMJTBTJ LPOmHVSBTJ BHJ
database high-performance EJKBMBOLBO QBEB
server EFOHBOLPOmHVSBTJQMJLBTJBQMJLBTJZBOHEJKBMBOLBOQBEB
virtual server IBSVT CFSBEB QBEB [POB ZBOH TBNB EBMBN
QFNCBHJBO[POBLFBNBOBO
TEKNOLOGI INFORMASI
OVNCFSPGQMBOOFEJOJUJBUJWFT TTFTTNFOU PG UIF FOUJSF BQQMJDBUJPO TVQQPSU EBUBCBTF
UP JEFOUJGZ UIF EBUBCBTF UIBU SVOT PO UIF TFDVSF NPEF FODSZQUFE
PSOPU
BTXFMMBTUIFJEFOUJmDBUJPOPGJUT.4
QMBUGPSNT 5IFO JEFOUJGZJOH
XIFUIFS UIF RVFSZ JO UIF BQQMJDBUJPOBMMPXTUPNPEJGZUIFTFDVSFNPEFPSOPU
QQMJDBUJPO NPEJmDBUJPO QSPDFTT EP OPU VTF B TFDVSF EBUBCBTF TP UIBU UIF RVFSZ JT NPEJmFE JOUP B TFDVSF
EBUBCBTF NPEF BDI BQQMJDBUJPO NVTU CF SVO BT BO JOEFQFOEFOU QSPKFDU XJUI SFTQFDU UP B
QMBOOJOH C
TPVSDF DPEF NPEJmDBUJPO QSPDFTT D
UFTUJOH E
SJTL NBOBHFNFOU F
SPMMCBDLNBOBHFNFOU
FUFSNJOFUIFUZQFPG.4QMBUGPSNUIBUXJMMCFVTFECZ CBOL
bjb
OPUUIBUNBOZ
BOEUPDPOTPMJEBUFUIF.4 QMBUGPSN GPS FBDI BQQMJDBUJPO UP B OFX QMBUGPSN UIBU JT
EFDJEFEUPCFVTFECZCBOL
bjb
FWFMPQNFOUPSNPEJmDBUJPOPGBQQMJDBUJPOEFWFMPQNFOU EPDVNFOUTCZBEEJOHTFDVSFEBUBCBTFTFUUJOHTTFDUJPOUP
QSPWJEFDPOmSNBUJPOUIBUUIFFOUJSFEBUBCBTFNVTUCFTFU JOBTFDVSFNPEF FODSZQUFE
Server Architecture
5IJTBSDIJUFDUVSFTIPXTUIFWBSJPVTBSDIJUFDUVSFQPTTJCJMJUJFT GPSUIFQMBDFNFOUPGUIFWJSUVBMJ[BUJPOMBZFS
UIF04
BQQMJDBUJPO
BT XFMM BT .4 JO B TFSWFS
UIFSFGPSF PCUBJOJOH UIF NPTU PQUJNBM DPOmHVSBUJPO 5IF NPTU PQUJNBM DPOmHVSBUJPO DBO
CFBDIJFWFECZUBLJOHJOUPBDDPVOUUIFGPMMPXJOHGBDUPST QFSGPSNBODF
TFSWFSVUJMJUZ
BWBJMBCJMJUZ
TFQBSBUJPOPG
GVODUJPOT BQQMJDBUJPOTBOEEBUBCBTFT
PS TFSWFST UIBU EFNBOE NBYJNVN QFSGPSNBODF FH DPSF CBOLJOH
UIFBQQMJDBUJPOJTSVOXJUIPVUWJSUVBMJ[BUJPOPSXJUIPVU
TIBSJOHUIFTFSWFSVTFXJUIPUIFSBQQMJDBUJPOT DPOmHVSBUJPO .FBOXIJMF
JOPSEFSUPJNQSPWFTFSWFSVUJMJ[BUJPO
BQQMJDBUJPOT
BTXFMMBTEBUBCBTFUIBUEPOPUSFRVJSFIJHIQFSGPSNBODF OPO IJHIQFSGPSNBODF
DBOCFSVOUPHFUIFSJOBTJOHMFNBDIJOF
VTJOHWJSUVBMJ[BUJPOUFDIOPMPHZ DPOmH
PS IJHIQFSGPSNBODF EBUBCBTF SVOOJOH PO B TFSWFS XJUI DPOmHVSBUJPOQQMJDBUJPOTUIBUSVOPOBWJSUVBMTFSWFS
NVTU
CFPOUIFTBNF[POFJOUIFTFDVSJUZ[POFEJWJTJPO
311
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO .FMBLVLBO
assessment TFMVSVI
server VOUVL
NFOHJEFOUJmLBTJ B
VUJMJTBTJ server
C
BQBLBI TVEBI NFOHHVOBLBO WJSUVBMJTBTJ D
operating system ZBOH
EJHVOBLBOEBOIBMoIBMMBJOZBOHCFSIVCVOHBOEFOHBO LJOFSKBEBOUJOHLBULSJUJLBMBQMJLBTJZBOHKBMBOQBEB
server UFSTFCVUFSEBTBSLBOIBTJM
assessment EJTVTVO
mapping WJSUVBMJTBTJBQMJLBTJEBO
server 1SPTFT NJHSBTJ BQMJLBTJBQMJLBTJ ZBOH NBTJI CFSKBMBO
EJ single server
LF EBMBN server
ZBOH UFSLPOTPMJEBTJ NFOHHVOBLBO WJSUVBMJTBTJ .JHSBTJ NFOHBDV QBEB
mapping IBTJM
assessment 1SPTFT NJHSBTJ IBSVT
EJKBMBOLBO TBUV QFSTBUV EFOHBO NFNQFSIBUJLBO B QFSFODBOBBO C
QFOHVKJBO D
risk management E
rollback management 1SPZFL NJHSBTJ IBSVT EJMBLVLBO
UFSQJTBIVOUVLTFUJBQBQMJLBTJ 1FOHFNCBOHBOBUBVNPEJmLBTJEPLVNFOQFOHFNCBOHBO
BQMJLBTJ EFOHBO NFOBNCBILBO CBHJBO QFOHBUVSBO deployment
BQMJLBTJEJ server
Arsitektur Storage
STJUFLUVS JOJ NFNQFSMJIBULBO LPOTPMJEBTJ storage
EJ NBTB EFQBOVOUVLNFOKBXBCLFCVUVIBO
LFNVEBIBONBOBKFNFO
storage LFNVEBIBONFNGBTJMJUBTJQFSUVNCVIBOLBQBTJUBT
storage LFNVEBIBO SFQMJLBTJ
LFNVEBIBO LPOUSPM
UFSVUBNB LFBNBOBO
LFNVEBIBO backup
EBO recovery
NFMBMVJ Enterprise Backup
Recovery Solution VOUVLTFMVSVI
OPO Core-Banking
9
-JOVY
Y 4FDBSB-0, JNQMFNFOUBTJmTJLOZBNVOHLJOCFSTBUV
BEB
logical cluster
4 Storage Area network
ZBJUV 4 VOUVL
Core Server EBO BUB 4USBUFHJT ZBOH QFSMV
EJSFQMJLBTJ real-time
LF3 4VOUVL
server non-core TVCEBOTVC
4 VOUVL NFOEVLVOH UFSNJOBMUFSNJOBM user
EBUB BQMJLBTJ
boot 4FMBJOJUV
storage UJEBLIBOZBEJUVKVLBOVOUVLNFOEVLVOH
LFCVUVIBO storage
EJ server
UFUBQJKVHBVOUVLNFOEVLVOH storage
VOUVLTFUJBQUFSNJOBMLFSKBEBOEBUBTFUJBQTUBG 4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO
.JHSBTJ storage
VOUVLBQMJLBTJEBO database
core banking
LFTJTUFN storage
4VOUVLNFNVEBILBOQFOHFMPMBBO EBOSFQMJLBTJ31SPTFTJOJTBOHBUUFSHBOUVOHQBEB
LFUFSCVLBBO platform
Core Banking
ZBOH EJHVOBLBO
INFORMATION TECHNOLOGY
OVNCFSPGQMBOOFEJOJUJBUJWFT TTFTTJOHUIFFOUJSFTFSWFSUPJEFOUJGZB
TFSWFSVUJMJ[BUJPO
C
XIUFIFSBMSFBEZVTJOHWJSUVBMJ[BUJPOD
PQFSBUJOHTZTUFN VTFE BOE PUIFST NBUUFST XIJDI SFMBUF UP QFSGPSNBODF
BOE UIF BQQMJDBUJPO DSJUJDBM MFWFM UIBU SVO PO UIF TFSWFS BTFEPOUIFBTTFTTNFOUSFTVMUT
BQQMJDBUJPOBOETFSWFS
WJSUVBMJ[BUJPONBQQJOHJTDPNQJMFE
5IF NJHSBUJPO QSPDFTT PG BQQMJDBUJPOT UIBU TUJMM SVO PO B TJOHMFTFSWFSJOUPBDPOTPMJEBUFETFSWFSVTJOHWJSUVBMJ[BUJPO
.JHSBUJPOSFGFSTUPUIFBTTFTTNFOUSFTVMUTNBQQJOH5IF NJHSBUJPO QSPDFTT NVTU CF FYFDVUFE POF CZ POF XJUI
SFTQFDU UP B
QMBOOJOH C
UFTUJOH D
SJTL NBOBHFNFOU E
SPMMCBDLNBOBHFNFOU.JHSBUJPOQSPKFDUNVTUCFEPOF
TFQBSBUFMZGPSFBDIBQQMJDBUJPO
FWFMPQNFOUPSNPEJmDBUJPOPGBQQMJDBUJPOEFWFMPQNFOU EPDVNFOUT CZ BEEJOH UIF TFUUJOH TFDUJPOT JO UIF TFSWFS
BQQMJDBUJPOEFQMPZNFOU
Storage Architecture
5IJT BSDIJUFDUVSF TIPXT UIF DPOTPMJEBUJPO PG TUPSBHF JO UIF GVUVSFUPBEESFTTUIFOFFETPG
FBTFPGTUPSBHFNBOBHFNFOU
FBTFPGGBDJMJUBUJOHUIFHSPXUIPGTUPSBHFDBQBDJUZ
FBTF PG SFQMJDBUJPO
FBTF PG DPOUSPM
TQFDJmDBMMZ TFDVSJUZ
FBTF PG CBDLVQ BOE SFDPWFSZ UISPVHI OUFSQSJTF BDLVQ 3FDPWFSZ4PMVUJPOGPSBMMOPOPSFBOLJOH 9
-JOVY
Y
O-0 QIZTJDBMJNQMFNFOUBUJPONBZCFVOJUFE
UIFSFBSF GPVS4 4UPSBHFSFBFUXPSL
MPHJDBMDMVTUFS
OBNFMZ
4GPSUIFPSF4FSWFSBOE4USBUFHJDBUBUIBUOFFETUP CFSFQMJDBUFESFBMUJNFUPUIF3
4GPSUIFOPODPSFTFSWFS TVCEBOTVC 4UPTVQQPSUVTFSUFSNJOBMT EBUB
BQQMJDBUJPO
CPPU
O BEEJUJPO
TUPSBHF JT OPU POMZ JOUFOEFE UP TVQQPSU UIF OFFETPGTUPSBHFPOUIFTFSWFS
CVUBMTPUPTVQQPSUTUPSBHF
PGFBDIXPSLUFSNJOBMBOEUIFEBUBPGFBDITUBGG
OVNCFSPGQMBOOFEJOJUJBUJWFT 4UPSBHF NJHSBUJPO GPS BQQMJDBUJPOT BOE DPSF CBOLJOH
EBUBCBTFT UP UIF 4 TUPSBHF TZTUFN UP GBDJMJUBUF UIF NBOBHFNFOU BOE SFQMJDBUJPO PG 3 5IJT QSPDFTT
JT IJHIMZ EFQFOEFOU PO UIF PQFOOFTT PG PSF BOLJOH
312
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
BQBLBI NBTJI NFOHHVOBLBO NFLBOJTNF ZBOH TQFTJmL CBHJBO EBSJ BQMJLBTJ
core banking
BUBV SFQMJLBTJOZB TVEBIEJBUVSPMFITJTUFN
storage OZB
.FMBLVLBO assessment
TFMVSVIBQMJLBTJ non
core banking
EBO database
VOUVLNFOFOUVLBOQFNFUBBOQFOFNQBUBO BQMJLBTJ EBO
database QFOEVLVOHOZB EBMBN TJTUFN
storage CFSTBNB 4
storage FSEBTBSLBOIBTJM
assessment TFDBSBCFSUBIBQEJMBLVLBO
NJHSBTJVOUVLUVKVBOLPOTPMJEBTJ storage
BQMJLBTJ non
core banking
FSEBTBSLBOIBTJM assessment
TFDBSBCFSUBIBQEJMBLVLBO NJHSBTJ VOUVL UVKVBO LPOTPMJEBTJ
storage database
non core
banking 6OUVL NFOJOHLBULBO LPOUSPM LFBNBOBO EBUBEBUB
QFSVTBIBBO
TFDBSB CFSUBIBQ
TFMVSVI EBUBEBUB LFSKB QFSVTBIBBOZBOHTFMBNBJOJEJTJNQBOEJ
storage NBTJOH
NBTJOHEJBMJILBOLF corporate
storage 4FDBSB CFSUBIBQ NFMBLVLBO LPOTPMJEBTJ
Backup Recovery
NFMBMVJ Enterprise
Backup Recovery
solution
Arsitektur Keamanan
STJUFLUVS LFBNBOBO EJUVKVLBO TFCBHBJ SFGFSFOTJ ZBOH NFNQFSMJIBULBOQFNCBHJBO[POBVOUVLNFOHBUVSLFBNBOBO
BLTFT EB [POB CFTBS
ZBJUV [POB QBMJOH LJSJ
[POB UFOHBI
EBO [POB LBOBO
5JOHLBU LFBNBOBO TFNBLJO
LFLBOBOTFNBLJOUJOHHJLBSFOBNFMBMVJmSFXBMMmSFXBMMZBOH
EJTVTVOTFDBSBCFSUBIBQ FOHBOUFLOPMPHJJNQMFNFOUBTJmSFXBMMZBOHNFNVOHLJOLBO
EJ create
TFDBSB logical
NBLB mSFXBMM EBQBU EJTFEJBLBO EJ TFUJBQ UJUJL ZBOH IBSVT EJmMUFS EFOHBO LBSBLUFSJTUJL ZBOH
CFSCFEB -BMV NFMBMVJ switch
EBQBU EJUFOUVLBO routing
LF mSFXBMMCFSJLVUOZBOUBSB[POBEBO[POBEBQBUEJQBTBOH
TFKVNMBImSFXBMM UJEBLIBOZB
EFNJLJBOQVMBBOUBSB[POB EBO[POB
.;EJMFUBLLBOEJ[POB
TFEBOHLBO server
farm UFSNBTVL
development EJMFUBLLBOEJ[POBUFSEBMBN
Server server
ZBOH IBSVTEJBLTFTMBOHTVOHEBSJOUFSOFU
EJMFUBLLBOEJ.;
4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO 4FDBSB CFSLBMB NFMBLVLBO
penetration test PMFI QJIBL
LFUJLBVOUVLNFZBLJOLBOCBIXBTJTUFNLFBNBOBOTVEBI EJ
set QBEBLPOEJTJZBOHUFSCBJLVOUVLNFMJOEVOHJBLTFT
JMFHBMTFSUBBTFUJOGPSNBTJQFSVTBIBBO
TEKNOLOGI INFORMASI
QMBUGPSNVTFE
XIFUIFSUIFZTUJMMVTFBTQFDJmDNFDIBOJTN QBSUPGUIFDPSFCBOLJOHBQQMJDBUJPO
PSJGJUTSFQMJDBUJPO
IBTCFFOTFUCZJUTTUPSBHFTZTUFN 1FSGPSN BTTFTTNFOUT UP UIF FOUJSF OPODPSF CBOLJOH
BQQMJDBUJPOT BOE EBUBCBTFT UP EFUFSNJOF UIF NBQQJOH QMBDFNFOUPGBQQMJDBUJPOBOEJUTTVQQPSUJOHEBUBCBTFJO
UIFTIBSFETUPSBHFTZTUFN 4TUPSBHF BTFEPOUIFBTTFTTNFOUSFTVMUT
NJHSBUJPOJTHSBEVBMMZ
DBSSJFE PVU XJUI UIF QVSQPTF PG OPODPSF CBOLJOH BQQMJDBUJPOTUPSBHFDPOTPMJEBUJPO
BTFEPOUIFBTTFTTNFOUSFTVMUT
NJHSBUJPOJTHSBEVBMMZ DBSSJFEPVUXJUIUIFQVSQPTFPGOPODPSFCBOLJOHEBUBCBTF
TUPSBHFDPOTPMJEBUJPO 5P JODSFBTF UIF TFDVSJUZ DPOUSPM PG DPNQBOZ EBUB
HSBEVBMMZ
BMMXPSLEBUBPGUIFDPNQBOZXIJDIIBTCFFO LFQU JO UIF SFTQFDUJWF TUPSBHF BSF USBOTGFSSFE JOUP UIF
DPSQPSBUFTUPSBHF SBEVBMMZ QFSGPSN BDLVQ 3FDPWFSZ DPOTPMJEBUJPO
UISPVHIUIFOUFSQSJTFBDLVQ3FDPWFSZTPMVUJPO
Security Architecture
4FDVSJUZ BSDIJUFDUVSF JT JOUFOEFE BT B SFGFSFODF UIBU TIPXT UIF[POJOHUPSFHVMBUFBDDFTTTFDVSJUZ5IFSFBSFUISFFNBKPS
[POFT
OBNFMZ[POF GBSMFGU
[POF NJEEMF
BOE[POF SJHIU
5IFTFDVSJUZMFWFMJTHFUUJOHIJHIFSUPUIFSJHIUEVFUP
mSFXBMMTUIBUBSFBSSBOHFEJOTUBHFT
8JUI UIF JNQMFNFOUBUJPO PG mSFXBMM UFDIOPMPHZ UIBU BMMPXT MPHJDBMDSFBUJPO
UIFmSFXBMMDBOCFQSPWJEFEBUBOZQPJOUUIBU
NVTUCFmMUFSFEXJUIEJGGFSFOUDIBSBDUFSJTUJDT5IFOBTXJUDI DBO EFUFSNJOF UIF SPVUJOH UP UIF OFYU mSFXBMM OVNCFS PG
mSFXBMMTDBOCFJOTUBMMFECFUXFFO[POFBOE[POF OPUKVTU BTXFMMBTCFUXFFO[POFBOE[POF
.;JTQMBDFEJO[POF
XIJMFUIFTFSWFSGBSN
JODMVEJOHUIF EFWFMPQNFOU
JTQMBDFEJOUIFEFFQFTU[POF4FSWFSTUIBUNVTU
CFBDDFTTFEEJSFDUMZGSPNUIFOUFSOFU
BSFQMBDFEJOUIF.;
OVNCFSPGQMBOOFEJOJUJBUJWFT 1FSJPEJDBMMZ QFSGPSN QFOFUSBUJPO UFTU CZ UIJSE QBSUJFT UP
FOTVSFUIBUUIFTFDVSJUZTZTUFNIBTCFFOTFUJOUIFCFTU DPOEJUJPO UP QSPUFDU VOBVUIPSJ[FE BDDFTT BT XFMM BT UIF
DPNQBOZTJOGPSNBUJPOBTTFUT
313
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
.FMBLVLBO assessment
UFSIBEBQ LPOmHVSBTJ ZBOH UFSQBTBOH
BQBLBITFTVBJEFOHBOBSTJUFLUVSQSJOTJQVOUVL
LFBNBOBOZBOHUFMBIEJUFUBQLBO+JLBUJEBLTFTVBJ
IBSVT TFHFSBEJMBLVLBOLPOmHVSBTJVMBOH
4BBUJOJNFTJOmSFXBMMUJEBL redundant
EBONFOHHVOBLBO NFTJO ZBOH TBNB EFOHBO NFTJO
core switch
TFIJOHHB KJLB
core switch
UFSTFCVU UJEBL CFSGVOHTJ NFOHBMBNJ LFSVTBLBO
NBLB GVOHTJ mSFXBMM KVHB LFNVOHLJOBO
UFSHBOHHVOJTJBUJGJOJVOUVLNFNJTBILBOGVOHTJmSFXBMMEJ NFTJOZBOHCFSCFEBTFSUBUVNQBOHUJOEJINFTJOmSFXBMM
Arsitektur Jaringan
STJUFLUVS KBSJOHBO BEBMBI BSTJUFLUVS VOUVL NFNQFSMJIBULBO JOUFSLPOFLTJ MPHJLB LPNQPOFOLPNQPOFO VUBNB QFNCFOUVL
KBSJOHBOEBUB4FDBSBVNVN
TFHNFOKBSJOHBOEBSJTJTJTVNCFS EJCFEBLBO NFOKBEJ
JOUFSOFU BUBV KBSJOHBO UFSCVLB
JOUSBOFUBUBVKBSJOHBOJOUFSOBM
TFSUB
FLTUSBOFUBUBVKBSJOHBO FLTUSBVOUVLJOUFSLPOFLTJLFQJIBLQJIBL
partner CJTOJT
5JEBL UFSUVUVQ LFNVOHLJOBO BEB QFNCBHJBO TVC EBSJ UJHB LBUFHPSJ EJ BUBT 4FCBHBJ DPOUPI
JOUFSOFU EBQBU EJCBHJ MBHJ
NFOKBEJ TVC LBUFHPSJ
QFOHHVOB JOUFSOFU CFCBT ZBOH NFOHBLTFTTJUVT
web CBOL
bjb
QFOHHVOB internet banking
IBSVTNFOHHVOBLBO mode secure https
TUBG
bjb
ZBOH TFEBOHEJOBTMVBSLBOUPSEBOQFSMVBLTFTLFKBSJOHBOJOUFSOFU
NFOHHVOBLBO https
EBO port
LIVTVT 4FTVBJ EFOHBO BSTJUFLUVS LFBNBOBO
JNQMFNFOUBTJ mSFXBMM
NFOHHVOBLBO NFTJO ZBOH EBQBU EJLPOmHVSBTJ EFOHBO NVEBI
TFIJOHHBEBQBUEJTFEJBLBOCBOZBLiMPHJDBMmSFXBMMw
UBOQB NFMBLVLBO QFOBNCBIBO NFTJO mSFXBMM 4FNVB JOUFSLPOFLTJ TFSUB QFSBOHLBU
core switch
EBO router
IBSVT NFOHHVOBLBO KBMVS HBOEB
redundant VOUVL NFOJOHLBULBO
LFBOEBMBOTJTUFN 4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO
.FMBLVLBO assessment
UFSIBEBQ LPOmHVSBTJ KBSJOHBO ZBOHUFSQBTBOH
BQBLBITFTVBJEFOHBOBSTJUFLUVSQSJOTJQ
VOUVLKBSJOHBOEBOLFBNBOBOZBOHUFMBIEJUFUBQLBO+JLB UJEBLTFTVBJ
IBSVTTFHFSBEJMBLVLBOLPOmHVSBTJVMBOH
Core switch TBBU JOJ IBOZB UFSTFEJB TBUV CVBI UJEBL
redundant TFIJOHHB KJLB
core switch
UFSTFCVU UJEBL CFSGVOHTJ NFOHBMBNJ HBOHHVBO
TFMVSVI TJTUFN UJEBL
CFSGVOHTJLBSFOBLPNVOJLBTJTFMVSVIKBSJOHBONFMBMVJ core
switch UFSTFCVU
INFORMATION TECHNOLOGY
1FSGPSN BTTFTTNFOUT UP UIF JOTUBMMFE DPOmHVSBUJPO XIFUIFSJUJTBQQSPQSJBUFUPUIFTFUQSJODJQMFBSDIJUFDUVSF
GPS TFDVSJUZ G OPU BQQSPQSJBUF
SFDPOmHVSBUJPO NVTU CF DPOEVDUFEJNNFEJBUFMZ
VSSFOUMZ UIF mSFXBMM NBDIJOFT BSF OPU SFEVOEBOU BOE VTFUIFNBDIJOFBTUIFDPSFTXJUDINBDIJOF
UIFSFGPSFJO
UIFFWFOUUIFDPSFTXJUDIJTOPUXPSLJOH EBNBHFE
UIF mSFXBMMGVODUJPOJTBMTPMJLFMZUPCFEJTSVQUFE5IJTJOJUJBUJWF
JT UP TFQBSBUF UIF mSFXBMM GVODUJPO JO EJGGFSFOU NBDIJOFT BOEPWFSMBQQJOHmSFXBMMNBDIJOF
Network Architecture
FUXPSL BSDIJUFDUVSF JT UIF BSDIJUFDUVSF UP TIPX UIF MPHJDBM JOUFSDPOOFDUJPOPGUIFNBJODPNQPOFOUTXIJDIGPSNTUIFEBUB
OFUXPSLOHFOFSBM
UIFOFUXPSLTFHNFOUGSPNUIFTPVSDFDBO CFEJWJEFEJOUP
UIFJOUFSOFUPSPQFOOFUXPSL
JOUSBOFUPS
JOUFSOBM OFUXPSL
BT XFMM BT
FYUSBOFU PS FYUSB OFUXPSL GPS JOUFSDPOOFDUJPOUPCVTJOFTTQBSUOFST
5IFSFJTBQPTTJCJMJUZUIFSFXJMMCFBTVCEJWJTJPOPGUIFUISFF BCPWF DBUFHPSJFT PS FYBNQMF
UIF OUFSOFU DBO CF GVSUIFS
EJWJEFEJOUPUISFFTVCDBUFHPSJFT
GSFFJOUFSOFUVTFSTXIP BDDFTT UIF XFCTJUF PG CBOL
bjb
JOUFSOFU CBOLJOH VTFST NVTUVTFIUUQTTFDVSFNPEF
bjb
TUBGGTXIPBSFPOEVUZ PVUTJEFUIFPGmDFBOEOFFEBDDFTTUPUIFOUFSOFUOFUXPPSL
VTJOHIUUQTBOETQFDJmDQPSUT OBDDPSEBODFXJUIUIFTFDVSJUZBSDIJUFDUVSF
JNQMFNFOUBUJPO
PGmSFXBMMTVTFTBNBDIJOFUIBUDBOCFDPOmHVSFEFBTJMZ
TP JUDBOQSPWJEFBMPUPGiMPHJDBMmSFXBMMTwXJUIPVUBEEJOHmSFXBMM
NBDIJOFT MM JOUFSDPOOFDUJPOT BOE EFWJDFT DPSF TXJUDIFT BOESPVUFST
NVTUVTFBEVBMDIBOOFM SFEVOEBOU
UPJNQSPWF
TZTUFNSFMJBCJMJUZ
OVNCFSPGQMMMBOOFEJOJUJBUJWFT 1FSGPSNBTTFTTNFOUPOUIFJOTUBMMFEOFUXPSLDPOmHVSBUJPO
XIFUIFSJOBDDPSEBODFXJUIUIFTFUQSJODJQMFBSDIJUFDUVSF GPSOFUXPSLBOETFDVSJUZGJUEPFTOPUmU
SFDPOmHVSBUJPO
NVTUCFDPOEVDUFEJNNFEJBUFMZ VSSFOUMZ UIFSF JT POMZ POF DPSF TXJUDI BWBJMBCMF OPU
SFEVOEBOU
TPJGUIFDPSFTXJUDIEPFTOPUXPSL GBVMUZ
UIF XIPMFTZTUFNEPFTOPUGVODUJPOCFDBVTFDPNNVOJDBUJPO
BDSPTTUIFOFUXPSLHPFTUISPVHIUIFTXJUDIDPSF
314
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Arsitektur DC-DRC
4BMBI TBUV threat
ZBOH TFSJOH NFOKBEJ BODBNBO UFSKBEJOZB HBOHHVBOBEBMBILFBOEBMBOEBSJTJTUFNBUBVQFSBOHLBU
NVMBJ
EBSJBQMJLBTJIJOHHBJOGSBTUSVLUVSSUJOZB
EBMBNLFBEBBOUJEBL BEB HBOHHVBO MBJO EBSJ MVBS JOGSBTUSVLUVS 5
JOGSBTUSVLUVSOZB
TFOEJSJ NFOZJNQBO QPUFOTJ HBOHHVBO LFBOEBMBOOZB UJEBL
FSEBTBSLBO QFNJLJSBO UFSTFCVU
CBOL
bjb
NFNVUVTLBO VOUVL NFOFOUVLBO BSTJUFLUVS 3 NFOKBEJ i
Single DC site
o Single DRC site
wTFDBSBMPLBTJ
UFUBQJTFDBSB TJTUFNEBQBUEJLBUBLBONFOHHVOBLBOLPOmHVSBTJi
Dual DC – Single DRC
w Site
EJCFOUVLPMFI dual system
ZBOHCFSKBMBOEFOHBOTVBUV NFLBOJTNFUFSUFOUVVOUVLTBMJOHNFN
backup FOHBOLPOmHVSBTJ
JOJ
LFBOEBMBO TJTUFN LBSFOB LFMFNBIBO JOUFSOBM JOGSBTUSVLUVS 5 EBOBQMJLBTJEBQBUEJBUBTJEFOHBO
Dual System ZBOHBEBEJ
site 3BLBOCFSGVOHTJTFQFSUJGVOHTJ3QBEBVNVNOZB
4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO .FMBLVLBO
assessment VMBOHMPLBTJ3EJMPLBTJTBBUJOJ
1VSXBLBSUB
EBSJCFSCBHBJTVEVUQBOEBOH
EJBOUBSBOZB B
LVBMJUBTJOGSBTUSVLUVS5JOUFSOBM LFMBZBLBOSVBOH3
C
LVBMJUBT JOGSBTUSVLUVS FLTUFSOBM UFMFLPNVOJLBTJ
D LFNVEBIBO NPCJMJUBT QFSTPOBM LFUJLB UFSKBEJ CFODBOB
TFSUB E
TUBOEBS
assessment 3 MBJOOZB OJTJBUJG
JOJKVHBNFOHLBKJLFNVOHLJOBOMPLBTJBMUFSOBUJG
CBJLEBSJ TVNCFSEBZBJOUFSOBMBUBVQVOQJIBLLFUJHB1BEBBLIJSOZB
IBSVTNFNCFSJLBOSFLPNFOEBTJBQBLBI3MFCJICBJL UFUBQ QBEB MPLBTJ TBBU JOJ BUBV EJSFLPNFOEBTJLBO VOUVL
EJQJOEBILBOLFMPLBTJMBJOZBOHEJBOHHBQMFCJIUFQBU
+JLB IBTJM assessment
NFSFLPNFOEBTJLBO VOUVL NFNJOEBILBOMPLBTJ3EBOEJTFUVKVJPMFIQFSVTBIBBO
NBLB JOJTJBUJG QFNJOEBIBO MPLBTJ 3 EBO CFSCBHBJ LPOTFLVFOTJOZBIBSVTEJKBMBOLBO
NQMFNFOUBTJ Dual Server Core Banking
EJMPLBTJVOUVL NFOJOHLBULBOLFBOEBMBO4JTUFN
Core Banking EBSJSJTJLP
HBOHHVBOQBEB server
Arsitektur Informasi
STJUFLUVSOGPSNBTJBEBMBIBSTJUFLUVSZBOHNFNQFSMJIBULBOBMJSBO JOGPSNBTJ TFDBSB HMPCBM EFOHBO NFNQFSMJIBULBO QFNJTBIBO
ZBOH KFMBT BOUBSB JOGPSNBTJ PQFSBTJPOBMUSBOTBLTJPOBM EBO JOGPSNBTJVOUVLSFQPSUJOHEBOBOBMJTJTSTJUFLUVSJOJNFSVQBLBO
BSTJUFLUVSUJQJLBMVOUVLBUB
Warehouse BUBV
Enterprise Data Warehouse
EBO Business Intelligence
TEKNOLOGI INFORMASI
DC-DRC Architecture
0OF PG UIF UISFBU UIBU JT PGUFO B UISFBU PG EJTSVQUJPO JT UIF SFMJBCJMJUZPGBTZTUFNPSBEFWJDF
SBOHJOHGSPNBQQMJDBUJPOT
UPJOGSBTUSVDUVSF5IJTNFBOT
JOUIFBCTFODFPGJOUFSGFSFODF GSPNPVUTJEFUIF5JOGSBTUSVDUVSF
UIFJOGSBTUSVDUVSFJUTFMGIPMET
QPUFOUJBMJOUFSGFSFODF SFMJBCJMJUZJTOPU
BTFEPOUIBU JEFB
CBOL
bjb
EFDJEFEUPEFUFSNJOFUIF3BSDIJUFDUVSF UPCFDPNFi4JOHMFTJUF4JOHMF3TJUFwMPDBUJPOXJTF
CVUUIFTZTUFNDBOCFDPOTJEFSFEUPCFVTJOHUIFiVBM 4JOHMF3wDPOmHVSBUJPO
5IF4JUFJTGPSNFECZBEVBMTZTUFNSVOOJOHPOBTQFDJmD NFDIBOJTNUPCBDLFBDIPUIFSVQ8JUIUIJTDPOmHVSBUJPO
UIF
SFMJBCJMJUZPGUIFTZTUFNEVFUPUIFMBDLPGJOUFSOBM5JOGSBTUSVDUVSF BOEBQQMJDBUJPOTDBOCFPWFSDPNFXJUIUIFVBM4ZTUFNJOUIF
TJUFT3XJMMGVODUJPOBTUIFGVODUJPOPG3JOHFOFSBM
OVNCFSPGQMBOOFEJOJUJBUJWFT 1FSGPSN SFBTTFTTNFOUT PG UIF 3 JO JUT DVSSFOU
MPDBUJPO 1VSXBLBSUB
GSPN WBSJPVT WJFXQPJOUT
BNPOH PUIFST B
UIF RVBMJUZ PG JOUFSOBM 5 JOGSBTUSVDUVSF 3
TQBDFGFBTJCJMJUZ
C
RVBMJUZPGUIFFYUFSOBMJOGSBTUSVDUVSF UFMFDPNNVOJDBUJPOT
D
FBTFPGQFSTPOBMNPCJMJUZJOUIF
FWFOUPGBEJTBTUFSBTXFMMBTE
PUIFS3TUBOEBSE BTTFTTNFOT 5IJT JOJUJBUJWF BMTP FYBNJOFT UIF QPTTJCJMJUZ
PG BO BMUFSOBUJWF MPDBUJPO
FJUIFS GSPN JOUFSOBM SFTPVSDFT PS UIJSE QBSUJFT 6MUJNBUFMZ QSPWJEJOH B SFDPNNFOEBUJPO
XIFUIFSUIF3TIPVMESFNBJOBUJUTDVSSFOUMPDBUJPOPS SFDPNNFOEFEUPCFNPWFEUPBOPUIFSMPDBUJPOXIJDIJT
DPOTJEFSFENPSFBQQSPQSJBUF
G UIF BTTFTTNFOU SFTVMUT SFDPNNFOE UP NPWF UIF 3 MPDBUJPO BOE BQQSPWFE CZ UIF DPNQBOZ
UIFO UIF 3
MPDBUJPONPWFJOJUJBUJWFBOEJUTWBSJPVTDPOTFRVFODFTNVTU CFDPOEVDUFE
VBM 4FSWFS PSF BOLJOH JNQMFNFOUBUJPO BU UIF MPDBUJPO UP JNQSPWF UIF SFMJBCJMJUZ PG UIF PSF BOLJOH
4ZTUFNGSPNUIFSJTLPGJOUFSGFSFODFXJUIUIFTFSWFS
Information Architecture
OGPSNBUJPOBSDIJUFDUVSFJTUIFBSDIJUFDUVSFUIBUTIPXTUIFnPX PGJOGPSNBUJPOHMPCBMMZCZTIPXJOHBDMFBSTFQBSBUJPOCFUXFFO
PQFSBUJPOBM USBOTBDUJPOBM JOGPSNBUJPO BOE JOGPSNBUJPO GPS SFQPSUJOHBOEBOBMZTJT5IJTBSDIJUFDUVSFJTBUZQJDBMBSDIJUFDUVSF
GPS BUB 8BSFIPVTF PS OUFSQSJTF BUB 8BSFIPVTF
BOE VTJOFTTOUFMMJHFODF
315
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
1BEBEBTBSOZB
JOGPSNBTJJOGPSNBTJPQFSBTJPOBMUSBOTBLTJPOBM KVHB JOGPSNBTJ
monitoring KJLB EJQFSMVLBO
EJKBMBOLBO QBEB
platform NBTJOHNBTJOHPQFSBTJPOBMOZBEBOEJTJNQBOQBEB
database PQFSBTJPOBMNBTJOHNBTJOHVOUVLNFOKBNJOLJOFSKB
NBLTJNBMEBONFOKBNJOLFBNBOBOOZB FSEBTBSLBO LFCVUVIBO BOBMJTJT
EJMBLVLBO QSPTFT 5-
Extract, Transform, Load EBSJ
database PQFSBTJPOBMLF
Data Warehouse
BUBV Datamart
4FMBOKVUOZB
BQMJLBTJ Analytical
and Report Generation BLBONFOHPMBIEBUBEBUBZBOHTVEBI
UFSTFEJB EJ Data Warehouse
Datamart NFOKBEJ
report BUBV
IBTJMBOBMJTJTZBOHEJQFSMVLBO .FOHJOHBU JOWFTUBTJ
Business Intelligence BEBMBI JOWFTUBTJ
ZBOHTBOHBUCFTBS
TFMBNBLFCVUVIBOBOBMJTJTZBOHLPNQMFLT EBO
real-time NBTJIEBQBUEJQFOVIJEFOHBOBQMJLBTJBOBMJTJT
reporting ZBOH MFCJI TFEFSIBOB
TFCBJLOZB JNQMFNFOUBTJ
Business Intelligence EJUVOEBTBNQBJCFOBSCFOBSEJCVUVILBO
Business Intelligence BLBO CFSKBMBO FGFLUJG KJLB PSHBOJTBTJ
ZBOH NFOKBMBOLBO GVOHTJ i.BOBKFNFO OGPSNBTJw TVEBI NFOKBMBOLBO QFSBOOZB TFDBSB MFOHLBQ MJIBU QFOKFMBTBO
NFOHFOBJ.BOBKFNFOOGPSNBTJEJCBHJBO0SHBOJTBTJ5
4FKVNMBIJOJTJBUJGZBOHEJSFODBOBLBO ,VODJ FGFLUJWJUBT QFOHFMPMBBO JOGPSNBTJ BEBMBI TFKBVI
NBOB QFSBO QFOHFMPMB i.BOBKFNFO OGPSNBTJw EBMBN NFOKBMBOLBO GVOHTJOZB
PMFI LBSFOB JUV QFSMV EJMBLVLBO
assessment -JOHLVQ
assessment ZBOHEJBOKVULBOBEBMBI
TFCBHBJCFSJLVUB
JEFOUJmLBTJBLUJWJUBTBQBTBKBZBOHTVEBI EJKBMBOLBOEBOBLUJWJUBTBQBTBKBZBOHCFMVNEJKBMBOLBO
PMFI QFOHFMPMB iNBOBKFNFO JOGPSNBTJw C
JOEFOUJmLBTJ PSHBOJTBTJ EBO
job description QFOHFMPMB JOGPSNBTJ EBO
QFOHFMPMB 5 EBMBN NFOKBMBOLBO GVOHTJ iNBOBKFNFO JOGPSNBTJwD
QFOZVTVOBOSFLPNFOEBTJQFNCBHJBOQFSBO
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316
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
MANAJEMEN RISIKO
RISK MANAGEMENT
317
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Sistem Manajemen Risiko
Sistem Manajemen Risiko yang efektif merupakan salah satu komponen yang penting dalam manajemen bank dan
landasan untuk menjalankan organisasi bank dengan sehat, aman dan baik. Sistem manajemen risiko akan mengarahkan
aktivitas pada misi dan tujuan bank yang sudah ditetapkan, yaitu untuk mencapai target laba jangka panjang yang terus
meningkat dan berkesinambungan, serta meningkatkan alokasi permodalan secara optimal yang mendukung aktivitas
operasional yang sehat. Sistem dimaksud akan membantu manajemen dalam
melakukan pemantauan terhadap ketentuan dan hukum yang berlaku, kebijakan, rencana, ketentuan serta prosedur
internal. Disamping itu, sistem manajemen risiko juga dapat mengurangi risiko sistemik
sistemic Risk yang dapat merugikan bank baik secara material maupun immaterial.
Penerapan Sistem Manajemen Risiko bank bjb berdasarkan
empat cakupan: a Pengawasan aktif Dewan Komisaris dan Direksi sebagai
bagian dari peran pengawasan manajemen. b Kecukupan kebijakan, prosedur dan penetapan limit
sebagai pedoman penerapan manajemen risiko. D
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dan pengendalian risiko serta sistem informasi manajemen. d Sistem pengendalian internal yang menyeluruh.
Untuk meningkatkan sustainability bank dalam menghadapi
gejolak ekonomi, serta ancaman-ancaman eksternal lainnya, bank berupaya memperkuat proses manajemen risiko di
setiap kegiatan usaha. Bank melakukan penyempurnaan atas kebijakan, infrastruktur dan kualitas sumber daya manusia
terkait dengan pengelolaan risiko yang berpedoman kepada ketentuan Bank Indonesia, Basel II dan aturan internasional
secara best practices.
Selain itu, bank juga melakukan gap data analysis untuk
persiapan penerapan Basel II, yang diikuti dengan action plan
berupa persiapan data, sistem simulasi untuk perhitungan internal capital charge, serta perbaikan sistem penyusunan
QSPmM SJTJLP BHBS NFOKBEJ MFCJI TJTUFNBUJT EBO BLVSBU Upaya tersebut dilakukan untuk mempersiapkan bank agar
Risk Management System
An effective Risk Management System is one of the important components in the bank’s management and foundation to
perform the bank’s organization in a healthy, safe and well manner. The risk management system will direct the activities
PGUIFCBOLTNJTTJPOBOEPCKFDUJWFTXIJDIIBWFCFFOEFmOFE which is to achieve the increasing and continuous long-term
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BTXFMMBTJNQSPWJOHUIFPQUJNJ[BUJPOPGDBQJUBM allocation that supports healthy operational activities.
The system is to assist management in monitoring the applicable rules and regulations, policies, plans, provisions, as
well as internal procedures. In addition, the risk management systems can also reduce the systemic risks that may be
detrimental to the bank materially or immaterially. The implementation of the Risk Management System of bank
bjb is based on four scopes:
a Active supervision of the Board of Commissioners and Board of Directors as part of the management oversight
role. b Adequacy of policies, procedures and limits as the
guidelines for risk management. D
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and control processes as well as management information systems.
d A comprehensive internal control system. To improve the bank’s sustainability in facing the economic
turmoil, as well as other external threats, the bank seeks to strengthen the risk management process in every business
activity. The bank carried out improvements on the policies, infrastructures and quality of human resources associated
with risk management referring to Bank Indonesia regulations, Basel II and international best practices rules.
In addition, the bank also conducts gap data analysis in the preparation for the implementation of Basel II, which is
followed by the action plan in the form of data preparation, simulation system for internal calculation of capital charge, as
XFMM BT JNQSPWJOH UIF SJTL QSPmMJOH TZTUFN UP CFDPNF NPSF systematic and accurate. Efforts are made to prepare the
318
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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dapat mengelola risiko yang dihadapi, melakukan upaya pencegahan dan mitigasi, mencadangkan modal sehingga
membantu bank dalam merencanakan arah pertumbuhan bisnis di masa depan.
Evaluasi Atas Efektivitas Sistem Manajemen Risiko
Sistem pengukuran risiko yang dipergunakan untuk mengukur eksposur risiko Bank sebagai pedoman untuk melakukan
pengendalian dan dilakukan secara berkala. Sistem tersebut paling kurang harus dapat mengukur:
a Sensitivitas produkaktivitas terhadap perubahan faktor- faktor yang mempengaruhinya, bank dalam keadaan
normal maupun tidak normal; b
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korelasinya; c Faktor risiko Risk Faktor secara individual;
d Eksposur risiko secara keseluruhan aggregate maupun
per risiko, dengan mempertimbangkan keterkaitan antar risiko;
e Seluruh risiko yang melekat pada seluruh transaksi serta produk perbankan, termasuk produk dan aktivitas
baru, dan dapat diintegrasikan dalam sistem informasi manajemen Bank.
Metode pengukuran dapat dilakukan secara kuantitatif danatau kualitatif. Metode pengukuran tersebut dapat
berupa metode yang ditetapkan oleh Bank Indonesia dalam rangka penilaian risiko dan perhitungan modal
baik berupa metode standar atau metode internal yang dikembangkan sendiri oleh Bank.
Dalam rangka mengatasi kelemahan yang dapat timbul atas penggunaan model pengukuran risiko tertentu maka
Bank harus melakukan validasi model tersebut. Sistem pengukuran risiko dievaluasi dan disempurnakan
secara berkala atau sewaktu-waktu apabila diperlukan untuk memastikan kesesuaian asuransi, akurasi,
kewajaran, dan integritas data, serta prosedur yang digunakan untuk mengukur risiko.
Dalam melakukan evaluasi atas efektivitas sistem manajemen risiko bank maka satuan kerja manajemen
risiko melakukan program pemantauan sebagai berikut: bank in order to manage the risks, conduct prevention and
mitigation efforts, reserving the bank’s capital, assisting the bank in planning the direction of future business growth.
Evaluation of Risk Management System
The risk measurement system used to measure the risk exposure of the Bank as a guideline to control and perform on
a regular basis. The system must be able to measure at least: a Sensitivity of products activities toward factor changes
XIJDI JOnVFODF JU
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b The tendency of changes in the factors mentioned based PO UIF nVDUVBUJPOT UIBU PDDVSSFE JO UIF QBTU BOE UIFJS
correlations; c Individual Risk Factor;
d Overall aggregate risk exposure and per risk, taking into account the relationship between risks;
e All risks inherent in all transactions as well as banking products, including new products and activities, and can
be integrated into the Bank’s management information.
The measurement method can be performed quantitatively and or qualitatively. The measurement method can be
methods stipulated by Bank Indonesia in the framework of risk assessment and calculation of capital both in the form
of a standard method or methods developed internally by the Bank.
In order to overcome the disadvantages which may arise PO UIF VTF PG TQFDJmFE SJTL NFBTVSFNFOU NPEFMT
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Bank shall validate the model. 5IF SJTL NFBTVSFNFOU TZTUFN JT FWBMVBUFE BOE SFmOFE
periodically or at any time when necessary to ensure the suitability of insurance, accuracy, fairness, and integrity of
data, as well as the procedures used to measure risks. In conducting the evaluation on the effectiveness of the
bank’s risk management system, the risk management unit conducts the following monitoring programs:
319
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
a Bank memiliki sistem dan prosedur pemantauan antara lain mencakup pemantauan terhadap besarnya
eksposur risiko, kepatuhan limit internal dan hasil Stress Testing maupun konsistensi dengan kebijakan
dan prosedur yang ditetapkan. b Pemantauan dilakukan baik oleh unit pelaksana
risk taking unit maupun oleh Satuan Kerja Manajemen
Risiko. c Hasil pemantauan disajikan dalam laporan berkala
yang disampaikan kepada manajemen dalam rangka mitigasi risiko dan tindakan yang diperlukan.
d Bank menyiapkan suatu sistem back up dan prosedur
yang efektif untuk mencegah terjadinya gangguan disruptions dalam proses pemantauan risiko, dan
melakukan pengecekan serta penilaian kembali secara berkala terhadap sistem
back up tersebut.
3URÀO5LVLNR\DQJLKDGDSL3HUXVDKDDQ
Tingkat risiko bank bjb secara keseluruhan hingga Triwulan
IV Tahun 2015 adalah Low To Moderate dengan trend risiko
stabil apabila dibandingkan dengan triwulan sebelumnya. Perkembangan bisnis bank diiringi dengan peningkatan
Kualitas Penerapan Manajemen Risiko dalam seluruh aktivitas PQFSBTJPOBMOZB 3JOHLBTBO QSPmM SJTJLP TFMBNB LVSVO XBLUV
2014 untuk 8 jenis risiko yang dikelola bank adalah sebagai berikut:
No Jenis Risiko
Type of Risk
3URÀO5LVLNR3JTL1SPmMF bank bjb 2014
Triwulan I Triwulan II
Triwulan III
1 Risiko Kredit
Credit Risk Moderate
Moderate Moderate
2 Risiko Pasa
Market Risk Low
Low to Moderate Low to Moderate
3 Risiko Likuditas
Liquidity Risk Moderate
Moderate Moderate
4 Risiko Operasional
Operational Risk Moderate
Moderate Moderate
5 Risiko Hukum
Legal Risk Low to Moderate
Low to Moderate Low to Moderate
6 Risiko Reputasi
Reputation Risk Low to Moderate
Low to Moderate Low to Moderate
7 Risiko Kepatuhan
Compliance Risk Moderate
Moderate Moderate
8 Risiko Strategik
Strategic Risk Moderate
Low to Moderate Low to Moderate
Predikat Risiko
Predicate Risk Moderate
Moderate Moderate
a The Bank has monitoring systems and procedures which include the monitoring of the risk exposure
amount, compliance with internal limits and the results of the stress Testing as well as the consistency with the
established policies and procedures. b Monitoring is conducted either by the implementation
unit risk taking units as well as by the Risk Management Unit.
c The monitoring results are presented in the periodic reports submitted to management in order to mitigate
risks and the necessary action. d The bank sets an effective back up system and
procedures to prevent disruptions in the process of risk monitoring, and conduct periodical assessments
and re-evaluations to the back up system.
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The overall risk level of bank bjb up to the Third Quarter of
2015 is Low To Moderate with a stable risk trend compared to the previous quarter. The development of the bank’s business
was accompanied with an increase in the Implementation Quality of Risk Management in all operational activities.
4VNNBSZPGUIFSJTLQSPmMFTEVSJOHGPSUZQFTPGSJTL which the bank managed is as follows:
320
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
8SD\DXQWXN0HQJHORODULVLNR
Misi dan objektif dari pengelolaan risiko bank harus berpedoman kepada konsep pengendalian risiko yang
terukur secara konsisten dan akurat, sehingga bank dapat NFOHBMPLBTJLBO NPEBMOZB TFDBSB MFCJI FGFLUJG EBO FmTJFO
untuk kepentingan usahanya. Metodologi proses pengelolaan manajemen risiko menggambarkan secara lengkap rencana
manajemen risiko yang logis yang dilaksanakan pada tiga tingkatan yang berbeda, yaitu: Level strategis, level transaksi
dan level portofolio: 1. Level pertama merupakan perspektif makro. Proses
dimulai dengan analisa risiko dan imbal-hasil berdasarkan rencana kerja
business plan. Tahap berikutnya dimulai dengan perubahan budaya kerja yang menggambarkan
pandangan bank tentang risiko. Proses ini dimulai dan menjadi tanggung jawab utama dari Dewan Direksi. Dewan
Direksi berkewajiban membangun budaya risiko dan organisasi manajemen risiko, serta memasukkan proses
risiko sebagai bagian yang penting dalam menetapkan rencana strategis perusahaan. Pembentukan budaya
manajemen risiko memerlukan perubahan organisasi yang cukup mendasar. Hal tersebut diperlukan agar
manajemen dapat menangani secara langsung masalah risiko yang dihadapi misalnya risiko pasar tingkat suku
bunga, nilai tukar dan lain-lain, dan risiko kredit yang terkait dalam perjanjian dengan
counterparty. Komite Manajemen Risiko bertugas untuk mengembangkan
budaya risiko dan menetapkan arahan untuk seluruh aktivitas yang mengandung risiko;
2. Level kedua level transaksi dan level ketiga portofolio NFNCBIBT FMFNFO ZBOH MFCJI TQFTJmL CFSVQB LPOTFQ
risiko, perangkat trading, model analisis, metodologi
statistik, pengamatan data historis dan analisa pasar, yang semuanya merupakan faktor penting dalam sistim
manajemen risiko yang rasional.
Efforts to Manage Risks
The mission and objective of the bank’s risk management shall be guided by a consistently and accurately measured risk
management concept, thus the bank will be able to allocate JUTDBQJUBMNPSFFGGFDUJWFMZBOEFGmDJFOUMZGPSUIFCFOFmUPGJUT
business. The methodology of the risk management process completely describes the logical risk management plans that
are implemented at three different levels, namely: Strategic level, transaction level and portfolio level:
5IF mSTU MFWFM JT B NBDSP QFSTQFDUJWF 5IF QSPDFTT commenced with risk analysis and returns based on the
work plan business plan. The next phase begins with changes in the work culture that describes the bank’s
view of the risks. This process begins and becomes the primary responsibility of the Board of Directors. The Board
of Directors is obliged to build a risk culture and risk management organization, as well as including the risk
process as an important part in determining the company’s strategic plan. The establishment of a risk management
culture requires quite a fundamental organizational change. This is necessary for the management to be able
to directly manage the risk issues faced such as the market risk interest rate, exchange rate, etc., and credit risks
associated with counterparties in the agreement. The Risk Management Committee is responsible for developing
a risk culture and set the direction for all activities that involve risks;
2. The second level transaction level and third level QPSUGPMJP
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risk concepts, trading tools, analytical models, statistical methodology, observation of historical data and market
analysis, all of which are important factors in a rational system of risk management.
321
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Proses Manajemen Risiko
Unit Manajemen
Management Unit
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Determining Target Revenue
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Determining Risk Philosophy
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Determining Tolerance
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Determining Opportunities
Evaluasi Risiko
Risk Evaluation
Validating the Methodology
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Setting Target Revenue
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Peta Proses Risiko
Risk Process Mapping
Proses Manajemen Risiko
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Risk Procedure Management
Organization
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System Technology
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Risk Management Instrument
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Data Collection Assessment
Pengambilan Risiko
Risk Taking
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Risk Quantifying
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Risk Identifying
Review Metologi
Review on Methodology Rencana Usaha
Business Plan Kesadaran Terhadap Risiko
Risk Awareness Penetapan Peran
Role Determination Proses Pengambilan Risiko
Risk Taking Process Product Risk Taking
Rencana Pengenalan Produk Product Risk Taking
Product Induction Plan Risiko Kredit
Credit Risk Rencana Pengawasan Internal
Internal Audit Plan Penelitian Pasar
Market Research Bank-Wide Risk Assessment
Bank-Wide Risk Assessment
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Rencana Produk Product Plan
Penelitian tentang Volaritas Value at Risk, Earning at Risk
Volaritas Value at Risk, Earning at Risk
Factor Sensitivitas Risiko Risk Sensitivity Factor
Stress Testing Stress Testing
Dewan Komisaris Board of Commissioners
Direksi Board of Directors
Dewan Komisaris Board of Commissioners
Direksi Board of Directors
Risk Capital Committee Risk Capital Committee
Strategy Performance Strategy Performance
Executive Management Executive Management
Dewan Direksi Board of Directors
Risk Capital Committee Risk Capital Committee
Unit Bisnis Business Unit
Direksi Board of Directors
Risk Capital Committee Risk Capital Committee
Unit Bisnis Business Unit
Risk Management Risk Management
Risk Management Risk Management
Tahapan tersebut di atas merupakan gambaran umum dari proses risiko. Proses tersebut meliputi proses pengembangan
LPNQFUFOTJJOUJEBSJCBOLVOUVLNFOHJEFOUJmLBTJ
NFOHVLVS mengakses, memberikan limit, menetapkan asumsi,
mengelola, mengawasi dan memonitor risiko. Proses EJNVMBJEFOHBOJEFOUJmLBTJTFMVSVIQPTJTJCBOLZBOHTFOTJUJG
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The abovestated stages is a general overview of the risk process. The process includes the development of core
competencies of the bank to identifying, measuring, accessing, giving limit, setting assumptions, managing,
supervising and monitoring the risk. The process begins with UIFJEFOUJmDBUJPOPGBMMUIFCBOLTQPTJUJPOTUIBUBSFTFOTJUJWF
322
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
terhadap risiko risk sensitive positions sampai pada proses
pengambilan risiko yang merupakan dasar untuk membentuk rencana usaha selanjutnya.
Perangkat kerja dan teknik tertentu diperlukan untuk mengelola risiko secara efektif seperti penyusunan laporan manajemen
yang diterbitkan secara berkala sebagai bahan masukan bagi manajemen senior untuk mendapatkan gambaran
keseluruhan posisi risiko dari bank. Laporan juga harus dapat memberikan gambaran tentang hasil kinerja yang mengaitkan
eksposur risiko dan imbal-hasil. Proses investigasi, analisa dan evaluasi yang dilaksanakan
oleh unit bisnis dan Satuan Kerja Manajemen Risiko dan merupakan bagian dari aktivitas harian utama dari manajemen
risiko sebagai berikut: t EFOUJmLBTJ3JTJLP
• Pengukuran Risiko
• Evaluasi dan penyusunan posisi portofolio aset bank yang memiliki dampak potensi risiko
• Evaluasi, pelaporan dan pengawasan risiko yang terjadi dan potensi risiko.
• Review dampak risiko yang terjadi dan potensi risiko yang
akan terjadi • Validasi kembali Proses Risiko
1SPTFT EFOUJmLBTJ QPUFOTJ SJTJLP EJMBLVLBO PMFI 1FSTFSPBO dengan langkah-langkah sebagai berikut:
1. Pertama kali dilakukan oleh unit bisnis dengan NFOFOUVLBO QFMVBOH EBSJ BLUJWJUBT mOBOTJBM ZBOH
umumnya mengandung risiko. Pada waktu menentukan BEBOZB QFMVBOH CJTOJT
VOJU CJTOJT NFOHJEFOUJmLBTJ
menganalisa dan mengukur risiko khususnya potensi dampak yang ditimbulkan oleh aktivitas tersebut terhadap
posisiportofolio. Terhadap pengukuran risiko, unit bisnis dapat bekerja sama dengan Satuan Kerja Manajemen
Risiko. 2. Unit Bisnis memutuskan mengambil risiko diikuti dengan
proses pelaporan dan kontrol, evaluasi risiko dan manajemen portofolio terhadap eksposur risiko dimaksud.
3. Pimpinan Unit Kerja mengevaluasi kinerja berdasarkan pertimbangan risiko dan imbal-hasil yang ditetapkan oleh
Dewan Direksi, dan selanjutnya melakukan penyesuaian terhadap strategi usaha secara keseluruhan. Satuan Kerja
.BOBKFNFO 3JTJLP NFNCBOUV EBMBN QSPTFT LVBOUJmLBTJ dari pengukuran kinerja, namun tidak terlibat dalam
proses penilaian kinerja itu. to risks risk sensitive positions up to the risk-taking process
which is the basis in forming the further business plans. 8PSL JOTUSVNFOUT BOE TQFDJmD UFDIOJRVFT BSF SFRVJSFE
to manage risks effectively, such as the preparation of management reports that are issued periodically as an input
for the senior management to obtain an overall picture of the bank’s risk position. The report shall also be able to provide an
overview of the performance results associated to exposure to risk and its returns.
The process of investigation, analysis and evaluation conducted by the business units and the Risk Management
Unit and is part of the main daily activity of risk management as follows:
t 3JTLEFOUJmDBUJPO • Risk
Assessment • Evaluation and preparation of the bank’s assets portfolio
position that has potential impacts of risks •
Evaluation, reporting and monitoring of risks occurring and the potential risks.
• Review on the impacts of the risk occurring and the potential risks which will occur
• Re-validation of Risk Processes 5IFJEFOUJmDBUJPOQSPDFTTPGQPUFOUJBMSJTLTJTQFSGPSNFECZ
the company through the following steps: 1. Firstly conducted by the business unit by determining
UIFQSPCBCJMJUZPGHFOFSBMmOBODJBMBDUJWJUJFTXIJDIJOWPMWF risks. When determining the existence of business
opportunities, the business unit identify, analyze and measure risks, particularly the potential impacts of these
activities on the positions portfolios. On the measurement of risk, the business units can cooperate with the Risk
Management Unit. 2. The Business Unit decides to take the risk followed by
a process of reporting and control, risk evaluation and portfolio management to the risk exposure.
3. The Unit Leader evaluates the performance based on risk considerations and the returns which was determined
by the Board of Directors, and then make adjustments to the overall business strategy. The Risk Management
6OJU BTTJTUT JO UIF RVBOUJmDBUJPO PG UIF QFSGPSNBODF measurement process, but is not involved in the
performance assessment process.
323
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Pada diagram dijelaskan infrastruktur yang diperlukan agar implementasi dari proses pengelolaan risiko ini dapat
berhasil, yaitu kebijakan risiko yang jelas, organisasi yang efektif dan adanya struktur kewenangan, dukungan sistem
dan teknologi, sistem informasi manajemen yang baik, serta proses validasi model dan sistem.
Proses manajemen risiko memerlukan komitmen dari setiap manajemen jajaran organisasi untuk mengembangkan sistem
dan teknologi agar dapat mendukung komponen inti dalam pengendalian risiko. Sistem Manajemen Risiko minimal
harus mampu menilai posisi, menghitung risiko dari seluruh JOTUSVNFO mOBOTJBM EBMBN NBTJOHNBTJOH WBMVUB VUBNB
dimana bank menjalankan usaha, baik secara transaksi individual maupun secara agregat. Selanjutnya pelaporan
disampaikan kepada Direksi serta semua unit yang terkait terhadap materi laporan dimaksud. Unit operasional harus
memegang peran dalam mengakses dan me- review secara
berkelanjutan kebutuhan minimum pengembangan dari sistem dan teknologi yang diperlukan aktivitas bank, untuk
kemudian disetujui oleh Dewan Direksi.
3HQJHPEDQJDQ.HUDQJND3HQHUDSDQ0DQDMHPHQ Risiko
3HQJHPEDQJDQ 0HWRGRORJL Risk Appetite, Risk
Tolerance GDQ
Risk Limit
Bank dalam menjalankan aktivitas bisnis dihadapkan pada berbagai pemangku kepentingan antara lain,
nasabah dan shareholder. Dalam memenuhi kebutuhan
nasabah atau masyarakat bank dituntut menjadi lembaga intermediasi yang dapat memenuhi kebutuhan jasa
keuangan masyarakat serta menjaga roda perekonomian suatu negara agar terciptanya pertumbuhan ekonomi
yang positif. Di sisi lain, bank diwajibkan memenuhi tuntutan
shareholder terkait tingkat bagi hasil dividen yang disaratkan atas tingkat risiko yang terkandung
dalam dana yang ditanamkan oleh para pemegang saham tersebut
shareholder. Dalam Implementasinya, CBOLEBMBNNFODBQBJQSPmUBCJMJUBTZBOHEJOHJOLBOIBSVT
menyesuaikan dengan kemampuan bank dalam menyerap kejadian risiko karena dalam proses bisnisnya, bank tidak
lepas dari 8 delapan jenis risiko yang melekat sehingga dapat menghambat dalam pencapaian strategi bisnis.
Ukuran kemampuan bank dalam menyerap kejadian risiko dapat tercermin dari tingkat permodalannya,
The diagram describes the infrastructure necessary for the implementation of the risk management process
to be successful, which is clear risk policies, effective organization and the presence of authority structures, the
support of system and technology, good management of information systems, as well as the model and system
validation processes. The risk management process requires the commitment of
each management of the organizations to the system and technology to be able to support the core components in
risk control. The Risk Management System shall minimally able to assess the position, calculates the risk of all
mOBODJBM JOTUSVNFOUT JO FBDI PG UIF NBKPS DVSSFODJFT JO which the bank perform its business, either in individual or
aggregate transaction. Afterward, reporting is submitted to the Board of Directors as well as all relevant units on
the reporting materials. The operational units should play a role in accessing and reviewing on an ongoing basis the
minimum requirements of the development of systems and technologies needed for the activities of the bank, to be
approved by the Board of Directors.
HYHORSPHQW RI 5LVN 0DQDJHPHQW ,PSOHPHQWDWLRQ UDPHZRUN
HYHORSPHQW RI 5LVN SSHWLWH 5LVN 7ROHUDQFH DQG 5LVNLPLW0HWKRGRORJLHV
In conducting business activities, Bank is faced with various stakeholders, among others, customers and shareholders.
In meeting the needs of the customers or the public, Bank is required to be an intermediary institution that is able to
NFFUUIFOFFETPGUIFmOBODJBMTFSWJDFTDPNNVOJUZBTXFMM as keeping the economy of a country in order to create
positive economic growth. On the other hand, banks are required to meet the demands of the shareholders
SFMBUFE UP UIF MFWFM PG QSPmU TIBSJOH EJWJEFOE
XIJDI JT adjusted to the level of risk inherent in the funds invested
by the shareholders. In the implementation, to achieve UIF EFTJSFE QSPmUBCJMJUZ
UIF CBOL NVTU BEKVTU JUT BCJMJUZ
to absorb risk events in its business process, the bank can not be separated from the eight 8 types of inherent
risks that can impede the achievement of the business strategy. The bank’s ability to absorb risk events can be
SFnFDUFEJOUIFDBQJUBMMFWFM
UIFSFGPSFUIFCBOLOFFETUP consider its ability to absorb risk events in achieving its
business strategy. To meet these demands, the bank is
324
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
sehingga bank dalam mencapai strategi bisnisnya perlu mempertimbangkan kemampuannya dalam menyerap
kejadian risiko. Untuk memenuhi tuntutan tersebut, bank diwajibkan menentukan sejumlah risiko dimana bank
bersedia untuk menerimanya dalam keselarasan tujuan guna memaksimalkan nilai kepada
shareholder Risk Appetite, sejumlah risiko maksimum yang dapat diterima
terkait dengan setiap pengambilan risiko yang ditetapkan Risk Tolerance, dan limit risiko yang merupakan tingkatan
operasional dari toleransi risiko pada aktivitas bisnis bank Risk Limit.
Pengembangan Risk Appetite, Risk Tolerance, dan
Risk Limit harus dapat mengakomodir tujuan seluruh stakeholder bank yang meliputi Regulator, Pemegang
Saham, Investor, Direksi, Karyawan, maupun Nasabah. Adapun tujuan dari
stakeholder meliputi pemenuhan atas aspek Kepatuhan, Risiko, Permodalan,
Return, maupun Pertumbuhan yang berkelanjutan. Mengingat sifatnya
yang menyeluruh, maka pengembangan dan pengelolaan Risk Appetite, Risk Tolerance, dan Risk Limit memerlukan
komitmen bersama seluruh lini bank. Risk Appetite, Risk Tolerance, dan Risk Limit yang sedang
dikembangkan oleh bank bertujuan untuk menunjang pencapaian strategi bisnis bank dengan tingkat risiko yang
dapat diterima. Dalam implementasinya, akan dilakukan pemantauan secara berkala atas tingkat eksposur risiko
aktual terhadap posisi pencapaian strategi bisnis bank. Adapun aspek tata kelola
governance terdiri dari tiga aspek, antara lain:
1 Strategic Level
Strategic Level merupakan jenjang kewenangan yang melekat pada Direksi melalui Komite Manajemen
Risiko. Direksi berwenang menentukan selera risiko yang diinginkan
risk appetite selaras dengan strategi bisnis bank. Disamping itu, Direksi juga berwenang
untuk memberikan persetujuan atas besaran nilai Risk
Tolerance dan nilai Risk Limit dengan merujuk pada Risk Appetite yang telah ditentukan.
2 Tactical Level
Pengelolaan Risk
Appetite, Risk
Tolerance, dan
Risk Limit pada jenjang Tactical Level merupakan kewenangan Divisi Manajemen Risiko.
Mengembangkan metodologi risk tolerance untuk
setiap jenis risiko secara bankwide.
required to determine a number of risks in which the bank is willing to accept in line with the objectives in order to
maximize the value to the shareholder Risk Appetite, a number of maximum acceptable risks associated with
any determined risk-taking Risk Tolerance, and risk limit which is the operational level of risk tolerance on the
business activity of the bank Risk Limit.
The development of Risk Appetite, Risk Tolerance and Risk Limit shall be able to accommodate the objectives
of all stakeholders of the bank, covering the Regulators, Shareholders, Investors, Board of Directors, Employees,
and Customers. The purpose of the stakeholders include UIFGVMmMMNFOUPGUIFBTQFDUTPGPNQMJBODF
3JTL
BQJUBM
Return, and Sustainable Growth. Given its comprehensive nature, the development and management of Risk
Appetite, Risk Tolerance and Risk Limit requires a shared commitment across the bank lines.
Risk Appetite, Risk Tolerance and Risk Limit currently being developed by the bank aims to support the achievement of
the bank’s business strategy with an acceptable risk level. In its implementation, regular monitoring will be conducted
on the level of actual risk exposure to the position of the bank’s business strategy achievement. While the aspects
of governance consists of three aspects, among others: 1 Strategic
Level Strategic Level is the level of authority inherent to
the Board of Directors through the Risk Management Committee. The Board of Directors has the authority
to determine the desired risk appetite in line with the business strategy of the bank. In addition, the Board
of Directors is also authorized to give approval on the amount of Risk Tolerance and Risk Limit values with
reference to the predetermined Risk Appetite. 2 Tactical
Level Management of Risk Appetite, Risk Tolerance and
Risk Limit at the Tactical Level is the authority of the Risk Management Division. Developing risk tolerance
methodologies for each type of risks bankwide.
325
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3 Operational Level
Operational Level merupakan kewenangan dan dibentuk oleh setiap Risk Taking Unit dimana perannya
adalah dalam menentukan besaran Risk Limit yang
dapat diterima dan hasilnya dikoordinasikan dengan Divisi Manajemen Risiko. Besaran
Risk Limit yang diusulkan, selanjutnya disampaikan kepada Divisi
Manajemen Risiko untuk dilakukan review terkait
metode perhitungan serta dalam rangka melakukan sinkronisasi dengan hasil perhitungan
Risk Tolerance maupun
Risk Appetite.
BASEL II PILAR 3: Disclosure
DWDV 3HUPRGDODQ NVSRVXU 5LVLNR GDQ,PSOHPHQWDVL0DQDMHPHQ5LVLNRDQN
3HQJXQJNDSDQ3HUPRGDODQ 6WUXNWXU3HUPRGDODQ
FCFSBQB QFSLFNCBOHBO QFSBUVSBO ZBOH TJHOJmLBO mempengaruhi kondisi operasional dan bisnis bank
bjb ke depan antara lain tercermin dari terbitnya
Peraturan Bank Indonesia Nomor 1426PBI2012 tentang Kegiatan Usaha dan Jaringan Kantor
FSEBTBSLBO.PEBMOUJBOLZBOHNFOHLMBTJmLBTJLBO bank menjadi 4 kategori utama yaitu BUKU Bank
Umum Kategori Usaha 1-4 berdasarkan jumlah modal inti bank. Masuknya modal inti bank
bjb dalam
kategori BUKU III membuat kegiatan usaha yang dapat dilakukan oleh bank
bjb menjadi lebih luas, serta
dapat meningkatkan kepercayaan nasabah dalam melakukan aktivitas kegiatan perbankannya melalui
bank bjb. Per akhir Desember 2014, modal inti bank
bjb mencapai Rp5,79 triliun dan berada pada kategori
BUKU 3. Strategi permodalan yang efektif, kuat dan FmTJFOUFMBINFOKBEJGPLVTNBOBKFNFOTFJSJOHEFOHBO
terus bertumbuhnya bank bjb menjadi bank yang
semakin besar dan semakin kuat. Komponen permodalan bank didominasi oleh
komponen permodalan yang bersifat permanen, dimana komponen modal inti merupakan komponen
terbesar dalam struktur permodalan bank. Pada posisi bulan Desember 2014, rasio modal inti bank baik
secara individual dan konsolidasi terhadap total ATMR bank mencapai 16,34 dan 15,40. Rasio tersebut
RISK MANAGEMENT
3 Operational Level
Operational Level is the authority and formed by each Risk Taking Unit in which the role is to determine the
amount of acceptable Risk Limit and the results to be coordinated with the Risk Management Division.
The proposed Risk Limit amount, is subsequently submitted to the Risk Management Division for reviews
associated with the calculation method as well as to synchronize with the Risk Tolerance and Risk Appetite
calculation results.
BASEL II PILAR 3: LVFORVXUH RQ DSLWDO 5LVN [SRVXUH DQG WKH
,PSOHPHQWDWLRQRIWKHDQN·V5LVN0DQDJHPHQW
DSLWDOLVFORVXUH DSLWDO6WUXFWXUH
4FWFSBM TJHOJmDBOU SFHVMBUPSZ EFWFMPQNFOUT BGGFDUFE the operational conditions and future of bank
bjb’s
CVTJOFTT BNPOH PUIFST BT SFnFDUFE JO UIF JTTVBODF of Bank Indonesia Regulation No. 1426PBI2012 on
VTJOFTTDUJWJUJFTBOE0GmDFFUXPSLBTFEPOUIF BOLTPSFBQJUBMXIJDIDMBTTJmFTCBOLTJOUPNBJO
categories, namely BUKU Commercial Bank Business Category 1-4 based on the amount of core capital
position of the bank. bank bjb’s core capital, which is
in the BUKU III category enables a more widespread business activities that can be conducted by the bank,
BTXFMMBTJODSFBTFUIFDPOmEFODFPGUIFDVTUPNFST in performing banking activities through bank
bjb.
As of the end of December 2014, the core capital of bank
bjb reached Rp5.79 trillion and is included in
UIF6,6DBUFHPSZGGFDUJWF
TUSPOH
BOEFGmDJFOU capital strategy has been the focus of management in
line with the continued growth of bank bjb to become
a bigger and stronger bank. The bank’s capital component is dominated by
permanent capital component, in which the core capital component is the largest capital component in
the capital structure of the bank. In the December 2014 position, the bank’s core capital ratio both individually
and consolidated to the bank’s total RWA reached 16.34 and 15.40. The ratio is above the provisions
326
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
berada di atas ketentuan yang ditetapkan oleh Bank Indonesia dengan batasan minimum yaitu 6 baik
secara individual maupun konsolidasi. Perhitungan rasio modal inti utama
Common Equity Tier 1 Ratio terhadap total ATMR bank baik secara individual dan
konsolidasi di bulan Desember 2014 mencapai 17,25 dan 15,34 yang berada di atas ketentuan yang telah
ditetapkan Bank Indonesia dengan batasan minimum yaitu 4,50.
.HFXNXSDQ3HUPRGDODQ
Sebagai salah satu pengungkapan Basel II Pilar III, Bank Indonesia telah menerbitkan Surat Edaran
Bank Indonesia Nomor 1437DPNP tanggal 27 Desember 2012 perihal Kewajiban Penyediaan Modal
.JOJNVNTFTVBJ1SPmM3JTJLPEBO1FNFOVIBO Capital
Equivalency Maintained Assets CEMA. Sehubungan hal tersebut, bank telah mengembangkan dan
menerapkan metodologi untuk penerapan Internal
Capital Adequacy Assessment Process ICAAP dimana metodologi tersebut telah dibahas dan
disetujui dalam Komite Manajemen Risiko bank bjb.
Laporan rasio kecukupan penyediaan modal minimum TFTVBJ1SPmM3JTJLPEJMBQPSLBOTFDBSBCFSLBMBLFQBEB
Dewan Komisaris dan Direksi sebagai salah satu bentuk kepatuhan terhadap ketentuan Surat Edaran
Bank Indonesia tersebut. Pengukuran internal yang dilakukan bank telah
memperhitungkan Pilar I dan Pilar II yaitu rasio LFDVLVQBO NPEBM CBOL NJOJNVN TFTVBJ QSPmM SJTJLP
baik secara individual maupun konsolidasi di bulan Desember 2014 mencapai 10,28 dimana hasil
QFOHVLVSBO QSPmM SJTJLP CBOL QBEB QFSJPEF UFSTFCVU berada pada level peringkat komposit Moderate. Pada
posisi bulan Desember 2014, rasio kecukupan modal bank baik secara individual maupun konsolidasi
mencapai 16,39 dan 16,35 sehingga rasio kecukupan modal bank tersebut berada di atas
ketentuan rasio kecukupan modal bank minimum TFTVBJQSPmMSJTJLPCBOLZBJUV
Sejalan telah diterbitkannya PBI Nomor 1512 PBI2013 tanggal 12 Desember 2013 perihal
Kewajiban Penyediaan Modal Minimum, saat ini bank telah mempersiapkan infrastruktur yang baik
dan efektif dalam rangka memastikan implementasi
MANAJEMEN RISIKO
set by Bank Indonesia with a minimum limit is 6 both individually or consolidated. The main core capital
ratio calculation Common Equity Tier 1 ratio to total RWA of the bank both individually and consolidated in
December 2014 reached 17.25 and 15.34 which is above the provisions set by Bank Indonesia with a
minimum limit of 4.50.
DSLWDOGHTXDF\
As one of the Basel II Pillar II disclosure, Bank Indonesia has issued the Circular Letter of Bank
Indonesia No. 1437DPNP dated 27 December 2012 on the Minimum Capital Requirement in accordance to
UIF1SPmMF3JTLBOEPNQMJBODFPGBQJUBMRVJWBMFODZ Maintained Assets CEMA. In relations, the bank
has developed and implemented a methodology for the implementation of the Internal Capital
Adequacy Assessment Process ICAAP in which the methodology has been discussed and approved by
the Risk Management Committee of bank bjb. The
minimum capital adequacy reports in accordance to UIF3JTL1SPmMFBSFSFQPSUFESFHVMBSMZUPUIFPBSEPG
Commissioners and Board of Directors as a form of compliance with the provisions of the Circular Letter of
Bank Indonesia. Internal measurements carried out by the bank has
accounted for Pillar I and Pillar II namely the minimum DBQJUBMBEFRVBDZSBUJPDPSSFTQPOETUPUIFSJTLQSPmMF
both individually or consolidated in December 2014 reaching 10.28 in which the results of the bank’s risk
QSPmMFNFBTVSFNFOUTPGUIFQFSJPEJTBUUIFDPNQPTJUF ranking level of Moderate. At the December 2014
position, both the individual and consolidated capital adequacy ratio of the bank reached 16.39 and
16.35, hence the bank’s capital adequacy ratio is above the provisions of the minimum capital adequacy
SBUJPJOBDDPSEBODFUPUIFSJTLQSPmMFPGUIFCBOL
XIJDI is 10.28.
Corresponding to the issuance of PBI No. 1512 PBI2013 dated 12 December 2013 on the Minimum
Capital Requirement, currently bank bjb has prepared good and effective infrastructures in order to ensure
the implementation of the PBI does not interfere with
327
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
RISK MANAGEMENT
PBI tersebut tidak mengganggu ekspansi bisnis dan aktivitas operasional bank
bjb. Sesuai PBI tersebut,
bank harus menyediakan rasio kecukupan modal NJOJNVN TFTVBJ QSPmM SJTJLP CBOL EJUBNCBI EFOHBO
Capital Conservation Buffer, Countercylical Buffer dan Capital Surcharge untuk D-SIB Domestic Systemically
Important Bank. Capital Conservation Buffer tersebut diperlukan oleh bank sebagai upaya penyangga
buffer dalam menghadapi kerugian akibat kondisi krisis, sedangkan
Countercylical Buffer dibutuhkan bank sebagai tambahan modal penyangga untuk
mengantisipasi kerugian apabila terjadi pertumbuhan kredit perbankan yang berlebihan sehingga berpotensi
mengganggu stabilitas sistem keuangan. Penetapan Capital Surcharge tersebut diperlukan bagi bank
bjb
yang telah dijadikan status bank sistemik dimana bank perlu menyediakan tambahan modal yang berfungsi
untuk mengurangi dampak negatif terhadap stabilitas sistem keuangan dan perekonomian apabila terjadi
kegagalan Bank yang berdampak sistemik melalui peningkatan kemampuan Bank dalam menyerap
kerugian. Sebagai bentuk kepatuhan terhadap ketentuan tersebut, bank secara bertahap melakukan
pengembangan berupa kesiapan database dan
proses pemetaan Basel III ke dalam infrastruktur bank. Salah satunya yang dilakukan yaitu dilakukannya
koordinasi diantara Divisi yang terlibat, mendesain Framework Basel III dan melakukan pengukuran serta
pemantauan untuk setiap ketentuan yang diatur dalam regulasi Basel III tersebut.
Seiring kondisi makroekonomi Indonesia yang masih bergejolak dan ditandai dengan rencana kebijakan The
Fed yang akan menaikkan suku bunga The Fed yang berpotensi meningkatkan
capital PVUnPX
, gejolak nilai UVLBS EBO JOnBTJ
.BOBKFNFO CBOL
bjb menanggapi
gejolak tersebut dengan memperkuat permodalan bank sebagai bentuk penerapan manajemen risiko
yang kuat robust sehingga dapat menyerap kerugian
apabila terdapat stress event dikemudian hari. Dalam
rangka menjawab tantangan bisnis di era pasar bebas di kemudian hari dan untuk memenuhi kebutuhan
masyarakat, bank selalu melakukan perbaikan dan pengembangan baik dari segi produk dan jasa serta
peningkatan infrastruktur manajemen risiko bank melalui analisis yang komprehensif disertai dengan
its business expansion and operational activities. In accordance to the PBI, the bank shall provide a
minimum capital adequacy ratio that is appropriate XJUIUIFSJTLQSPmMFPGUIFCBOLJOBEEJUJPOUPBQJUBM
Conservation Buffer, Countercylical Buffer and Capital Surcharge for D-SIB Domestic Systemically Important
Banks. The Capital Conservation Buffer is required by the bank as a buffer in the face of losses due to crisis
conditions, while Countercylical Buffer is needed by the bank as a buffer additional capital to anticipate
losses in the event of excessive credit growth which QPUFOUJBMMZ EFTUBCJMJ[FT UIF mOBODJBM TZTUFN 5IF
determination of Capital Surcharge is necessary for bank
bjb which has made the systemic status in which
the bank needs to provide additional capital that serves to reduce the negative impact on the stability
PGUIFmOBODJBMTZTUFNBOEFDPOPNZJOUIFFWFOUPGB systemic Bank failure through the increase in the Bank’s
ability to absorb losses. As a form of adherence to these provisions, the bank gradually carry out developments
in the form of database preparedness and the process of Basel III mapping into the infrastructure of the bank.
One of them is conducted through the coordination among Divisions involved, designing the Basel III
Framework and perform measurements as well as monitoring to any provisions stipulated in the Basel III
regulation.
Correlated with Indonesia’s macroeconomic conditions that are still volatile and marked with the policy plan of
The Fed to increase the interest rates of The Fed which IBTUIFQPUFOUJBMUPJODSFBTFDBQJUBMPVUnPX
FYDIBOHF
SBUF BOE JOnBUJPO WPMBUJMJUZ
UIF .BOBHFNFOU PG CBOL
bjb responds to such volatilities by strengthening the
capital of the bank as a form of a strong robust risk management implementation, enabling it to absorb
losses in the event of a stressful event in the future. In order to answer the business challenges in the
free market era in the future and to meet the needs of the community, the bank always make improvements
and development in terms of both products and services and increase the bank’s risk management
infrastructure through a comprehensive analysis
328
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
riset yang memadai sehingga dapat menjaga agar aktivitas bisnis dan operasional bank tetap
prudent dan berada dalam batas toleransi risiko bank. Selain
itu pula, pengembangan kerangka kerja risk appetite
dan risk tolerance sering dilakukan dan dievaluasi
agar kecukupan permodalan yang dimiliki bank masih memadai dan mampu meng-
cover kerugian ataupun potensi risiko kerugian yang timbul dari aktivitas
operasional bank. Pengelolaan modal risiko kredit bank
bjb berpedoman
pada Surat Edaran Bank Indonesia Nomor 136 DPNP tanggal 18 Februari 2011 perihal Pedoman
Perhitungan Aset Tertimbang Menurut Risiko untuk Risiko Kredit dengan Menggunakan Pendekatan
Standar. Penetapan bobot risiko pada perhitungan ATMR mengacu kepada bobot risiko sesuai ketentuan
Bank Indonesia dimaksud. Dalam mengukur ATMR Risiko Pasar, bank masih
mempergunakan format standardized method yang
meliputi perhitungan risiko suku bunga dan risiko nilai tukar. Sesuai dengan pedoman yang ditetapkan oleh
Bank Indonesia, risiko pasar yang wajib dihitung oleh Bank adalah risiko suku bunga di
trading book dan risiko nilai tukar di
trading book dan banking book. Sebagai upaya ke tahap pengembangan internal
model, bank telah memiliki sistem informasi OPICS Risk yang berfungsi dalam mengukur
Value at Risk untuk setiap efek yang dikategorikan ke dalam
Trading Book.
Perhitungan kecukupan modal risiko operasional masih menggunakan metode
basic indicator approach BIA yang dilakukan sesuai dengan ketentuan dari
regulator. Berdasarkan metode tersebut, Perusahaan mengalokasikan modal minimum untuk risiko
operasional berdasarkan historical data yaitu sebesar
rata-rata dari penjumlahan pendapatan bruto gross
income tahunan selama 3 tahun terakhir yang positif dikali tarif yang berlaku yaitu 15. Perhitungan
kecukupan modal risiko operasional tersebut menjadi dasar dalam perhitungan ATMR Risiko Operasional.
BDDPNQBOJFECZTVGmDJFOUSFTFBSDI
XIJDIJOUVSOXJMM maintain the bank’s business and operational activities
to remain prudent and within the limits of the bank’s risk tolerance. In addition, the development of the risk
appetite and risk tolerance framework is performed regularly and evaluated to ensure the adequacy
of capital owned by the bank is still adequate and able to cover losses or potential losses arising from
operational activities of the bank. The capital management of bank bjb’s credit risk
is based on the Circular Letter of Bank Indonesia No. 136DPNP dated February 18, 2011 on the
Guidelines for the Calculation of Risk-Weighted Assets for Credit Risk by Using the Standard Approach. The
determination of risk weighting in the calculation of RWA refers to the risk weight in accordance with the
referred Bank Indonesia’s provisions. In measuring the RWA market risk, the bank still uses
the standardized method format which includes the calculation of the interest rates risk and exchange
rates risk. As an effort to the development stage of internal models, the bank already has the OPICS Risk
information system that serves to assess the Value at Risk for each effects that are categorized into the
Trading Book.
The calculation of operational risk capital adequacy still uses the basic indicator approach BIA which
is conducted in accordance with the provisions of the regulator. Based on this method, the Company
allocates the minimum capital for operational risk based on the historical data that is equal to the gross income
sum average over the last 3 years annual positive multiplied by the applicable rate, which is 15. The
calculation of the capital adequacy of operational risk has become the basis for the calculation of RWA for
Operational Risk.
329
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3HQJXQJNDSDQ.XDQWLWDWLI
Laporan Audited dari Divisi Pengendalian Keuangan
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1 2
3 4
3 4
5 6
I .RPSRQHQ0RGDO
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5.792.267 6.162.193
5.350.206 5.630.554
4.650.062 5.006.557
1. Modal Disetor Paid-in Capital
2.424.073 2.424.073
2.424.073 2.424.073
2.427.073 2.427.073
2. Cadangan Tambahan Modal Supplemental
Reserve Capital
3.689.779 3.713.384
3.247.719 3.188.428
2.547.575 2.564.789
3. Modal Inovatif Innovative Capital
-
- -
4. Faktor Pengurang Modal Inti Core Capital
Deduction
321.586 15.992
321.586 15.992
321.586 15.992
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- 40.728
34.045 33.687
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16.678 379.279
9.926 332.277
77.687 267.036
1. Level Atas Upper Tier 2 Upper Level Upper
Tier 2
338.264 395.271
311.660 348.269
243.899 283.028
2. Level Bawah Lower Tier 2 Maksimum 50 Modal Inti
Lower Level Lower Tier 2 Maximum 50 Core Capital
- -
3. Faktor Pengurang Modal Pelengkap Supplementary Capital Deduction
321.586 15.992
321.586 15.992
321.586 15.992
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- -
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5.340.281 5.962.830
4.572.375 5.257.601
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bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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3HQJXQJNDSDQ NVSRVXU 5LVLNR GDQ 3HQHUDSDQ Manajemen Risiko
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Sebagai upaya memastikan kecukupan kebijakan dan prosedur perkreditan, maka bank
bjb menyusun
Kebijakan Perkreditan Bank KPB yang digunakan sebagai landasan dalam pembuatan Pedoman
maupun Standar Operasional Prosedur SOP perkreditan.
bank bjb menerapkan proses yang ketat atas setiap
penyusunan maupun perubahan atas setiap ketentuan internal bank. Penyusunan maupun perubahan atas
KPB, Pedoman, dan SOP perkreditan dilakukan melalui tahapan berjenjang yang dimulai dari pembahasan
pada level teknis hingga melalui persetujuan Direksi. bank
bjb juga telah memiliki standar baku dalam
alur penyusunan SOP sehingga dapat dihasilkan kualitas hasil yang baik. Setiap penyusunan maupun
perubahan atas Kebijakan, Pedoman dan SOP perkreditan senantiasa melalui pembahasan bersama
Divisi yang terkait sehingga memenuhi kecukupan JEFOUJmLBTJ EBO NJUJHBTJ SJTJLP TFSUB LFUFOUVBO ZBOH
berlaku. bank
bjb saat ini telah secara intensif melakukan
penyempurnaan atas modelling yang digunakan
dalam perhitungan tingkat risiko yang akan diambil risk appetite dan toleransi risiko risk tolerance
berdasarkan modal yang dimiliki bank. Tingkat Risiko yang akan diambil merupakan tingkat dan jenis Risiko
yang bersedia diambil oleh Bank dalam rangka mencapai sasaran Bank. Toleransi Risiko merupakan
tingkat dan jenis Risiko yang secara maksimum ditetapkan oleh Bank. Toleransi Risiko merupakan
penjabaran dari tingkat Risiko yang akan diambil. Adapun terkait dengan limit kewenangan memutus
kredit saat ini bank bjb telah menerapkan mekanisme
keputusan kredit secara berjenjang sesuai dengan tingkat risiko yang tercermin dari
plafond pengajuan fasilitas kredit.
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As an effort to ensure the adequacy of credit policies and procedures, bank
bjb prepares the Bank
Credit Policy CDE which is used as a basis in the preparation of the credit Guidelines and Standard
Operating Procedures SOPs. bank
bjb applies strict processes on any preparations
or amendments of any internal provisions of the bank. The preparation of and amendments to the
CDE, Guidelines, and SOPs for credit are carried out through tiered stages which start from the discussion
at the technical level to the approval of the Board of Directors. bank
bjb also has a standard in the SOP
DSFBUJPOnPXTPJUDBOQSPEVDFHPPERVBMJUZSFTVMUT Each drafting and amendment of credit policies,
guidelines and SOPs always go through a review by UIFSFMBUFEJWJTJPOTUIFSFGPSFGVMmMMJOHUIFBEFRVBDZPG
SJTLJEFOUJmDBUJPOBOENJUJHBUJPOBTXFMMBTDPNQMJBODF to the applicable regulations.
Currently, bank
bjb
IBT JOUFOTJmFE JNQSPWFNFOUT PO the modeling used in the calculation of the risk appetite
and risk tolerance based on the bank’s capital. Risk appetite is the level and type of risk that is willing to be
taken by the Bank in order to achieve the objectives of the Bank. Risk tolerance is the maximum level and type
of risk set by the Bank. Risk tolerance is a description of the risk appetite.
In relations to loan approval authority limit, currently bank
bjb has implemented a mechanism of credit
decisions in stages according to the level of risk that is SFnFDUFEGSPNUIFNBYJNVNDSFEJUGBDJMJUZBQQMJDBUJPO
332
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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.HFXNXSDQ 3URVHV LGHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
sistem informasi Manajemen Risiko Dalam analisa kredit, bank telah menerapkan
QSPTFT JEFOUJmLBTJ BUBT QPUFOTJ SJTJLP ZBOH NFMFLBU 1SPTFT JEFOUJmLBTJ UFSTFCVU NFOKBEJ
lebih optimal dengan dibentuknya Divisi yang khusus melaksanakan
review dan analisa lanjutan atas potensi risiko yang melekat pada proses
pengajuan fasilitas kredit. 4FCBHBJCFOUVLJEFOUJmLBTJBUBTSJTJLPLSFEJU
CBOL
bjb telah mengembangkan mekanisme pelaporan
kredit bermasalah yang dilakukan oleh Kantor Cabang secara berkala. Pelaporan ditujukan
kepada Divisi Manajemen Risiko untuk menjadi masukan dalam penyusunan strategi Manajemen
Risiko. Dalam melakukan pengukuran risiko, bank
bjb
mengembangkan model risiko kredit melalui penggunaan
Internal Credit Risk Rating ICRR dan
Internal Credit Risk Scoring ICRS pada setiap pengajuan kredit. Adapun
rating dan scoring yang dimiliki oleh bank
bjb meliputi:
• Pemeringkatan Kredit Non Ritel: -
Rating Korporasi Konstruksi -
Rating Korporasi -
Rating SME Konstruksi -
Rating SME • Pemeringkatan Kredit Ritel
- Scoring Kredit Mikro Utama
- Scoring Kredit Usaha Rakyat
• Pemeringkatan Kredit Konsumtif -
Scoring Kredit Guna Bakti -
Scoring Kredit Pemilikan Rumah ICRR adalah suatu alat bantu dalam mengukur
risiko kredit dalam bentuk suatu model yang digunakan untuk memprediksi tingkat kemungkinan
kegagalan pembayaran oleh debitur atas fasilitas LSFEJU ZBOH EJCFSJLBO 33 .FOHLMBTJmLBTJLBO
entitas perusahaankorporasi secara sistematis ke dalam suatu kelas risiko
grading atau peringkat. Penggunaan ICRR bertujuan untuk menentukan
peringkat bagi debitur yang mencerminkan
MANAJEMEN RISIKO
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0DQDJHPHQW,QIRUPDWLRQ6\VWHP In the analysis of credit, the bank has implemented
a process of identifying inherent potential risks. The JEFOUJmDBUJPO QSPDFTT CFDPNFT NPSF PQUJNBM XJUI
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of the inherent potential risks in the process of loan facility application.
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CBOL
bjb
has developed a non performing loans reporting NFDIBOJTNXIJDIJTQFSGPSNFECZUIFSBODI0GmDF
on a regular basis. The reports are addressed to the Risk Management Division to be used as input in the
preparation of the Risk Management strategy. In conducting risk measurements, bank bjb develops
credit risk models through the utilization of the Internal Credit Risk Rating ICRR and Internal Credit Risk
Scoring ICRS in any loan application. The rating and scoring owned by bank
bjb include:
• Non Retail Credit Rating: Construction Corporate Rating
- Corporate Rating
- Contruction SME Rating
- SME Rating
• Retail Credit Rating -
Kredit Mikro Utama Scoring -
Kredit Usaha Rakyat Scoring • Consumptive Credit Rating
- Guna Bakti Loan Scoring
- Housing Loan Scoring
ICRR is an instrument to measure credit risk in the form of a model which is utilized to predict the likelihood of
default by the debtor to the granted credit facilities. 5IF 3 DMBTTJmFT DPNQBOZ DPSQPSBUJPO FOUJUJFT
systematically into a risk class grading or ranking. The application of ICRR aims to determine the rank
PGBEFCUPSUIBUSFnFDUTUIF1SPCBCJMJUZPGFGBVMU 1 amount. Debtors with the best rating has a Probability of
Default that is close to zero. As for a lower credit rating,
333
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
RISK MANAGEMENT
besaran Probability of Default PD. Debitur
dengan rating terbaik memiliki Probability of
Default yang mendekati nol. Adapun untuk kredit dengan
rating lebih rendah, Probability of Default akan meningkat sehingga menghasilkan kurva
default rate berbentuk exponential sesuai dengan penurunan
rating. Tingkatan
rating debitur dinyatakan dengan huruf yang meliputi 20 dua puluh peringkat berbeda
yaitu:
Rating .HWHUDQJDQHVFULSWLRQ
AAA Outstanding
AA+ Strong
AA Strong
AA- Strong
A+ Good
A Good
A- Good
BBB+ Average
BBB Average
BBB- Average
BB+ Acceptable
BB Acceptable
BB- High Risk
B+ High Risk
B Watch List
B- Watch List
CCC+ Special Mention
CCC Special Mention
CCC- Substandard
D Doubtful
Adapun penerapan ICRS menjadi suatu keputusan persetujuan atau penolakan atas pengajuan
fasilitas kredit. Dengan menggunakan ICRS maka Bank dapat memproses kredit dengan lebih baik,
obyektif dan standar, serta dengan waktu proses relatif lebih cepat.
bank bjb merencanakan untuk senantiasa
memperbaiki sistem rating yang akan menjadi salah
TBUVLPNQPOFOEBMBNNFUPEPMPHJJEFOUJmLBTJEBO pengukuran risiko kredit serta mengembangkan
sistem scoring dalam pengambilan keputusan
terutama kredit yang bersifat massal. Sebagai bentuk lain dari pengukuran risiko kredit,
bank bjb telah melakukan estimasi kerugian yang
telah diperkirakan Expected Loss serta besar
the Probability of Default will increase resulting in an exponential shaped default rate curve in accordance
with the rating downgrade.
The rating level of debtors is expressed by letters which covers 20 twenty different ratings, namely:
While the implementation of ICRS is a decision of approval or denial of an application for a credit facility.
By using the ICRS, the Bank can process credit better, objective and standards, as well as a relatively faster
processing time. bank
bjb plans to continuously improve the rating
system which will be one of the components in the NFUIPEPMPHZ PG JEFOUJmDBUJPO BOE NFBTVSFNFOU PG
credit risk as well as to develop a scoring system in credit decisions for the masses.
As other forms of credit risk assessment, bank bjb
has conducted the Expected Loss estimations as well as the loss amount of Unexpected Loss. Expected
334
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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kerugian yang tidak diperkirakan Unexpected
Loss. Expected Loss EL adalah besaran kerugian secara statistik yang diperkirakan
timbul secara rata-rata dari perkiraan kerugian yang secara umum terjadi. EL didapatkan dari
perhitungan Eksposur pada saat default EAD, kerugian pada saat
default LGD dan probabilitas terjadinya
default PD, yang diestimasi dari data probabilitas
default secara historis. Sementara itu Unexpected Loss UL merupakan deviasi dari
rata-rata kerugian. Perhitungan UL diperoleh dari data volatilitas secara historis
historical volatility atas data
default. bank
bjb juga telah mengembangkan proses
pemantauan risiko yang dilakukan secara berkala melalui penerbitan laporan
Root Cause of Credit Risk RCCR yang disampaikan kepada Direksi
dan seluruh Divisi terkait. Laporan Root Cause of
Credit Risk RCCR berisi analisa perkembangan portofolio beserta kualitas kreditnya, serta
tingkat konsentrasi kredit baik berdasarkan TFLUPS FLPOPNJ
XJMBZBI HFPHSBmT
NBVQVO
debitur inti. Dalam laporan ini disampaikan pula penyebab terjadinya kredit bermasalah sehingga
dapat menjadi masukan atas hal-hal yang perlu diperbaiki dalam melakukan penyaluran kredit.
Dengan penerbitan laporan Root Cause of Credit
Risk RCCR dapat menjadi Early Warning Signal EWS atas penurunan kualitas kredit.
6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK bank
bjb telah memiliki sistem pengendalian intern
untuk manajemen risiko kredit dengan berpedoman pada SE BI Nomor 1323DPNP tanggal 25 Oktober
2011 perihal Perubahan atas Surat Edaran Nomor 521DPNP perihal Penerapan Manajemen Risiko
bagi Bank umum. Dalam pelaksanaannya, sistem pengendalian intern untuk risiko kredit mencakup
penerapan atas hal-hal sebagai berikut: - Dipenuhinya kecukupan Kebijakan, Pedoman
dan Prosedur bidang perkreditan; - Dilakukannya
review oleh unit kerja independen atas rancangan Kebijakan, Pedoman dan
Prosedur bidang perkreditan; Loss EL is the amount of losses expected to arise
from average of the common estimated losses. EL is obtained from the calculation of the Exposure at the
time of default EAD, loss given default LGD and the probability of default PD, that are estimated from
the default probability data historically. Meanwhile, Unexpected Loss UL is the deviation from the
average loss. The calculation of UL is obtained from the historical volatility data over the default data.
bank bjb has also developed a process of risk
monitoring which is carried out periodically through the publication of a Root Cause of Credit Risk RCCR
report which is submitted to the Board of Directors and all relevant Division. The Root Cause of Credit Risk
RCCR report contains analysis of the development of the portfolio and its credit quality, as well as the level
of credit concentration based on the economic sector, geographic region, or core debtors. This report also
conveys the cause of non performing loans that can be the input to matters that need to be corrected in
conducting loan disbursements. The publication of the Root Cause of Credit Risk RCCR report can become
an Early Warning Signal EWS for the decline in credit quality.
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP bank
bjb already has an internal control system for the
management of credit risk based on SE BI No. 1323 DPNP dated 25 October 2011 on the Amendment to
Circular No. 521DPNP on the Implementation of Risk Management for Commercial Banks. In practice, the
internal control system for credit risk includes the implementation of the following matters:
- Adequacy of compliance with Policies, Guidelines
BOE1SPDFEVSFTJOUIFmFMEPGDSFEJU -
Implementation of reviews by an independent unit on the draft Policies, Guidelines and Procedures in
UIFmFMEPGDSFEJU
335
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
- Dilakukannya reviewkaji ulang atas metode
pengukuran risiko oleh Divisi Manajemen Risiko yang mencakup penilaian kesesuaian
metode, dan asumsi yang digunakan untuk mengukur risiko;
- Kaji ulang atas kepatuhan bank terhadap ketentuan internal dan eksternal bidang
perkreditan. Dalam rangka optimalisasi pengendalian intern,
maka bank bjb juga telah melakukan pemisahan
fungsi yang jelas antara unit bisnis dan unit yang melaksanakan pengendalian sehingga bank telah
menerapkan segregation of duty dan dual control
dalam melakukan keputusan kredit. Pengendalian intern untuk manajemen risiko kredit juga
mencakup pengawasan oleh Dewan Komisaris dan Direksi secara berkala melalui pelaporan yang
disampaikan oleh Divisi Manajemen Risiko maupun pelaksanaan Risk Management Committee
RMC yang beranggotakan Direksi serta pejabat eksekutif terkait. Adapun pelaksanaan rapat
Komite Pemantau Risiko KPR telah dilaksanakan secara berkala yang ditujukan untuk memantau
perkembangan eksposur risiko kredit sesuai dengan perkembangan terkini.
- Implementation of review revision on the methods
of measuring risk by the Risk Management Division which includes conformity assessment methods,
and assumptions used to measure the risks; -
Review on the bank’s compliance to internal and FYUFSOBMQSPWJTJPOTJOUIFmFMEPGDSFEJU
In order to optimize internal control, bank bjb has also
conducted a clear separation of functions between the business units and units that perform control so
that the bank has implemented the segregation of duty and dual control in making credit decisions. Internal
controls for credit risk management also includes oversight by the Board of Commissioners and the
Board of Directors on a regular basis through reports submitted by the Risk Management Division and the
implementation of duties by the Risk Management Committee RMC consisting of the Board of Directors
BOESFMBUFEFYFDVUJWFPGmDFST5IFJNQMFNFOUBUJPOPG the Risk Monitoring Committee RMC meeting has
been carried out on a regular basis to monitor the development of credit risk exposures in accordance
with the latest developments.
336
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
3. Pengungkapan Kuantitatif Risiko Kredit
D 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ :LOD\DK²DQN6HFDUD,QGLYLGXDO7DEHOD
Rp Juta
No Kategori Portofolio
3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
Total 1
2
1 Tagihan Kepada Pemerintah
Claims on GovernmentSovereign 13.171.571
792.280 -
- 13.963.851
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
160.000 -
10.837 -
170.837 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
Claims on Multilateral Development Banks and International Entities
- 4
Tagihan Kepada Bank Claims on Banks
2.981.358 189.056
279.541 80.798
3.530.753 5
Kredit Beragun Rumah Tinggal Claims Secured by Residential
Property 1.360.143
1.283.380 1.058.574
696.601 4.398.698
6 Kredit Beragun Properti Komersial
Claims Secured by Commercial Real Estate
- 7
Kredit PegawaiPensiunan Claims on Pension Loans
12.042.157 5.269.954
10.884.383 5.693.157
33.889.651 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Claims on Micro, Small, and Retail Portfolio
1.388.425 468.572
1.563.789 454.091
3.874.877 9
Tagihan kepada Korporasi Claims on Corporate
1.859.511 3.023.993
622.516 859.662
6.365.682 10
Tagihan yang Telah Jatuh Tempo Claims on Past Due Exposures
- 11
Aset Lainnya Other Assets
3.005.993 60.905
94.235 70.565
3.231.698 12
Eksposur di Unit Usaha Syariah apabila ada Sharia Exposures if
any -
Total 35.969.158
11.088.140 14.513.875
7.854.874 69.426.047
E 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ :LOD\DK ² DQN VHFDUD .RQVROLGDVDL GHQJDQ
3HUXVDKDDQQDN7DEHOE
Rp Juta
No Kategori Portofolio
3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
Total 1
2
1 Tagihan Kepada Pemerintah
Claims on GovernmentSovereign 13.379.861
792.280 -
- 14.172.141
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
160.000 -
10.837 -
170.837 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
Claims on Multilateral Development Banks and International Entities
- -
- -
- 4
Tagihan Kepada Bank Claims on Banks
2.376.960 189.056
279.541 80.798
2.926.355 5
Kredit Beragun Rumah Tinggal Claims Secured by Residential
Property 1.360.143
1.283.380 1.058.574
696.601 4.398.698
6 Kredit Beragun Properti Komersial
Claims Secured by Commercial Real Estate
- -
- -
- 7
Kredit PegawaiPensiunan Claims on Pension Loans
12.042.157 5.269.954
10.884.383 5.693.157
33.889.651 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Claims on Micro, Small, and Retail Portfolio
5.928.388 468.572
1.563.789 454.091
8.414.840 9
Tagihan kepada Korporasi Claims on Corporate
1.864.365 3.023.993
622.516 859.662
6.370.536 10
Tagihan yang Telah Jatuh Tempo Claims on Past Due Exposures
- -
- -
- 11
Aset Lainnya Other Assets
3.045.865 60.905
94.235 70.565
3.271.570 12
Eksposur di Unit Usaha Syariah apabila ada Sharia Exposures
if any -
- -
- -
Total 40.157.739
11.088.140 14.513.875
7.854.874 73.614.628
337
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
HVHPEHUHFHPEHU HVHPEHUHFHPEHU
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
Total :LOD\DK
Region 1 :LOD\DK
Region 2 :LOD\DK
Region 3 :LOD\DK
Region 4 Total
3 4
5 6
7 8
9 10
11 12
14.227.218 587.680
- -
14.814.898 13.077.551
208.144 1.231
- 13.286.926
178.956 -
12.877 -
191.833 567.788
- 9.104
- 576.892
- -
- -
- -
- -
- -
1.680.232 174.064
107.737 63.680
2.025.713 1.961.455
82.686 62.757
42.230 2.149.128
1.215.843 1.072.660
971.402 632.089
3.891.994 558.192
443.318 460.181
234.904 1.696.595
- -
- -
- -
- -
- -
10.730.245 4.048.875
9.668.281 4.724.078
29.171.479 8.523.932
3.023.177 7.641.664
3.671.827 22.860.600
1.824.537 656.844
2.039.978 651.040
5.172.399 1.639.245
551.215 1.752.492
511.415 4.454.367
1.830.086 3.522.743
579.429 796.068
6.728.326 1.796.535
2.985.069 661.298
871.067 6.313.969
- -
- -
- -
- -
- -
1.661.232 312.964
767.517 360.431
3.102.144 1.135.997
304.828 633.020
297.446 2.371.291
- -
- -
- -
33.348.349 10.375.830
14.147.221 7.227.386
65.098.786 29.260.695
7.598.437 11.221.747
5.628.889 53.709.768
HVHPEHUHFHPEHU HVHPEHUHFHPEHU
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:LOD\DK
Net Receivable Based on Region
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
Total :LOD\DK
Region 1 :LOD\DK
Region 2 :LOD\DK
Region 3 :LOD\DK
Region 4 Total
3 4
5 6
7 8
9 10
11 12
15.102.966 587.680
15.690.646 14.046.642
208.144 1.231
- 14.256.017
178.956 -
12.877 -
191.833 567.788
- 9.104
- 576.892
- -
- -
- -
- -
- -
1.729.303 174.064
107.737 63.680
2.074.784 2.201.136
82.686 62.757
42.230 2.388.809
1.225.455 1.072.660
971.402 632.089
3.901.606 567.550
443.318 460.181
234.904 1.705.953
- -
- -
- -
- -
- -
11.282.925 4.048.875
9.668.281 4.724.078
29.724.159 8.920.106
3.023.177 7.641.664
3.671.827 23.256.774
1.841.300 656.844
2.039.978 651.040
5.189.162 1.746.027
551.215 1.752.492
511.415 4.561.149
5.032.386 3.522.743
579.429 796.068
9.930.626 4.330.612
2.985.069 661.298
871.067 8.848.046
- -
- -
- -
- -
- 1.900.418
312.964 767.517
360.431 3.341.330
1.240.102 304.828
633.020 297.446
2.475.396 -
- -
- -
- -
-
38.293.709 10.375.830
14.147.221 7.227.386
70.044.146 33.619.963
7.598.437 11.221.747
5.628.889 58.069.036
3. Quantitative Credit Risk Disclosure
D LVFORVXUHRI1HW5HFHLYDEOHE\5HJLRQ²DQN2QO\ Table 2.1.a
Rp Million
E LVFORVXUH RI 1HW 5HFHLYDEOH E\ 5HJLRQ ² DQN RQVROLGDWHG7DEOHE
Rp Million
338
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
F 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ 6LVD -DQJND :DNWX .RQWUDN ² DQN VHFDUD
,QGLYLGXDO7DEHOD
Rp Juta
No Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:DNWX.RQWUDN
Net Receivable Based on Contractual Maturity 1 tahun
1 year 1 -3 tahun
1 - 3 years 3-5 tahun
3 - 5 years 5 tahun
5 years Non
Kontraktual Non
Contractual Total
1 2
- 1
12.316.385 855.186
79.2280 13.963.851
2 Tagihan Kepada Entitas Sektor Publik
58.000 62.000
50.837 170.837
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional -
4 Tagihan Kepada Bank
2.824.432 33.8736
35.3478 14.108
3.530.754 5
Kredit Beragun Rumah Tinggal 11.250
16.8471 316.499
3.902.477 4.398.697
6 Kredit Beragun Properti Komersial
- 7
Kredit PegawaiPensiunan 25.0343
2.186.565 54.45.623
26.007.119 33.889.650
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 899.650
2.433.225 510.843
31.158 3.874.876
9 Tagihan kepada Korporasi
2.498.837 1.598.006
191.955 2.076.883
6.365.681 10
Tagihan yang Telah Jatuh Tempo -
11 Aset Lainnya
3.231.698 3.231.698
12 Eksposur di Unit Usaha Syariah apabila ada
Total 22.090.595
7.642.189 7.661.515
32.031.745 69.426.044
G 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ 6LVD -DQJND :DNWX .RQWUDN ² DQN VHFDUD
.RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO
2.2.b
Rp Juta
No Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:DNWX.RQWUDN
Net Receivable Based on Contractual Maturity 1 tahun
1 year 1 -3 tahun
1 - 3 years 3-5 tahun
3 - 5 years 5 tahun
5 years Non
Kontraktual Non
Contractual Total
1 2
- 1
Tagihan Kepada Pemerintah 12.524.675
855.186 792.280
- -
14.172.141 2
Tagihan Kepada Entitas Sektor Publik 58.000
62.000 50.837
- -
170.837 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- -
- -
- -
4 Tagihan Kepada Bank
2.220.034 338.736
353.478 14.108
- 2.926.356
5 Kredit Beragun Rumah Tinggal
11.250 168.471
316.499 3.902.478
- 4.398.698
6 Kredit Beragun Properti Komersial
- -
- -
- -
7 Kredit PegawaiPensiunan
250.343 2.186.565
5.445.623 26.007.120
- 33.889.651
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 1.648.599
4.155.924 2.579.158
31.158 -
8.414.839 9
Tagihan kepada Korporasi 2.503.691
1.598.006 191.955
2.076.883 -
6.370.535 10
Tagihan yang Telah Jatuh Tempo -
- -
- -
- 11
Aset Lainnya 3.271.571
- -
- -
3.271.571 12
Eksposur di Unit Usaha Syariah apabila ada -
- -
- -
-
Total 22.488.163
9.364.888 9.729.830
32.031.747 73.614.628
339
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
HVHPEHUHFHPEHU 3RUWIROLRDWHJRU\
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:DNWX.RQWUDN
Net Receivable Based on Contractual Maturity 1 tahun
1 year 1 -3 tahun
1 - 3 years 3-5 tahun
3 - 5 years 5 tahun
5 years Non
Kontraktual Non
Contractual Total
3 4
5 6
7 8
2 -
- -
587.681 587.681
Claims on GovernmentSovereign -
- -
- -
Claims on Public Sector Entities 76.389
53.678 154.875
16.983 301.926
Claims on Multilateral Development Banks and International Entities
- -
- 12.877
12.877 Claims on Banks
2.784.557 1.734.250
496.530 1.028.979
6.044.316 Claims Secured by Residential Property
658.004 3.598.044
873.937 42.415
5.172.399 Claims Secured by Commercial Real Estate
319 4.675
8.719 87.274
100.987 Claims on Pension Loans
- 333
475 8.124
8.932 Claims on Micro, Small, and Retail Portfolio
5.883 103.449
317.482 3.355.260
3.782.075 Claims on Corporate
305.749 1.848.953
4.551.042 22.465.736
29.171.479 Claims on Past Due Exposures
- Other Assets
- Sharia Exposures if any
3.830.901 7.343.383
6.403.058 27.605.328
45.182.671 Total
HVHPEHUHFHPEHU 3RUWIROLRDWHJRU\
7DJLKDQHUVLKHUGDVDUNDQ6LVD-DQJND:DNWX.RQWUDN
Net Receivable Based on Contractual Maturity 1 tahun
1 year 1 -3 tahun
1 - 3 years 3-5 tahun
3 - 5 years 5 tahun
5 years Non
Kontraktual Non
Contractual Total
3 4
5 6
7 8
2 -
134 -
587.681 -
587.815 Claims on GovernmentSovereign
13.466 197.032
62.613 -
- 273.111
Claims on Public Sector Entities 76.389
53.678 154.875
16.983 -
301.926 Claims on Multilateral Development Banks
and International Entities 21.256
111.130 97.230
75.625 -
305.241 Claims on Banks
3.325.229 1.971.003
684.134 1.161.266
- 7.141.632
Claims Secured by Residential Property 873.020
3.946.375 1.395.698
1.022.826 -
7.237.918 Claims Secured by Commercial Real Estate
319 4.675
8.719 87.274
- 100.987
Claims on Pension Loans -
333 475
8.124 -
8.932 Claims on Micro, Small, and Retail Portfolio
5.883 103.449
317.482 3.355.260
- 3.782.075
Claims on Corporate 305.749
1.848.953 4.551.042
22.465.736 -
29.171.479 Claims on Past Due Exposures
- Other Assets
- Sharia Exposures if any
4.621.311 8.236.763
7.272.266 28.780.774
48.911.115 Total
G LVFORVXUH RI 1HW 5HFHLYDEOH E\ 5HPDLQLQJ 0DWXULW\ RI WKH RQWUDFW ² DQN RQVROLGDWHG
Table 2.2.b
Rp Million
F LVFORVXUH RI 1HW 5HFHLYDEOH E\ 5HPDLQLQJ 0DWXULW\ RI WKH RQWUDFW ² DQN 2QO\
Table 2.2.a
Rp Million
340
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
H 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD ,QGLYLGXDO
Tabel 2.3.a
Rp Juta
No Sektor Ekonomi
7DJLKDQ .HSDGD
3HPHULQWDK
Claims on Government
Sovereign
7DJLKDQ .HSDGDQWLWDV
Sektor Publik
Claims on Public Sector
Entities
7DJLKDQ .HSDGDDQN
Pembangunan Multilateral
GDQHPEDJD Internasional
Claims on Multilateral
Development Banks and
International Entities
7DJLKDQ .HSDGDDQN
Claims on Banks
.UHGLWHUDJXQ 5XPDK7LQJJDO
Claims Secured by Residential
Property
.UHGLWHUDJXQ 3URSHUWL
Komersial
Claims Secured by Commercial
Real Estate
1 2
3 4
5 6
7 8
Posisi Tanggal Laporan 1
Pertanian, perburuan dan Kehutanan -
- -
60.803 -
- 2
Perikanan 3
Pertambangan dan Penggalian -
- -
- -
- 4
Industri pengolahan 792.280
- -
2.437 -
- 5
Listrik, Gas dan Air -
10.837 -
- -
- 6
Konstruksi -
- -
3.138 -
- 7
Perdagangan besar dan eceran -
- -
76.230 -
- 8
Penyediaan akomodasi dan penyediaan makan minum 9
Transportasi, pergudangan dan komunikasi -
- -
- -
- 10
Perantara keuangan -
- -
2.927.781 -
- 11
Real estate, usaha persewaan dan jasa perusahaan 12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
13 Jasa pendidikan
14 Jasa kesehatan dan kegiatan sosial
- -
- 49.004
- -
15 Jasa kemasyarakatan, sosial budaya, hiburan dan
perorangan lainnya -
- -
411.360 19.732
- 16
Jasa perorangan yang melayani rumah tangga 17
Badan internasional dan badan ekstra internasional lainnya 18
Kegiatan yang belum jelas batasannya 19
Bukan Lapangan Usaha 20
Lainnya 13.171.571
160.000 -
- 4.378.964
- Total
13.963.851 170.837
- 3.530.753
4.398.696 -
Posisi Tanggal Laporan Tahun Sebelumnya 1
Pertanian, perburuan dan Kehutanan -
- -
- -
- 2
Perikanan -
- -
- -
- 3
Pertambangan dan Penggalian -
- -
- -
- 4
Industri pengolahan 587.681
- -
- -
- 5
Listrik, Gas dan Air -
12.877 -
- -
- 6
Konstruksi -
- -
1.914 -
- 7
Perdagangan besar dan eceran -
- -
51.962 -
- 8
Penyediaan akomodasi dan penyediaan makan minum -
- -
- -
- 9
Transportasi, pergudangan dan komunikasi -
- -
- -
- 10
Perantara keuangan -
- -
- -
- 11
Real estate, usaha persewaan dan jasa perusahaan -
- -
146.779 20.104
- 12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
- -
- -
- -
13 Jasa pendidikan
- -
- 141
- -
14 Jasa kesehatan dan kegiatan sosial
- -
- -
- -
15 Jasa kemasyarakatan, sosial budaya, hiburan dan
perorangan lainnya -
- -
27.282 -
- 16
Jasa perorangan yang melayani rumah tangga -
- -
- -
- 17
Badan internasional dan badan ekstra internasional lainnya -
- -
- -
- 18
Kegiatan yang belum jelas batasannya -
- -
- 12
- 19
Bukan Lapangan Usaha -
- -
- -
- 20
Lainnya 14.658.566
178.956 -
1.797.635 3.871.878
-
Total 15.246.247
191.833 2.025.713
3.891.994
341
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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7DJLKDQ .HSDGD8VDKD
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7DJLKDQ .HSDGD
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7DJLKDQDQJ 7HODK-DWXK
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6\DULDK DSDELODDGD
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FRQRPLF6HFWRU
9 10
11 12
13 14
2
Position Date of Report -
332.425 423.810
- -
Agricultures, Hunting and Forestry Fisheries
- 718
43.724 -
- Mining and Quarrying
- 313.172
355.482 -
- Processing industry
- 1.224
271.793 -
- Electricity, Gas and Water
- 11.778
2.452.415 -
- Construction
- 2.740.294
702.706 -
- Big and Retail Trade
Provision of Accommodation and Food Supply Drinking -
11.691 200.683
- -
Transportation, Warehousing and Communications -
- -
- -
Transitional Finance Real Estate, Rental Business, and Services Company
Government Administration, the Defence and Compulsory Social Security Education Services
- 92.250
34.185 -
- Health and Social Services
- 371.323
1.147.471 -
- Community, Sociocultural, Entertainment and Other Individual Services
Individual Services which Serve Households Extra Agency International Agency and Other International
VTJOFTTDUJWJUJFTXIJDIBSFPUMFBSMZFmOFE
Credit Recipients Non Industrial Origin 33.889.651
- 733.412
- 3.231.698
Others 33.889.651
3.874.875 6.365.681
- 3.231.698
- Total
Position Date of Report Year Previous -
205.241 13.781
Agricultures, Hunting and Forestry -
44.981 7.291
Fisheries 622
5.050 92.712
Mining and Quarrying -
403.209 276.230
Processing industry -
1.663 287.145
Electricity, Gas and Water -
24.146 1.855.967
Construction -
3.692.789 809.263
Big and Retail Trade -
23.990 59.956
Provision of Accommodation and Food Supply Drinking -
15.783 232.826
Transportation, Warehousing and Communications -
1.055 -
Transitional Finance -
451.619 1.873.822
Real Estate, Rental Business, and Services Company -
- -
Government Administration, the Defence and Compulsory Social Security -
23.596 44.648
Education Services -
- -
Health and Social Services -
119.543 18.350
Community, Sociocultural, Entertainment and Other Individual Services -
- -
Individual Services which Serve Households -
- -
Extra Agency International Agency and Other International -
- -
VTJOFTTDUJWJUJFTXIJDIBSFPUMFBSMZFmOFE
- -
- Credit Recipients Non Industrial Origin
29.170.857 159.734
1.380.587 -
3.102.144 -
Others
29.171.479 5.172.399
6.952.578 3.102.144
Total
H LVFORVXUHRI1HW5HFHLYDEOHE\FRQRPLF6HFWRU DQN2QO\7DEOHD
Rp Million
342
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Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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I 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD .RQVROLGDVL
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7DJLKDQ .HSDGD
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Sovereign
7DJLKDQ .HSDGDQWLWDV
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Claims on Public Sector
Entities
7DJLKDQ .HSDGDDQN
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Claims on Multilateral
Development Banks and
International Entities
7DJLKDQ .HSDGDDQN
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Claims Secured by Residential
Property
.UHGLWHUDJXQ 3URSHUWL
Komersial
Claims Secured by Commercial
Real Estate
1 2
3 4
5 6
7 8
Posisi Tanggal Laporan 1
Pertanian, perburuan dan Kehutanan -
- -
60.803 -
- 2
Perikanan -
- -
- -
- 3
Pertambangan dan Penggalian -
- -
- -
- 4
Industri pengolahan 792.280
- -
2.437 -
- 5
Listrik, Gas dan Air -
10.837 -
- -
- 6
Konstruksi -
- -
3.138 -
- 7
Perdagangan besar dan eceran -
- -
76.230 -
- 8
Penyediaan akomodasi dan penyediaan makan minum -
- -
- -
- 9
Transportasi, pergudangan dan komunikasi -
- -
- -
- 10
Perantara keuangan -
- -
2.323.384 -
- 11
Real estate, usaha persewaan dan jasa perusahaan -
- -
- -
- 12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
- -
- -
- -
13 Jasa pendidikan
- -
- -
- -
14 Jasa kesehatan dan kegiatan sosial
- -
- 49.004
- -
15 Jasa kemasyarakatan, sosial budaya, hiburan dan
perorangan lainnya -
- -
411.360 19.732
- 16
Jasa perorangan yang melayani rumah tangga -
- -
- -
- 17
Badan internasional dan badan ekstra internasional lainnya -
- -
- -
- 18
Kegiatan yang belum jelas batasannya -
- -
- -
- 19
Bukan Lapangan Usaha -
- -
- -
- 20
Lainnya 13.379.861
160.000 -
- 4.378.966
- Total
14.172.141 170.837
- 2.926.356
4.398.698 -
Posisi Tanggal Laporan Tahun Sebelumnya 1
Pertanian, perburuan dan Kehutanan -
3.286 -
2 -
- 2
Perikanan -
- -
- -
- 3
Pertambangan dan Penggalian -
5.240 -
- -
- 4
Industri pengolahan 1
1.980 -
- -
- 5
Listrik, Gas dan Air -
- -
- -
- 6
Konstruksi -
94 -
- -
- 7
Perdagangan besar dan eceran -
- -
- -
- 8
Penyediaan akomodasi dan penyediaan makan minum -
218 -
- -
- 9
Transportasi, pergudangan dan komunikasi -
- -
16 -
- 10
Perantara keuangan -
- -
- -
- 11
Real estate, usaha persewaan dan jasa perusahaan 133
232.686 -
273.095 -
- 12
Administrasi Pemerintahan, pertahanan dan jaminan sosial wajib
- -
- -
- -
13 Jasa pendidikan
- 31.932
- -
- -
14 Jasa kesehatan dan kegiatan sosial
- 6.618
- -
- -
15 Jasa kemasyarakatan, sosial budaya, hiburan dan
perorangan lainnya -
10.100 -
- -
- 16
Jasa perorangan yang melayani rumah tangga -
- -
- -
- 17
Badan internasional dan badan ekstra internasional lainnya -
- -
- -
- 18
Kegiatan yang belum jelas batasannya -
- -
- -
- 19
Bukan Lapangan Usaha -
- -
- -
- 20
Lainnya 16.121.861
100.321 -
1.801.671 3.901.606
-
Total 16.121.995
191.833 2.074.784
3.901.606
343
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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9 10
11 12
13 14
2
Position Date of Report -
367.801 423.810
- -
- Agricultures, Hunting and Forestry
- -
- -
- -
Fisheries -
25.696 43.724
- -
- Mining and Quarrying
- 425.752
355.482 -
- -
Processing industry -
56.390 271.793
- -
- Electricity, Gas and Water
- 340.594
2.457.269 -
- -
Construction -
3.071.501 702.706
- -
- Big and Retail Trade
- -
- -
- -
Provision of Accommodation and Food Supply Drinking -
301.812 200.683
- -
- Transportation, Warehousing and Communications
- -
- -
- -
Transitional Finance -
- -
- -
- Real Estate, Rental Business, and Services Company
- -
- -
- -
Government Administration, the Defence and Compulsory Social Security -
- -
- -
- Education Services
- 343.965
34.185 -
- -
Health and Social Services -
1.209.529 1.147.471
- -
- Community, Sociocultural, Entertainment and Other Individual Services
- -
- -
- -
Individual Services which Serve Households -
- -
- -
- Extra Agency International Agency and Other International
- -
- -
- -
VTJOFTTDUJWJUJFTXIJDIBSFPUMFBSMZFmOFE
- -
- -
- -
Credit Recipients Non Industrial Origin 33.889.651
2.271.799 733.412
- 3.271.571
- Others
33.889.651 8.414.839
6.370.535 -
3.271.571 -
Total Position Date of Report Year Previous
- 15.669
3.457 -
- -
Agricultures, Hunting and Forestry -
3.995 -
- -
- Fisheries
- 9.946
19.707 -
- -
Mining and Quarrying -
25.563 153.788
- -
- Processing industry
- 556
59.119 -
- -
Electricity, Gas and Water -
5.007 213.117
- -
- Construction
- 196.783
1 -
- -
Big and Retail Trade -
114.339 105.707
- -
- Provision of Accommodation and Food Supply Drinking
- 2.493
136.971 -
- -
Transportation, Warehousing and Communications -
- -
- -
- Transitional Finance
- 252.281
395.045 -
- -
Real Estate, Rental Business, and Services Company -
- -
- -
- Government Administration, the Defence and Compulsory Social Security
- 1.367
224 -
- -
Education Services -
9.735 51.820
- -
- Health and Social Services
- 5.104
2.303 -
- -
Community, Sociocultural, Entertainment and Other Individual Services -
- -
- -
- Individual Services which Serve Households
- -
- -
- -
Extra Agency International Agency and Other International -
- -
- -
-
VTJOFTTDUJWJUJFTXIJDIBSFPUMFBSMZFmOFE
- -
- -
- -
Credit Recipients Non Industrial Origin 29.724.159
4.546.324 9.070.302
- 3.341.330
- Others
29.724.159 5.189.162
10.211.561 3.341.330
Total
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Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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Rp Juta
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HVHPEHUHFHPEHU :LOD\DK5HJLRQ
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
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1 2
3 4
5 6
7
1 Tagihan
35.969.158 11.088.140
14.513.875 7.854.874
69.426.047 2
Tagihan yang mengalami penurunan nilai impaired -
a. Belum jatuh tempo 421.929
310.251 595.782
176.293 1.504.255
b. Telah jatuh tempo -
3 Cadangan kerugian penurunan nilai CKPN - Individual
126.738 171.325
86.761 166.767
551.591 4
Cadangan kerugian penurunan nilai CKPN - Kolektif 328.135
65.625 469.443
125.494 988.697
5 Tagihan yang dihapus buku
57.165 39.362
76.242 26.124
-
K 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ :LOD\DK ² DQN VHFDUD
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HVHPEHUHFHPEHU :LOD\DK5HJLRQ
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
Total
1 2
3 4
5 6
7
1 Tagihan
40.157.739 11.088.140
14.513.875 7.854.874
73.614.628 2
Tagihan yang mengalami penurunan nilai impaired -
- -
- -
a. Belum jatuh tempo 678.998
310.251 595.782
176.293 1.761.324
b. Telah jatuh tempo -
- -
- -
3 Cadangan kerugian penurunan nilai CKPN - Individual
126.738 171.325
86.761 166.767
551.591 4
Cadangan kerugian penurunan nilai CKPN - Kolektif 328.135
65.625 469.443
125.494 988.697
5 Tagihan yang dihapus buku
57.165 39.362
76.242 26.124
-
345
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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8 9
10 11
12 2
14.916.215 10.020.308
13.308.486 6.864.598
45.109.607 Receivables
- Impaired Receivables
365.878 269.294
379.390 262.498
1.277.060 a. Non Past Due
- b. Past Due
92.561 195.842
98.008 102.803
489.214 Allowance for Impairment Losses - Individual
203.543 54.318
193.228 77.022
528.111 Allowance for Impairment Losses - Collective
83.811 29.567
138.634 18.940
270.952 Claims written off
HVHPEHUHFHPEHU
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:LOD\DK5HJLRQ
:LOD\DK Region 1
:LOD\DK Region 2
:LOD\DK Region 3
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8 9
10 11
12 2
15.388.069 7.264.692
10.324.151 5.353.081
38.329.993 Receivables
- -
- -
- Impaired Receivables
305.727 219.965
235.816 83.572
845.080 a. Non Past Due
- -
- -
- b. Past Due
46.474 156.490
104.013 24.331
331.308 Allowance for Impairment Losses - Individual
171.939 40.315
90.252 46.979
349.485 Allowance for Impairment Losses - Collective
135.018 26.843
133.670 60.102
355.633 Claims written off
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1 2
3 4
5 6
7 8
2 3RVLVL7DQJJDODSRUDQ
3RVLWLRQDWHRI5HSRUWHDU Previous
1 Pertanian, Perburuan dan Kehutanan
817.037 111.114
56.762 96.585
13.732 JULFXOWXUHV+XQWLQJDQGRUHVWU\
2 Perikanan
1.598 LVKHULHV
3 Pertambangan dan Penggalian
44.443 1.025
5.635 1.004
2.539 0LQLQJDQG4XDUU\LQJ
4 Industri Pengolahan
1.463.370 93.733
64581 81931
45.734 3URFHVVLQJLQGXVWU\
5 Listrik, Gas dan Air
283.855 230
171 244
4 OHFWULFLW\DVDQG:DWHU
6 Konstruksi
2.467.331 71.607
125.762 18.042
11.386 RQVWUXFWLRQ
7 Perdagangan Besar dan Eceran
3.519.230 773.646
75.754 637.340
122.101 LJDQG5HWDLO7UDGH
8 Penyediaan Akomodasi dan
Penyediaan Makan Minum -
3URYLVLRQRIFFRPPRGDWLRQDQG RRG6XSSO\ULQNLQJ
9 Transportasi, Pergudangan dan
Komunikasi 212.375
136.752 9.755
3.202 89
7UDQVSRUWDWLRQ:DUHKRXVLQJDQG RPPXQLFDWLRQV
10 Perantara Keuangan
2.927.781 4.298
4.298 -
- 7UDQVLWLRQDOLQDQFH
11 Real Estate, Usaha Persewaan dan
Jasa Perusahaan -
5HDOVWDWH5HQWDOXVLQHVVDQG 6HUYLFHVRPSDQ\
12 Administrasi Pemerintahan,
Pertahanan dan Jaminan Sosial Wajib -
RYHUQPHQWGPLQLVWUDWLRQWKH HIHQFHDQGRPSXOVRU\6RFLDO
Security 13
Jasa Pendidikan -
GXFDWLRQ6HUYLFHV 14
Jasa Kesehatan dan Kegiatan Sosial 175.440
19.089 7693
14305 -
+HDOWKDQG6RFLDO6HUYLFHV 15
Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan
Lainnya 1.949.887
108.774 148976
36783 -
RPPXQLW\6RFLRFXOWXUDO QWHUWDLQPHQWDQG2WKHU,QGLYLGXDO
6HUYLFHV 16
Jasa Perorangan yang Melayani Rumah Tangga
- ,QGLYLGXDO6HUYLFHVZKLFK6HUYH
+RXVHKROGV 17
Badan Internasional dan Badan Ekstra Internasional Lainnya
- [WUDJHQF\,QWHUQDWLRQDOJHQF\
DQG2WKHU,QWHUQDWLRQDO 18
Kegiatan yang Belum Jelas Batasannya
- XVLQHVVFWLYLWLHVZKLFKDUH1RW
OHDUO\HÀQHG 19
Bukan Lapangan Usaha -
UHGLW5HFLSLHQWV1RQ,QGXVWULDO2ULJLQ 20
Lainnya 55.565.296
183.987 68281
131167 1.711
2WKHUV Total
69.426.045 1.504.255
- 567.668
1.020.603 198.894
Total
3RVLVL7DQJJDODSRUDQ7DKXQ Sebelumnya
3RVLWLRQDWHRI5HSRUWHDU Previous
1 Pertanian, Perburuan dan Kehutanan
216.826 44.040
- 11.250
26.470 13.732
Agricultures, Hunting and Forestry 2
Perikanan 50.955
6.732 -
- 4.831
1.598 Fisheries
3 Pertambangan dan Penggalian
100.328 9.493
- 3.753
3.069 2.539
Mining and Quarrying 4
Industri Pengolahan 1.292.551
124.656 -
66.321 42.340
45.734 Processing industry
5 Listrik, Gas dan Air
301.569 137
- 240
668 4
Electricity, Gas and Water 6
Konstruksi 1.933.505
104.818 -
81.536 21.616
11.386 Construction
7 Perdagangan Besar dan Eceran
4.518.638 562.488
- 103.722
316.918 183.234
Big and Retail Trade 8
Penyediaan Akomodasi dan Penyediaan Makan Minum
82.260 60.370
- 20
9.071 -
Provision of Accommodation and Food Supply Drinking
9 Transportasi, Pergudangan dan
Komunikasi 247.898
16.899 -
4.558 3.698
89 Transportation, Warehousing and
Communications 10
Perantara Keuangan 1.027
100 -
- 72
- Transitional Finance
11 Real Estate, Usaha Persewaan dan
Jasa Perusahaan 2.571.744
160.714 -
113.710 44.655
92.081 Real Estate, Rental Business, and
Services Company 12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib
- -
- -
- -
Government Administration, the Defence and Compulsory Social
Security 13
Jasa Pendidikan 68.193
4.211 -
1.152 2.916
- Education Services
14 Jasa Kesehatan dan Kegiatan Sosial
- -
- -
689 -
Health and Social Services
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bank bjb
Annual Report 2014
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No Sektor Ekonomi
7DJLKDQ
Receivable
7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai
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DGDQJDQ kerugian
SHQXUXQDQ QLODL.31
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DGDQJDQ kerugian
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7HODK-DWXK 7HPSR
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1 2
3 4
5 6
7 8
2
15 Jasa Kemasyarakatan, Sosial
Budaya, Hiburan dan Perorangan Lainnya
168.832 13.414
- 6.971
5.171 10.661
Community, Sociocultural, Entertainment and Other Individual
Services 16
Jasa Perorangan yang Melayani Rumah Tangga
- -
- -
- -
Individual Services which Serve Households
17 Badan Internasional dan Badan
Ekstra Internasional Lainnya -
- -
- -
- Extra Agency International Agency
and Other International 18
Kegiatan yang Belum Jelas Batasannya
12 -
- -
- -
Business Activities which are Not MFBSMZFmOFE
19 Bukan Lapangan Usaha
- -
- -
- -
Credit Recipients Non Industrial Origin
20 Lainnya
- 235.985
- 96.102
110.215 1.711
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Total 11.554.338
1.344.057 489.335
592.399 362.769
Total
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7DJLKDQ
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7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai
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DGDQJDQ kerugian
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7DJLKDQ yang
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FRQRPLF6HFWRU HOXP-DWXK
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7HODK-DWXK 7HPSR
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1 2
3 4
5 6
7 8
2 3RVLVL7DQJJDODSRUDQ
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1 Pertanian, Perburuan dan Kehutanan
852.414 111.114
56.762 96.585
13.732 JULFXOWXUHV+XQWLQJDQGRUHVWU\
2 Perikanan
- 1.598
LVKHULHV 3
Pertambangan dan Penggalian 69.420
1.025 5.635
1.004 2.539
0LQLQJDQG4XDUU\LQJ 4
Industri Pengolahan 1.575.951
93.733 64.581
81.931 45.734
3URFHVVLQJLQGXVWU\ 5
Listrik, Gas dan Air 339.020
230 171
244 4
OHFWULFLW\DVDQG:DWHU 6
Konstruksi 2.801.001
71.607 125.762
18.042 11.386
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Perdagangan Besar dan Eceran 3.850.437
773.646 75.754
637.340 122.101
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- -
3URYLVLRQRIFFRPPRGDWLRQDQG RRG6XSSO\ULQNLQJ
9 Transportasi, Pergudangan dan
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136.752 9.755
3.202 89
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10 Perantara Keuangan
2.323.384 4.298
4.298 -
- 7UDQVLWLRQDOLQDQFH
11 Real Estate, Usaha Persewaan dan
Jasa Perusahaan -
- 5HDOVWDWH5HQWDOXVLQHVVDQG
6HUYLFHVRPSDQ\ 12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib
- -
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Jasa Pendidikan -
- GXFDWLRQ6HUYLFHV
14 Jasa Kesehatan dan Kegiatan Sosial
427.154 19.089
7.693 14.305
- +HDOWKDQG6RFLDO6HUYLFHV
15 Jasa Kemasyarakatan, Sosial
Budaya, Hiburan dan Perorangan Lainnya
2.788.092 108.774
148.976 36.783
- RPPXQLW\6RFLRFXOWXUDO
QWHUWDLQPHQWDQG2WKHU,QGLYLGXDO 6HUYLFHV
16 Jasa Perorangan yang Melayani
Rumah Tangga -
- ,QGLYLGXDO6HUYLFHVZKLFK6HUYH
+RXVHKROGV 17
Badan Internasional dan Badan Ekstra Internasional Lainnya
- -
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348
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bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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7DJLKDQ
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DGDQJDQ kerugian
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Allowance for Impairment
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7DJLKDQ yang
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Claims Written off
FRQRPLF6HFWRU HOXP-DWXK
7HPSR
Non Past Due
7HODK-DWXK 7HPSR
Past Due
1 2
3 4
5 6
7 8
2
18 Kegiatan yang Belum Jelas
Batasannya -
- XVLQHVVFWLYLWLHVZKLFKDUH1RW
OHDUO\HÀQHG 19
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- UHGLW5HFLSLHQWV1RQ,QGXVWULDO2ULJLQ
20 Lainnya
58.085.260 441.056
68.281 131.167
1.711 2WKHUV
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1.761.324 567.668
1.020.603 198.894
Total 3RVLVL7DQJJDODSRUDQ7DKXQ
Sebelumnya 3RVLWLRQDWHRI
5HSRUWHDU3UHYLRXV
1 Pertanian, Perburuan dan Kehutanan
239.762 44.040
- 11.250
26.470 13.732
Agricultures, Hunting and Forestry 2
Perikanan 55.058
6.732 -
- 4.831
1.598 Fisheries
3 Pertambangan dan Penggalian
136.627 9.493
- 3.753
3.069 2.539
Mining and Quarrying 4
Industri Pengolahan 1.475.860
124.656 -
66.321 42.340
45.734 Processing industry
5 Listrik, Gas dan Air
361.857 137
- 240
668 4
Electricity, Gas and Water 6
Konstruksi 2.161.072
104.818 -
81.536 21.616
11.386 Construction
7 Perdagangan Besar dan Eceran
4.717.611 562.488
- 103.722
316.918 183.234
Big and Retail Trade 8
Penyediaan Akomodasi dan Penyediaan Makan Minum
309.972 60.370
- 20
9.071 -
Provision of Accommodation and Food Supply Drinking
9 Transportasi, Pergudangan dan
Komunikasi 388.709
16.899 -
4.558 3.698
89 Transportation, Warehousing and
Communications 10
Perantara Keuangan 1.027
100 -
- 72
- Transitional Finance
11 Real Estate, Usaha Persewaan dan
Jasa Perusahaan 3.747.970
160.714 -
113.710 44.655
92.081 Real Estate, Rental Business, and
Services Company 12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib
- -
- -
- -
Government Administration, the Defence and Compulsory Social
Security 13
Jasa Pendidikan 102.064
4.211 -
1.152 2.916
- Education Services
14 Jasa Kesehatan dan Kegiatan Sosial
68.862 -
- -
689 -
Health and Social Services 15
Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan
Lainnya 186.961
13.414 -
6.971 5.171
10.661 Community, Sociocultural,
Entertainment and Other Individual Services
16 Jasa Perorangan yang Melayani
Rumah Tangga -
- -
- -
- Individual Services which Serve
Households 17
Badan Internasional Dan Badan Ekstra Internasional Lainnya
- -
- -
- -
Extra Agency International Agency and Other International
18 Kegiatan yang Belum Jelas
Batasannya 12
- -
- -
- Business Activities which are Not
MFBSMZFmOFE 19
Bukan Lapangan Usaha -
- -
- -
- Credit Recipients Non Industrial
Origin 20
Lainnya 56.803.006
235.985 -
96.102 110.215
1.711 Others
Total 70.756.430
1.344.057 489.335
592.399 362.769
Total
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349
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
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POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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.31.ROHNWLI
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1 2
3 4
5 6
1 Saldo awal CKPN
Beginning Balance - Allowance for Impairment Losses 489.214
528.111 331.308
271.641 2
Pembentukan pemulihan CKPN pada periode berjalan Net Allowancereversal for
impairment losses during the year Net 2.a Pembentukan CKPN pada periode berjalan
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531.389 78.286
157.906 386.668
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year -
- 3
CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada peride berjalan Allowance for impairment losses used to claims written off during the year
43.028 130.198
4 Pembentukan pemulihan lainnya pada periode berjalan
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6DOGRNKLU.31 QGLQJDODQFH.31
1.020.603 563.369
489.214 528.111
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.31 ,QGLYLGXDO
Allowance for Impairment
Losses - Individual
.31.ROHNWLI
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1 2
3 4
5 6
1 Saldo awal CKPN
Beginning Balance - Allowance for Impairment Losses 489.214
530.306 331.308
274.359 2
Pembentukan pemulihan CKPN pada periode berjalan Net Allowancereversal for
impairment losses during the year Net 2.a Pembentukan CKPN pada periode berjalan
Additional allowance for Impairment Losses during the year
531.389 191.114
157.906 386.145
2.b Pemulihan CKPN pada periode berjalan Reversal for impairment losses during the
year 3
CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada peride berjalan Allowance for impairment losses used to claims written off during the year
58.904 130.198
4 Pembentukan pemulihan lainnya pada periode berjalan
Other allowance reversal during the year
- -
6DOGRNKLU.31 QGLQJDODQFH.31
1.020.603 662.516
489.214 530.306
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bank bjb
Laporan Tahunan 2014
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MANAJEMEN RISIKO
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HVHPEHUHFHPEHU Kategori Portofolio
7DJLKDQHUVLK1HW5HFHLYDEOH Lembaga Peringkat
Rating Institutions
Peringkat Jangka Panjang
Long-term Rank
6WDQGDUGDQG3RRU·V AAA
VG VG
VG LWFK5DWLQJ
AAA VG
VG VG
0RRG\·V Aaa
DVGD VG
DDVGDD 37LWFK
LGQ LGQVG
LGQ LGQVG
LGQ LGQVG
LGQ 37L5
LGU LGUVG
LGU LGUVGLGU
LGUVG LGU
PT Pemeringkat LG
LGVGLG LGVGLG
LGVGLG 1
2 3
4 5
6 7
1 Tagihan Kepada Pemerintah
2 Tagihan Kepada Entitas Sektor Publik
25.000 70.000
65.000 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
322.138 516.376
955.784 5
Kredit Beragun Rumah Tinggal 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
9 Tagihan kepada Korporasi
10 Tagihan yang Telah Jatuh Tempo
11 Aset Lainnya
12 Eksposur di Unit Usaha Syariah apabila ada
Total 347.138
586.376 1.020.784
Q 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ .DWHJRUL3RUWRIROLRGDQ6NDOD3HULQJNDW²DQN
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HVHPEHUHFHPEHU Kategori Portofolio
7DJLKDQHUVLK
Net Receivable
Lembaga Peringkat
Rating Institutions
Peringkat Jangka Panjang
Long-term Rank
6WDQGDUGDQG3RRU·V AAA
VG VG
VG LWFK5DWLQJ
AAA VG
VG VG
0RRG\·V Aaa
DVGD VG
DDVGDD 37LWFK
LGQ LGQVG
LGQ LGQVG
LGQ LGQVG
LGQ 37L5
LGU LGUVG
LGU LGUVGLGU
LGUVG LGU
PT Pemeringkat LG
LGVGLG LGVGLG
LGVGLG
1 2
3 4
5 6
7
1 Tagihan Kepada Pemerintah
2 Tagihan Kepada Entitas Sektor Publik
143.276 35.680
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional 4
Tagihan Kepada Bank 1.067.205
169.364 5
Kredit Beragun Rumah Tinggal 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
9 Tagihan kepada Korporasi
- -
- 10
Tagihan yang Telah Jatuh Tempo 11
Aset Lainnya 12
Eksposur di Unit Usaha Syariah apabila ada
Total 1.210.481
205.044
351
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
RISK MANAGEMENT
HVHPEHUHFHPEHU 7DJLKDQHUVLK1HW5HFHLYDEOH
3RUWIROLRDWHJRU\ Peringkat Jangka Panjang
Long-term Rank
3HULQJNDW-DQJND3HQGHN
Short-term Rank
7DQSD3HULQJNDW
without rating
Total VG
VG NXUDQJGDUL
less than B-
NXUDQJGDUL
less than
VG VG
NXUDQJGDUL
less than
VG NXUDQJGDUL
less than
DVGD VG
NXUDQJGDUL
less than
B3 3
3 3
NXUDQJGDUL
less than
3 LGQVG
LGQ LGQVG
LGQ NXUDQJGDUL
less than
LGQ LGQVG
LGQ LGQ
LGQ NXUDQJGDUL
less than
LGQ LGUVG
LGU LGUVG
LGU NXUDQJGDUL
less than
,GU ,GUVG
,GU ,GUVV
,GU ,GUVG
,GU NXUDQJGDUL
less than
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LG LGVG
LG NXUDQJGDUL
less than
LG LG
LG LGVGLG
.XUDQJGDUL
less than
A4 8
9 10
11 12
13 14
15 16
2
13,963,851 13,963,851
Claims on GovernmentSovereign 10.837
170.837 Claims on Public Sector Entities
- Claims on Multilateral Development Banks
and International Entities 1.736.455
3.530.753 Claims on Banks
4.398.697 4.398.697
Claims Secured by Residential Property -
Claims Secured by Commercial Real Estate 33.889.651
33.889.651 Claims on Pension Loans
3.874.876 3.874.876
Claims on Micro, Small, and Retail Portfolio 6.365.681
6.365.681 Claims on Corporate
- Claims on Past Due Exposures
3.231.698 3.231.698
Other Assets -
Sharia Exposures if any -
67.471.746 69.426.044
Total
HVHPEHUHFHPEHU 7DJLKDQHUVLK1HW5HFHLYDEOH
3RUWIROLRDWHJRU\ Peringkat Jangka Panjang
Long-term Rank
3HULQJNDW-DQJND3HQGHN
Short-term Rank
7DQSD3HULQJNDW
without rating
Total VG
VG NXUDQJGDUL
less than B-
NXUDQJGDUL
less than
VG VG
NXUDQJGDUL
less than
VG NXUDQJGDUL
less than
DVGD VG
NXUDQJGDUL
less than
B3 3
3 3
NXUDQJGDUL
less than
3 LGQVG
LGQ LGQVG
LGQ NXUDQJGDUL
less than
LGQ LGQVG
LGQ LGQ
LGQ NXUDQJGDUL
less than
LGQ LGUVG
LGU LGUVG
LGU NXUDQJGDUL
less than
,GU ,GUVG
,GU ,GUVV
,GU ,GUVG
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less than
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LG LGVG
LG NXUDQJGDUL
less than
LG LG
LG LGVGLG
.XUDQJGDUL
less than
A4
8 9
10 11
12 13
14 15
16 2
14.814.898 14.814.898
Claims on GovernmentSovereign -
- 12.877
191.833 Claims on Public Sector Entities
- Claims on Multilateral Development Banks
and International Entities -
- -
- -
- 789.144
2.025.713 Claims on Banks
3.891.994 3.891.994
Claims Secured by Residential Property -
- Claims Secured by Commercial Real Estate
29.171.479 29.171.479
Claims on Pension Loans 5.172.399
5.172.399 Claims on Micro, Small, and Retail Portfolio
- 6.728.326
6.728.326 Claims on Corporate
- -
Claims on Past Due Exposures 3.102.144
3.102.144 Other Assets
- Sharia Exposures if any
63.683.261 65.098.786
Total
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352
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Claims after
MRK
ATMR VHWHODK
after MRK
1 2
3 4
5 6
1 Tagihan Kepada Pemerintah
- -
- -
2 Tagihan Kepada Entitas Sektor Publik
- -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- -
- -
4 Tagihan Kepada Bank
- -
- -
5 Tagihan Kepada Usaha Mikro dan Portofoio Ritel
- -
- -
6 Tagihan Kepada Korporasi
- -
- -
7 Eksposur di Unit Usaha Syariah apabila ada
- -
- -
Total
S 3HQJXQJNDSDQ 5LVLNR .UHGLW 3LKDN DZDQ 7UDQVDNVL 5HYHUVH 5HSR ² DQN VHFDUD
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HVHPEHUHFHPEHU 7DJLKDQ
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Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Claims after
MRK
ATMR VHWHODK
after MRK
1 2
3 4
5 6
1 Tagihan Kepada Pemerintah
- -
- -
2 Tagihan Kepada Entitas Sektor Publik
- -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- -
- -
4 Tagihan Kepada Bank
- -
- -
5 Tagihan Kepada Usaha Mikro dan Portofoio Ritel
- -
- -
6 Taguhan Kepada Korporasi
- -
- -
7 Eksposur di Unit Usaha Syariah apabila ada
- -
- -
Total
353
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
RISK MANAGEMENT
HVHPEHUHFHPEHU 3RUWRIROLRDWHJRU\
7DJLKDQ HUVLK
Net Receivable
Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Receivable
after MRK
ATMR VHWHODK
after MRK
7 8
9 10
2
- -
- -
Claims on GovernmentSovereign -
Claims on Public Sector Entities -
Claims on Multilateral Development Banks and International Entities 568.460
2.842 568
Claims on Banks -
Claims on Micro, Small, and Retail Portfolio -
Claims on Corporates -
Sharia Exposures if any -
568.460 2.842
568 Total
HVHPEHUHFHPEHU 3RUWRIROLRDWHJRU\
7DJLKDQ HUVLK
Net Receivable
Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Receivable
after MRK
ATMR VHWHODK
after MRK
7 8
9 10
2
- Claims on GovernmentSovereign
- -
- -
Claims on Public Sector Entities -
- -
- Claims on Multilateral Development Banks and International Entities
568.460 2.842
568 Claims on Banks
- -
- -
Claims on Micro, Small, and Retail Portfolio -
- -
- Claims on Corporates
- -
- -
Sharia Exposures if any -
- -
-
568.460 2.842
568 Total
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Rp Million
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F
Rp Million
354
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
T 3HQJXQJNDSDQ7DJLKDQHUVLKHUGDVDUNDQRERW 5LVLNRVHWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL
5LVLNR.UHGLW²DQNVHFDUD,QGLYLGXDO7DEHOD
Rp Juta
No. Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
Lainnya
Others
1 2
3 4
5 6
7 8
9 10
11 12
A Eksposur Neraca
1 Tagihan Kepada Pemerintah
13.419.933 2
Tagihan Kepada Entitas Sektor Publik 95.819
76.854 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
2.109.121 792.004
5 Kredit Beragun Rumah Tinggal
121.812 9.252
4.193.819 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 33.964.317
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 3.898.204
9 Tagihan kepada Korporasi
6.303.368 10
Tagihan yang Telah Jatuh Tempo 11
Aset Lainnya 2.727.805
505.217 12
Eksposur di Unit Usaha Syariah apabila ada Total Eksposur Neraca
B Eksposur Kewajiban KomitmenKontinjensi pada
Transaksi Rekening Administratif 1
Tagihan Kepada Pemerintah 220.189
930.578 2
Tagihan Kepada Entitas Sektor Publik 71
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional 4
Tagihan Kepada Bank 105.598
5 Kredit Beragun Rumah Tinggal
82 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 1
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 152.296
9 Tagihan kepada Korporasi
1.258.760 75.356
296.146 10
Tagihan yang Telah Jatuh Tempo 11
Eksposur di Unit Usaha Syariah apabila ada Total Eksposur Rekening Administratif
- -
- -
- -
- C
Eksposur akibat Kegagalan Pihak Lawan 1
Tagihan Kepada Pemerintah 2
Tagihan Kepada Entitas Sektor Publik 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
- 571.302
5 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 6
Tagihan kepada Korporasi 7
Eksposur di Unit Usaha Syariah apabila ada
7RWDONVSRVXURXQWHUSDUW\UHGLW5LVN 571.302
355
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
ATMR
RWA
Beban 0RGDO
Capital Expenses
HVHPEHUHFHPEHU ATMR
RWA
Beban 0RGDO
Capital Expenses
3RUWIROLRDWHJRU\
7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
Lainnya
Others
13 14
15 16
17 18
19 20
21 22
23 24
25 26
2
Balance Sheet Exposure -
14.814.898 -
- -
- -
- -
- -
- Claims on Government Sovereign
57.591 4.607
- -
191.833 -
52.934 4.235
Claims on Public Sector Entities -
- -
- -
- -
Claims on Multilateral Development Banks and International Entities
714.563 57.165
- 191.329
- 1.834.384
502.547 40.204
Claims on Banks 1.933.554
154.684 -
- -
3.891.994 1.740.852
139.268 Claims Secured by Residential Property
- -
- Claims Secured by Commercial Real Estate
16.982.159 1.358.573
- -
- 29.171.479
14.585.740 1.166.859
Claims on Pension Loans 1.899.173
151.934 -
2.364.150 -
2.808.249 2.579.017
206.321 Claims on Micro, Small, and Retail Portfolio
4.805.121 384.410
9.027 2.511.887
- 4.207.412
4.709.789 376.783
Claims on Corporates -
- Claims on Past Due Exposures
505.217 40.417
3.102.144 537.702
43.016 Other Assets
- -
Sharia Exposures if any 26.897.377
2.151.790 14.823.925
5.067.366 -
- -
- -
45.207.495 -
- 24.708.581
1.976.686 Total Balance Sheet Exposures
- Commitment and Contingencies Liabilities
Exposures on Administrative Account -
- -
- 431.349
- -
Claims on Public Sector Entities -
- -
Claims on Public Sector Entities -
- Claims on Multilateral Development Banks and
International Entities -
- Claims on Micro, Small, and Retail Portfolio
- -
Claims Secured by Residential Property -
- Claims Secured by Commercial Real Estate
- -
Claims on Pension Loans -
- Claims on Micro, Small, and Retail Portfolio
163.144 2.039
224.252 -
224.252 17.940
Claims on Corporates -
- Claims on Past Due Exposures
- -
Sharia Exposures if any 163.144
2.039 -
- -
- -
- -
655.601 -
- 224.252
17.940 Total Exposures on Administrative Account
- -
Counter party Credit Risk -
- Claims on Public Sector Entities
- -
Claims on Public Sector Entities -
- Claims on Multilateral Development Banks and
International Entities 568
45 Claims on Micro, Small, and Retail Portfolio
- -
Claims on Micro, Small, and Retail Portfolio -
- Claims on Corporates
- -
Sharia Exposures if any
568 45
7RWDO[SRVXUHVRXQWHUSDUW\UHGLW5LVN
T LVFORVXUH RI 1HW 5HFHLYDEOH E\ 5LVN :HLJKWHG
IWHU UHGLW 5LVN 0LWLJDWLRQ IIHFW ² DQN 2QO\ Table 4.1.a
Rp Million
356
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
U 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ RERW 5LVLNR 6HWHODK 0HPSHUKLWXQJNDQ
DPSDN0LWLJDVL5LVLNR.UHGLW²DQNVHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO
4.1.b
Rp Juta
No. Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
Lainnya
Others
1 2
3 4
5 6
7 8
9 10
11 12
A Eksposur Neraca
1 Tagihan Kepada Pemerintah
14.621.677 2
Tagihan Kepada Entitas Sektor Publik 95.819
76.854 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
3.116.637 121.452
5 Kredit Beragun Rumah Tinggal
227.099 9.252
4.193.819 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 34.905.183
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 4.079.415
9 Tagihan kepada Korporasi
9.903.313 10
Tagihan yang Telah Jatuh Tempo 11
Aset Lainnya 2.767.677
691.146 12
Eksposur di Unit Usaha Syariah apabila ada Total Eksposur Neraca
B Eksposur Kewajiban KomitmenKontinjensi pada
Transaksi Rekening Administratif 1
Tagihan Kepada Pemerintah 220.189
930.578 2
Tagihan Kepada Entitas Sektor Publik 71
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional 4
Tagihan Kepada Bank 105.598
5 Kredit Beragun Rumah Tinggal
82 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 1
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 152.296
9 Tagihan kepada Korporasi
1.258.760 75.356
424.540 10
Tagihan yang Telah Jatuh Tempo 11
Eksposur di Unit Usaha Syariah apabila ada Total Eksposur TRA
C Eksposur akibat Kegagalan Pihak Lawan
1 Tagihan Kepada Pemerintah
2 Tagihan Kepada Entitas Sektor Publik
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional 4
Tagihan Kepada Bank 571.302,3
5 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 6
Tagihan kepada Korporasi 7
Eksposur di Unit Usaha Syariah apabila ada
7RWDONVSRVXURXQWHUSDUW\UHGLW5LVN
357
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
ATMR
RWA
Beban 0RGDO
Capital Expenses
HVHPEHUHFHPEHU ATMR
RWA
Beban 0RGDO
Capital Expenses
3RUWIROLRDWHJRU\ 7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
Lainnya
Others
13 14
15 16
17 18
19 20
21 22
23 24
25 26
2
Balance Sheet Exposure -
15.690.646 -
- Claims on Government Sovereign
57.591 4.607
191.833 52.934
4.235 Claims on Public Sector Entities
- -
- -
Claims on Multilateral Development Banks and International Entities
781.956 62.556
240.400 1.834.384
512.361 40.989
Claims on Banks 1.970.404
157.632 3.901.606
1.744.216 139.537
Claims Secured by Residential Property -
- -
- Claims Secured by Commercial Real Estate
17.452.592 1.396.207
- -
- 29.724.159
14.940.302 1.195.224
Claims on Pension Loans 2.035.082
162.807 -
2.364.150 -
2.825.012 2.593.266
207.461 Claims on Micro, Small, and Retail Portfolio
8.405.066 672.405
9.027 2.511.887
- 7.409.712
7.912.089 632.967
Claims on Corporates -
- -
- Claims on Past Due Exposures
691.146 55.292
3.341.330 746.069
59.686 Other Assets
- -
- -
Sharia Exposures if any 31.393.835
2.511.507 15.699.673
5.116.437 -
- -
- -
49.228.036 -
- 28.501.237
Total Balance Sheet Exposures -
Commitment and Contingencies Liabilities Exposures on Administrative Account
- 431.349
- -
Claims on Public Sector Entities -
- -
Claims on Public Sector Entities -
- -
Claims on Multilateral Development Banks and International Entities
- -
- Claims on Micro, Small, and Retail Portfolio
- -
- Claims Secured by Residential Property
- -
- Claims Secured by Commercial Real Estate
- -
- Claims on Pension Loans
- -
- Claims on Micro, Small, and Retail Portfolio
227.341 18.187
280.935 280.935
22.475 Claims on Corporates
- -
- Claims on Past Due Exposures
- -
- Sharia Exposures if any
227.341 18.187
- -
- -
- -
- 712.284
- -
280.935 22.475
Total Exposures on Administrative Account -
Counterparty Credit Risk -
- Claims on Public Sector Entities
- -
Claims on Public Sector Entities -
- Claims on Multilateral Development Banks and
International Entities 568,46
45 -
Claims on Micro, Small, and Retail Portfolio -
- Claims on Micro, Small, and Retail Portfolio
- -
Claims on Corporates -
- Sharia Exposures if any
568 45
7RWDO[SRVXUHVRXQWHUSDUW\UHGLW5LVN
r. LVFORVXUH RI 1HW 5HFHLYDEOH E\ 5LVN
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Table 4.1.b
Rp Million
358
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
V 3HQJXQJNDSDQ 7DJLKDQ HUVLK GDQ 7HNQLN 0LWLJDVL5LVLNR.UHGLW²DQNVHFDUD,QGLYLGXDO
Tabel 4.2.a
Rp Juta
No. Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
DJLDQ\DQJLMDPLQGHQJDQ
Portion Secured by
DJLDQ\DQJ7LGDN LMDPLQ
Unsecured Portion
Agunan
Collateral
Garansi
Guarantee
Asuransi NUHGLW
Credit Insurance
Lainnya
Others
1 2
3 4
5 6
7
A Eksposur Neraca
1 Tagihan Kepada Pemerintah
13.419.933 13.419.933
- 2
Tagihan Kepada Entitas Sektor Publik 172.673
- 172.673
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional -
4 Tagihan Kepada Bank
2.901.125 344.212
2.556.913 5
Kredit Beragun Rumah Tinggal 4.324.883
4.324.883 6
Kredit Beragun Properti Komersial -
7 Kredit PegawaiPensiunan
33.964.317 33.964.317
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel 3.898.204
- 1.862.689
2.035.515 9
Tagihan kepada Korporasi 6.303.368
1.872.809 4.430.559
10 Tagihan yang Telah Jatuh Tempo
- 11
Aset Lainnya 3.233.022
3.233.022 12
Eksposur di Unit Usaha Syariah apabila ada -
Total Eksposur Neraca 68.217.525
- -
4.079.710 13.419.933
50.717.882 B
Eksposur Rekening Administratif -
1 Tagihan Kepada Pemerintah
465.289 465.289
2 Tagihan Kepada Entitas Sektor Publik
- 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- 4
Tagihan Kepada Bank -
5 Kredit Beragun Rumah Tinggal
- 6
Kredit Beragun Properti Komersial -
7 Kredit PegawaiPensiunan
- 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
- 9
Tagihan kepada Korporasi 163.144
163.144 10
Tagihan yang Telah Jatuh Tempo -
11 Eksposur di Unit Usaha Syariah apabila ada
- Total Eksposur Rekening Administratif
628.433 -
- -
- 628.433
C Eksposur akibat Kegagalan Pihak Lawan
- 1
Tagihan Kepada Pemerintah -
2 Tagihan Kepada Entitas Sektor Publik
- 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- 4
Tagihan Kepada Bank 571.302
571.302 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
- 6
Tagihan kepada Korporasi -
7 Eksposur di Unit Usaha Syariah apabila ada
- Total Eksposure Counterparty Credit Risk
571.302 -
- -
- 571.302
-
7RWDO 69.417.260
4.079.710 13.419.933
51.917.617
W 3HQJXQJNDSDQ 7DJLKDQ HUVLK GDQ 7HNQLN
359
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
HVHPEHUHFHPEHU 3RUWIROLRDWHJRU\
7DJLKDQ HUVLK
Net Receivable
DJLDQ\DQJLMDPLQGHQJDQ
Portion Secured by
DJLDQ\DQJ7LGDNLMDPLQ
Unsecured Portion
Agunan
Collateral
Garansi
Guarantee
Asuransi NUHGLW
Credit Insurance
Lainnya
Others
9 10
11 12
13 2
Balance Sheet Exposure 14.814.898
14.814.898 -
Claims on Government Sovereign 191.833
191.833 Claims on Public Sector Entities
- Claims on Multilateral Development Banks and
International Entities 2.025.713
191.329 1.834.384
Claims on Banks 3.891.994
3.891.994 Claims Secured by Residential Property
- -
Claims Secured by Commercial Real Estate 29.171.479
29.171.479 Claims on Pension Loans
5.172.399 2.364.150
2.808.249 Claims on Micro, Small, and Retail Portfolio
6.728.326 9.027
2.511.887 4.207.412
Claims on Corporates -
Claims on Past Due Exposures 3.102.144
3.102.144 Other Assets
- Sharia Exposures if any
65.098.786 9.027
- 5.067.366
14.814.898 45.207.495
Total Balance Sheet Exposures Exposure Administrative Account
431.349 431.349
- Claims on Public Sector Entities
- -
Claims on Public Sector Entities -
Claims on Multilateral Development Banks and International Entities
- Claims on Micro, Small, and Retail Portfolio
- Claims Secured by Residential Property
- Claims Secured by Commercial Real Estate
- Claims on Pension Loans
- Claims on Micro, Small, and Retail Portfolio
224.252 224.252
Claims on Corporates -
Claims on Past Due Exposures -
Sharia Exposures if any 655.601
- -
- 431.349
224.252 Total Exposures on Administrative Account
- Counterparty Credit Risk
9.748.558 9.748.558
- Claims on Public Sector Entities
- Claims on Public Sector Entities
- Claims on Multilateral Development Banks and
International Entities 1.924.798
1.924.798 Claims on Micro, Small, and Retail Portfolio
- Claims on Micro, Small, and Retail Portfolio
- Claims on Corporates
- Sharia Exposures if any
11.673.356 -
- -
9.748.558 1.924.798
7RWDO[SRVXUHVRXQWHUSDUW\UHGLW5LVN
-
77.427.743 9.027
5.067.366 24.994.805
47.356.545 7RWDO
s. LVFORVXUH RI 1HW 5HFHLYHDEOH DQG UHGLW 5LVN
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Table 4.2.a
Rp Million
360
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
0LWLJDVL 5LVLNR .UHGLW ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO
4.2.b
Rp Juta
No. Kategori Portofolio
HVHPEHUHFHPEHU 7DJLKDQ
EHUVLK
Net Receivable
DJLDQ\DQJLMDPLQGHQJDQ3RUWLRQ6HFXUHGE\ DJLDQ\DQJ7LGDN
LMDPLQ
Unsecured Portion
Agunan
Collateral
Garansi
Guarantee
Asuransi NUHGLW
Credit Insurance
Lainnya
Others
1 2
3 4
5 6
7
A Eksposur Neraca
1 Tagihan Kepada Pemerintah
14.621.677 14.621.677
2 Tagihan Kepada Entitas Sektor Publik
172.673 172.673
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional -
- 4
Tagihan Kepada Bank 3.238.089
344.212 2.893.877
5 Kredit Beragun Rumah Tinggal
4.430.170 4.430.170
6 Kredit Beragun Properti Komersial
- 7
Kredit PegawaiPensiunan 34.905.183
34.905.183 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
4.079.415 1.862.689
2.216.726 9
Tagihan kepada Korporasi 9.903.313
1.872.809 8.030.504
10 Tagihan yang Telah Jatuh Tempo
- 11
Aset Lainnya 3.458.823
3.458.823 12
Eksposur di Unit Usaha Syariah apabila ada -
Total Eksposur Neraca 74.809.343
- -
4.079.710 -
70.729.633 B
Eksposur Rekening Administratif 1
Tagihan Kepada Pemerintah 465.289
465.289 2
Tagihan Kepada Entitas Sektor Publik -
3 Tagihan Kepada Bank Pembangunan Multilateral dan
Lembaga Internasional -
4 Tagihan Kepada Bank
- 5
Kredit Beragun Rumah Tinggal -
6 Kredit Beragun Properti Komersial
- 7
Kredit PegawaiPensiunan -
8 Tagihan Kepada Usaha Mikro, Usaha Kecil dan
Portofolio Ritel -
9 Tagihan kepada Korporasi
227.341 227.341
10 Tagihan yang Telah Jatuh Tempo
- 11
Eksposur di Unit Usaha Syariah apabila ada -
Total Eksposur Rekening Administratif 692.630
- -
- -
692.630 C
Eksposur akibat Kegagalan Pihak Lawan 1
Tagihan Kepada Pemerintah 2
Tagihan Kepada Entitas Sektor Publik 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
571.302 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
6 Tagihan kepada Korporasi
7 Eksposur di Unit Usaha Syariah apabila ada
Total Eksposure Counterparty Credit Risk 571.302
- -
- -
-
7RWDO 76.073.275
4.079.710 71.422.263
361
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
HVHPEHUHFHPEHU 3RUWIROLRDWHJRU\
7DJLKDQ EHUVLK
Net Receivable
DJLDQ\DQJLMDPLQGHQJDQ3RUWLRQ6HFXUHGE\ DJLDQ\DQJ7LGDNLMDPLQ
Unsecured Portion
Agunan
Collateral
Garansi
Guarantee
Asuransi NUHGLW
Credit Insurance
Lainnya
Others
9 10
11 12
13 2
Balance Sheet Exposure 15.690.646
15.690.646 -
Claims on Government Sovereign 191.833
191.833 Claims on Public Sector Entities
- Claims on Multilateral Development Banks and
International Entities 2.074.784
240.400 1.834.384
Claims on Banks 3.901.606
3.901.606 Claims Secured by Residential Property
- -
Claims Secured by Commercial Real Estate 29.724.159
156.444 29.567.715
Claims on Pension Loans 5.189.162
5.189.162 Claims on Micro, Small, and Retail Portfolio
9.930.626 9.027
2.511.887 7.409.712
Claims on Corporates -
Claims on Past Due Exposures 3.341.330
3.341.330 Other Assets
- Sharia Exposures if any
70.044.146 9.027
- 2.908.731
15.690.646 51.435.742
Total Balance Sheet Exposures Exposure Administrative Account
431.349 431.349
- Claims on Public Sector Entities
- Claims on Public Sector Entities
- Claims on Multilateral Development Banks and
International Entities -
Claims on Micro, Small, and Retail Portfolio -
Claims Secured by Residential Property -
Claims Secured by Commercial Real Estate -
Claims on Pension Loans -
Claims on Micro, Small, and Retail Portfolio 280.935
280.935 Claims on Corporates
- Claims on Past Due Exposures
- Sharia Exposures if any
712.284 -
- -
431.349 280.935
Total Exposures on Administrative Account Counterparty Credit Risk
- Claims on Public Sector Entities
- Claims on Public Sector Entities
- Claims on Multilateral Development Banks and
International Entities -
Claims on Micro, Small, and Retail Portfolio -
Claims on Micro, Small, and Retail Portfolio -
Claims on Corporates -
Sharia Exposures if any -
- -
- -
-
7RWDO[SRVXUHVRXQWHUSDUW\UHGLW5LVN
-
70.756.430 9.027
2.908.731 16.121.995
51.716.677 7RWDO
t. LVFORVXUHRI1HW5HFHLYHDEOHDQG05.7HFKQLTXH
DQNRQVROLGDWHG
Table 4.2.b
Rp Million
362
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
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5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
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1HUDFD ² DQN VHFDUD ,QGLYLGXDO7DEHO
Rp Juta
No Kategori Portofolio
3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
13.419.933 -
- 14.814.898
- -
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
172.673 57.591
57.591 191.833
52.934 52.934
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 2.901.125
817.826 714.563
2.025.713 559.946
502.547 5
Kredit Beragun Rumah Tinggal Claims Secured by
Residential Property 4.324.883
1.933.554 1.933.554
3.891.994 1.740.852
1.740.852 6
Kredit Beragun Properti Komersial Claims Secured by
Commercial Real Estate -
- -
7 Kredit Pegawai Pensiunan
Claims on Pension Loans 33.964.317
16.982.159 16.982.159
29.171.479 14.585.740
14.585.740 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio 3.898.204
2.923.653 1.899.173
5.172.399 3.879.299
2.579.017 9
Tagihan Kepada Korporasi Claims on Corporate
6.303.368 6.303.368
4.805.121 6.728.326
6.728.326 4.709.789
10 Tagihan Yang Telah Jatuh Tempo
Claims on Past Due Exposures
- -
- -
- -
11 Aset Lainnya
Other Assets 3.233.022
- 505.217
3.102.144 -
537.702
Total 68.217.525
29.018.150 26.897.377
65.098.786 27.547.096
24.708.581
Y 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU VHW GL
1HUDFD ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQQDN7DEHO
Rp Juta
No Kategori Portofolio
3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
14.621.677 15.690.646
- -
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
172.673 57.591
57.591 191.833
52.934 52.934
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 3.238.089
885.219 781.955
2.074.784 569.760
512.361 5
Kredit Beragun Rumah Tinggal Claims Secured by
Residential Property 4.430.170
1.970.404 1.970.404
3.901.606 1.744.216
1.744.216 6
Kredit Beragun Properti Komersial Claims Secured by
Commercial Real Estate -
- -
7 Kredit Pegawai Pensiunan
Claims on Pension Loans 34.905.183
17.452.592 17.452.592
29.724.159 14.862.080
14.940.302 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio 4.079.415
3.059.561 2.035.082
5.189.162 3.891.872
2.593.266 9
Tagihan Kepada Korporasi Claims on Corporate
9.903.313 9.903.313
8.405.066 9.930.626
9.930.626 7.912.089
10 Tagihan Yang Telah Jatuh Tempo
Claims on Past Due Exposures
- -
- 11
Aset Lainnya Other Assets
3.458.823 691.146
3.341.330 -
746.069
Total 74.809.342
33.328.679 31.393.835
70.044.146 31.051.487
28.501.237
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Rp Million
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bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
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MRK
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ATMR VHWHODK
MRK
RWA after Credit Risk
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7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
465.289 -
- 431.349
- -
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
- -
- 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
Claims on Multilateral Development Banks and International Entities
- -
- 4
Tagihan Kepada Bank Claims on Banks
- -
- 5
Kredit Beragun Rumah Tinggal Claims Secured by
Residential Property -
- -
6 Kredit Beragun Properti Komersial
Claims Secured by Commercial Real Estate
- -
- 7
Kredit Pegawai Pensiunan Claims on Pension Loans
- -
- 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
9 Tagihan Kepada Korporasi
Claims on Corporate 163.144
163.144 163.144
224.252 224.252
224.252 10
Tagihan Yang Telah Jatuh Tempo Claims on Past Due
Exposures -
- -
Total 628.433
163.144 163.144
655.601 224.252
224.252
[ 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU .HZDMLEDQ
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GHQJDQ3HUXVDKDDQQDN7DEHO
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
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1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
465.289 -
- 431.349
- -
2 Tagihan Kepada Entitas Sektor Publik
Claims on Public Sector Entities
- -
- 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
Claims on Multilateral Development Banks and International Entities
- -
- 4
Tagihan Kepada Bank Claims on Banks
- -
- 5
Kredit Beragun Rumah Tinggal Claims Secured by
Residential Property -
- -
6 Kredit Beragun Properti Komersial
Claims Secured by Commercial Real Estate
- -
- 7
Kredit Pegawai Pensiunan Claims on Pension Loans
- -
- 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
9 Tagihan Kepada Korporasi
Claims on Corporate 227.341
227.341 227.341
280.935 280.935
280.935 10
Tagihan Yang Telah Jatuh Tempo Claims on Past Due
Exposures
Total 692.630
227.341 227.341
712.284 280.935
280.935
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Table 6.1.2
Rp Million
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5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
\ 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU \DQJ
0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ 3LKDNDZDQ
Counterparty Credit Risk ²DQN
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
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ATMR VHWHODK
MRK
RWA after Credit Risk
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7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
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1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
- -
- 2
Tagihan Kepada Entitas Sektor Publik Claims on Public
Sector Entities -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 571.302,3
114.260.46 568,46
- -
- 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
6 Tagihan Kepada Korporasi
Claims on Corporate -
- -
Total 571.302.3
114.260,46 568,46
] 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU \DQJ
0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ 3LKDNDZDQ
Counterparty Credit Risk ²DQN
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Rp Juta
No Kategori Portofolio
3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
7DJLKDQ HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
- -
- 2
Tagihan Kepada Entitas Sektor Publik Claims on Public
Sector Entities -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 571.302,3
114.260,46 568,46
- -
- 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
6 Tagihan Kepada Korporasi
Claims on Corporate -
- -
Total 571302,3
114260,46 568,46
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Rp Million
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Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
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NVSRVXU
Exposure value
DNWRU Pengurang
0RGDO,QWL
Core Capital Deduction
ATMR VHWHODK
MRK
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Nilai NVSRVXU
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DNWRU Pengurang
0RGDO,QWL
Core Capital Deduction
ATMR VHWHODK
MRK
RWA after Credit Risk
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1 2
3 4
5 6
7 8
1 Delivery versus payment
a. Beban Modal 8 5-15 hari Capital Expenses 85-15
days b. Beban Modal 50 16-30 hari
Capital Expenses 5016-30 days
c. Beban Modal 75 31-45 hari Capital Expenses
7531-45 days d. Beban Modal 100 lebih dari 45 hari
Capital Expenses 100more than 45 days
2 Non-Delivery versus payment
Total
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
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Exposure value
DNWRU Pengurang
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ATMR VHWHODK
MRK
RWA after Credit Risk
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Nilai NVSRVXU
Exposure value
DNWRU Pengurang
0RGDO,QWL
Core Capital Deduction
ATMR VHWHODK
MRK
RWA after Credit Risk
Mitigation
1 2
3 4
5 6
7 8
1 Delivery versus payment
a. Beban Modal 8 5-15 hari Capital Expenses 85-15
days b. Beban Modal 50 16-30 hari
Capital Expenses 5016-30 days
c. Beban Modal 75 31-45 hari Capital Expenses
7531-45 days d. Beban Modal 100 lebih dari 45 hari
Capital Expenses 100more than 45 days
2 Non-Delivery versus payment
Total
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Table 6.1.4
Rp Million
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ATMR
RWA
7\SHRI7UDQVDFWLRQ
1 2
3 4
5 6
2
1 Fasilitas Kredit Pendukung yang memenuhi
persyaratan Credit Enhancement facility that meets the
requirements 2
Fasilitas Kredit Pendukung yang tidak memenuhi persyaratan
Credit Enhancement Facility does not meet the requirements
3 Fasilitas Likuiditas Pendukung yang
memenuhi persyaratan Liquidity Support Facility that meets the
requirements 4
Fasilitas Likuiditas Pendukung yang tidak memenuhi persyaratan
Liquidity Support Facilities that do not meet the requirements
5 Pembelian Efek Beragam Aset yang
memenuhi persyaratan Various Securities Purchase Assets
eligible 6
Pembelian Efek Beragam Aset yang tidak memenuhi persyaratan
Various Securities Purchase Assets that do not meet the requirements
7 Eksposur Sekuritas yang tidak tercakup
dalam ketentuan Bank Indonesia mengenai prinsip-prinsip kehati-hatian dalam aktivitas
sekuritisasi aset bagi bank umum Exposure securities that are not included
in the Bank Indonesia regulations concerning the principles of prudence in
asset securitization for banks
Total Total
GG3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU3HQJXQJNDSDQNVSRVXU6HNXULWLVDVL
²DQNVHFDUD.RQVROLGDVLGHQJDQ3HUXVDKDDQ Anak Tabel 6.2.5
Rp Juta
No HVHPEHU
HFHPEHU HVHPEHU
HFHPEHU Jenis Transaksi
DNWRU Pengurang
0RGDO,QWL
Core Capital Deduction
ATMR
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0RGDO,QWL
Core Capital Deduction
ATMR
RWA
7\SHRI7UDQVDFWLRQ
1 2
3 4
5 6
2
1 Fasilitas Kredit Pendukung yang memenuhi
persyaratan Credit Enhancement facility that meets the
requirements 2
Fasilitas Kredit Pendukung yang tidak memenuhi persyaratan
Credit Enhancement Facility does not meet the requirements
3 Fasilitas Likuiditas Pendukung yang
memenuhi persyaratan Liquidity Support Facility that meets the
requirements 4
Fasilitas Likuiditas Pendukung yang tidak memenuhi persyaratan
Liquidity Support Facilities that do not meet the requirements
5 Pembelian Efek Beragam Aset yang
memenuhi persyaratan Various Securities Purchase Assets
eligible 6
Pembelian Efek Beragam Aset yang tidak memenuhi persyaratan
Various Securities Purchase Assets that do not meet the requirements
7 Eksposur Sekuritas yang tidak tercakup
dalam ketentuan Bank Indonesia mengenai prinsip-prinsip kehati-hatian dalam aktivitas
sekuritisasi aset bagi bank umum Exposure securities that are not included
in the Bank Indonesia regulations concerning the principles of prudence in
asset securitization for banks
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4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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368
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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B. Risiko Pasar
Risiko Pasar adalah Risiko yang timbul atas portofolio pada posisi neraca dan rekening administratif
termasuk transaksi derivatif, akibat perubahan secara keseluruhan dari kondisi pasar, termasuk Risiko
perubahan harga option.
Komponen risiko pasar meliputi : • Risiko Suku Bunga adalah risiko akibat perubahan
harga instrumen keuangan dari posisi Trading Book
yang disebabkan oleh pergerakan sensitivitas risiko
risk factor pada setiap instrumen atau akibat perubahan nilai ekonomis modal
Economic Value of Equity bank dari aktivitas Banking Book
yang disebabkan oleh perubahan suku bunga. t ,MBTJmLBTJSJTJLPTVLVCVOHBNFODBLVQQVMBSJTJLP
suku bunga dari posisi Banking Book yang antara
lain meliputi repricing risk, yield curve risk, basis
risk, dan optionality risk. • Risiko Nilai Tukar adalah risiko akibat perubahan
OJMBJQPTJTJUFSCVLBWBMVUBBTJOHLMBTJmLBTJ Trading
Book atau akibat perubahan posisi Devisa Neto bank
Banking Book yang disebabkan oleh perubahan nilai tukar valuta asing.
Risiko pasar timbul dari pergerakanperubahan tingkat suku bunga danatau nilai tukar yang mempengaruhi
posisi keuangan bank khususnya terhadap rasio permodalan. Secara garis besar, manajemen risiko
pasar terbagi menjadi 2 dua yaitu manajamen risiko pasar
trading book dan manajemen risiko pasar banking book. Sumber risiko pasar trading book timbul
dari aktivitas Dealing Room Divisi Treasuri akibat posisi
terbuka bank yang terekspos pergerakan suku bunga atau nilai tukar valuta asing.
Sumber risiko
pasar banking book timbul antara lain
disebabkan oleh perubahan stuktur portofolio neraca dan rekening adminstratif bank yang sensitif terhadap
pergerakan suku bunga sehingga berdampak terhadap pendapatan bunga bersih dan yang yang
disebabkan pula karena perubahan struktur portofolio neraca dan rekening adminstratif bank yang sensitif
terhadap pergerakan nilaii tukar yang tercermin dari Posisi Devisa Neto bank.
B. Market Risk
Market risk is the risk arising on the portfolio over the balance sheet position and administrative accounts
including derivative transactions, due to overall changes in the market conditions, including the risk of
price changes in option. The components of the market risk include:
• Interest rate risk is the risk due to changes in the QSJDF PG mOBODJBM JOTUSVNFOUT GSPN UIF 5SBEJOH
Book position caused by the risk factor movements on any instrument or as a result of changes in the
Economic Value of Equity of the bank from Banking Book activities caused by changes in interest
rates. t MBTTJmDBUJPOPGJOUFSFTUSBUFSJTLBMTPJODMVEFTUIF
risk of interest rate from the Banking Book positions which include repricing risk, yield curve risk, basis
risk, and optionality risk. •
Foreign Exchange Risk is the risk due to changes in UIF5SBEJOHPPLDMBTTJmDBUJPOPQFOQPTJUJPOWBMVF
of foreign exchange or as a result of changes in the Net Open Position of the bank Banking Book
caused by changes in foreign currency exchange rates.
The market risk arises from movements changes in interest rates andor exchange rates which affect the
CBOLT mOBODJBM QPTJUJPO
QBSUJDVMBSMZ UP DBQJUBM SBUJP In general, market risk management is divided into 2
two, namely the trading book market risk management and banking book market risk management. Sources
of trading book market risk arises from Dealing Room book activities’ of the Treasury Division due to the open
positions of bank that are exposed to movements in interest rates or foreign exchange rates.
Sources of banking book market risk arises partly due to the changes in the portfolio structure of the bank’s
balance sheets and administrative accounts that are sensitive to interest rate movements impacting the net
interest income and which are also due to changes in the portfolio structure of the bank’s balance sheets
and administrative accounts that are sensitive to NPWFNFOUTJOFYDIBOHFSBUFTXIJDIJTSFnFDUFEJOUIF
Net Open Position of bank.
MANAJEMEN RISIKO
369
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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Dewan Komisaris dan Direksi bertanggungjawab atas efektivitas penerapan Manajemen Risiko
Pasar di Bank. Terkait wewenang dan tanggung jawab pengawasan aktif Dewan Komisaris
dan Direksi bank bjb, Dewan Komisaris dan
Direksi selalu memperoleh informasi yang jelas mengenai evaluasi dan penerapan manajemen
risiko eksposur risiko pasar, pemantauan limit secara harian serta langkah-langkah yang diambil
oleh Risk Taking Unit khususnya terkait adanya pelampauan limit.
Dalam pelaksanaan pengawasannya, Dewan Komisaris dibantu oleh Komite Pemantau
Risiko KPR bank secara berkala melakukan pengawasan melalui koordinasi dengan Satuan
Kerja Manajemen Risiko. Media koordinasi yang digunakan dapat berupa laporan pemantauan
risiko oleh SKMR yang disampaikan kepada Komite Pemantau Risiko ataupun melalui
media rapat antara kedua belah pihak. Pada implementasinya, Pelaksanaan rapat yang
diadakan umumnya membahas penerapan manajemen risiko di bank
bjb menyangkut
diantaranya penerapan pengukuran risk tolerance
SJTJLPQBTBS
QFNCBIBTBOQSPmMSJTJLPZBOHCFSTJGBU material, serta kecukupan dan evaluasi metodologi
danatau tools pengukuran risiko pasar yang
dipergunakan Satuan Kerja Manajemen Risiko. Pengawasan yang dilakukan oleh Direksi adalah
melalui pemantauan penerapan limit Treasury secara berkala baik terjadi pelampauan limit
breach limit maupun tidak terjadi pelampauan limit, dan melakukan persetujuan atas limit
yang bersifat baru ataupun setelah dilakukan perubahan. Pembahasan tentang pengelolaan
risiko pasar terkait penentuan tingkat suku bunga
pricing dan struktur aset kewajiban bank dilakukan dalam Rapat ALCO
Asset Liability Committee sedangkan pembahasan
eksposur risiko pasar dibahas dalam rapat Komite Manajemen Risiko
Risk Management Committee. Sejalan dengan kebijakan manajemen risiko pasar
RISK MANAGEMENT
FWLYH6XSHUYLVLRQE\WKHRDUGRIRPPLVVLRQHUV DQGWKHRDUGRILUHFWRUV
The Board of Commissioners and the Board of Directors are responsible for the effective implementation of the
Bank’s Market Risk Management. In relations to the active supervision authority and responsibility of the
Board of Commissioners and Board of Directors of bank
bjb, the Board of Commissioners and the Board
of Directors always obtain clear information on the evaluation and implementation of risk management
of market risk exposure, supervision of limit on a daily basis as well as steps employed by the Risk Taking
6OJUTQFDJmDBMMZSFMBUFEUPUIFMFOEJOHMJNJU In the implementation of its supervision, the Board
of Commissioners is assisted by the bank’s Risk Monitoring Committee RMC periodically conduct
supervision in coordination with the Risk Management Unit. The coordination media utilized can be in the
form of risk monitoring reports by SKMR submitted to the Risk Monitoring Committee or through the
media of meetings between the two parties. In its implementation, the meeting implemented generally
discusses the implementation of risk management in bank
bjb, concerning among others, the application
of market risk measurement of risk tolerance, material SJTL QSPmMF EJTDVTTJPO
BT XFMM BT UIF BEFRVBDZ BOE
evaluation of methodologies andor market risk measurement tools used by the Risk Management
Unit. Supervision carried out by the Board of Directors is
through the monitoring of the implementation of the Treasury limit periodically in the event of breach limit
occurrences or not, and provide limit approval that are new or after being amended. Discussions on the
management of the market risk related to interest rate determination pricing and the structure of the bank’s
assets and liabilities are carried at the ALCO Asset Liability Committee Meeting, while discussions on
the market risk exposures are discussed in the Risk Management Committee meetings. In line with the
market risk management policies regarding the stages of escalation of limit breach, any limit breaches will
be informed and approved in the event of abnormal
370
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
mengenai tahapan eskalasi pelampauan limit, setiap pelampauan limit akan diinformasikan dan
disetujui apabila terjadi kondisi abnormal dalam Komite Manajemen Risiko RMC. Pengelolaan
risiko pasar tersebut disusun ke dalam bentuk kebijakan, prosedur, limit risiko dan hasil
keputusan lainnya terkait dengan pengelolaan risiko pasar. Limit risiko pasar dan
risk appetite bank dievaluasi secara periodik atau sewaktu-
waktu diperlukan untuk dilakukan evaluasi sesuai dengan perubahan lingkungan bisnis bank.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Sebagai penerapan manajemen risiko pasar yang bersifat dinamis, Satuan Kerja Manajemen Risiko
bank melakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank
secara berkala. Evaluasi pedoman pengukuran limit risiko pasar oleh Satuan Kerja Manajemen
Risiko secara berkala dan dilakukan pembahasan dengan
risk taking unit Divisi Treasury dan selanjutnya akan diajukan kepada Direksi untuk
persetujuan atas pedoman dimaksud. Terkait dengan evaluasi penetapan limit
Dealing Room Treasury dan ALM yang diajukan oleh
Divisi Treasury, Satuan Kerja Manajemen Risiko
melakukan evaluasi terhadap limit tersebut dengan metodologi yang telah disahkan dalam pedoman
manajemen risiko bank. Limit untuk level portofolio treasury dievaluasi minimal satu tahun sekali
atau dapat dilakukan lebih sering jika terdapat pergerakan volatilitas harga pasar atau perubahan
business plan risk taking unit. Evaluasi analisa tersebut sekurang-kurangnya memuat informasi
mengenai latar belakang perubahan limit, kondisi saat ini, dasar perhitungan dalam melakukan
perubahan limit, kepatuhan terhadap regulasi dan dampak terhadap modal.
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
Dalam melakukan penerapan Manajemen 3JTJLP NFMBMVJ QSPTFT JEFOUJmLBTJ
QFOHVLVSBO
MANAJEMEN RISIKO
conditions in the Risk Management Committee RMC. The management of the market risk is arranged in
the form of policies, procedures, risk limits, and other decision results relating to the management of market
risk. The limit of the bank’s market risk and risk appetite are evaluated periodically or at any time deemed
needed to be evaluated in accordance with the bank’s changing business environment.
GHTXDF\RI3ROLF\3URFHGXUHDQGVWDEOLVKPHQW of Limit
As an application of a dynamic market risk management, the Risk Management Unit of the bank
periodically updates and evaluates the policies and guidelines of the bank’s risk management. The
evaluation of the market risk limit measurement guidelines by the Risk Management Unit are conducted
periodically and discussions with the risk taking unit Treasury Division are subsequently submitted to the
Board of Directors for the approval of the intended guidelines.
Related to the Dealing Room Treasury and ALM limit determination evaluation submitted by the Treasury
Division, the Risk Management Unit evaluates the limits through methodologies that has been validated
in the bank’s risk management guidelines. The limit for treasury portfolio level is evaluated at least once
a year or can be carried out more frequently in the event of market price volatile movements or changes
in the business plan of the risk taking unit. The analysis evaluation shall at least contain background
information about limit changes, current conditions, the basis of calculations in conducting limit changes,
compliance to the regulations and the impacts to the capital.
GHTXDF\RI,GHQWLÀFDWLRQ3URFHVV0HDVXUHPHQW 0RQLWRULQJDQG5LVNRQWURODVZHOODVWKH5LVN
Management Information System
In conducting the implementation of Risk Management UISPVHI UIF QSPDFTT PG JEFOUJmDBUJPO
NFBTVSFNFOU
371
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
pemantauan, dan pengendalian Risiko, serta sistem informasi Manajemen Risiko untuk Risiko
Pasar sebagaimana Surat Edaran Bank Indonesia Nomor 1323DPNP tanggal 25 Oktober 2011,
Bank melakukan penerapan manajemen risiko yaitu:
D ,GHQWLÀNDVL5LVLNR3DVDU
1SPTFT JEFOUJmLBTJ SJTJLP QBTBS NFMJQVUJ JEFOUJmLBTJ EBSJ LBSBLUFSJTUJL QSPEVL CBSV
JEFOUJmLBTJ TVNCFS SJTJLP QBTBS ZBOH EBQBU berdampak kepada transaksi yang akan
dilakukan oleh Dealing Room Treasury. Proses JEFOUJmLBTJ 3JTJLP ZBOH EJTFTVBJLBO EFOHBO
Risiko Pasar melekat pada aktivitas bisnis Bank yang meliputi risiko suku bunga antara
lain repricing risk, yield curve risk, basis risk,
dan optionality risk dan untuk risiko nilai tukar
antara lain tercermin dari besarnya eksposur transaksional. Satuan Kerja Manajemen
Risiko juga melakukan review atau evaluasi
atas produk maupun aktivitas yang terekspos pengaruh pergerakan variabel pasar.
b. Pengukuran Risiko Pasar
Pengelolaan portofolio Divisi Treasuri tanpa adanya dasar pertimbangan dan penilaian
risiko akan mengakibatkan kerugian di atas toleransi bank dalam menyerap kerugian.
Salah satu cara dalam menanggulangi kejadian risiko yang dapat menyebabkan kerugian di
atas toleransi risiko bank adalah penggunaan toleransi risiko atau limit transaksi yang
diperkenankan manajemen bank. Pengajuan limit oleh Divisi Treasuri sebagai risk taking unit
harus mendapatkan kajian risiko secara terukur oleh Divisi Manajemen Risiko. Pengajuan limit
ini bertujuan untuk mempermudah Manajemen bank
bjb dalam memahami risiko yang
dihadapi serta pengelolaan risikonya. Pengajuan limit harus meliputi kriteria-kriteria
sebagai berikut: Divisi Treasuri sebagai
risk taking unit menerapkan “
trading” dan “hedging” secara berkala sebagai bagian dari proses
RISK MANAGEMENT
monitoring, and controlling risks, as well as the Risk Management information system for the Market Risk as
stipulated in Bank Indonesia Circular Letter No. 1323 DPNP dated 25 October 2011, the Bank implements
the risk management, namely:
D 0DUNHW5LVN,GHQWLÀFDWLRQ
5IF NBSLFU SJTL JEFOUJmDBUJPO QSPDFTT JODMVEFT UIF JEFOUJmDBUJPO PG OFX QSPEVDU DIBSBDUFSJTUJDT
JEFOUJmDBUJPO PG TPVSDFT PG NBSLFU SJTL UIBU NBZ affect the transactions that will be conducted by
UIFFBMJOH3PPN5SFBTVSZ5IFSJTLJEFOUJmDBUJPO process that are adapted to the Market Risks is
inherent in the Bank’s business activities which includes in the interest rates risk, among others,
repricing risk, yield curve risk, basis risk and optionality risk and for foreign exchange risk
BSF BNPOH PUIFST BT SFnFDUFE JO UIF BNPVOU PG transactional exposure. The Risk Management Unit
also conducts reviews or evaluations on products PS BDUJWJUJFT UIBU BSF FYQPTFE UP UIF JOnVFODF PG
movements in market variables.
b. Market Risk
Assessment
The portfolio management of the Treasury Division with no consideration basis nor risk assessments
will result in the loss of tolerance of the bank to absorb losses. One way to inhibit risk occurrences
that may cause harm to the bank’s risk tolerance is the application of risk tolerance or limit transactions
that are allowed by the management of the bank. The limit application by the Treasury Division as
the risk taking unit must obtain a measured risk assessment by the Risk Management Division.
The limit application is intended to facilitate the management of bank bjb in understanding risk as
well as its management.
The limit application must include the following criteria:
The Treasury Division as the risk taking unit implements “trading” and “hedging” on a regular
basis as part of the Treasury business management
372
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
pengelolaan bisnis Treasury khususnya bidang
Treasury Trading. Pada konteks limit berbasis risiko ini, yang ditentukan adalah limit yang
berkaitan dengan aktivitas Treasury. Dalam
proses penerapan limit dilakukan usaha pendekatan dimana terdapat komponen-
komponen yang mendukung diantaranya: a. Rencana
Bisnis • Rencana bisnis harus secara luas
mencantumkan tujuan dari limit yang diminta, target pasar, pendapatan
yang diharapkan dan kebutuhan akan modal. Rencana tersebut harus
NFOHLVBMJmLBTJLBO DBSB CBHBJNBOB limit tersebut akan dipergunakan,
contoh “ trading” atau “hedging”.
t QMJLBTJ MJNJU IBSVT NFOHJEFOUJmLBTJ NBUB VBOH EBO QBTBS TQFTJmL ZBOH
menjadi eksposur terhadap tujuan unit bisnis.
b. Persyaratan Modal dan Proyeksi
Pendapatan • Divisi Treasuri meminta masukan
dari Divisi Manajemen Risiko dalam mengukur alokasi modal yang harus
disediakan dalam memitigasi potensi kerugian yang akan timbul.
• Divisi Treasuri harus memberikan proyeksi pendapatan yang
berhubungan dengan aplikasi limit. Proyeksi tersebut akan memudahkan
Direksi dalam proses pengambilan keputusan persetujuan limit.
F 3HQJJXQDDQKLVWRULV Divisi Treasuri dapat memberikan analisa
trend market outlook dengan penggunaan historis yang ada atas eksposur risiko atau
limit yang akan diterapkan. Prosedur kerja pengukuran limit unit bisnis
Treasuri mempertimbangkan beberapa aspek yang dinilai cukup berpotensial dalam
menimbulkan kejadian risiko. Komponen yang mendasari pengukuran limit ini adalah:
MANAJEMEN RISIKO
QSPDFTTQBSUJDVMBSMZJOUIF5SFBTVSZ5SBEJOHmFMEO this risk-based limit context, the limit set is related
to Treasury activities. In the limit implementation process, approaches are conducted to the
supporting components, among others:
a. Business Plan
• The business plan must broadly states the purpose of the requested limit, the
target market, expected revenues and the required capital. The plan must qualify how
the limit will be utilized, such as “trading” or “hedging”.
t 5IFMJNJUBQQMJDBUJPONVTUJEFOUJGZBTQFDJmD currency and market becoming exposures
to the business unit’s objectives. E DSLWDO5HTXLUHPHQWDQG3URMHFWHG5HYHQXHV
• The Treasury Division requests input from the Risk Management Division in
measuring the capital allocation that should be provided to mitigate potential losses
that may arise. • The Treasury Division must provide the
projected revenues associated with the limit application. The projections will
facilitate the Board of Directors in the decision-making process of limit approval.
F 7KH8VHRI+LVWRULFDO The Treasury Division can provide the market
outlook trend analysis with the use of existing historic on risk exposures or limit which will be
implemented.
The Treasury business unit limit measurement working procedures consider several aspects
that are assessed to have the potentials of risk occurrences. Underlying components in the
measurement of limit are namely:
373
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
D DNWRU6HQVLWLYLWDV5LVLNR3DVDU Setiap aktivitas Treasuri terdapat risiko
yang melekat risk inherent dimana proses
dalam pengukuran risiko harus didasarkan pada sensitivitas risiko yang melekat
pada aktivitas transaksi Treasuri. Faktor sensitivitas risiko pasar meliputi yaitu PV01,
Duration, Vega, Gamma, Theta, Rho, dan volatilitas transaksi.
E .HFXNXSDQDWD Kecukupan data diperlukan sebagai
kecukupan prosedur analisis statistik dan agar analisis pengukuran terhadap risiko
menghasilkan output yang memadai
dan sesuai dengan eksposur risiko yang dihadapi oleh bank. Data yang diperlukan
adalah data historis yang dibutuhkan guna memperkuat suatu analisis pengukuran
limit risiko. F 3HQJXNXUDQ
Value at Risk Model
Value at Risk tersebut dipergunakan dalam mengukur dan menganalisa risiko
transaksi Treasuri secara komprehensif dan terukur. Misalnya, penggunaan VaR
value at risk untuk mengukur kerugianbudget
loss atas aktivitas transaksi Treasury trading selain itu kegunaan model ini
juga dapat mengukur perkiraan kerugian terburuk yang dapat dialami Bank dalam
selang waktu tertentu pada kondisi pasar yang normal dan tingkat kepercayaan
tertentu. Beberapa strategi pengelolaan risiko pasar yang
dilakukan bank bjb adalah mencakup sistem
dan prosedur dengan menggunakan teknik Mark
To Market, Value at Risk VaR, Stress Testing, Repricing Gap Duration Gap Model atau metoda
lain yang sesuai untuk mendapatkan nilai wajar eksposur secara berkala, sekaligus merupakan
platform yang tepat untuk menilai posisi risiko. Pada saat ini bank
bjb menerapkan metode yang
mampu mengukur risiko terhadap nilai tukar yaitu dengan menggunakan Model Nilai Tukar VaR
EWMA Exponential Weighted Moving Average
RISK MANAGEMENT
D 0DUNHW5LVN6HQVLWLYLW\DFWRU There are inherent risk in each Treasury
activities in which the process of risk assessment shall be based on the
sensitivity of the inherent risk in the Treasury transaction activities. The market risk
sensitivity factors include PV01, Duration, Vega, Gamma, Theta, Rho, and transaction
volatility. E GHTXDF\RIDWD
Data adequacy is required as a statistic analysis procedure adequacy and to ensure
the risk assessment analysis generates adequate output and in accordance with
the risk exposure faced by the bank. The data required is historical data needed to
strengthen a measurement analysis of risk limit.
c. Value at Risk Assessment The Value at Risk model is used in
measuring and analyzing the Treasury’s transaction risks in a comprehensive and
measurable manner. For example, the use of VaR value at risk to measure budget
loss over the Treasury trading transaction BDUJWJUJFT JO BEEJUJPO UIF CFOFmU PG UIJT
model can also measure the expected worst loss caused to the Bank in a certain
time interval in normal market conditions BOEBDFSUBJODPOmEFODFMFWFM
Several market risk management strategies conducted by bank
bjb include systems and
procedures through the utilization of Mark To Market, Value at Risk VaR, Stress Testing, Repricing Gap
and Duration Gap Model techniques or other appropriate methods to obtain a fair exposure
value on a regular basis, as well as an accurate platform to assess the risk position.
Currently bank
bjb applied a method that is
capable of measuring the risk of the exchange rate, namely the Exponential Weighted Moving Average
EWMA which is equipped with Fundamental
374
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
yang dilengkapi dengan Fundamental Analysis
dan Historical Simulation untuk menangkap tingkat
risiko nilai tukar yang tercermin dalam Posisi Devisa Netto. bank
bjb juga telah membangun
model pengukuran risiko tingkat suku bunga dengan menggunakan metodologi yang dapat
menangkap risiko suku bunga dari portofolio aset dan kewajiban yang sensitif terhadap perubahan
suku bunga serta menentukan besaran risiko terhadap bank melalui
3FQSJDJOH1SPmMF ,
Duration GAP, dan
Economic Value of Equity EVE. Dalam proses pengukuran potensi kerugian baik itu suku
bunga dan nilai tukar dari transaksi-transaksi Treasury diukur melalui VaR simulasi historis baik
secara sistem OPICS Risk maupun manual. Pengujian kelayakan internal VaR simulasi historis
NFMBMVJ CBDL UFTUJOH 7B3 WT 1SPmU Loss Treasury
dan dilakukan secara berkala.
F 3HPDQWDXDQ5LVLNR3DVDU
Aktivitas manajemen risiko dalam melakukan proses pemantauan aktivitas bisnis antara lain
melalui: 1. Adanya RMA Risk Manegement Agency
yang berfungsi untuk melakukan proses manajemen risiko pasar
trading book melalui pemantauan limit Treasuri secara
harian, misalnya ketentuan GWM, open
position, budget loss, risk sensitivity limit, dan lain-lain. Sebagai upaya proses
pemantauan yang efektif dan akurat, bank telah memiliki sistem OPICS
Risk yang berfungsi dalam mengukur eksposur risiko
trading book yang dilakukan oleh dealing room Treasury.
2. Pemantauan risiko nilai tukar banking
book dilakukan melalui pemantauan Posisi Devisa Neto per 30 menit serta secara
harian agar berada dalam toleransi limit internal bank dan regulasi Bank Indonesia.
3. Pemantauan risiko suku bunga banking
book dilakukan melalui pengukuran Repricing GAP, Duration GAP, dan
Economic Value of Equity EVE untuk melihat sensitivitas porotfolio aktiva
dan pasiva bank dalam menghadapi
MANAJEMEN RISIKO
Analysis and Historical Simulation to capture the FYDIBOHF SBUF SJTL UIBU JT SFnFDUFE JO UIF FU
Open Position. bank bjb has also developed an
interest rate level measurement model using a methodology that can capture the interest rate
risk from the portfolio of assets and liabilities that are sensitive to changes in interest rates as
well as determine the amount of risk to the bank UISPVHI UIF 3FQSJDJOH 1SPmMF
VSBUJPO 1 BOE
Economic Value of Equity EVE. In the process of measuring the potential loss both in interest rates
and exchange rates from Treasury transactions are measured through historical simulation of VaR
both by systems OPICS Risk or manually. Internal feasibility studies of VaR historical simulation are
DPOEVDUFE UISPVHI CBDL UFTUJOH 7B3 WT 1SPmU Loss Treasury and performed periodically.
F 0DUNHW5LVN0RQLWRULQJ
The activity of risk management in conducting business activities’ monitoring process are
through, among others: 1. The existence of the RMA Risk Management
Agency which serves to perform trading book market risk management process
through the daily monitoring of the Treasuries’ limit, for example the provisions
on minimum reserve requirement, open position, budget loss, risk sensitivity limit,
and others. As an effective and accurate monitoring process effort, the bank has
had the OPICS Risk system which serves to measure the trading book’s risk exposures
undertaken by the Treasury dealing room. 2. Monitoring of the trading book exchange
rate risk monitoring is performed through the monitoring of the Net Open Position
per 30 minutes as well as daily to be in the internal bank’s limit tolerance and the
regulations of Bank Indonesia. 3. Monitoring of the banking book interest rate
risk conducted through the measurement of Repricing GAP, Duration GAP and
Economic Value of Equity EVE to see the portfolio sensitivity of the bank’s assets and
375
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
perubahan suku bunga di masa datang. 4. Monitoring risiko
sovereign Credit Default Swap 5 Year sebagai indikator penilai
risiko investasi dari counterparty atau suatu
negara asing melalui sistem informasi manajemen risiko. Apabila tingkat CDS
NFOJOHLBU TFDBSB TJHOJmLBO NBLB VOJU bisnis harus melakukan keputusan yang
menghindari kerugian yang sangat besar bagi bank.
5. Melakukan evaluasi terhadap eksposur risiko yang dimiliki oleh bank.
6. Apabila terjadi pelampauan limit, Divisi Manajemen Risiko segera melakukan
pelampauan tersebut kepada Direksi.
G 3HQJHQGDOLDQ5LVLNR3DVDU
Strategi yang diambil oleh bank dalam proses pengendalian risiko pasar, antara lain melalui
hedging, squaring position, back-to-back dan cara lain yang bertujuan untuk meng-
off- set suatu transaksiposisi yang mengalami
kerugian serta stress testing guna melihat
ketahanan posisi keuangan bank dalam menghadapi kondisi krisis. Selain itu pula
dapat digunakan untuk mentransfer risiko yang dimiliki
dealing room Treasury bank sepanjang transfer risiko tersebut masih berada dalam
risk limit bank. Bank juga membatasi atau melarang jenis transaksi atau instrumen
tertentu untuk ditransaksikan oleh bisnis unit, serta mengurangi risiko dengan cara
memberikan batas maksimum transaksi atau portofolio sesuai dengan
risk appetite bank.
6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK
Dalam rangka pengembangan penerapan manajemen risiko yang dinamis, Satuan Kerja
Manajemen Risiko selalu melakukan evaluasi atas kebijakan, prosedur dan limit risiko pasar secara
berkala. Sebagai upaya pengendalian risiko pasar berupa kecukupan kebijakan dan prosedur Satuan
Kerja Manajemen Risiko, kaji ulang atas kebijakan dan prosedur dilakukan oleh unit independen baik
di internal ataupun pihak eksternal.
RISK MANAGEMENT
liabilities in encountering the changes in interest rates in the future.
4. Monitoring the sovereign risk Credit Default Swap 5 Year as an indicator of
investment risk assessors of a counterparty or a foreign country through the risk
management information system. In the FWFOUUIF4MFWFMJODSFBTFETJHOJmDBOUMZ
the business unit must undertake decisions to avoid huge losses to the bank.
5. To evaluate the bank’s risk exposures. 6. In the event of limit breach, the Risk
Management Division immediately report the breach to the Board of Directors.
G 0DUNHW5LVNRQWURO
The strategy adopted by the bank in the market risk control process, among others
through hedging, squaring position, back-to- back and other methods that aimed to off-set a
transaction position experiencing loss as well as stress testing to observe the resilience of the
CBOLTmOBODJBMQPTJUJPOJOUIFGBDFPGDSJTJTO addition, it can also be used to transfer the risk
of the Treasury dealing room as long as the risk transfer is still in the bank’s risk limit. The
Bank also restricts or prohibits certain types of transactions or instruments to be transacted by
the business unit, as well as reducing risk by providing a maximum transaction or portfolio
limit in accordance with the risk appetite of the bank.
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
In order to develop the implementation of a dynamic risk management, the Risk Management Unit
continuously evaluates the policies, procedures and market risk limits on a regular basis. As
an effort to control the market risk in the form of adequacy of policies and procedures of the Risk
Management Unit, a review on the policies and procedures is carried out by an independent unit
both internally or external parties.
376
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Pelaksanaan kaji ulang dan evaluasi terhadap pengukuran risiko yang dilakukan oleh Divisi
Manajemen Risiko meliputi: •
Kesesuaian kebijakan, desain proses Manajemen Risiko, sistem informasi, dan
pelaporan manajemen risiko bank dengan kebutuhan bisnis Bank, serta perkembangan
peraturan dan praktik terbaik best practice
terkait Manajemen Risiko; • Metode, asumsi, dan variabel yang digunakan
untuk mengukur Risiko dan menetapkan limit risiko pasar;
• Perbandingan antara asumsi yang
digunakan dalam metode pengukuran risiko yang dipergunakan dengan kondisi yang
sebenarnyaaktual; • Perbandingan antara limit yang ditetapkan
dengan eksposur yang sebenarnyaaktual; Hasil kaji ulang Satuan Kerja Manajemen Risiko
Divisi Manajemen Risiko yang telah dikaji ulang oleh Satuan Kerja Audit Intern SKAI akan
disampaikan dalam Komite Manajemen Risiko RMC untuk kemudian diminta persetujuannya
kepada Direksi. Pembahasan tersebut dilakukan pula dengan Dewan Komisaris yang dibantu oleh
Komite Pemantau Risiko. Kaji ulang yang dilakukan oleh Satuan Kerja Audit Intern SKAI meliputi:
• Keandalan kerangka Manajemen Risiko, yang mencakup kebijakan, struktur organisasi,
alokasi sumber daya, desain proses Manajemen Risiko, sistem informasi, dan
pelaporan Risiko Bank; • Proses pemantauan yang dilakukan oleh
Satuan Kerja Manajemen Risiko; • Evaluasi atas metodologi pengukuran Satuan
Kerja Manajemen Risiko;
3HQJXQJNDSDQ.XDQWLWDWLI5LVLNR3DVDU
MANAJEMEN RISIKO
The implementation of review and evaluation to the risk measurement performed by the Risk
Management Division include: • The conformity of policy, Risk Management
process design, information systems, and the bank’s risk management reporting with the
Bank’s business needs, as well as regulatory developments and best practices related to
Risk Management; • Methods, assumptions, and variables used to
measure Risk and determining the market risk limits;
• The comparison between the assumptions used in the risk measurement methods that are
utilized and the actual conditions; • Comparison between the set limit and the
actual exposure; The review results of the Risk Management Unit
Risk Management Division which have been reviewed by the Internal Audit Unit SKAI will be
conveyed in the Risk Management Committee RMC to be subsequently prompted for approval
to the Board of Directors. The discussion is also held with the Board of Commissioners, assisted by
the Risk Monitoring Committee. The review carried out by the Internal Audit Unit SKAI includes:
• Reliability of Risk Management framework, which includes policies, organizational
structure, resource allocation, Risk Management process design, information
systems, and reporting of Bank’s Risks; • Monitoring process conducted by the Risk
Management Unit; • Evaluation on the measurement methodology
of the Risk Management Unit;
4XDQWLWDWLYHLVFORVXUHRIWKH0DUNHW5LVN
377
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
7DEOH0DUNHW5LVNLVFORVXUHXVLQJ6WDQGDUGL]HG SSURDFK
Rp Million
LTXLGLW\5LVN
Liquidity risk is the risk due to the inability of the bank to meet obligations or liabilities that have matured. This risk
is due to the failure of investment management and fund investment mismatch or a liquidity shortage which leads
UPUIFJOBCJMJUZPGUIFCBOLUPNFFUJUTmOBODJBMPCMJHBUJPOT at a predetermined time.
Liquidity risk can be categorized as follows: • Market liquidity risk, namely the risk arising from
the bank’s inability to offset a certain position with the market price due to inadequate market liquidity
conditions or market disruption; • Funding liquidity risk, namely the risk arising from the
bank’s inability to disburse its assets or obtain funding from other sources.
FWLYH 6XSHUYLVLRQ E\ WKH RDUG RI RPPLVVLRQHUVDQGWKHRDUGRILUHFWRUV
The Board of Commissioners and the Board of Directors are responsible for the effective
implementation of Liquidity Risk Management of the Bank. In relations to the active supervision
authority and responsibility of the Board of Commissioners and Board of Directors of bank
7DEHO 3HQJXQJNDSDQ 5LVLNR 3DVDU GHQJDQ 0HQJJXQDNDQ0HWRGH6WDQGDU
Rp Juta
No Keterangan
HVHPEHUHFHPEHU HVHPEHUHFHPEHU
HVFULSWLRQ bank bjb
.RQVROLGDVL
Consolidated
bank bjb .RQVROLGDVL
Consolidated
Beban 0RGDO
Capital Charge
ATMR
RWA
Beban 0RGDO
Capital Charge
ATMR
RWA
Beban 0RGDO
Capital Charge
ATMR
RWA
Beban 0RGDO
Capital Charge
ATMR
RWA
1 2
3 4
5 6
7 8
9 10
2
1 Risiko Suku Bunga
85.747 1.071.834
85.747 1.071.834
88.052 1.100.645
88.052 1.100.645
Interest Rate Risk
B3JTJLP4QFTJmL
85.747 1.071.834
85.747 1.071.834
88.052 1.100.645
88.052 1.100.645
B4QFDJmD3JTL
b. Risiko Umum -
- -
- b. General Risk
2 Risiko Nilai Tukar
8.911 111.389
8.911 111.389
5.110 63.878
5.110 63.878
Foreign Exchange Risk 3
Risiko Ekuitas -
- -
- Equity Risk
4 Risiko Komoditas
- -
- -
Commodity Risk 5
Risiko Option -
- -
- Option Risk
Total 94.658
1.183.223 94.658
1.183.223 93.162
1.164.523 93.162
1.164.523 Total
5LVLNRLNXLGLWDV
Risiko Likuiditas adalah risiko akibat ketidakmampuan bank untuk memenuhi kewajiban yang timbul atau
kewajiban yang telah jatuh tempo. Risiko ini terjadi akibat kegagalan pengelolaan sumber dana dan penanaman
dana mismatch atau kekurangan likuiditas shortage yag
mengakibatkan bank tidak mampu memenuhi kewajiban keuangannya pada waktu yang telah ditetapkan.
Risiko likuiditas dapat dikategorikan sebagai berikut: • Risiko Likuiditas Pasar, yaitu risiko yang timbul karena
bank tidak mampu melakukan offsetting posisi tertentu
dengan harga pasar karena kondisi likuiditas pasar yang tidak memadai atau terjadi gangguan di pasar
market disruption; • Risiko Likuiditas Pendanaan, yaitu risiko yang timbul
karena bank tidak mampu mencairkan asetnya atau memperoleh pendanaan dari sumber dana lain.
3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Dewan Komisaris dan Direksi bertanggungjawab atas efektivitas penerapan Manajemen Risiko
Likuiditas di Bank. Terkait wewenang dan tanggung jawab pengawasan aktif Dewan Komisaris
dan Direksi bank bjb, Dewan Komisaris dan
Direksi selalu memperoleh informasi yang jelas
RISK MANAGEMENT
378
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
mengenai evaluasi dan penerapan manajemen risiko eksposur risiko likuiditas, pemantauan limit
secara harian serta langkah-langkah yang diambil oleh Risk Taking Unit khususnya terkait adanya
pelampauan limit. Dalam pelaksanaan pengawasannya, Dewan
Komisaris dibantu oleh Komite Pemantau Risiko KPR bank yang secara berkala melakukan
pengawasan melalui koordinasi dengan Satuan Kerja Manajemen Risiko. Media koordinasi yang
digunakan dapat berupa laporan pemantauan risiko oleh SKMR yang disampaikan kepada
Komite Pemantau Risiko maupun melalui media rapat antara kedua belah pihak. Adapun
rapat yang diadakan tersebut pada umumnya membahas penerapan manajemen risiko di
bank bjb menyangkut diantaranya penerapan
pengukuran risk tolerance risiko likuiditas, stress
testing MJLVJEJUBT
QFNCBIBTBOQSPmMSJTJLPMJLVJEJUBT
yang bersifat material, dan kecukupan metodologi pengukuran yang dipergunakan Satuan Kerja
Manajemen Risiko. Pengawasan yang dilakukan oleh Direksi yaitu memantau penerapan
limit Treasury secara berkala baik terjadi pelampauan
limit breach limit maupun tidak terjadi
pelampauan limit, melakukan persetujuan atas limit yang bersifat baru ataupun perubahannya.
Pembahasan tentang pengelolaan risiko likuiditas seperti komposisi deposan inti,
NBUVSJUZ QSPmMF bank dilakukan dalam Rapat ALCO
Asset Liability Committee sedangkan pembahasan eksposur
SJTJLP MJLVJEJUBT TFQFSUJ QSPmM SJTJLP MJLVJEJUBT ZBOH bersifat material,
liquidity stress testing, dan eksposur risiko likuiditas lainnya dibahas dalam
rapat Komite Manajemen Risiko RMC. Terkait limit risiko likuiditas dan
risk appetite bank dievaluasi secara periodik namun dapat dipercepat sesuai
dengan perubahan lingkungan bisnis bank.
MANAJEMEN RISIKO
bjb, the Board of Commissioners and the Board
of Directors always obtain clear information on the evaluation and implementation of risk management
of liquidity risk exposure, supervision of limit on a daily basis as well as steps employed by the Risk
5BLJOH6OJUTQFDJmDBMMZSFMBUFEUPUIFMFOEJOHMJNJU In the implementation of its supervision, the Board
of Commissioners is assisted by the bank’s Risk Monitoring Committee RMC which periodically
conduct supervision in coordination with the Risk Management Unit. The coordination media utilized
can be in the form of risk monitoring reports by the SKMR which is submitted to the Risk Monitoring
Committee or through the media of meetings between the two parties. The meeting implemented
generally discusses the implementation of risk management in bank
bjb concerning among
others the risk tolerance measurement application of the liquidity risk, liquidity stress testing, material
MJRVJEJUZ SJTL QSPmMFT
BOE BEFRVBDZ PG UIF measurement methodology utilized by the Risk
Management Unit. Supervision carried out by the Board of Directors is through the monitoring of the
implementation of the Treasury limit periodically in the event of breach limit occurrences or not,
and the provision of limit approval that are new or after being amended. Discussions on the
management of the liquidity risk, such as the core EFQPTJUPST DPNQPTJUJPO
NBUVSJUZ QSPmMF PG UIF
bank, are carried out in the ALCO Asset Liability Committee Meeting, while discussions on the
liquidity risk exposures such as material liquidity SJTL QSPmMFT
MJRVJEJUZ TUSFTT UFTUJOH
BOE PUIFS
liquidity risk exposures are discussed in the Risk Management Committee meetings. The limit of the
bank’s market risk and risk appetite are evaluated periodically or at any time deemed needed to be
evaluated in accordance with the bank’s changing business environment.
379
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Sebagai upaya menghadapi permasalahan likuiditas mendasar, bank telah memiliki kebijakan
dan pedoman terkait penerapan manajemen risiko likuiditas. Kebijakan dan pedoman tersebut
memuat diantaranya prosedur pengukuran risiko likuiditas,
stress testing likuiditas yang memuat skenario
general market crisis dan bank TQFDJmD
crisis. Terkait kebijakan penerapan limit gap likuiditas, prosedur eskalasi pelampauan limit,
rencana kontinjensi pendanaan likuiditas, saat ini bank masih menyusun prosedur dan langkah-
langkahnya bersama risk taking unit dimana untuk
ke depannya akan dijadikan kebijakan aturan yang perlu dipatuhi oleh
risk taking unit. Penetapan limit likuiditas yang berjalan di bank yaitu penetapan
limit primary reserve, secondary reserve dan ekses
reserve GWM sedangkan untuk penetapan pagu kas di Cabang Operasional dilakukan oleh Divisi
Operasional. Satuan Kerja Manajemen Risiko selalu melakukan
evaluasi atas kebijakan, prosedur dan analisis kinerja bank terhadap limit yang diterapkan.
Adapun perubahan limit dilakukan oleh risk taking
unit untuk kemudian dilakukan evaluasi melalui pengukuran yang telah distandardisasi oleh
Satuan Kerja Manajemen Risiko.
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
Kebijakan risiko likuiditas mencakup risiko yang menyebabkan bank menderita kerugian akibat
meningkatnya biaya dana atau adanya hambatan keterbatasan dalam memenuhi kewajiban yang
KBUVI UFNQP 4FCBHJBO CFTBS USBOTBLTJ mOBOTJBM atau komitmen mempunyai dampak terhadap
likuiditas bank. Oleh karena itu, bank sangat rentan terhadap masalah likuiditas, baik bagi
bank itu sendiri maupun pengaruhnya terhadap industri perbankan secara keseluruhan. Bank
berkewajiban memenuhi kewajiban keuangannya secara tepat waktu sehingga bank harus mampu
memelihara suatu tingkat likuiditas yang memadai setiap waktu.
RISK MANAGEMENT
GHTXDF\RI3ROLF\3URFHGXUHDQGVWDEOLVKPHQW of Limit
As an effort to encounter fundamental liquidity issues, the bank has established policies and guidelines
related to liquidity risk management. The policies and guidelines contain among others procedures for
liquidity risk measurement, liquidity stress testing which JODMVEFTHFOFSBMNBSLFUDSJTJTBOECBOLTQFDJmDDSJTJT
scenarios. In relations to the policy implementation of liquidity gap limits, limit breaches escalation
procedures, funding liquidity contingency plan, the bank is currently still formulating the procedures and
methods with the risk taking unit which in the future will be used as a policy provisions which needs to be
adhered by the risk taking unit. The determination of liquidity limits which will be performed by the bank
are namely the limit determination of primary reserve, secondary reserve and excess reserve of the Statutory
Reserves while the determination of maximum cash at Operational Branches will be conducted by the
Operational Division. The Risk Management Unit continuously evaluates the
policies, procedures and performance analysis of the bank towards the applied limit. While limit changes are
conducted by the risk-taking units to then be evaluated through a measurement that has been standardized by
the Risk Management Unit.
GHTXDF\RI,GHQWLÀFDWLRQ3URFHVV0HDVXUHPHQW 0RQLWRULQJ DQG 5LVN RQWURO DV ZHOO DV 5LVN
Management Information System
Liquidity risk policy covers risks that caused the bank to suffer losses due to the rising cost of funds or the
presence of barriers limitations to meet its maturing PCMJHBUJPOT.PTUmOBODJBMUSBOTBDUJPOTPSDPNNJUNFOUT
have impacts on the liquidity of the bank. Therefore, banks are highly vulnerable to liquidity issues, both for
the bank itself and its impact on the banking industry BTBXIPMF5IFCBOLJTPCMJHFEUPNFFUJUTmOBODJBM
obligations in a timely manner, therefore, the bank must be able to maintain an adequate level of liquidity
at all times.
380
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Dalam menentukan limit risiko likuiditas, bank memperhatikan kondisi likuiditas dari aktiva-
pasiva bank. Likuiditas yang cukup besar perlu dikelola secara baik dan dijadikan indikator
dalam menerapkan limit risiko likuiditas untuk NFOEVLVOH VQBZB QFOJOHLBUBO QSPmUBCJMJUBT
bank, karena likuiditas yang cukup besar justru akan meningkatkan
idle fund dan akan merugikan bagi bank terutama bank yang didanai nasabah
korporasi. Gap likuiditas secara historis dapat dijadikan patokan dalam menentukan limit risiko
likuiditas bagi bank. Penerapan limit likuiditas yang berjalan di bank yaitu penetapan limit
primary reserve, secondary reserve dan ekses reserve GWM sedangkan untuk penetapan pagu
kas di Cabang Operasional dilakukan oleh Divisi Operasional.
Saat ini bank sedang mengembangkan sistem informasi pengukuran risiko likuiditas seperti
maturity QSPmMF
yang terintegrasi. Satuan Kerja Manajemen Risiko bersama Risk Taking Unit
dalam tahapan integrasi sistem informasi maturity
QSPmMF tersebut selalu diadakan rapat sebagai
upaya mengetahui utilisasi progres yang telah dilakukan. Sistem pelaporan
maturity QSPmMF
valas telah terintegrasi dan tervalidasi dengan memadai
sehingga pelaporannya tidak memerlukan proses manual lagi.
Sebagai langkah koordinasi manajemen bank dalam menghadapi kejadian krisis likuiditas
dikemudian hari, bank sedang menyusun Tim Manajemen Krisis Likuiditas
Liquidity Crisis Management Team sebagai langkah antisipatif
dalam menyikapi krisis likuiditas dengan menjalankan prosedur rencana pendanaan darurat
sesuai dengan kerangka kerja Contingency
Funding Plan Scenario yang telah ditetapkan berdasarkan hasil rapat ALCO
Asset Liability Committee.
MANAJEMEN RISIKO
In determining the liquidity risk limits, the bank considers the liquidity condition of the bank’s assets and
liabilities. Substantial liquidity needs to be managed well and used as indicators in the implementation of
liquidity risk limits to support the efforts to increase the QSPmUBCJMJUZPGUIFCBOL
CFDBVTFBMBSHFMJRVJEJUZXJMM
increase idle funds and would be detrimental to the bank, especially banks that are funded by corporate
customers. Historic liquidity gap can be used as a benchmark in determining the liquidity risk limits for a
bank. The implementation of liquidity limit performed by the bank are namely the limit determination of primary
reserve, secondary reserve, and excess reserve of the Statuary Reserve while the determination of maximum
cash at Operational Branches will be conducted by the Operational Division.
Currently the bank is developing a liquidity risk measurement information systems such as an
JOUFHSBUFE NBUVSJUZ QSPmMF 5IF 3JTL .BOBHFNFOU Unit along with the Risk Taking Unit in the integration
TUBHF PG UIF NBUVSJUZ QSPmMF JOGPSNBUJPO TZTUFN conduct meetings in an attempt to know the utilization
of progress that have been performed. The maturity QSPmMFPGGPSFJHODVSSFODZSFQPSUJOHTZTUFNIBTCFFO
TVGmDJFOUMZJOUFHSBUFEBOEWBMJEBUFEUIBUJUTSFQPSUJOH does not require any manual process.
As a coordinative measure by the bank’s management in facing liquidity crisis occurrences in the future,
the bank is forming the Liquidity Crisis Management Team as an anticipatory measure in response to the
liquidity crisis by executing emergency procedures in accordance with the Contingency Funding Plan
Scenario framework which has been established based on the ALCO Asset Liability Committee
meeting results.
381
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
RISK MANAGEMENT
Dalam proses pemantauan limit Risk Taking Unit, Satuan Kerja Manajemen Risiko selalu melakukan
pemantauan limit secara harian dan dilaporkan kepada Direksi secara berkala. Adapun apabila
terjadi eskalasi pelampauan limit maka akan segera dilaporkan kepada Direksi termasuk
upaya contingency plan yang akan dilakukan
oleh Risk Taking Unit. Terkait menuju implementasi Basel III yang terfokus kepada permasalahan
likuiditas, Satuan Kerja Manajemen Risiko bekerja sama dengan Unit Bisnis dan Supporting Unit
melakukan pengukuran dampak Basel III terhadap bank dengan melakukan simulasi perhitungan
rasio LCR dan NSFR yang dibutuhkan oleh bank agar terhindari dari dampak risiko likuiditas dan
kepatuhan internal maupun eksternal.
6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK
Dalam rangka pengembangan penerapan manajemen risiko yang dinamis, Satuan Kerja
Manajemen Risiko selalu melakukan evaluasi atas kebijakan, prosedur dan limit risiko likuiditas secara
berkala. Sebagai upaya pengendalian risiko pasar berupa kecukupan kebijakan dan prosedur Satuan
Kerja Manajemen Risiko, kaji ulang atas kebijakan dan prosedur dilakukan oleh unit independen baik
di internal ataupun pihak eksternal. Satuan Kerja Manajemen Risiko pun melakukan stress testing
likuiditas bank bjb dan memberikan informasi
kondisi kecukupan aset likuid yang dipandang memadai untuk mengcover penarikan dana oleh
nasabah secara tiba-tiba dan dalam jumlah besar. Laporan tersebut diinformasikan kepada Direksi
dan risk taking unit agar mendapatkan feed back
dan menciptakan risk awareness.
3HQJXQJNDSDQ.XDQWLWDWLI5LVLNRLNXLGLWDV
B 1SPmM.BUVSJUBT3VQJBIoBOLTFDBSBOEJWJEVBM In the Risk Taking Unit limit monitoring process, the
Risk Management Unit continuously monitors the daily limit and report it to the Board of Directors on
a regular basis. Limit escalation breach occurrences will be immediately reported to the Board of Directors
including contingency plan efforts which will be conducted by the Risk Taking Unit. In relations to the
implementation of Basel III, which focuses on liquidity issues, the Risk Management Unit is working with the
Business Unit and Supporting Unit in measuring the impacts of Basel III on the bank and calculate the ratio
of the LCR and NSFR required by the bank in order to avoid the impact of liquidity risk and internal and
external compliance.
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
In order to develop a dynamic risk management, the Risk Management Unit continuously evaluates the
policies, procedures and limits for liquidity risk on a regular basis. In an effort to control the market risk in
the form of the adequacy of policies and procedures of the Risk Management Unit, reviews on the policies
and procedures are carried out by an independent unit by both internal and external parties. The Risk
Management Unit also conducts bank bjb’s liquidity
stress testing and provide information on the liquid assets adequacy conditions that are deemed
TVGmDJFOUUPDPWFSBTVEEFOBOEJOMBSHFBNPVOUGVOET withdrawal by customers. The report is conveyed to
the Board of Directors and the risk taking unit in order to obtain feed back and create risk awareness.
4XDQWLWDWLYHLVFORVXUHRIWKHLTXLGLW\5LVN
B OEJWJEVBM3VQJBIoBOL.BUVSJUZ1SPmMF
382
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 5XSLDK ² DQN VHFDUD,QGLYLGXDO7DEHOD
Rp Juta
3RVSRV Post
6DQGL
Code
6DOGR
Balance
1 minggu
1 week
I. NeracaBalance Sheet
A. Aset
Assets 68.074.396
10.559.201
1. KasCash
2.720.555 2.720.555
2. Penempatan pada Bank Indonesia
Placement to Bank Indonesia 7.223.854
7.223.854 a.
Giro Current Accounts
4.913.672 4.913.672
b. SBI
- -
c. Lainnya
Other Depo Facility, Term Deposit Reverse Repo
2.310.182 2.310.182
3. Penempatan pada bank lain
Interbank placement 1.761.780
592.348 4.
Surat Berharga Securities
7.132.083 -
a. SUN
1.329.611 -
1 diperdagangkan
trading -
- 2
tersedia untuk dijual available for sale
- -
3 dimiliki hingga jatuh tempo
held to maturity 1.329.611
- 4
pinjaman yang diberikan dan piutang loans and receivables
- -
b. Surat Berharga Korporasi
Corporate Securities 5.802.472
- 1
diperdagangkan trading
722.120 -
2 tersedia untuk dijual
available for sale -
- 3
dimiliki hingga jatuh tempo held to maturity
5.080.352 -
4 pinjaman yang diberikan dan piutang
loans and receivables -
- c.
Lainnya Other
- -
5. Kredit yang Diberikan
Loans 49.207.445
22.444 a.
Belum Jatuh Tempo Non Past Due
49.207.445 22.444
b. Sudah Jatuh Tempo
Past Due -
- 6.
Tagihan Lainnya Other Receivable
28.679 -
a. Tagihan atas Surat Berharga yang dibeli dengan janji dijual kembali RR
Claims on Securities purchased under agreements to resell RR
- -
b. Lainnya
Other 28.679
- 7.
Lain-lain Others
- -
57.355.119 232.346
B. Kewajiban
Liabilities 57.587.465
36.669.803
1. Dana Pihak Ketiga
Third Party Funds 52.718.663
36.615.811 a.
Giro Current Accounts
21.337.907 21.337.907
b. Tabungan
Saving Accounts 12.383.742
12.383.742 c.
Simpanan Berjangka Time Deposits
18.997.014 2.894.162
1 Deposito on call
- -
2 Deposito berjangka
Time Deposits 18.997.014
2.894.162 3
Lainnya Other
- -
2. Kewajiban kepada Bank Indonesia
Liabilities on Bank Indonesia -
- 3.
Kewajiban kepada bank lain Liabilities on Other Bank
74.275 9.379
4. Surat Berharga yang Diterbitkan
Securities Issued 2.396.611
- a.
Obligasi Bonds
2.396.611 -
MANAJEMEN RISIKO
383
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
-DWXK7HPSR
Maturity
PLQJJX minggu
1 weeks - 2 weeks
PLQJJXEXODQ
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months
1.010.095 610.641
488.745 1.710.183
3.064.111 50.631.420
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
840.000 300.000
23.452 5.980
- -
129.982 241.382
331.885 801.436
2.224.093 3.403.305
- -
132.197 489.850
707.564 -
- -
- -
- -
- -
- -
- -
- -
132.197 489.850
707.564 -
- -
- -
- -
129.982 241.382
199.688 311.586
1.516.529 3.403.305
- -
- -
1.238 720.882
- -
- -
- -
129.982 241.382
199.688 311.586
1.515.291 2.682.423
- -
- -
- -
- -
- -
- -
40.113 69.259
133.408 902.767
840.018 47.199.436
40.113 69.259
133.408 902.767
840.018 47.199.436
- -
- -
- -
- -
- -
- 28.679
- -
- -
- -
- -
- -
- 28.679
- -
- -
- -
3.335.480 2.118.482
5.055.774 4.993.678
2.401.752 3.012.496
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
- -
- -
- -
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
- -
- -
- -
8.196 11.128
20.661 6.640
6.520 11.751
- -
- -
276.000 2.120.611
- -
- -
276.000 2.120.611
RISK MANAGEMENT
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN 2QO\ Table 9.1.a
Rp Million
384
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
3RVSRV Post
6DQGL
Code
6DOGR
Balance
1 minggu
1 week
b. Subordinasi
Subordinated -
- c.
Lainnya Other
- -
5. Pinjaman yang Diterima
Borrowings 335.000
- a.
Pinjaman Subordinasi Subordinated Borrowings
- -
b. Lainnya
Other 335.000
- 6.
Kewajiban Lainnya Other Liabilities
2.062.916 44.613
a. Kewajiban atas Surat Berharga yang dijual dengan janji dibeli kembali Repo
Liability for Securities sold under repurchase agreements Repo 2.062.916
44.613 b.
Lainnya Other
- -
7. Lain-lain
Others -
- -
6HOLVLKVHWGHQJDQ.HZDMLEDQGDODP1HUDFD LIIHUHQFHVVHWVWRLDELOLWLHVLQ
WKHDODQFH6KHHW 10.486.931
1.949.656
- II.
Rekening Administratif Off-Balance Sheet
A. 7DJLKDQ5HNHQLQJGPLQLVWUDWLI
2IIDODQFH6KHHW5HFHLYDEOHV
- -
1. Komitmen
Commitments -
- a.
Fasilitas pinjaman yang belum ditarik Undrawn borrowing facilities
- -
b. Posisi pembelian spot dan derivatif yang masih berjalan
Outstanding buying spot and derivative
- -
1 Spot
- -
2 Derivatif
- -
c. Lainnya
Other -
- 2.
Kontijensi Contingencies
- -
-
B. .HZDMLEDQ5HNHQLQJGPLQLVWUDWLI
LDELOLWLHVDODQFH6KHHW 3.083.012
445.557
1. Komitmen
Commitments 1.784.439
6.366 a.
Fasilitas pinjaman yang belum ditarik Undrawn borrowing facilities
1.736.998 906
b. Irrevocable LC yang masih berjalan
Irrevocable L C is still running 47.441
5.460 c.
Posisi pembelian spot dan derivatif yang masih berjalan Outstanding buying spot
and derivative -
- 1
Spot -
- 2
Derivatif -
- d.
Lainnya Other
- -
2. Kontijensi
Contingencies 1.298.573
439.191 -
6HOLVLK7DJLKDQGDQ.HZDMLEDQGDODP5HNHQLQJGPLQLVWUDWLI LIIHUHQFHLQ
FFRXQW5HFHLYDEOHVDQG3D\DEOHVGPLQLVWUDWLYH 3.083.012
445.557
-
6HOLVLK,,,,,, 7.403.919
26.556.159 6HOLVLK.XPXODWLI
XPXODWLYHLIIHUHQFHV 26.556.159
MANAJEMEN RISIKO
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 5XSLDK ² DQN VHFDUD,QGLYLGXDO7DEHOD
Rp Juta
385
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
-DWXK7HPSR
Maturity
PLQJJX minggu
1 weeks - 2 weeks
PLQJJXEXODQ
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months
- -
- -
- -
- -
- -
- -
- -
- -
- 335.000
- -
- -
- -
- -
- -
- 335.000
1.304.121 219.698
182.783 311.701
- -
1.304.121 219.698
182.783 311.701
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
2.636.565 1.822.487
1.768.779 348.849
850.971 11.294.663
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
63.162 91.472
204.979 457.989
390.568 1.429.285
3.008 16.084
12.495 158.235
235.895 1.352.356
3.008 15.730
10.586 148.207
206.205 1.352.356
- 354
1.909 10.028
29.690 -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
60.154 75.388
192.484 299.754
154.673 76.929
- -
- -
- -
63.162 91.472
204.979 457.989
390.568 1.429.285
- -
- -
- -
2.388.547 1.599.313
4.772.008 3.741.484
271.791 46.189.639
28.944.706 30.544.019
35.316.027 39.057.511
38.785.720 7.403.919
RISK MANAGEMENT
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN 2QO\ Table 9.1.a
Rp Million
386
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
C 1SPmM .BUVSJUBT 3VQJBI o BOL TFDBSB Konsolidasi
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 5XSLDK ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN
Tabel 9.2.a.
Rp Juta
3RVSRV Post
6DQGL
Code
6DOGR
Balance
1 minggu
1 week
I. NeracaBalance Sheet
A. Aset
Assets 68.334.201
10.814.152
1. KasCash
2.760.427 2.760.427
2. Penempatan pada Bank Indonesia
Placement to Bank Indonesia 7.432.144
7.432.144 a.
Giro Current Accounts
5.121.962 5.121.962
b. SBI
- -
c. Lainnya
Other Depo Facility, Term Deposit Reverse Repo
2.310.182 2.310.182
3. Penempatan pada bank lain
Interbank placement 1.768.569
599.137 4.
Surat Berharga Securities
7.136.937 -
a. SUN
1.329.611 -
1 diperdagangkan
trading -
- 2
tersedia untuk dijual available for sale
- -
3 dimiliki hingga jatuh tempo
held to maturity 1.329.611
- 4
pinjaman yang diberikan dan piutang loans and receivables
- -
b. Surat Berharga Korporasi
Corporate Securities 5.807.326
- 1
diperdagangkan trading
722.120 -
2 tersedia untuk dijual
available for sale -
- 3
dimiliki hingga jatuh tempo held to maturity
5.085.206 -
4 pinjaman yang diberikan dan piutang
loans and receivables -
- c.
Lainnya Other
- -
5. Kredit yang Diberikan
Loans 49.207.445
22.444 a.
Belum Jatuh Tempo Non Past Due
49.207.445 22.444
b. Sudah Jatuh Tempo
Past Due -
- 6.
Tagihan Lainnya Other Receivable
28.679 -
a. Tagihan atas Surat Berharga yang dibeli dengan janji dijual kembali RR
Claims on Securities purchased under agreements to resell RR
- -
b. Lainnya
Other 28.679
- 7.
Lain-lain Others
- -
57.355.119 1.327.927
B. Kewajiban
Liabilities 56.027.192
37.127.833
1. Dana Pihak Ketiga
Third Party Funds 53.214.999
37.112.147 a.
Giro Current Accounts
21.337.907 21.337.907
b. Tabungan
Saving Accounts 12.880.078
12.880.078 c.
Simpanan Berjangka Time Deposits
18.997.014 2.894.162
1 Deposito on call
- -
2 Deposito berjangka
Time Deposits 18.997.014
2.894.162 3
Lainnya Other
- -
2. Kewajiban kepada Bank Indonesia
Liabilities on Bank Indonesia -
- 3.
Kewajiban kepada bank lain Liabilities on Other Bank
80.582 15.686
4. Surat Berharga yang Diterbitkan
Securities Issued 2.396.611
- a.
Obligasi Bonds
2.396.611 -
b. Subordinasi
Subordinated -
- c.
Lainnya Other
- -
MANAJEMEN RISIKO
387
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
-DWXK7HPSR
Maturity
PLQJJX minggu
1 weeks - 2 weeks
PLQJJXEXODQ
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months
1.010.095 610.641
488.745 1.710.183
3.068.965 50.631.420
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
840.000 300.000
23.452 5.980
- -
129.982 241.382
331.885 801.436
2.228.947 3.403.305
- -
132.197 489.850
707.564 -
- -
- -
- -
- -
- -
- -
- -
132.197 489.850
707.564 -
- -
- -
- -
129.982 241.382
199.688 311.586
1.521.383 3.403.305
- -
- -
1.238 720.882
- -
- -
- -
129.982 241.382
199.688 311.586
1.520.145 2.682.423
- -
- -
- -
- -
- -
- -
40.113 69.259
133.408 902.767
840.018 47.199.436
40.113 69.259
133.408 902.767
840.018 47.199.436
- -
- -
- -
- -
- -
- 28.679
- -
- -
- -
- -
- -
- 28.679
- -
- -
- -
2.031.359 1.898.784
4.872.991 4.681.977
2.401.752 3.012.496
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
- -
- -
- -
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
2.023.163 1.887.656
4.852.330 4.675.337
2.119.232 545.134
- -
- -
- -
- -
- -
- -
8.196 11.128
20.661 6.640
6.520 11.751
- -
- -
276.000 2.120.611
- -
- -
276.000 2.120.611
- -
- -
- -
- -
- -
- -
RISK MANAGEMENT
C .BUVSJUZQSPmMF3VQJBIoPOTPMJEBUFEBOL
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN RQVROLGDWHG7DEOHD
Rp Million
388
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
3RVSRV Post
6DQGL
Code
6DOGR
Balance
1 minggu
1 week
5. Pinjaman yang Diterima
Borrowings 335.000
- a.
Pinjaman Subordinasi Subordinated Borrowings
- -
b. Lainnya
Other 335.000
- 6.
Kewajiban Lainnya Other Liabilities
- -
a. Kewajiban atas Surat Berharga yang dijual dengan janji dibeli kembali Repo
Liability for Securities sold under repurchase agreements Repo -
- b.
Lainnya Other
- -
7. Lain-lain
Others -
- -
6HOLVLKVHWGHQJDQ.HZDMLEDQGDODP1HUDFD LIIHUHQFHVVHWVWRLDELOLWLHVLQ
WKHDODQFH6KHHW 12.307.009
1.949.656
- II.
Rekening Administratif Off-Balance Sheet
A. 7DJLKDQ5HNHQLQJGPLQLVWUDWLI
2IIDODQFH6KHHW5HFHLYDEOHV
- -
1. Komitmen
Commitments -
- a.
Fasilitas pinjaman yang belum ditarik Undrawn borrowing facilities
- -
b. Posisi pembelian spot dan derivatif yang masih berjalan
Outstanding buying spot and derivative
- -
1 Spot
- -
2 Derivatif
- -
c. Lainnya
Other -
- 2.
Kontijensi Contingencies
- -
-
B. .HZDMLEDQ5HNHQLQJGPLQLVWUDWLI
LDELOLWLHVDODQFH6KHHW 3.083.012
445.557
1. Komitmen
Commitments 1.784.439
6.366 a.
Fasilitas pinjaman yang belum ditarik Undrawn borrowing facilities
1.736.998 906
b. Irrevocable LC yang masih berjalan
Irrevocable L C is still running 47.441
5.460 c.
Posisi pembelian spot dan derivatif yang masih berjalan Outstanding buying spot
and derivative -
- 1
Spot -
- 2
Derivatif -
- d.
Lainnya Other
- -
2. Kontijensi
Contingencies 1.298.573
439.191 -
6HOLVLK7DJLKDQGDQ.HZDMLEDQGDODP5HNHQLQJGPLQLVWUDWLI LIIHUHQFHLQ
FFRXQW5HFHLYDEOHVDQG3D\DEOHVGPLQLVWUDWLYH 3.083.012
445.557
-
6HOLVLK,,,,,, 9.223.997
26.759.238 6HOLVLK.XPXODWLI
XPXODWLYHLIIHUHQFHV 26.759.238
MANAJEMEN RISIKO
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 5XSLDK DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN
Tabel 9.2.a.
Rp Juta
389
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
-DWXK7HPSR
Maturity
PLQJJX minggu
1 weeks - 2 weeks
PLQJJXEXODQ
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months
- -
- -
- 335.000
- -
- -
- -
- -
- -
- 335.000
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
2.636.565 1.822.487
1.768.779 348.849
850.971 11.294.663
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
63.162 91.472
204.979 457.989
390.568 1.429.285
3.008 16.084
12.495 158.235
235.895 1.352.356
3.008 15.730
10.586 148.207
206.205 1.352.356
- 354
1.909 10.028
29.690 -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
60.154 75.388
192.484 299.754
154.673 76.929
- -
- -
- -
63.162 91.472
204.979 457.989
390.568 1.429.285
- -
- -
- -
1.084.426 1.379.615
4.589.225 3.429.783
276.645 46.189.639
27.843.664 29.223.279
33.812.504 37.242.287
36.965.642 9.223.997
RISK MANAGEMENT
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN RQVROLGDWHG7DEOHD
Rp Million
390
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
D 1SPmM.BUVSJUBT7BMBToBOLTFDBSBOEJWJEVBM
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 9DODV ² DQN VHFDUD.RQVROLGDVLGHQJDQ,QGLYLGXDO7DEHOE
Rp Juta
3RVSRV Post
6DOGR
Balance
-DWXK7HPSR0DWXULW\ 1 minggu
1 week
PLQJJX minggu
1 weeks - 2 week
s PLQJJX
bulan
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months I.
NeracaBalance Sheet
A. Aset
Assets
478.355 344.184
6.494 -
8.686 28.451
48.819 41.722
1. KasCash
15.319 15.319
- -
- -
- -
2. Penempatan pada Bank Indonesia
Placement to Bank Indonesia
41.378 41.378
- -
- -
- -
a. Giro Current Accounts
41.378 41.378
- -
- -
- -
b. SBI -
c. Lainnya Other
Depo Facility, Term Deposit Reverse Repo
- -
- -
- -
- -
3. Penempatan pada bank lain
Interbank placement 140.489
140.489 -
- -
- -
- 4.
Surat Berharga Securities
23.568 -
- -
- 19.857
3.710 -
a. SUN -
- -
- -
- -
- 1 Diperdagangkan
trading -
2 Tersedia untuk dijual available for sale
- 3 Dimiliki hingga jatuh tempo
held to maturity -
4 Pinjaman yang diberikan dan piutang loans
and receivables -
b. Surat Berharga Korporasi Corporate Securities
23.568 -
- -
- 19.857
3.710 -
1 Diperdagangkan trading
- -
- -
- -
- -
2 Tersedia untuk dijual available for sale
- -
- -
- -
- -
3 Dimiliki hingga jatuh tempo held to maturity
23.568 -
- -
- 19.857
3.710 -
4 Pinjaman yang diberikan dan piutang loans
and receivables -
- -
- -
- -
- c. Lainnya
Other -
- -
- -
- -
- 5.
Kredit yang Diberikan Loans
242.515 146.998
- -
93 8.593
45.109 41.722
a. Belum Jatuh Tempo Non Past Due
242.515 146.998
- -
93 8.593
45.109 41.722
b. Sudah Jatuh Tempo Past Due
- -
- -
- -
- -
6. Tagihan Lainnya
Other Receivable 15.087
- 6.494
- 8.593
- -
- a. Tagihan atas Surat Berharga yang dibeli dengan
janji dijual kembali RR Claims on Securities
purchased under agreements to resell RR -
- -
- -
- -
- b. Lainnya
Other 15.087
- 6.494
- 8.593
- -
- 7.
Lain-lain Others
- -
- -
- -
- -
637.612 11.213
B. Kewajiban
Liabilities
626.399 386.509
10.522 124.860
102.839 32
1.638 -
1. Dana Pihak Ketiga
Third Party Funds 492.967
264.809 4.028
124.860 97.601
32 1.638
- a. Giro
Current Accounts 193.826
193.826 -
- -
- -
- b. Tabungan
Saving Accounts 37.368
37.368 -
- -
- -
- c. Simpanan Berjangka
Time Deposits 261.773
33.615 4.028
124.860 97.601
32 1.638
- 1 Deposito on call
- -
- -
- -
- -
2 Deposito berjangka
Time Deposits 261.773
33.615 4.028
124.860 97.601
32 1.638
- 3 Lainnya
Other -
- -
- -
- -
- 2.
Kewajiban kepada Bank Indonesia Liabilities on
Bank Indonesia -
- -
- -
- -
- 3.
Kewajiban kepada bank lain Liabilities on Other Bank
121.700 121.700
- -
- -
- -
4. Surat Berharga yang Diterbitkan
Securities Issued -
- -
- -
- -
- a. Obligasi
Bonds -
- -
- -
- -
- b. Subordinasi
Subordinated -
- -
- -
- -
- c. Lainnya
Other -
- -
- -
- -
-
MANAJEMEN RISIKO
D 3VQJBI.BUVSJUZ1SPmMFPOTPMJEBUFEBOL
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN 2QO\ Table 9.1.b
Rp Million
391
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3RVSRV Post
6DOGR
Balance
-DWXK7HPSR0DWXULW\ 1 minggu
1 week
PLQJJX minggu
1 weeks - 2 week
s PLQJJX
bulan
2 weeks- 1 months
EXODQ
1 -3 months
EXODQ
3 - 6 months
EXODQ
6 - 12 months
12 bulan
12 months 5.
Pinjaman yang Diterima Borrowings
- -
- -
- -
- -
a. Pinjaman Subordinasi Subordinated Borrowings
- -
- -
- -
- -
b. Lainnya Other
- -
- -
- -
- -
6. Kewajiban Lainnya
Other Liabilities 11.732
- 6.494
- 5.238
- -
- a. Kewajiban atas Surat Berharga yang dijual
dengan janji dibeli kembali Repo Liability for
Securities sold under repurchase agreements Repo
11.732 -
6.494 -
5.238 -
- -
b. Lainnya Other
- -
- -
- -
- -
7. Lain-lain
Others -
- -
- -
- -
- -
- -
- -
- -
6HOLVLKVHWGHQJDQ.HZDMLEDQGDODP1HUDFD LIIHUHQFHVVHWVWRLDELOLWLHVLQWKHDODQFH
6KHHW
148.043 1.949.656
2.636.565 1.822.487
1.768.779 348.849
850.971 11.294.663
- -
- -
- -
- II.
Rekening Administratif Off-Balance Sheet -
- -
- -
- -
A. 7DJLKDQ5HNHQLQJGPLQLVWUDWLI
2IIDODQFH 6KHHW5HFHLYDEOHV
- -
- -
- -
- -
1. Komitmen
Commitments -
- -
- -
- -
- a. Fasilitas pinjaman yang belum ditarik
Undrawn borrowing facilities
- -
- -
- -
- -
b. Irrevocable LC yang masih berjalan Irrevocable
LC is still running -
- -
- -
- -
- c. Posisi pembelian spot dan derivatif yang masih
berjalan Outstanding buying spot and derivative
- -
- -
- -
- -
1 Spot -
- -
- -
- -
- 2 Derivatif
- -
- -
- -
- -
d. Lainnya Other
- -
- -
- -
- -
2. Kontijensi
Contingencies -
- -
- -
- -
436.445 13.043
2.461 1.255
30.244 188.122
165.159 36.160
B. .HZDMLEDQ5HNHQLQJGPLQLVWUDWLI
Liabilities DODQFH6KHHW
68.889 -
- -
1.714 65.834
1.298 43
1. Komitmen
Commitments 75
- -
- -
32 43
a. Fasilitas pinjaman yang belum ditarik Undrawn
borrowing facilities 68.813
- -
- 1.714
65.834 1.266
- b. Irrevocable LC yang masih berjalan
Irrevocable L C is still running
- -
- -
- -
- -
c. Posisi pembelian spot dan derivatif yang masih berjalan
Outstanding buying spot and derivative -
- -
- -
- -
- 1 Spot
- -
- -
- -
- -
2 Derivatif -
- -
- -
- -
- d. Lainnya
Other 367.557
13.043 2.461
1.255 28.530
122.288 163.861
36.118 2.
Kontijensi Contingencies
- -
- -
- -
- 436.445
13.043 2.461
1.255 30.244
188.122 165.159
36.160
6HOLVLK7DJLKDQGDQ.HZDMLEDQGDODP5HNHQLQJ GPLQLVWUDWLI
LIIHUHQFHLQFFRXQW5HFHLYDEOHV DQG3D\DEOHVGPLQLVWUDWLYH
- -
- -
- -
- 584.489
55.368 6.489
126.115 124.396
159.703 117.979
5.562
6HOLVLK,,,,,, 6HOLVLK.XPXODWLI
XPXODWLYHLIIHUHQFHV
55.368 61.857
187.973 312.369
472.072 590.051
584.489
RISK MANAGEMENT
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 9DODV ² DQN VHFDUD.RQVROLGDVLGHQJDQ,QGLYLGXDO7DEHOE
Rp Juta
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN 2QO\ Table 9.1.b
Rp Million
392
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
E 1SPmM.BUVSJUBT7BMBToBOLTFDBSB,POTPMJEBTJ
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 9DODV ² DQN VHFDUD3HUXVDKDDQQDN7DEHOE
Rp Juta
3RVSRV Post
6DOGR DODQFH
-DWXK7HPSR0DWXULW\ 1 minggu
1 week PLQJJX
minggu ZHHNV
weeks PLQJJX
bulan ZHHNV
PRQWKV EXODQ
PRQWKV EXODQ
PRQWKV EXODQ
PRQWKV 12 bulan
PRQWKV
I. NeracaBalance Sheet
A. Asset
Assets
478.355 344.184
6.494 -
8.686 28.450
48.819 41.722
1. KasCash
15.319 15.319
- -
- -
- -
2. Penempatan pada Bank Indonesia
Placement to Bank Indonesia
41.378 41.378
- -
- -
- -
a. Giro Current Accounts
41.378 41.378
- -
- -
- -
b. SBI -
- -
- -
- -
- c. Lainnya
Other Depo Facility, Term Deposit
Reverse Repo -
- -
- -
- -
- 3.
Penempatan pada bank lain Interbank placement
140.489 140.489
- -
- -
- -
4. Surat Berharga
Securities 23.567
- -
- -
19.857 3.710
- a. SUN
- -
- -
- -
- -
1 Diperdagangkan trading
- -
- -
- -
- -
2 Tersedia untuk dijual available for sale
- -
- -
- -
- -
3 Dimiliki hingga jatuh tempo held to maturity
- -
- -
- -
- -
4 Pinjaman yang diberikan dan piutang loans
and receivables -
- -
- -
- -
- b. Surat Berharga Korporasi
Corporate Securities 23.567
- -
- -
19.857 3.710
- 1 Diperdagangkan
trading -
- -
- -
- -
- 2 Tersedia untuk dijual
available for sale -
- -
- -
- -
- 3 Dimiliki hingga jatuh tempo
held to maturity 23.567
- -
- -
19.857 3.710
- 4 Pinjaman yang diberikan dan piutang
loans and receivables
- -
- -
- -
- -
c. Lainnya Other
- -
- -
- -
- -
5. Kredit yang Diberikan
Loans 242.515
146.998 -
- 93
8.593 45.109
41.722 a. Belum Jatuh Tempo
Non Past Due 242.515
146.998 -
- 93
8.593 45.109
41.722 b. Sudah Jatuh Tempo
Past Due -
- -
- -
- -
- 6.
Tagihan Lainnya Other Receivable
15.087 -
6.494 -
8.593 -
- -
a. Tagihan atas Surat Berharga yang dibeli dengan janji dijual kembali RR
Claims on Securities purchased under agreements to resell RR
- -
- -
- -
- -
b. Lainnya Other
15.087 -
6.494 -
8.593 -
- -
7. Lain-lain
Others -
- -
- -
- -
- 637.612
22.944
B. Kewajiban
Liabilities
614.668 386.509
4.028 124.860
97.601 32
1.638 -
1. Dana Pihak Ketiga
Third Party Funds 492.968
264.809 4.028
124.860 97.601
32 1.638
- a. Giro
Current Accounts 193.826
193.826 -
- -
- -
- b. Tabungan
Saving Accounts 37.368
37.368 -
- -
- -
- c. Simpanan Berjangka
Time Deposits 261.774
33.615 4.028
124.860 97.601
32 1.638
- 1 Deposito on call
- -
- -
- -
- -
2 Deposito berjangka
Time Deposits 261.774
33.615 4.028
124.860 97.601
32 1.638
- 3 Lainnya
Other -
- -
- -
- -
- 2.
Kewajiban kepada Bank Indonesia Liabilities on
Bank Indonesia -
- -
- -
- -
- 3.
Kewajiban kepada bank lain Liabilities on Other Bank
121.700 121.700
- -
- -
- -
4. Surat Berharga yang Diterbitkan
Securities Issued -
- -
- -
- -
- a. Obligasi
Bonds -
- -
- -
- -
- b. Subordinasi
Subordinated -
- -
- -
- -
- c. Lainnya
Other -
- -
- -
- -
-
E .BUVSJUZQSPmMF3VQJBIPOTPMJEBUFEBOL
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN RQVROLGDWHG7DEOHE
Rp Million
393
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3RVSRV Post
6DOGR DODQFH
-DWXK7HPSR0DWXULW\ 1 minggu
1 week PLQJJX
minggu ZHHNV
weeks PLQJJX
bulan ZHHNV
PRQWKV EXODQ
PRQWKV EXODQ
PRQWKV EXODQ
PRQWKV 12 bulan
PRQWKV
5. Pinjaman yang Diterima
Borrowings -
- -
- -
- -
- a. Pinjaman Subordinasi
Subordinated Borrowings -
- -
- -
- -
- b. Lainnya
Other -
- -
- -
- -
- 6.
Kewajiban Lainnya Other Liabilities
- -
- -
- -
- -
a. Kewajiban atas Surat Berharga yang dijual dengan janji dibeli kembali Repo
Liability for Securities sold under repurchase agreements
Repo -
- -
- -
- -
- b. Lainnya
Other -
- -
- -
- -
- 7.
Lain-lain Others
- -
- -
- -
- -
- -
- -
- -
-
6HOLVLKVHWGHQJDQ.HZDMLEDQGDODP1HUDFD LIIHUHQFHVVHWVWRLDELOLWLHVLQWKHDODQFH
6KHHW
136.313 1.949.656
2.636.565 1.822.487
1.768.779 348.849
850.971 11.294.663
- -
- -
- -
- II.
Rekening Administratif Off-Balance Sheet -
- -
- -
- -
A. 7DJLKDQ5HNHQLQJGPLQLVWUDWLI
2IIDODQFH 6KHHW5HFHLYDEOHV
- -
- -
- -
- -
1. Komitmen
Commitments -
- -
- -
- -
- a. Fasilitas pinjaman yang belum ditarik
Undrawn borrowing facilities
- -
- -
- -
- -
b. Irrevocable LC yang masih berjalan Irrevocable
LC is still running -
- -
- -
- -
- c. Posisi pembelian spot dan derivatif yang masih
berjalan Outstanding buying spot and derivative
- -
- -
- -
- -
1 Spot -
- -
- -
- -
- 2 Derivatif
- -
- -
- -
- -
d. Lainnya Other
- -
- -
- -
- -
2. Kontijensi
Contingencies -
- -
- -
- -
- -
- -
- -
- -
-
B. .HZDMLEDQ5HNHQLQJGPLQLVWUDWLI
Liabilities DODQFH6KHHW
- -
- -
- -
- -
1. Komitmen
Commitments -
- -
- -
- -
- a. Fasilitas pinjaman yang belum ditarik
Undrawn borrowing facilities
- -
- -
- -
- -
b. Irrevocable LC yang masih berjalan Irrevocable L
C is still running -
- -
- -
- -
- c. Posisi pembelian spot dan derivatif yang masih
berjalan Outstanding buying spot and derivative
- -
- -
- -
- -
1 Spot -
- -
- -
- -
- 2 Derivatif
- -
- -
- -
- -
d. Lainnya Other
- -
- -
- -
- -
2. Kontijensi
Contingencies -
- -
- -
- -
- -
- -
- -
- -
-
6HOLVLK7DJLKDQGDQ.HZDMLEDQGDODP5HNHQLQJ GPLQLVWUDWLI
LIIHUHQFHLQFFRXQW5HFHLYDEOHV DQG3D\DEOHVGPLQLVWUDWLYH
- -
- -
- -
- 136.313
42.325 2.466
124.860 88.915
28.418 47.181
41.722
6HOLVLK,,,,,, 6HOLVLK.XPXODWLI
XPXODWLYHLIIHUHQFHV
42.325 39.859
164.719 253.634
225.216 178.035
136.313
3HQJXQJNDSDQ 3URÀO 0DWXULWDV 9DODV ² DQN VHFDUD3HUXVDKDDQQDN7DEHOE
Rp Juta
LVFORVXUH RI 5XSLDK 0DWXULW\ 3URÀOH ² DQN RQVROLGDWHG7DEOHE
Rp Million
394
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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Risiko Operasional adalah risiko akibat ketidakcukupan danatau tidak berfungsinya proses internal, kesalahan
manusia, kegagalan sistem, danatau adanya kejadian- kejadian eksternal yang mempengaruhi operasional
bank. Risiko operasional melekat kepada seluruh aktivitas bank, oleh karena itu risiko operasional tidak
dapat dihilangkan namun dapat dikendalikan melalui mitigasi risiko yang memadai. Dampak kerugian dari
risiko operasional dapat berupa kerugian keuangan atau kerugian non keuangan.
Bank melakukan tata kelola mengenai pengelolaan risiko operasional yang dilakukan melalui
three line of defense yaitu risk taking unit sebagai lini pertahanan
pertama, unit kerja Operational Risk Management sebagai lini pertahanan kedua, serta Internal Audit
sebagai lini pertahanan ketiga. Lini pertahanan pertama memiliki tanggung jawab
untuk memastikan bahwa seluruh proses operasional yang dilakukan telah sesuai dengan kebijakan dan
QSPTFEVS ZBOH CFSMBLV
NFMBLVLBO JEFOUJmLBTJ SJTJLP operasional serta melakukan mitigasi atas peristiwa
kejadian risiko operasional. Lini pertahanan kedua yang berfungsi untuk mendukung dan memastikan unit
kerja pada lini pertahanan pertama telah melakukan pengelolaan risiko secara efektif. Lini pertahanan
ketiga memiliki peran untuk memastikan proses pengelolaan risiko operasional yang dilakukan oleh
lini pertahanan pertama dan kedua telah berlangsung secara efektif dalam memitigasi kejadian risiko yang
sudah terjadi maupun yang bersifat potensial agar tidak menimbulkan potensi kerugian bagi Bank.
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Dewan Komisaris dan Direksi melakukan pengawasan aktif atas manajemen risiko
operasional, antara lain melalui Komite Risiko baik yang berada pada level komisaris maupun direksi.
Dalam pelaksanaan pengawasan aktif yang dilakukan Dewan Komisaris, dilakukan melalui
Komite Pemantau Risiko. Sementara pada tingkat Direksi dilakukan melalui Komite Manajemen
Risiko yang antara lain membahas mengenai
2SHUDWLRQDO5LVN
0QFSBUJPOBM SJTL JT SJTLT EVF UP JOTVGmDJFOU BOE PS failed internal processes, human error, system failure,
and or the existence of external events affecting the operations of the bank. Operational risks are inherent
to all bank activities, therefore operational risks can not be eliminated but can be controlled through adequate
risk mitigations. The impact of operational risk losses DBO CF JO UIF GPSN PG mOBODJBM MPTT PS OPOmOBODJBM
loss. The bank conducts governance on the management
of operational risk, performed through the three line of EFGFOTF
OBNFMZUIFSJTLUBLJOHVOJUBTUIFmSTUMJOFPG
defense, the Operational Risk Management unit as the second line of defense, as well as the Internal Audit as
the third line of defense. 5IF mSTU MJOF PG EFGFOTF IBT UIF SFTQPOTJCJMJUZ UP
ensure that all operational processes are carried out in compliance with the applicable policies and
QSPDFEVSFT
DPOEVDUJOHPQFSBUJPOBMSJTLJEFOUJmDBUJPO as well as conducting mitigations on operational risk
occurrence events. The second line of defense which TFSWFTUPTVQQPSUBOEFOTVSFUIFXPSLVOJUJOUIFmSTU
line of defense has conducted the management of risk effectively. The third line of defense has a role to
ensure that the operational risk management process DPOEVDUFE CZ UIF mSTU BOE TFDPOE MJOF PG EFGFOTF
has been effective in mitigating risk events that have already occurred and that are potential in order to
avoid the potential loss to the Bank.
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The Board of Commissioners and the Board of Directors conduct active supervision on the
management of operational risk at the level of both the commissioners and directors. In the implementation
of active supervision conducted by the Board of Commissioners, is conducted by the Risk Monitoring
Committee. While at the level of Directors is conducted by the Risk Management Committee which among
other things discussed the bank’s risk management
395
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
kebijakan manajemen risiko bank. Dalam rangka meminimalisir kejadian
fraud, Direksi melakukan sosialisasi kepada seluruh karyawan mengenai
pencegahan terkait fraud sebagai langkah untuk
meningkatkan awareness karyawan mengenai
kejadian fraud.
Bank memiliki unit kerja independen yang melaksanakan pengelolaan manajemen risiko
operasional secara bankwide yaitu Grup Risiko
Operasional yang berada di bawah Divisi Manajemen Risiko. Unit ini memiliki peran dalam
menetapkan standar dan kebijakan pengelolaan risiko operasional, dan berhubungan serta
berkoordinasi dengan seluruh unit bisnis dan supporting unit untuk memastikan langkah mitigasi
yang dilakukan telah cukup dan memadai untuk mencegah potensi risiko operasional.
Bank melakukan pengelolaan risiko operasional pada seluruh aktivitas, dimana seluruh karyawan
wajib berperan serta dalam mengelola risiko operasional pada unit kerja masing-masing
serta memperhatikan kontrol yang efektif untuk mengantisipasi kemungkinan terjadinya risiko
yang dapat merugikan bank.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman manajemen risiko operasional yang secara berkala
dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank tersebut.
Selain itu bank juga telah memiliki kebijakan lain terkait manajemen risiko operasional, diantaranya
kebijakan anti fraud, kebijakan Business Continuity
Management yang didalamnya meliputi Business Continuity Plan sebagai prosedur kelangsungan
usaha Bank, Emergency Response Plan sebagai
prosedur tanggap darurat bencana dalam rangka penyelamatan data dan asset serta
Disaster Recovery Plan sebagai prosedur kelangsungan
sistem dan infrastruktur pendukung Teknologi Informasi, Kebijakan pengelolaan Teknologi
Informasi. Disamping itu terkait dengan kebijakan pengembangan produk dan aktivitas baru terlebih
dahulu dilakukan analisa untuk menilai risiko yang melekat terhadap aktivitasproduk tersebut.
policies. In order to minimize the incidence of fraud, the Board of Directors performs disseminations to all
employees regarding the preventions related to fraud as a way to increase employees’ awareness on the
incidence of fraud. The Bank has an independent unit carrying out
the bankwide management of operational risk management, namely the Operational Risk Group
which is under the Risk Management Division. This unit has a role in setting operational risk management
standards and policies, and have relations and coordinations with all business units and supporting
units to ensure that the mitigation measures conducted IBWFCFFOTVGmDJFOUBOEBEFRVBUFUPQSFWFOUQPUFOUJBM
operational risks. The Bank manages operational risk in all activities,
in which all employees are required to participate in managing operational risk in their respective work unit
as well as with regards to effective control to anticipate risks that may be detrimental to the bank.
GHTXDF\RI3ROLF\3URFHGXUHDQGVWDEOLVKPHQW of Limit
The bank has an operational risk management policy and guidelines that are updated and evaluated
regularly on the bank’s risk management policies and guidelines. In addition, the bank also has other policies
related to the management of operational risk, including anti-fraud policy, the Business Continuity Management
policy in which includes the Business Continuity Plan as the Bank’s business continuity procedures,
Emergency Response Plan as an emergency response procedures in order to rescue data and assets as
well as the Disaster Recovery Plan as the system sustainability procedures, and Information Technology
supporting infrastructures, the Information Technology management Policies. In addition, related to the new
products and activities development, prior analysis to assess the risks inherent to the activityproduct is
conducted.
396
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Bank memiliki prosedur operasional untuk proses aktivitas kegiatan operasional bank yang harus
dilaksanakan oleh setiap unit kerja dengan memperhatikan sistem pengendalian intern
yang memadai sehingga dapat meminimalisir kemungkinan terjadinya risiko operasional pada
bank. Selain itu bank memiliki kebijakan terkait limit kewenangan dalam kegiatan operasional,
pemisahan tugas dan tanggung jawab pada setiap level jabatan, serta adanya
approval untuk setiap eskalasi.
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Sistem Informasi Manajemen Risiko
Dalam mendukung penerapan majemen risiko PQFSBTJPOBMVOUVLQSPTFTJEFOUJmLBTJ
QFOHVLVSBO
pemantauan, dan pengendalian Risiko, bank telah mengembangkan alat bantu manajemen risiko
yaitu: -
Risk Control Self Assessment RCSA merupakan penilaian sendiri untuk mengukur
eksposur risiko dari kumpulan risk register
sebagai analisis potensi risiko dari kegiatan operasional bank. Penilaian RCSA mencakup
assessment untuk sistem pengendalian risiko yang telah diimplementasikan bank
- Key Risk Indicator merupakan tools yang
digunakan untuk mengukur eksposur risiko melalui pengukuran terhadap indikator risiko
yang ditetapkan sebagai key risk sebagai early
warning dalam mendeteksi potensi-potensi risiko.
- Loss Event Database merupakan pengumpulan
data peristiwa risiko yang terjadi. Data ini bertujuan sebagai pemenuhan internal
loss database sehingga bank memiliki data
kerugian yang pernah terjadi pada bank selain itu data tersebut juga dapat digunakan untuk
pengukuran kecukupan modal dengan metode yang lebih
advance. The Bank has an operational procedure for the activities
of bank operations to be performed by each unit of work by observing an adequate internal control system
so as to minimize the likelihood of operational risk at the bank. In addition the bank has a policy related
to the operations of the authority limit, separation of duties and responsibilities at each level positions, as
well as the approval for any escalation.
GHTXDF\RI,GHQWLÀFDWLRQ3URFHVV0HDVXUHPHQW 0RQLWRULQJ DQG 5LVN RQWURO DV ZHOO DV 5LVN
Management Information System
In support of the application of operational risk NBOBHFNFOU GPS UIF QSPDFTT PG JEFOUJmDBUJPO
measurement, monitoring, and controlling risks, the bank has developed risk management instruments,
namely: - Risk Control Self Assessment RCSA which is a
self- assessment to measure the risk exposure of a set of risk registers as an analysis of the potential
risks of bank operations. RCSA assessment includes an assessment of the risk control system
which has been implemented in the bank -
Key Risk Indicator is a tool that is used to measure the risk exposure through measurement against
risk indicators that are set as key risks as an early warning in detecting potential risks.
- Loss Event Database is a data collection of occurred risk events. This data is intended as a
GVMmMMNFOU PG JOUFSOBM MPTT EBUBCBTF UIFSFGPSF UIF bank has the data of loss which occurred to the
bank, in addition the data can also be used for the measurement of capital adequacy with more
advanced methods.
397
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Disamping itu bank telah menjadi anggota Konsorsium Data Kerugian Eksternal KDKE,
dimana dalam konsorsium tersebut menyediakan database risk event yang terjadi pada bank lain
yang tergabung dalam konsorsium tersebut dengan tetap menjaga kerahasian bank tersebut.
Keikutsertaan dalam konsorsium tersebut merupakan salah satu cara untu melakukan
JEFOUJmLBTJ SJTJLP TFSUB NFOJOHLBULBO awareness
terhadap risk event yang terjadi pada bank lain.
1SPTFT JEFOUJmLBTJ
QFOHVLVSBO
QFNBOUBVBO dan pengendalian risiko operasional tersebut
diperlukan dukungan infrastruktur dan sumber daya manusia yang memadai sesuai dengan
lingkup dan kompleksitas bisnis bank. Untuk pengukuran risiko operasional yang
terkait dengan alokasi modal dan ATMR risiko operasional, maka bank dilakukan perhitungan
dengan metode Basic Indicator Approach sesuai
dengan ketentuan dari regulator.
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DQNVHFDUD,QGLYLGXDO7DEHOD
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No Kategori Portofolio
Portfolio DWHJRU\
HVHPEHUHFHPEHU HVHPEHUHFHPEHU
3HQGDSDWDQ UXWR5DWD
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Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
3HQGDSDWDQ UXWR5DWD
UDWDWDKXQ WHUDNKLU
Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
1 2
3 4
5 6
7 8
1 Pendekatan Indikator Dasar
Basic Indicator Approach 3.841.955
576.293 7.203.666
3.335.531 500.330
6.254.121
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Anak Tabel 8.1.b.
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No Kategori Portofolio
Portfolio DWHJRU\
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Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
3HQGDSDWDQ UXWR5DWD
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Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
1 2
3 4
5 6
7 8
1 Pendekatan Indikator Dasar
Basic Indicator Approach 3.841.955
576.293 7.203.666
3.335.531 500.330
6.254.121
In addition, the bank has become a member of the External Data Loses Consortium KDKE, in which
the consortium provides a database of risk events which occurred at other banks that are members of
UIFDPOTPSUJVNXIJMFNBJOUBJOJOHUIFDPOmEFOUJBMJUZPG the bank. Participation in the consortium is one way
UP DPOEVDU B SJTL JEFOUJmDBUJPO BT XFMM BT JODSFBTJOH awareness on risk event which occurred at other
banks. 5IF QSPDFTT PG JEFOUJmDBUJPO
NFBTVSFNFOU
monitoring and operational risk control requires the support of necessary infrastructures and adequate
human resources in accordance with the scope and complexity of the bank’s business.
To assess operational risk associated with capital allocation and the RWA of operational risk, the bank
performed calculations with the Basic Indicator Approach method in accordance with the provisions of
the regulator.
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Only Table 8.1.a
Rp Million
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Rp Million
398
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Dalam penyajian informasi mengenai risiko operasional yang dihadapi, bank telah menyusun
beberapa pelaporan mengenai eksposur SJTJLP PQFSBTJPOBM EJBOUBSBOZB ZBJUV QSPmM SJTJLP
operasional secara bankwide yang disusun
secara berkala, selain itu bank juga membuat laporan secara rutin mengenai kejadian risiko
operasional berdasarkan data yang diperoleh dari
tools manajemen risiko, terdapat juga laporan risiko secara insidental yang dibuat sesuai dengan
kebutuhan berdasdarkan risk event yang terjadi.
6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK 6LVWHPSHQJHQGDOLDQLQWHUQDOGDODPSHQHUDSDQ
PDQDMHPHQULVLNRPHQFDNXS
• Prosedur operasional yang sesuai dengan proses aktivitas kegiatan operasional bank
sehingga dapat meminimalisir kemungkinan terjadinya risiko operasional pada bank.
• Kebijakan terkait limit kewenangan dalam kegiatan operasional, pemisahan tugas dan
tanggung jawab pada setiap level jabatan, serta adanya
approval untuk setiap eskalasi. • Pemisahan fungsi yang jelas antara antara unit
bisnis dan unit pendukung dengan unit yang melaksanakan fungsi pengendalian.
E. Risiko Hukum
Risiko Hukum adalah risiko akibat tuntutan hukum danatau kelemahan aspek yuridis. Kelemahan aspek
yuridis antara lain disebabkan adanya tuntutan hukum, ketiadaan peraturan perundang-undangan yang
mendukung, atau kelemahan perikatan seperti tidak dipenuhinya syarat sahnya kontrak dan pengikatan
agunan yang tidak sempurna. Risiko hukum antara lain dapat bersumber dari pada operasional, perjanjian
dengan pihak ketiga, ketidakpastian hukum dan kelalaian penerapan hukum, hambatan dalam proses
litigasi untuk penyelesaian klaim, serta masalah yurisdiksi antar negara.
3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Para pihak yang berkepentingan terkait dengan risiko hukum yaitu Dewan Komisaris, Direksi dan
In presenting the information on operational risks faced, the bank has developed a number reports
on operational risk exposure among others, CBOLXJEFPQFSBUJPOBMSJTLQSPmMFUIBUJTQSFQBSFE
periodically, in addition, the bank also create reports on a regular basis on operational risk events
based on data obtained from the risk management tools, there are also incidental risk reports that are
made in accordance with the requirements based on occurring risk events.
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LPSOHPHQWDWLRQRIULVNPDQDJHPHQWLQFOXGH •
Operational procedures that are in accordance with the activities of bank operations so as to
minimize the likelihood of the bank’s operational risk.
• Policies related to the limit authority in operational activities, separation of duties and
responsibilities at each level positions, as well as the existence of approval for any escalation.
• A clear separation of functions between the business units and the supporting units with
units that perform the control functions.
E. Legal Risk
Legal risk is the risk due to lawsuits andor weakness in the juridical aspects. Weakness in the juridical
aspects are among others due to lawsuit, the absence of supporting laws and regulations, or contract
weaknesses such as non-compliance with the terms of the contract’s validity and imperfect collateral contract.
Legal risks can be derived from, among others, the operation, the agreement with the third party, legal
uncertainties and the negligence in the application of the law, the obstacles in the litigation process for the
settlement of claims, as well as jurisdictional issues between countries.
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Stakeholders associated with the legal risk are the Board of Commissioners, Directors and all
399
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
seluruh karyawan bank, dimana para pihak tersebut bertanggung jawab dalam pengelolaan risiko
hukum. Dewan Komisaris dan Direksi memantau risiko hukum antara lain melalui pelaporan risiko
hukum serta laporan lainnya yang berkaitan dengan legal. Dalam pelkasanaan pengelolaan
risiko hukum bank telah memiliki unit kerja khusus yang menangani permasalahan di bidang hukum
yang terdiri dari bagian litigasi dan non litigasi. Unit yang menjalankan fungsi pengelolaan tersebut
risiko hukum tersebut adalah Divisi Hukum yang berada di bawah Direktorat Operasional dan telah
terpisah dari fungsi pengelolaan risiko kepatuhan.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman Manajemen risiko hukum yang secara berkala
dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank
tersebut. Selain itu bank juga telah memiliki kebijakan dan prosedur dalam pengelolaan di
bidang hukum untuk memastikan bahwa aktivitas bank telah sesuai dengan ketentuan perundang-
undangan serta peraturan lainnya yang berlaku, sehingga bank dapat terhindar dari risiko hukum.
Selain itu bank telah memiliki standardisasi dokumen hukum bagi produk dan layanan bank
yang dilakukan review secara berkala sesuai
dengan perkembangan bisnis bank. Bank juga melakukan kajian risiko hukum untuk setiap
produk dan aktivitas baru sebagai langkah untuk memitigasi risiko hukum.
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
Dalam kecukupan proses penerapan manajemen SJTJLP
CBOL NFMBLVLBO JEFOUJmLBTJ
QFOHVLVSBO
pemantauan dan pengendalian atas risiko hukum oleh Divisi Hukum. Divisi Hukum tersebut bertindak
sebagai “ legal watch” yang menyediakan analisis
advis hukum kepada seluruh pegawai pada setiap jenjang organisasi, selain itu juga berfungsi dalam
employees of the bank, where the parties are responsible for the management of legal risk.
The Board of Commissioners and the Board of Directors monitors the legal risks, among
others, through the legal risk reporting and other reports relating to legal. In the implementation of
legal risk management, the bank has a special unit that handles legal issues which consists of
litigation and non-litigation division. The units performing the legal risk management function is
the Legal Division which is under the Directorate of Operations and has been separated from the
compliance risk management functions.
GHTXDF\ RI 3ROLF\ 3URFHGXUH DQG VWDEOLVKPHQWRILPLW
The bank has a legal risk management policy and guidelines that are updated and evaluated
regularly on the bank’s risk management policies and guidelines. In addition, the bank also has
other policies related to the management of legal risk to ensure that the bank’s activities have been in
accordance with the provisions of the regulations as well as other applicable legislations, therefore
the bank will be able to avoid legal risks. In addition, the bank has had a standardized
legal documents for products and services of the bank which are reviewed on a regular basis in
accordance with the bank’s business development. The bank also perform legal risk assessments for
each new products and activities as a measure to mitigate the legal risk.
GHTXDF\ LQ WKH 3URFHVV RI ,GHQWLÀFDWLRQ 0HDVXUHPHQW0RQLWRULQJDQG5LVNRQWURODV
well as Risk Management Information System
In terms of the adequacy of risk management implementation process, the bank conducts
JEFOUJmDBUJPO
NFBTVSFNFOU
NPOJUPSJOH BOE control of legal risk through the Legal Division. The
Legal Division acts as a “legal watch” that provides analysis legal advice to all employees at every
level of the organization, also serves to provide a
400
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
memberikan opini legal dalam setiap perjanjian kerja sama yang akan dilakukan oleh bank. Bank
dalam melakukan pengelolaan risiko hukum dibantu oleh konsultan hukum untuk penanganan
kasus hukum yang terjadi, dimana hal tersebut dilakukan untuk memitigasi dampak risiko hukum
yang lebih luas. Dalam melakukan pengendalian risiko hukum
bank melakukan beberapa hal diantaranya yaitu: -
Proses kajian hukum dan pemberian opini atas produk serta layanan bank termasuk aktivitas
dan produk baru - Terdapat standardisasi dokumen hukum bagi
produk dan layanan bank - Kaji ulang terhadap dokumen-dokumen
legal yang berlaku yang disesuaikan dengan perkembangan bisnis
- Kebijakan dan prosedur hukum yang memadai
- Melakukan penanganan kasus hukum yang dibantu juga oleh konsultan hukum apabila
diperlukan -
Membantu unit-unit terkait dalam penanganan kasus hukum
- Memberikan informasi dan pengetahuan hukum kepada unit-unit terkait
- Mendokumentasikan setiap kejadian risiko hukum dan jumlah potensi kerugian akibat
risiko hukum tersebut.
6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK
Sistem pengendalian internal yang menyeluruh dalam proses pelaksanaan manajemen risiko
hukum dilaksanakan secara berkala oleh Divisi Hukum dan berkoordinasi dengan Satuan Kerja
Manajemen Risiko dan Satuan Kerja Audit Internal.
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Risiko Kepatuhan adalah risiko akibat bank tidak memenuhi danatau tidak melaksanakan peraturan
perundang-undangan dan ketentuan yang berlaku. Pengelolaan risiko kepatuhan dilakukan melalui
penerapan sistem pengendalian intern yang konsisten. legal opinion on any collaboration agreement to
be performed by the bank. In managing the legal risk, the bank is assisted by a legal counsel for
the handling of legal issues that occur, in which it is conducted to mitigate the impact of a broader
legal risks. In conducting the legal risk control, the bank conducts
several things such as: - Legal review process and providing opinion on
the bank’s products and services including new activities and products
- Standardized legal documents for the bank’s products and services
- Review of the prevailing legal documents that are
tailored to the business development -
Adequate legal policies and procedures - Handling legal cases which is also assisted by
legal counsel if necessary -
Assist related units in handling legal cases - Provide legal information and knowledge to
relevant units - Document every legal risk occurrence and the
amount of potential loss due to the legal risks
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
Comprehensive internal control system in the implementation process of the legal risk
management is conducted periodically by the Legal Division and in coordination with the Risk
Management Unit and the Internal Audit Unit.
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Compliance risk is the risk due to the inability of the bank to comply andor implement the applicable
legislations and regulations. Compliance risk management is conducted through the application of
a consistent internal control system.
401
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Para pihak yang berkepentingan terkait dengan risiko Kepatuhan yaitu Dewan Komisaris,
Direksi dan seluruh karyawan bank, dimana para pihak tersebut bertanggungjawab dalam
pengelolaan risiko kepatuhan. Penerapan prinsip dan budaya kepatuhan dimulai dari komitmen
Dewan komisaris dan Direksi untuk memenuhi seluruh ketentuan yang berlaku. Kepatuhan
terhadap ketentuan dan peraturan yang berlaku merupakan tanggung jawab dari seluruh jajaran
organisasi termasuk Dewan Komisaris, Direksi dan seluruh karyawan.
Struktur organisasi dalam melakukan pengelolaan risiko kepatuhan, bank telah membentuk unit
kerja kepatuhan yaitu Divisi Kepatuhan yang bertanggung jawab untuk memastikan bahwa
seluruh unit yang ada di bank telah mematuhi pada peraturan-peraturan tersebut. Sementara
penanggung jawab atas kepatuhan suatu unit terhadap setiap peraturan yang berlaku berada
pada setiap risk taking unit.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman Manajemen risiko kepatuhan yang secara
berkala dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen
risiko bank tersebut. Selain itu bank juga telah memiliki kebijakan mengenai Kebijakan Program
Anti Pencucian Uang APU dan Pencegahan Pendanaan Terorisme PPT yang diantaranya
membahas mengenai transaksi-transaksi yang mencurigakan serta pengkinian data nasabah,
,FCJKBLBO NFOHFOBJ 1FOHFOEBMJBO SBUJmLBTJ yang bekerja sama dengan Komisi Pemberantasan
Korupsi KPK dan terdapat Prosedur Kepatuhan untuk unit kerja.
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Stakeholders associated with the Compliance risk are the Board of Commissioners, Directors and
all employees of the bank, where the parties are responsible for the management of compliance
risk. Application of the compliance principles and culture starts from the commitment of the
Board of Commissioners and the Board of Directors to comply with all applicable regulations.
Compliance to the applicable rules and regulations is the responsibility of all levels of the organization
including the Board of Commissioners, the Board of Directors, and all employees.
The organizational structure in managing compliance risk, the bank has established a
compliance unit, namely the Compliance Division which is responsible to ensure all units in the bank
has complied with these regulations. While the party Responsible for the compliance of a unit to
any applicable regulations are in each risk taking unit.
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The bank has a compliance risk management policy and guidelines that are updated and
evaluated regularly on the policies and guidelines of the bank’s risk management. In addition, the
bank also has a policy regarding the Anti Money Laundering AML and Countering the Financing of
Terrorism CFT Policy, in which discussed among others suspicious transactions as well as updating
the customer data, Policy on Gratuity Control in cooperation with the Corruption Eradication
Commission KPK and the presence of the Compliance Procedure for work units.
402
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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Bank telah memiliki kebijakan mengenai pelaporan kepatuhan melalui
compliance sheet kepada unit kerja terkait. Selain itu terkait dengan produk dan
aktivitas baru terlebih dahulu dilakukan analisa untuk menilai kepatuhan terhadap ketentuan
yang berlaku dalam penerbitan produkaktivitas tersebut.
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
Dalam kecukupan penerapan proses manajemen SJTJLP
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pemantauan dan pengendalian atas risiko kepatuhan melalui
risk taking unit. Dalam NFMBLVLBOJEFOUJmLBTJTFSUBQFOHVLVSBOBUBTSJTJLP
kepatuhan dilakukan oleh unit kerja kepatuhan dengan melakukan pemantauan atas penerapan
kepatuhan di semua unit kerja. Dalam melakukan pengendalian risiko kepatuhan
bank melakukan beberapa hal diantaranya yaitu: - Melakukan kajian terhadap kebijakan dan
prosedur internal bank, serta pengajuan produk dan aktivitas baru
- Melakukan sosialisasi peraturan dan perundang-undangan yang berlaku kepada
karyawan untuk mendukung terciptanya budaya kepatuhan.
- Melakukan pemantauan atas pelaksanaan prinsip kehati-hatian bank.
- Melakukan pemantauan atas Risiko Kepatuhan.
- Implementasi Program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme APU-
PPT 5FSEBQBU LFCJKBLBO QFOHFOEBMJBO HSBUJmLBTJ
ZBOH EJLFMPMB 6OJU 1FOHFOEBMJBO SBUJmLBTJ yang bekerja sama dengan Komisi
Pemberantasan Korupsi KPK termasuk sosialisasi kepada karyawan untuk
meningkatkan awareness karyawan terkait
QFOHFOEBMJBOHSBUJmLBTJ -
Melakukan sosialisasi atas peraturan eksternal terbaru kepada unit kerja.
The bank has a policy in reporting compliance through the compliance sheet to related units. In
relations to new products and activities, analysis to assess compliance with the applicable provisions
is conducted prior to the issuance of the product activity.
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In the process of risk management adequacy, UIF CBOL DPOEVDUT JEFOUJmDBUJPO
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monitoring and control of compliance risk through UIF SJTL UBLJOH VOJU O UIF JEFOUJmDBUJPO BOE
measurement of the compliance risk carried out by the compliance unit to monitor the implementation
of compliance in all work units. In controlling compliance risk, the bank conducts
several things such as: - Reviewing of the bank’s internal policies and
procedures, as well as the proposal of new products and activities
- Socializing the applicable rules and regulations to
employees to support the creation of a culture of compliance.
- Monitoring the implementation of the bank’s prudent principles.
- Monitoring the Compliance Risk.
- Implementation of the Anti-Money Laundering and
Countering the Financing of Terrorism AML-CFT -
The existence of gratuity control policies managed by the Gratuity Control Unit in cooperation with
the Corruption Eradication Commission KPK including dissemination to employees to increase
employees’ awareness regarding gratuity control. - Socializing the latest external regulations to the
work units.
403
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Dalam penyajian informasi mengenai risiko kepatuhan yang dihadapi, bank telah menyusun
beberapa pelaporan-pelaporan mengenai FLTQPTVSSJTJLPLFQBUVIBOEJBOUBSBOZBZBJUVQSPmM
risiko kepatuhan secara bankwide yang disusun
secara berkala, selain itu bank juga membuat laporan secara rutin mengenai kejadian risiko
kepatuhan berdasarkan data yang diperoleh dari tools manajemen risiko, terdapat juga laporan
penerapan kepatuhan kepada manajemen
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Sistem pengendalian internal yang menyeluruh dalam proses pelaksanaan manajemen risiko
hukum dilaksanakan secara berkala oleh Divisi Kepatuhan dan berkoordinasi dengan Satua Kerja
Manajemen Risiko dan Satuan Kerja Audit Internal.
G. Risiko Stratejik
Risiko Stratejik adalah risiko akibat ketidaktepatan dalam pengambilan danatau pelaksanaan
suatu keputusan stratejik serta kegagalan dalam mengantisipasi perubahan perubahan lingkungan
bisnis. Risiko ini timbul antara lain karena bank menerapkan strategi yang kurang sejalan dengan
visi dan misi bank, melakukan analisis lingkungan stratejik yang kurang komprehensif danatau
terdapat ketidaksesuaian rencana stratejik. Selain itu risiko stratejik juga timbul karena kegagalan
dalam mengantisipasi perubahan lingkungan bisnis, mencakup kegagalan dalam mengantisipasi
perubahan teknologi, perubahan kondisi ekonomi makro, dinamika kompetisi di pasar, dan perubahan
kebijakan dari regulator.
3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Dewan Komisaris dan Direksi melakukan penetapan serta pengarahan mengenai strategi bisnis bank
sesuai dengan tugas dan kewenangannya. Dalam melakukan strategi bisnis tersebut disesuaikan
dengan tingkat risiko yang dapat diterima oleh bank. Selain itu, Bank juga melakukan penyesuaian
In presenting information on compliance risks faced, the bank has developed a number of reportings on
compliance risk exposure among others bankwide DPNQMJBODFSJTLQSPmMFUIBUJTDSFBUFEQFSJPEJDBMMZ
JO
addition, the bank also prepares regular reports on compliance risk events based on data obtained from
the risk management’s tools, there are also reports of adherence implementation to the management
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
A comprehensive internal control system in the process of legal risk management implementation
is carried out periodically by the Compliance Division in coordination with the Risk Management
Unit and the Internal Audit Unit.
6WUDWHJLF5LVN
Strategic risk is the risk due to inaccuracies in the making and or implementation of a strategic decision
as well as failure to anticipate changes in the business environment. This risk arises partly because the
bank’s strategy is not in line with the bank’s vision and mission, strategic environmental analysis that is less
comprehensive, and or a strategic plan mismatch. In addition, strategic risk also arises due to the failure
to anticipate changes in the business environment, including failures to anticipate changes in technology,
changes in the macroeconomic conditions, the competition dynamics in the market, and policy
changes from the regulator.
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The Board of Commissioners and the Board of Directors determine as well as direct the bank’s
business strategy in accordance with their duties and authority. In its implementation, the business
strategy is tailored to the level of risk that is tolerable by the bank. In addition, the Bank also
404
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
strategi-strategi jangka pendek, jangka menengah maupun jangka panjang sejalan dengan arah
bisnis dan perkembangan kondisi internal serta perkembangan kondisi eksternal.
Dalam menerapkan strategi bisnis tersebut dituangkan dalam rencana bisnis bank RBB yang
penyusunannya ditetapkan oleh Direksi dengan meminta persetujuan dari Dewan Komisaris.
Direksi mengarahkan kepada masing-masing unit kerja untuk mengimplementasikan rencana bisnis
bank tersebut untuk mencapai tujuan yang telah ditetapkan.
Dalam melakukan pengelolaan strategi bank, Direksi dibantu oleh Divisi Perencanaan Strategis
dalam memonitor implementasi strategi bank termasuk implementasi rencana bisnis bank.
Selain itu dilakukan analisa implementasi rencana bisnis dan melaporkan hasil analisa kepada
Direksi. Seluruh unit bisnisunit pendukung bertanggung
jawab dalam membantu Direksi menyusun perencanaan stratejik dan mengimplementasikan
strategi yang telah ditetapkan secara efektif. Unit-unit tersebut juga bertanggung jawab untuk
memastikan bahwa pengelolaan risiko stratejik telah sesuai dengan kebijakan yang telah
ditetapkan.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman manajemen risiko stratejik yang secara berkala
dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank
tersebut. Penyusunan rencana bisnis bank RBB merupakan perencanaan strategis untuk mencapai
tujuan yang telah bank tetapkan. Sehingga dalam penyusunan kebijakan disesuaikan dengan
rencana bisnis bank yang dapat mendukung dalam pencapaian tujuan strategis bank.
performs adjustments to short term, medium term and long term strategies in line with the direction of
the business and the development of internal and external conditions.
In the implementation, the business strategies are outlined in the bank’s business plan RBB, in which
the preparation was determined by the Board of Directors and requesting the approval of the Board
of Commissioners. The Board of Directors directs each work unit to implement the bank’s business
plan to achieve its intended purpose. In conducting the bank’s strategy management,
the Board of Directors is assisted by the Strategic Planning Division in monitoring the implementation
of the bank’s strategy, including the implementation of the bank’s business plan. Furthermore, the
business plan implementation analysis and the reporting of the analysis results to the Board of
Directors are also conducted. All busines supporting units are responsible
for assisting the Board of Directors to prepare the strategic planning and implementing the
determined strategy effectively. These units are also responsible for ensuring that the strategic risk
management is in accordance with the established policy.
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The bank has had strategic risk management policies and guidelines that are updated and
evaluated regularly on policies and guidelines of the bank’s risk management. The preparation
of the bank’s business plan RBB is a strategic planning to achieve the goals that have been set
by the bank. Thus, the preparation of policies are tailored to the bank’s business plan to support
the achievement of the strategic objectives of the bank.
405
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
Dalam kecukupan penerapan proses manajemen SJTJLP
CBOL NFMBLVLBO JEFOUJmLBTJ
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pemantauan dan pengendalian atas risiko TUSBUFKJLBOLNFMBLVLBOJEFOUJmLBTJ
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dan pemantauan risiko stratejik dengan melakukan pemantauan atas pencapaian kinerja
bank dengan rencana bisnis bank yang telah ditetapkan, selain itu bank memperhatikan
perubahan kondisi lingkungan bisnis untuk dilakukan penyesuaian kepada strategi yang
akan diambil oleh bank, bank melakukan pengembangan bisnis dengan memperhatikan
tingkat risiko yang dapat diterima oleh bank, serta melakukan pemantauan terhadap posisi bisnis
bank. Adapun upaya pengendalian yang dilakukan untuk
risiko stratejik adalah dengan melakukan analisa atas pencapaian kinerja bank, mengambil langkah-
langkah stratejik yang dirasa perlu sebagai respon terhadap perubahan kondisi bisnis, melakukan
business review atas pencapaian kinerja bisnis secara berkala.
6LVWHP3HQJHQGDOLDQ,QWHUQDQJ0HQ\HOXUXK
Dalam pengendalian internal untuk risiko stratejik bank melibatkan seluruh lini bisnis perusahaan
serta kegiatan pengendalian yang dipantau pula oleh Satuan Kerja Manajemen Risiko dan Satuan
Kerja Audit Internal.
+ 5LVLNR5HSXWDVL
Risiko Reputasi adalah risiko akibat menurunnya tingkat kepercayaan
stakeholder yang bersumber dari persepsi negatif terhadap bank. Hal ini antara
lain disebabkan oleh adanya pemberitaan media dan atau rumor mengenai Bank yang bersifat negatif, serta
adanya komunikasi bank yang kurang efektif.
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well as Risk Management Information System
In terms of adequacy of risk management process implementation, the bank performs
JEFOUJmDBUJPO
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NPOJUPSJOH BOE control on strategic risks. The bank conducts
JEFOUJmDBUJPO
NFBTVSFNFOU BOE NPOJUPSJOH of strategic risks by monitoring the bank’s
performance achievement with the bank’s business plan which has been established, in
addition, the bank considers changes in the business environment to perform adjustments to
the strategies which will be adopted by the bank, the bank conducts business developments by
taking into account the level of risks that can be accepted by the bank, as well as monitoring the
bank’s business position. Meanwhile, control efforts conducted for the
strategic plan are by conducting the bank’s performance achievement analysis, taking
strategic steps deemed necessary in response to the changing business conditions, conducting
business reviews on the achievement of the business performance on a regular basis.
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
In internal control for strategic risk, the bank involves all its business lines as well as control
activities that are also monitored by the Risk Management Unit and the Internal Audit Unit.
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Reputation risk is the risk due to the reduced levels of TUBLFIPMEFSTDPOmEFODFUIBUPSJHJOBUFTGSPNOFHBUJWF
perceptions of the bank. This is partly due to the presence of negative media andor rumors about the
Bank, as well as the bank’s communication that is not very effective.
406
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Dewan Komisaris dan Direksi memantau mengenai efektivitas penerapan Manajemen
Risiko Reputasi di Bank. Terkait wewenang dan tanggung jawab pengawasan aktif Dewan
Komisaris dan Direksi bank bjb, Dewan Komisaris
dan Direksi selalu memperoleh informasi yang jelas mengenai evaluasi dan penerapan
manajemen risiko eksposur risiko reputasi. Struktur organisasi untuk melakukan pengelolaan
terhadap risiko reputasi, bank telah membentuk unit kerja tersendiri yang mengelola risiko
reputasi yaitu Divisi Corporate Secretary dan Divisi Jaringan dan Layanan, unit kerja tersebut
berfungsi untuk melakukan pengelolaan terhadap reputasi bank dan mengatur mengenai standar
layanan di kantor cabang sebagai langkah untuk memitigasi risiko reputasi.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman Manajemen risiko reputasi yang secara berkala
dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank
tersebut. Bank juga telah memiliki kebijakan mengenai standar pelayanan yang harus dilakukan
oleh unit kerja operasional, hal tersebut dilakukan untuk meminimalisir terjadinya risiko reputasi
akibat kurang memadainya pelayanan bank, terdapat juga kebijakan mengenai penanganan
keluhan nasabah. Selain itu bank telah memiliki call
center sebagai sarana untuk melayani masyarakat yang membutuhkan jasa perbankan serta
penyampaian permasalahan terkait dengan bank. Terkait hubungan dengan pihak investor bank
telah memiliki unit kerja investor relationship yang
melakukan komunikasi dengan pihak investor. Bank juga melakukan manajemen risiko reputasi
dengan melakukan aktivitas public relations,
corporate social responsibility dan respon yang cepat terhadap penanganan keluhan yang masuk
kepada pihak bank.
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The Board of Commissioners and the Board of Directors monitor the effectiveness of the
Reputation Risk Management in the Bank. In relations to the Active Supervision of authorities and
responsibilities by the Board of Commissioners and Directors of bank
bjb, the Board of Commissioners
and Directors always obtain clear information on the evaluation and implementation of the risk
exposure of the reputation risk management. The organizational structure for managing the
reputation risk, the bank has established a separate unit to manage the reputation risk,
namely the Corporate Secretary Division and the Network and Services Division, these units serve
to manage the bank’s reputation and determine UIFTUBOEBSETPGTFSWJDFJOCSBODIPGmDFTBTBTUFQ
to mitigate the reputation risk.
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The bank has had reputation risk management policies and guidelines that are updated and
evaluated regularly on policies and guidelines of the bank’s risk management. The Bank also
has a policy regarding service standards that must be performed by operational units, this is
done to minimize the reputation risk due to the lack of adequate banking services, there are
also policies regarding the handling of customer complaints. Furthermore, the bank also have a
call center as a means to serve the people who need banking services as well as submitting
problems associated with the bank. In relations to relationships with bank investors, the bank already
has the investor relationship unit to communicate with the investors.
The bank also performs reputation risk management by conducting the activities of public
relations, corporate social responsibility and rapid response to complaints to the bank.
407
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
.HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD
Sistem Informasi Manajemen Risiko
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pemantauan dan pengendalian atas risiko SFQVUBTJBOLNFMBLVLBOQSPTFTJEFOUJmLBTJEBO
pengukuran risiko reputasi dengan memantau jumlah keluhan nasabah kepada bank melalui
call center ataupun petugas bank serta memantau
mengenai tindakan penyelesaian atas keluhan tersebut, selain itu dilakukan pematauan juga
terhadap jumlah pemberitaan terhadap bank yang dimuat di media massa.
Dalam melakukan pengendalian atas risiko reputasi bank memiliki
call center serta mengadakan coaching clinic bagi karyawan dengan memberikan
training atau pelatihan mengenai standar layanan dengan tujuan bank dapat memberikan pelayanan
dengan lebih baik kepada nasabah baik eksternal maupun internal sebagai salah satu langkah
mitigasi terhadap potensi risiko, selain itu bank menekankan kepada seluruh karyawan bahwa
reputasi bank harus benar-benar dijaga, bank juga memberikan informasi yang jelas kepada
nasabah mengenai produkaktivitas bank sebagai langkah dalam memitigasi risiko. Disamping itu
dalam meningkatkan kualitas pelayanan frontliner
yang merupakan garda depan bank dalam memberikan pelayanan kepada nasabah, bank
telah mengadakan program bank bjb Service
Excellent Award BBSEA.
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Bank telah memiliki unit kerja khusus dalam proses pelaksanaan manajemen risiko reputasi
yang mencakup pengawasan secara berkala atas pemberitaan negatif dan keluhan yang berdampak
pada reputasi bank dan kegiatan pengendalian yang dipantau oleh satuan kerja manajemen risiko.
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well as Risk Management Information System
In the adequacy of risk management implementation process, the bank conducts
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NPOJUPSJOH BOE control on reputation risks. The bank conducts
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customer complaints to the bank through the call DFOUFS PS CBOL PGmDFST BT XFMM BT NPOJUPSJOH UIF
settlement process on the complaints, furthermore, monitoring is also conducted to the numbers of
reporting on the bank that are published in the mass media.
In conducting the control on the reputation risk, the bank has a call center as well as organized
coaching clinics for employees by providing trainings regarding service standards with the aim
for the bank to be able to provide better services to both external and internal customers as one of the
mitigation measure for potential risk, in addition, the bank emphasized to all employees that the
bank’s reputation should really safe guarded, the bank also provide clear information to customers
regarding the productsactivities of the bank as a step to mitigate risks. Furthermore, in improving
the quality of services of the frontliners who are the vanguard of the bank in providing services to the
customers, the bank has organized the bank bjb
service excellent award BBSEA program.
RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP
The bank already has a special unit for the reputation risk management implementation
process that includes regular supervision on negative publications and complaints that have an
impact on the bank’s reputation and control activity that is monitored by the risk management unit.
408
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO
Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Tata Kelola Perusahaan
Good Corporate Governance
409
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
• Kepatuhan 521
Compliance
• Audit Internal 540
Internal Audit
• Audit Eksternal 548
External Audit
• Sistem Pengendalian Internal 549
Internal Control System
• Perkara Hukum 554
Legal Cases
• Akses Informasi Data Perusahaan 556
Access to Company Information
• Kode Etik 578
Code of Conduct
• Budaya Perusahaan 582
Corporate Culture
• Whistleblowing System 587
Whistleblowing System
• Tata Kelola Perusahaan di bank bjb 410
Good Corporate Governance at bank bjb • Rapat Umum Pemegang Saham RUPS
430
General Meetings of Shareholders GMS
• Dewan Komisaris 442
Board of Commissioners
• Komite Di Bawah Koordinasi 464
Dewan Komisaris
Committees Under the Coordination of the Board of Commissioners
• Sekretaris Dewan Komisaris 486
Secretary of The Board of Commissioners
• Direksi 488
Board of Directors
• Komite Di Bawah Koordinasi Direksi 506
Committees Under the Coordination of the Board of Directors
• Sekretaris Perusahaan 518
Corporate Secretary
410
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO
Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Pelaksanaan Tata Kelola Perusahaan terus dikembangkan seiring dengan pertumbuhan dan target yang ingin dicapai
bank bjb, sehingga operasional Bank dilaksanakan sesuai
praktik perbankan yang terbaik. bank
bjb sebagai bank umum yang mengemban misi sebagai
penggerak dan pendorong laju pertumbuhan perekonomian daerah, sangat menjunjung tinggi prinsip Tata Kelola
Perusahaan yang baik dan menyadari pentingnya penerapan prinsip-prinsip tersebut di setiap langkah usaha Bank demi
kepentingan para pemangku kepentingan seperti nasabah, investor, pemegang saham, dan masyarakat umum, termasuk
pegawai serta pihak lainnya.
Tujuan Penerapan GCG
Tujuan yang diharapkan dalam penerapan GCG merupakan manifestasi dari penerapan prinsip-prinsip GCG di lingkungan
bank bjb. Penerapan prinsip GCG ini dimulai dari komitmen,
kemudian telah dilaksanakan secara berkesinambungan oleh struktur maupun para pemangku kepentingan GCG bank
bjb
secara terintegrasi. Tujuan atau
outcome yang ingin dicapai dari pelaksanaan GCG di lingkungan bank
bjb ini sejalan dengan pedoman
yang telah ditetapkan oleh Komite Nasional Kebijakan Governance KNKG, yaitu memuat 8 delapan prinsip
EBTBS LFTJOBNCVOHBO VTBIB
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LFNBOGBBUBO CBHJ masyarakat, ketaatan terhadap peraturan, perlindungan
konsumen, pelestarian lingkungan, obyektivitas penilaian mandiri dan penilaian GCG dari pihak lain.
Berdasarkan prinsip dasar tersebut, tujuan yang dapat diwujudkan melalui penerapan prinsip GCG di lingkungan
bank bjb adalah:
1. Mampu memelihara kesinambungan usaha, sehingga dapat memenuhi kebutuhan dan harapan pemangku
kepentingan secara berkelanjutan. .BNQV NFXVKVELBO FmTJFOTJ TFCBHBJ IBTJM EBSJ
kemampuan dan kapabilitas dalam mengelola bank. 3. Mampu memberikan manfaat melalui berbagai kegiatan
dan pelayanan bagi masyarakat dan perekonomian nasional.
4. Senantiasa menaati segala peraturan perundang- undangan, nilai-nilai etika umum perbankan, serta
ketentuan internal bank sesuai dengan prinsip dasarnya sebagai lembaga kepercayaan.
Implementation of corporate governance continues to be developed in line with the Company’s growth and targets to
be achieved by bank bjb, thus the Bank operations will be
conducted in accordance with banking best practise. bank
bjb as a commercial bank is on a mission as the force
and the driver of regional economic growth, upholding the principles of Good Corporate Governance GCG and realize
the importance of implementing these principles in every step of the bank’s actions in the interest of the stakeholders such
as customers, investors, shareholders and the general public, including employees and other parties.
The Objectives of GCG implementation
The objectives in the implementation of GCG is the manifestation of the application of the principles of good
corporate governance in bank bjb. Implementation of GCG
begins from the commitment, then carried out continuously and integratedly by the GCG structure and stakeholders of
bank bjb.
The objectives or outcomes to be achieved from the implementation of GCG in the bank
bjb are in line with the
guidelines set by the National Committee on Governance Policy KNKG, which contains eight 8 basic principles:
TVTUBJOBCJMJUZ
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BEIFSFODF to regulations, consumer protection, environmental
preservations, objectivity of GCG independent assessment and appraisal by other parties.
Based on these basic principles, the objectives which can be realized through the application of the principles of good
corporate governance in bank bjb include:
1. Being able to maintain business continuity, so as to meet the needs and expectations of stakeholders in a
sustainable manner. CMF UP SFBMJ[F FGmDJFODZ BT B SFTVMU PG UIF BCJMJUZ BOE
capability to manage the bank. CMFUPQSPWJEFCFOFmUTUISPVHIBWBSJFUZPGBDUJWJUJFTBOE
services for the community and the national economy. 4. Always obey all laws and regulations, common ethical
values of banking, as well as the internal regulations of the bank in accordance with its basic principles as an
institution of trust.
TATA KELOLA PERUSAHAAN DI bank bjb
GOOD CORPORATE GOVERNANCE AT bank bjb
411
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
5. Mampu melindungi kepentingan dan kebutuhan nasabah sebagai konsumen.
6. Mampu berperan aktif dalam menjaga dan meningkatkan tanggung jawab sosial dan lingkungan.
7. Mampu melakukan self assessment yang menghasilkan
penilaian obyektif mengenai kondisi penerapan GCG di bank.
Komitmen Penerapan GCG
Komitmen pelaksanaan prinsip-prinsip GCG di lingkungan bank
bjb di antaranya tercermin melalui penerbitan pedoman
pelaksanaan berdasarkan Surat Keputusan Direksi bank bjb
Nomor: 931SKDIR2007 tentang Pedoman Good Corporate Governance. Pedoman ini mendapat pengesahan dari Dewan
Komisaris melalui surat tertanggal 3 Oktober 2007 yang menyatakan persetujuannya terhadap Pedoman GCG.
Pedoman pelaksanaan GCG tersebut mengalami pembaruan dan pengembangan sebagai wujud komitmen bank
bjb dalam melaksanakan prinsip-prinsip GCG secara
berkesinambungan di lingkungan Bank. Pembaruan dan perkembangan penerapannya, antara lain diwujudkan melalui
surat keputusan Direksi agar terdokumentasi, sehingga dapat terlaksana secara berkesinambungan.
Beberapa pembaruan dan perkembangan tersebut, antara lain:
• Surat Keputusan Direksi bank bjb Nomor: 709SKDIR-
KP2014 tentang Etika Usaha dan Tata Perilaku Code of
Conduct PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
• Surat Keputusan Direksi bank bjb Nomor: 713SKDIR-
KP2014 tentang Pedoman Laporan Harta Kekayaan di Lingkungan PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk. • Surat Keputusan Direksi bank
bjb Nomor: 714SKDIR-
KP2014 tentang Standar Operasional Prosedur Laporan Harta Kekayaan di Lingkungan PT Bank Pembangunan
Daerah Jawa Barat dan Banten Tbk. • Surat Keputusan Direksi bank
bjb Nomor: 711SKDIR-
,1 UFOUBOH 1FEPNBO 1FOHFOEBMJBO SBUJmLBTJ EJ Lingkungan PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk. • Surat Keputusan Direksi bank
bjb Nomor: 712SK
DIR-KP2014 tentang Standar Operasional Prosedur 1FOHFOEBMJBO SBUJmLBTJ EJ -JOHLVOHBO 15 BOL
Pembangunan Daerah Jawa Barat dan Banten Tbk. 5. Able to protect the interests and needs of customers as
consumers. 6. Able to play an active role in maintaining and improving
social and environmental responsibility. 7. Able to perform self assessment that produces an objective
assessment on the condition of the GCG implementation in the bank.
Commitment on the Implementation of GCG
The commitment on the implementation of corporate governance principles in bank
bjb
JT SFnFDUFE UISPVHI UIF issuance of guidelines for the implementation based on the
Decree of the Board of Directors of bank bjb No. 931SK
DIR2007 on the Guidelines for Good Corporate Governance. The Guidelines was approved by the Board of Commissioners
through the letter dated October 3, 2007 which declared its approval on the GCG Guidelines.
The Guidelines for the implementation of GCG is experiencing renewal and development as bank
EME·
s commitment in implementing the principles of GCG in a sustainable manner
within the Bank. The renewal and development, among others, is embodied by the Decree of the Board of Directors in order
to be documented, thus may be implemented on an ongoing basis.
Some of the updates and development include: • Decree of the Board of Directors of bank
bjb No. 709SK
DIR-KP2014 on the Business Ethics and Code of Conduct of PT Bank Pembangunan Daerah Jawa Barat dan Banten
Tbk. • Decree of the Board of Directors of bank
bjb No. 713SK
DIR-KP2014 on the Guidelines for Wealth Report within PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
• Decree of the Board of Directors of bank bjb No. 714SK
DIR-KP2014 on the Standard Operating Procedures for the Wealth Report in PT Bank Pembangunan Daerah Jawa
Barat dan Banten Tbk. • Decree of the Board of Directors of bank
bjb No. 711
SKDIR-KP2014 on the Guidelines for the Control of SBUJmDBUJPOJO15BOL1FNCBOHVOBOBFSBI+BXBBSBU
dan Banten Tbk. • Decree of the Board of Directors of bank
bjb No. 712
SKDIR-KP2014 on the Standard Operating Procedures GPSUIFPOUSPMPGSBUJmDBUJPOJO15BOL1FNCBOHVOBO
Daerah Jawa Barat dan Banten Tbk.
412
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO
Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
• Surat Keputusan Direksi bank bjb Nomor: 968SKDIR-
KP2014 tentang Pedoman Komite Manajemen Risiko. • Surat Keputusan Direksi bank
bjb Nomor: 708SKDIR-
KP2014 tentang Tata Kerja Pelaporan Whistleblowing di
Lingkungan PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
Berdasarkan Prinsip Dasar Pedoman Good Corporate Governance Perbankan Indonesia yang dikeluarkan oleh
Komite Nasional Kebijakan Governance 2013, merupakan manifestasi komitmen penerapan GCG mengacu pada 7
tujuh hal, yaitu: 1. Bank memilik rumusan visi dan misi yang realistis.
2. Bank memiliki nilai-nilai perusahaan yang menggambarkan sikap moral bank yang baik dalam pelaksanaan usahanya.
3. Bank memiliki pedoman tata kerja Dewan Komisaris dan tata kerja Direksi dalam menjalankan peran dan tugasnya.
4. Bank memiliki rumusan etika bisnis dan pedoman perilaku perusahaan yang penyusunannya dilakukan dengan
melibatkan organ perusahaan dan jajaran di bawahnya. Etika bisnis dan pedoman perilaku ini telah dijalankan
secara berkesinambungan. 5. Dalam menjalankan fungsi sebagai lembaga intermediasi
dan sebagai bagian dari dunia bisnis, harus peduli dan berperan aktif dalam menjaga kelestarian sumber daya
alam dan lingkungan hidup. 6. Bank memiliki peraturan perusahaan atau perjanjian
kerja bersama yang dapat menjamin kepastian hal dan kewajiban para pihak, sehingga mendukung suasana
kerja yang kondusif. 7. Bank memiliki
whistleblowing system untuk memungkinkan diperolehnya laporan dan pengaduan serta saran dan
kritik dari pegawai dan pemangku kepentingan lainnya. Komitmen acuan ini sudah berjalan secara berkesinambungan
di lingkungan bjb, yang di antaranya dibuktikan melalui
berbagai pedoman yang diterbitkan melalui keputusan manajemen. Termasuk pengembangan dan pembaruannya,
sesuai dengan perkembangan regulasi maupun standar etika di lingkungan perbankan dan perusahaan pada umumnya.
Mekanisme Penerapan GCG
Sesuai dengan pedoman GCG Perbankan yang dikeluarkan oleh KNKG, pedoman GCG yang telah dibuat harus
disosialisasikan kepada seluruh jajaran bank secara • Decree of the Board of Directors of bank
bjb No. 968
SKDIR-KP2014 on Guidelines for the Risk Management Committee.
• Decree of the Board of Directors of bank bjb No. 708
SKDIR-KP2014 on the Whistleblowing Procedures in PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk.
Based on the Basic Principles of the Guidelines for the Indonesian Banking Good Corporate Governance issued
by the National Committee on Governance 2013, is a manifestation of the commitment to the implementation of
GCG which refers to 7 seven points, namely: 1. The bank posses realistic formulation of vision and mission.
2. The bank posses corporate values that describe the bank’s good moral attitude in the implementation of its business.
3. The Bank posses work guidelines for the the Board of Commissioners and Board of Directors in carrying out its
role and duties. 4. The Bank posses business ethics and the guidelines for
corporate behavior of which the formulation is carried out with the involvement of the company’s organs and
subordinates. The business ethics and code of conduct shall be performed on an ongoing basis.
5. In carrying out its functions as an intermediary institution and as part of the business world, the bank should be
concerned and should take an active role in conserving natural resources and the environment.
6. The bank posses company regulations or collective work agreements to ensure certainty of the terms and
obligations of the parties, thus supporting a conducive working atmosphere.
7. The Bank posses a whistleblowing system to enable the provision of reports and complaints as well as suggestions
and criticism from the employees and other stakeholders. This reference commitment has been running continuously in
bank bjb, among others proven through various guidelines
issued through the Management’s decisions, including the developments and its updates, in accordance with the
development of regulations and ethical standards in banking and company in general.
Mechanism of GCG Implementation
In accordance to the GCG Guidelines of Banking issued by KNKG, the GCG Guidelines should be disseminated to
all levels of the bank on an ongoing basis. In addition, the
TATA KELOLA PERUSAHAAN
413
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
implementation process should be documented, among others as the proof of implementation.
In line with this provision, the mechanism of GCG implementation in bank
bjb always adheres to the guidelines related to GCG,
which was formulated with reference to the regulation. The guidelines included in the technical provision is socialized in
order to always be part of the daily implementation of corporate governance in the Bank. This mechanism of implementation
or GCG application is a manifestation of the implementation of the Bank’s commitment to sustainable performance of GCG.
The mechanism of implementation include:
Analysis of the Corporate Regulations and Best Practices
The analysis on the development of regulations is the implementation of bank
bjb’s compliance function towards
the regulations which continue to grow, both nationally and internationally. The Bank also makes the Company’s best
practices as part of the reference for the implementation of bank
bjb’s business practices.
Compliance towards the regulations must be carried out by the Board of Commissioners, Board of Directors, and all
employees in the organization of the Bank. Compliance must be seen as a function which is an integral part of the Bank’s
business activities, as any failure of compliance may cause compliance risk, reputation risk, and other risks.
berkesinambungan. Selain itu, proses pelaksanaannya perlu didokumentasikan, yang di antaranya sebagai alat bukti
pelaksanaan. Sejalan dengan ketentuan tersebut, mekanisme pelaksanaan
GCG di lingkungan bank bjb selalu berpijak pada pedoman
terkait GCG, yang dilahirkan dengan mengacu pada regulasi. Pedoman yang ditutunkan dalam ketentuan teknis tersebut
senantiasa disosialisasikan agar selalu menjadi bagian dari pelaksanaan tata kelola usaha sehari-hari di lingkungan Bank.
Mekanisme pelaksanaan atau penerapan GCG ini merupakan manifestasi atas pelaksanaan komitmen Bank terhadap kinerja
GCG yang berkelanjutan. Adapun mekanisme penerapannya adalah sebagai berikut:
Analisa Regulasi dan Praktik Perusahaan Terbaik
Analysis of the Corporate
Regulations and Best Practices Pedoman Prinsip dan
Pelaksanaan GCG
Principles and Guidelines for the Implementation of GCG
Sosialisasi Implementasi
Socialization Implementation
Pendokumentasian dan EvaluasiDocumenting and
Evaluation
Analisa Regulasi dan Praktik Perusahaan Terbaik
Analisis terhadap perkembangan regulasi merupakan pelaksanaan atas fungsi kepatuhan bank
bjb terhadap
regulasi yang terus berkembang, baik di tingkat nasional maupun internasional. Bahkan Bank juga menjadikan
praktik perusahaan yang terbaik sebagai bagian dari acuan penerapan praktik bisnis bank
bjb.
Kepatuhan terhadap regulasi wajib dilaksanakan oleh Dewan Komisaris, Direksi, dan seluruh pegawai dalam organisasi
Bank. Kepatuhan harus dilihat sebagai fungsi yang merupakan bagian tak terpisahkan dari aktivitas bisnis Bank, karena setiap
kegagalan pelaksanaan kepatuhan dapat menyebabkan risiko kepatuhan, risiko reputasi, dan risiko lainnya.
GOOD CORPORATE GOVERNANCE
414
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO
Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Pedoman Pelaksanaan Prinsip-prinsip GCG
Komitmen pelaksanaan prinsip-prinsip GCG di lingkungan bank
bjb di antaranya tercermin melalui penerbitan pedoman
pelaksanaan berdasarkan Surat Keputusan Direksi bank bjb
Nomor: 931SKDIR2007 tentang Pedoman Good Corporate Governance. Pedoman ini mendapat pengesahan dari Dewan
Komisaris melalui surat tertanggal 3 Oktober 2007 yang menyatakan persetujuannya terhadap Pedoman GCG.
Dari pedoman umum tersebut, di antaranya dituangkan dalam bentuk Surat Keputusan Direksi bank
bjb Nomor: 709SK
DIR-KP2014 tentang Etika Usaha dan Tata Perilaku Code of Conduct PT Bank Pembangunan Daerah Jawa Barat dan
Banten Tbk.
Prinsip-Prinsip Utama
Dalam menerapkan Good Corporate Governance GCG, bank
bjb berpedoman sepenuhnya pada 5 lima prinsip
utama yaitu keterbukaan, akuntabilitas, pertanggung jawaban, independensi, dan kewajaran. Kelima prinsip ini juga dijadikan
dasar dalam penetapan Kebijakan Umum Direksi Tahunan KUDT. KUDT merupakan pedoman penyusunan Rencana
Bisnis Bank yang disusun setiap tahun dan merupakan landasan pelaksanaan tugas seluruh unit organisasi bank
bjb.
Pencantuman prinsip GCG dalam KUDT bertujuan untuk mewujudkan keseragaman, kesatuan bahasa, kesamaan
pandangan, dan kesatuan gerak langkah operasional serta memastikan bahwa seluruh jajaran Bank selalu berpedoman
pada GCG dalam menjalankan pekerjaannya sehari-hari. Dalam rangka meningkatkan penerapan praktik GCG
secara menyeluruh di bank bjb seperti yang dipersyaratkan
oleh Otoritas Jasa Keuangan, kami telah merancang dan menyempurnakan pedoman kebijakan serta panduan
implementasi GCG sesuai ketentuan yang diatur di dalam Peraturan Bank Indonesia No. 84PBI2006 tanggal 30
Januari 2006 sebagaimana telah diubah dengan Peraturan Bank Indonesia No. 814PBI2006 tanggal 5 Oktober 2006
serta Surat Edaran Bank Indonesia No. 912DPNP Tanggal 30 Mei 2007 tentang pelaksanaan
Good Corporate Governance bagi Bank Umum.
Guidelines for the Implementation of GCG Principles
The commitment to the implementation of corporate governance principles in bank
bjb
JT SFnFDUFE UISPVHI UIF issuance of implementation guidelines based on the Decree
of the Board of Directors of the bank bjb No. 931SKDIR2007
on the Guidelines for Good Corporate Governance. The Guidelines was approved by the Board of Commissioners
through the letter dated October 3, 2007 which declared its approval of the GCG Guidelines.
From this general guidelines, which among others is manifested in the form of bank
bjb’s Board of Directors Decree
No. 709SKDIR-KP2014 on the Business Ethics and Code of Conduct of PT Bank Pembangunan .
Main Principles
In implementing GCG, bank bjb
JTGVMMZHVJEFECZ mWF
LFZ principles namely transparency, accountability, responsibility,
independence, and fairness. These principles are used as the basis in determining the Annual Public Policy of the
Board of Directors KUDT. KUDT is preparing guidelines for The Business Plan which is prepared every year and are the
foundation for all unit duties of bank
EME·V
organizations. The inclusion of GCG as the main principle in the KUDT aims
to achieve uniformity, unity of language, common vision, and unity of operational steps and to ensure that all levels of bank
bjb will always be guided by GCG principles in running the day-to-day work.
In order to improve the implementation of Good Corporate Governance practices at the bank
EME·V
overall practice as required by Bank Indonesia, Banks have designed and
perfected bank bjb policy guidelines as well as guide the implementation of GCG in accordance with Bank Indonesia
as stipulated in Bank Indonesia’s Regulation No. 84PBI2006 dated January 30, 2006, and as amended by Bank Indonesia
Regulation No. 814PBI2006 dated October 5, 2006 and Circular Letter of Bank Indonesia 912DPNP Date May 30,
2007 concerning the implementation of Good Corporate Governance for Banks.
TATA KELOLA PERUSAHAAN
415
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Pedoman Tata Kelola Perusahaan
bank bjb telah merumuskan pedoman tata kelola perusahaan
yang baik GCG sejak tahun 2007, melalui penerbitan Surat Keputusan Direksi bank
bjb Nomor: 931SKDIR2007
tentang Pedoman Good Corporate Governance. Pedoman ini mendapat pengesahan dari Dewan Komisaris melalui surat
tertanggal 3 Oktober 2007 yang menyatakan persetujuannya terhadap Pedoman GCG. Dalam perjalanannya, pedoman
ini telah melahirkan pedoman-pedoman lain secara parsial, NJTBMOZB QFOHFOEBMJBO HSBUJmLBTJ
code of conduct, serta laporan harta kekayaan.
Komitmen GCG
a. Visi dan Misi
Bank telah memiliki visi dan misi yang dijadikan pedoman jangka panjang dalam menjalankan kegiatan usaha bank
bjb. Visi dan misi ini mencerminkan tujuan yang akan
dicapai oleh Bank di masa yang akan datang.
b. Nilai-nilai Perusahaan Corporate Value
Perumusan nilai-nilai perusahaan corporate value dan perilaku utama budaya perusahaan dilakukan oleh
Manajemen dengan menggali nilai-nilai yang ada dalam tubuh Perusahaan. Budaya perusahaan bank
bjb harus
selaras dengan visi dan misi bank bjb dan adaptif terhadap
perubahan dunia perbankan. Oleh karena itu apabila budaya yang telah ada sudah tidak sejalan dengan visi,
misi, dan perkembangan dunia perbankan, maka perlu dilakukan perubahan budaya dengan menggali nilai-nilai
baru yang muncul.
c. Etika Perusahaan
Merupakan standar tata perilaku yang menjadi acuan setiap insan bank
bjb, termasuk di dalamnya adalah
Dewan Komisaris, Direksi, serta seluruh pegawai dalam mengelola perusahaan.
d. Pedoman Dewan Komisaris dan Direksi
Pedoman Dewan Komisaris dan Direksi bank bjb
mengacu pada regulasi yang terkait seperti Undang- Undang Perseroan Terbatas serta regulasi dari otoritas
di bidang jasa keuangan, maupun regulasi lain yang relevan. Pedoman tersebut mengatur struktur, tugas dan
tanggung jawab, pembagian tugas, etika kerja, rapat, organisasi, dan hubungan kerja dari Dewan Komisaris dan
Direksi, yang dijadikan acuan bagi Dewan Komisaris dan Direksi dalam melaksanakan tugas dan fungsinya masing-
masing.
Guidelines on Corporate Governance
bank bjb has formulated guidelines for good corporate
governance GCG since 2007, through the issuance of the Decree of the Board of Directors of Bank bjb No. 931SK
DIR2007 on the Guidelines for Good Corporate Governance. The Guidelines was approved by the Board of Commissioners
through the letter dated October 3, 2007 which declared its approval of the GCG Guidelines. Along the way, the
Guideliens produced other guidelines partially, among others UIF HVJEFMJOFT GPS HSBUJmDBUJPO DPOUSPM
DPEF PG DPOEVDU
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well as wealth report.
GCG Commitment
a. Vision and mission
The Bank has a vision and mission which becomes the bank
bjb’s long-term guidelines in conducting its business
BDUJWJUJFT5IJTWJTJPOBOENJTTJPOSFnFDUUIFPCKFDUJWFTUP be achieved by the Bank in the future.
b. Corporate Values
The formulation of the corporate values and the major behavior of the corporate culture is carried out by the
Management by exploring the values that exist in the body of the Company. bank
bjb’s corporate culture must
be aligned with the vision and mission of the Bank and must be adaptive to the changes in the banking world.
Therefore, if the existing culture is already not in line with the vision, mission, and the development of the banking
world, thus a change of culture should be carried out by exploring new emerging values.
c. Code of Conduct
This is the standard code of conduct which becomes the reference for every personnel of bank
bjb, including the
Board of Commissioners, Board of Directors, as well as all employees in managing the company.
d. Guidelines for the Board of Commissioners and Board of Directors
The Guidelines for Board of Commissioners and Board of Directors of bank
bjb refers to the related regulations
such as the regulation on Limited Liability Company as XFMMBTUIFSFHVMBUJPOTJTTVFECZUIFBVUIPSJUJFTJOUIFmFME
PGmOBODJBMTFSWJDFT
BTXFMMBTPUIFSSFMFWBOUSFHVMBUJPOT The Guidelines regulates the structure, duties and
responsibilities, division of tasks, work ethics, meetings, organization, and the working relationship of the Board of
Commissioners and Board of Directors, which is used as a reference for the Board of Commissioners and Board
of Directors in carrying out its respective duties and functions.
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-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
e. Hubungan Industrial
Hubungan antara manajemen yang diwakili oleh Direksi dengan pegawai di bank
bjb dituangkan dalam Perjanjian
Kerja. Perjanjian ini mengacu pada regulasi yang telah ditetapkan oleh pemerintah Indonesia, yang mengatur
kesepakatan antara bank bjb dengan para pegawai.
f. Struktur Kebijakan Bank
Kebijakan pokok bank terdiri dari dua peringkat, yaitu Pedoman GCG dan Pedoman Kebijakan Manajemen.
g. Prinsip GCG
Secara umum, penerapan prinsip-prinsip GCG harus diwujudkan sekurang-kurangnya namun tidak terbatas
pada: • Pelaksanaan RUPSRUPSLB yang sesuai dengan
maksud dan tujuannya serta diselenggarakan berdasarkan ketentuan umum yang berlaku.
• Pelaksanaan tugas dan tanggung jawab Dewan Komisaris dan Direksi.
• Kelengkapan data pelaksanaan tugas Komite-Komite baik di tingkat Komisaris maupun Direksi dan Satuan
Kerja yang menjalankan fungsi Internal Audit Bank. • Penerapan fungsi kepatuhan, auditor internal dan
auditor eksternal. • Penerapan manajemen risiko, termasuk sistem
pengendalian internal. •
Penyediaan dana kepada pihak terkait dan penyediaan dana besar.
• Rencana Strategis Bank. • Transparansi kondisi keuangan dan non-keuangan
Bank.
h. Penilaian Mandiri
Sejalan dengan penerapan GCG, Bank harus melakukan penilaian mandiri
self-assessment atas pelaksanaan GCG di Bank minimal satu kali dalam setahun. Hasil
penilaian pelaksanaan GCG merupakan bagian yang tidak terpisahkan dari laporan pelaksanaan GCG.
i. Kepedulian terhadap Lingkungan
Perseroan memiliki komitmen untuk ikut bertanggung jawab terhadap pelestarian lingkungan secara
berkelanjutan. Komitmen ini tercermin dalam pelaksanaan kegiatan tanggung jawab sosial perusahaan.
j. Tanggung Jawab terhadap Nasabah
Perseroan memiliki komitmen yang tinggi untuk memenuhi tanggung jawab kepada konsumen dan nasabahnya.
Bagi bank bjb, nasabah merupakan rekan utama dalam
setiap langkah pengembangan usaha yang dilakukan Perseroan. Oleh karena itu, bank
bjb menempatkan e. Industrial
Relations
The relationship between the Management, represented by the Board of Directors with the employees of bank
bjb
is set forth in the Employment Agreement. This agreement refers to the regulation set by the Indonesian government,
which regulates the agreement between bank bjb with its
employees.
f. Structure of Bank Policy
The Bank’s main policy consists of two levels, namely the GCG Guideliens and the Management Policy Guidelines.
g. Principles of GCG
In general, the application of the principles of good corporate governance shall be realized at least but not
limited to: • Implementation of AGM EGM in accordance with the
purposes and objectives, held under the applicable general rules.
• Implementation of duties and responsibilities of the Board of Commissioners and Board of Directors.
• Completion of data on the implementation of tasks of the Committees both at the level of Board of
Commissioners or Board of Directors and the work unit that runs the Bank’s Internal Audit function.
• Implementation of the functions of compliance, internal
audit and external audit. • Implementation of risk management, including the
internal control system. • The provision of funds to related parties and large
exposures. • The Bank’s Strategic Plan.
t 5SBOTQBSFODZPGmOBODJBMBOEOPOmOBODJBMDPOEJDUJPO of the Bank.
h. Self Assessment
In line with the implementation of GCG, the Bank should undertake an independent assessment self-assessment
on the implementation of GCG in the Bank at least once a year. The result of assessment on the implementation of
GCG is an integral part of the GCG Report.
i. Concern for the Environment
The Company has a commitment to take responsibility for the preservation of the environment in a sustainable
NBOOFS5IJTDPNNJUNFOUJTSFnFDUFEJOUIFJNQMFNFOUBUJPO of corporate social responsibility.
j. Responsibilities to the Customers
5IF PNQBOZ IBT B TUSPOH DPNNJUNFOU UP GVMmMM JUT responsibilities to the consumers and customers. For
bjb
bank, the customer is the main partner in every step of the
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4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
kepuasan nasabah sebagai prinsip dasar dalam setiap pelayanannya.
Penerapan Tata Kelola Perusahaan
Perubahan status Perseroan sebagai bank publik melalui penawaran umum perdana saham pada tahun 2010 menjadi
inspirasi bagi bank bjb untuk terus-menerus meningkatkan
kualitas demi mewujudkan diri menjadi 10 Bank Terbesar dan Berkinerja Baik di Indonesia. Perbaikan prosedur dan cara
LFSKB EJMBLVLBO VOUVL NFODJQUBLBO FmTJFOTJ EBO FGFLUJWJUBT dalam menyelesaikan setiap pekerjaan. Implementasi Tata
Kelola Perusahaan yang Baik Good Corporate Governance
secara menyeluruh dan berkesinambungan dinilai menjadi faktor utama tercapainya pertumbuhan usaha yang dapat
memberikan nilai tambah bagi para pemangku kepentingan. Penerapan sekaligus sosialisasi Tata Kelola Perusahaan bank
bjb di antaranya dilakukan melalui Code of Conduct bank bjb yang menjadi acuan perilaku bagi Komisaris, Direksi dan
seluruh pegawai Perseroan dalam mengelola perusahaan guna mencapai visi, misi dan tujuan perusahaan. Salah satu
etika perilaku yang terdapat pada code of conduct yaitu
standar etika untuk menghindari benturan kepentingan dan penyalahgunaan jabatan serta etika untuk tidak menerima
HSBUJmLBTJEBMBNCFOUVLBQBQVOZBOHCFSIVCVOHBOEFOHBO jabatan, dan sebagaimana diketahui salah satu cakupan
dalam pelaksanaan GCG yaitu penanganan benturan kepentingan.
Kegiatan-kegiatan yang menjadi bagian pelaksanaan GCG didokumentasikan, baik dalam bentuk regulasi maupun
pencatatan kegiatan, seperti pada pelaksanaan tanggung jawab sosial perusahaan yang merupakan bagian dari
proses pelaksanaan GCG. bank bjb juga melakukan evaluasi
terhadap pelaksanaan tersebut agar pedoman maupun aturan pelaksanaannya selalu dapat dimutakhirkan sesuai
dengan perkembangan regulasi dan praktik bisnis terbaik yang terbaru.
Struktur GCG
Struktur GCG bank bjb meliputi struktur organ perusahaan
dan kebijakan bank dalam rangka pelaksanaan usaha. Bank juga memasukkan beberapa aspek penting yang mendukung
organ perusahaan, yaitu Komite di bawah Dewan Komisaris dan Komite di bawah Direksi.
Company’s business development. Therefore, bank bjb prioritizes customer satisfaction as the basic principle in
every service.
Implementation of Corporate Governance
Changes in the Company’s status as a public bank through the initial public offering of shares in 2010 became the inspiration
for bank bjb to continuously improve its quality in order
to bring itself to become one of the 10 Largest Banks with Good Performance in Indonesia. Improvement of procedures
BOE XPSL NFUIPE JT QFSGPSNFE UP DSFBUF FGmDJFODZ BOE effectiveness in completing each task. Implementation of Good
Corporate Governance GCG thoroughly and continuously is considered to be a major factor in the achievement of business
growth that can provide added value for stakeholders. Implementation and socialization of Corporate Governance in
bank bjb among others is conducted through the Bank’s Code
of Conduct which becomes the reference for the behavior of the Board of Commissioners, Board of Directors and all
employees of the Company in managing the company in order to achieve the vision, mission and objectives of the Company.
One of the ethical conducts contained in the code of conduct JTUIFFUIJDBMTUBOEBSETUPBWPJEDPOnJDUTPGJOUFSFTUBOEBCVTF
of authority as well as the ethics to not accept gratuities of any kind associated with the position, and is known as one of the
DPWFSBHFBTXFMMBTUIFIBOEMJOHPGDPOnJDUTPGJOUFSFTU Activities that are part of the GCG implementation is
documented, either in the form of regulations as well as record of activities, such as the implementation of corporate
social responsibility which is part of the GCG implementation process. bank
bjb also conducted an evaluation on the
implementation so that the guidelines and implementation rules can always be updated according to the development of
regulations the latest business best practices.
GCG Structure
The GCG structure of bank bjb includs the structure of the Company’s organs and the Bank’s policies in the implementation
of its business. The Bank also incorporate several important aspects that support the organs of the Company, namely
the Committees under the Board of Commissioners and the Committees under the Board of Directors.
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-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
a. Rapat Umum Pemegang Saham
RUPS merupakan organ tertinggi di bank bjb, yang
memegang seluruh otoritas yang tidak dilimpahkan kepada Dewan Komisaris ataupun Direksi. Pelaksanaan
RUPS dilakukan melalui Rapat Umum Pemegang Saham Tahunan RUPST dan Rapat Umum Pemegang Saham
Luar Biasa RUPSLB.
b. Dewan Komisaris
Dewan Komisaris merupakan organ perusahaan yang menjalankan fungsi pengawasan atas kebijakan
pengurusan, jalannya pengurusan pada umumnya, baik mengenai bank maupun usaha bank. Dewan Komisaris
juga memberikan nasihat kepada Direksi. Dewan Komisaris bersifat independen. Di lingkungan
bank bjb, anggota Dewan Komisaris menandatangani
Surat Pernyataan Independensi.
c. Direksi
Direksi merupakan organ Perseroan yang memiliki wewenang serta bertugas dan bertanggung jawab secara
kolegial dalam mengelola Bank. Secara garis besar, masing-masing Direktur dapat melaksanakan tugas dan
mengambil keputusan sesuai dengan pembagian tugas dan wewenangnya. Direksi bertanggung jawab terhadap
pengelolaan Bank agar dapat menghasilkan keuntungan dan memastikan kesinambungan usaha Bank sesuai
dengan anggaran dasar dan peraturan perundang- undangan.
d. Komite-komite di bawah Dewan Komisaris
Di lingkungan bank bjb, komite-komite di bawah Dewan
Komisaris adalah: Komite Audit, Komite Remunerasi dan Nominasi, serta Komite Pemantau Risiko.
e. Komite-komite di bawah Direksi
Sedangkan di bawah Direksi, komite-komite yang dibentuk adalah: Komite Manajemen Risiko, Komite Kebijakan
Kredit, Komite Pengarah Teknologi Informasi, Komite ALCO Asset Liability Committee, dan Tim Peneliti dan
Pertimbangan Masalah Kepegawaian TPPMK.
Hubungan antara Dewan Komisaris dan Direksi
Sesuai dengan Peraturan Bank Indonesia No. 84PBI2006 tanggal 30 Januari 2006 sebagaimana telah diubah dengan
Peraturan Bank Indonesia No. 814PBI2006 tanggal 5 Oktober 2006 serta Surat Edaran Bank Indonesia No. 912
DPNP tanggal 30 Mei 2007 tentang Pelaksanaan GCG bagi bank umum, Perseroan telah sejak lama menerapkan
a. General Meeting of Shareholders
GMS is the highest organ in bank bjb, which holds all of the authorities that are not delegated to the Board of
Commissioners or Board of Directors. GMS is performed through the Annual General Meeting of Shareholders
AGM and Extraordinary General Meeting of Shareholders EGM.
b. Board Of Commissioners
The Board of Commissioners is an organ of the Company that exercises the oversight function over the policies of
management, the management in general, both of the bank and the bank’s business. The Board of Commissioners
also provides advice to the Board of Directors. The Board of Commissioners is independent. In bank
bjb, members of the Board of Commissioners sign the
Statement of Independence.
c. The Board of Directors
The Company’s Board of Directors is the organ that has the authorities and the duties and responsibilities in managing
the Bank collegially. Broadly speaking, each Director may carry out the tasks and make decisions in accordance
with the division of duties and responsibilities. The Board of Directors is responsible for the management of the Bank
JOPSEFSUPHFOFSBUFQSPmUTBOEFOTVSFUIFTVTUBJOBCJMJUZ of the Bank’s business in accordance with the articles of
association and the regulations.
d. Committees under the Board of Commissioners
In bank
bjb, the committees under the Board of
Commissioners are: the Audit Committee, Remuneration and Nomination Committee, and the Risk Oversight
Committee.
e. Committees under the Board of Directors
Whereas the committees under the Board of Directors are: the Risk Management Committee, Credit Policy
Committee, Information Technology Steering Committee, ALCO Committee Asset Liability Committee, and the
Team of Research and Advisory on Employment Issues TPPMK.
The relationship between the Board of Commissioners and Board of Directors
In accordance with Bank Indonesia Regulation No. 84 PBI2006 dated January 30, 2006 as amended by Bank
Indonesia Regulation No. 814PBI2006 dated October 5, 2006 and Bank Indonesia Circular Letter No. 912DPNP
dated 30 May 2007 regarding the implementation of GCG for commercial banks, the Company has implemented the
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POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
pemisahan tugas, fungsi dan tanggung jawab Direksi dan Dewan Komisaris. Selain itu, tidak terdapat hubungan keluarga
baik horisontal maupun vertikal, termasuk hubungan karena pernikahan, sampai derajat ketiga, antara sesama anggota
Direksi, atau antar anggota Direksi dengan anggota Dewan Komisaris, atau sesama anggota Dewan Komisaris.
Mengacu pada Pedoman GCG yang dikeluarkan oleh KNKG, hubungan kerja Dewan Komisaris dan Direksi adalah
hubungan check and balances, dengan prinsip bahwa
kedua organ tersebut mempunyai kedudukan yang setara. Keduanya memiliki tugas untuk menjaga kelangsungan usaha
Bank dalam jangka panjang dan memiliki tujuan akhir untuk kemajuan dan kesehatan Bank.
Dengan alasan tersebut, Dewan Komisaris dan Direksi harus memiliki kesamaan visi, misi, nilai-nilai perusahaan
dan strategi Bank. Dewan Komisaris dan Direksi juga harus menyetujui bersama rencana kerja jangka panjang, rencana
kerja dan anggaran tahunan serta hal-hal yang berkaitan dengan pelaksanaan ketentuan perundang-undangan dan
GCG.
Corporate Governance Assessment
Sesuai dengan Surat Edaran Bank Indonesia Nomor 1515 DPNP tanggal 29 April 2013 perihal Pelaksanaan
Good Corporate Governance Bagi Bank Umum, Self Assessment
Pelaksanaan Good Corporate Governance bank
bjb selama
tahun 2014 yang berlandaskan pada prinsip dasar yaitu transparency, accountability, responsibility, independency,
dan fairness.
Sesuai dengan hasil penilaian sendiri self assessment
Pelaksanaan Good Corporate Governance bank
bjb tahun
2014 memiliki peringkat “Baik”. Berdasarkan analisis terhadap seluruh kriteriaindikator penilaian tersebut, disimpulkan
bahwa:
A. Governance Structure
1. Faktor-faktor positif
aspek governance structure Bank
adalah: • Komposisi Pengurus Bank pada posisi Desember
2014 yaitu Direksi berjumlah 7 tujuh orang dan Dewan Komisaris berjumlah 7 tujuh orang.
division of tasks, functions and responsibilities of the Board of Directors and Board of Commissioners. In addition, there
are no family relations either horizontally or vertically, including the relationship due to marriage, to the third degree, among
members of the Board of Directors, or between members of the Board of Directors and the Board of Commissioners, or
among the members of the Board of Commissioners. In accordance with the corporate governance guidelines
issued by KNKG, the working relationship of the Board of Commissioners and Board of Directors is the check and
balances relations, with the principle that the two organs have equal position. Both have the duty to maintain the continuity
PG UIF BOLT CVTJOFTT JO UIF MPOH UFSN BOE IBWF UIF mOBM objective of the progress and health of the Bank.
For that reason, the Board of Commissioners and Board of Directors must have a common vision, mission, values and
strategies of the Bank. The Board of Commissioners and Board of Directors must also jointly approve the long-term work plan,
annual work plan and budget as well as matters related to the implementation of the statutory provisions and GCG.
Corporate Governance Assessment
In accordance with Bank Indonesia Circular Letter No. 1515 DPNP dated 29 April 2013 concerning the implementation
of Good Corporate Governance for Commercial Banks, Self Assessment Implementation of Good Corporate Governance
bjb banks during 2014, which is based on the basic
principle, namely transparency, accountability, responsibility, independence, and fairness.
In accordance with the results of self-assessment self- assessment Implementation of Good Corporate Governance
2014 bank bjb has a rating of “Good”. Based on the analysis
of all the criteriaindicators that assessment, concluded that:
A. Governance Structure
1. The positive factors positive of the Bank’s governance structure aspect are:
• The composition of the Management of the Bank as of December 2014 was: 7 seven members of
the Board of Directors and seven 7 members of the Board of Commissioners.
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-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
• Telah terdapat struktur tata kelola Bank Komisaris, Direksi, Komisaris dan Satuan Kerja sesuai dengan
ketentuan perundang-undangan yang berlaku dan telah terdapat kebijakan serta prosedur bagi
kegiatan usaha bank; • Terdapat penguatan fungsi kepatuhan khususnya
budaya kepatuhan melalui fungsi quality
assurance, dengan melaksanakan komitmen- komitmen Bank terhadap Otoritas Jasa Keuangan
OJK dan otoritas pengawas lainnya, patuh terhadap peraturan-peraturan internal, Peraturan
Bank Indonesia dan Perundang-undangan lainnya, serta melaksanakan fungsi
quality assurance secara konsisten serta memperhatikan
prinsip-prinsip tata kelola yang baik dan azas-azas perbankan yang sehat.
2. Faktor-faktor negatif
aspek governance structure Bank
adalah: • Pemenuhan Sumber Daya Manusia sampai saat
ini masih dalam proses rekrutmen sesuai struktur organisasi Bank.
B. Governance Process
1. Faktor-faktor positif aspek governance process Bank
adalah: •
Implementasi pelaporan atas komitmen dilaksanakan Divisi Kepatuhan sesuai dengan
ketentuan struktur organisasi bank bjb.
• Pelaksanaan fungsi
quality assurance bank bjb
dilakukan dengan pengisian compliance checklist
terhadap permohonan kajian. 2. Faktor-faktor
negatif aspek
governance process Bank adalah:
• Terdapat komitmen Bank yang masih dalam proses penyelesaian.
C. Governance Outcome
1. Faktor-faktor positif
aspek governance outcome Bank
adalah: • Pelaksanaan
quality assurance di bank bjb
merupakan peningkatan kepatuhan Bank terhadap ketentuan yang berlaku.
2. Faktor-faktor negatif
aspek governance outcome Bank
adalah: • Masih terdapat temuan yang berulang.
• The Bank’s governance structure Commissioners, Directors, and Work Units was in accordance with
the provisions of the applicable legislations and the policies and procedures for the Bank’s business
have been established; • There was a strengthening of the compliance
function, especially the culture of compliance through the quality assurance functions, by
performing the Bank’s commitments to the Financial Services Authority FSA and other regulatory
authorities, adherence to internal regulations, Bank Indonesia Regulations and otherlegislations, as
well as carry out the function of quality assurance consistently and with regard to the principles of
good governance and the principles of sound banking.
2. The negative factor of the Bank’s governance structure aspect is:
t VMmMMNFOU PG VNBO 3FTPVSDFT VOUJM OPX JT still in the process of recruitment based on the
organizational structure of the Bank.
B. Governance Process
1. The positive factors of the Bank’s governance process aspect are:
• Reporting on the commitments undertaken by the Compliance Division was in accordance with
the provisions related to Bank bjb organizational structure.
• The function of Bank bjb’s quality assurance was QFSGPSNFE CZ mMMJOH UIF DPNQMJBODF BTTFTTNFOU
checklist to the review proposal. 2. The negative factor of the Bank’s governance process
aspect is: • There is a commitment of the Bank which is still in
the process of completion.
C. Governance Outcome
1. The positive factor of the Bank’s governance outcome aspect is:
• Implementation of quality assurance in bank bjb
SFnFDUTBOJODSFBTFJOUIFBOLTDPNQMJBODFXJUI the applicable provisions.
2. The negative factor of the Bank’s governance outcome aspect is: :
t 5IFFYJTUFODFPGSFDVSSJOHmOEJOHT
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4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Hasil Penilaian Sendiri Pelaksanaan GCGGCG Implementation Self Asseesment PeringkatRating
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2
Mencerminkan Manajemen Bank telah melakukan penerapan Good Corporate Governance yang secara umum baik. Hal ini
tercermin dari pemenuhan yang memadai atas prinsip-prinsip Good Corporate Governance. Apabila terdapat kelemahan
dalam penerapan prinsip Good Corporate Governance,
NBLBTFDBSBVNVNLFMFNBIBOUFSTFCVULVSBOHTJHOJmLBO
dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank
The Bank’s Management has implementated good corporate
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the principles of good corporate governance. If there is a weakness in the application of the principles of good corporate
HPWFSOBODF
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and can be solved with normal actions conducted by the Bank’s Management.
Peningkatan Kualitas dan Efektivitas GCG
Pentingnya program peningkatan kualitas dan efektivitas penerapan GCG di lingkungan bank
bjb dimanifestasikan
melalui sejumlah program, yang antara lain sosialisasi QSPHSBN
QFOFSBQBOQFEPNBOQFOHFOEBMJBOHSBUJmLBTJ
serta pedoman laporan harta kekayaan. Program-program tersebut sangat penting untuk mendukung penerapan prinsip
GCG yang berkualitas secara berkesinambungan. Program peningkatan kualitas dan efektivitas GCG ini tidak
hanya berlaku bagi karyawan bank bjb, tetapi juga untuk
seluruh organ Bank. Mulai dari Dewan Komisaris, Direksi, hingga seluruh pegawai. Bahkan dalam implementasinya,
segala pemangku kepentingan yang terkait dengan bank bjb
termasuk dalam koridor peningkatan pelaksanaan prinsip- prinsip GCG.
Sejumlah program yang telah dilaksanakan sepanjang tahun 2014, antara lain:
• Melaksanakan penyempurnaan
compliance sheet bagi bidang-bidang operasional dan non-operasional secara
bertahap. •
Memantau pelaksanaan hasil pemeriksaan Bank Indonesia dan pemantauan terhadap komitmen Divisi dan Kantor
Cabang atas hasil pemeriksaan Divisi Audit Internal. t .FNCVBU 4JTUFN QMJLBTJ ,PEJmLBTJ ,FUFOUVBO OUFSOBM
Perseroan. • Melakukan pemantauan terhadap transaksi-transaksi
Keuangan untuk dilakukan analisa lebih mendalam terhadap potensi terjadinya Transaksi Keuangan
Mencurigakan.
Improving the Quality and Effectiveness of GCG
The importance of improving the quality and effectiveness of GCG implementation at bank bjb is manifested through
a number of programs, which includes the socialization of QSPHSBNT
BQQMJDBUJPOPGUIFHVJEFMJOFTGPSHSBUJmDBUJPO
control, as well as the guidelines for wealth report. Those programs are very important to support the application of the
principles of good corporate governance with quality on an ongoing basis.
The program to improve the quality and effectiveness of good corporate governance does not only apply to the employees
of bank bjb, but also to all organs of the Bank. Starting from the
Board of Commissioners, Board of Directors, to all employees. Moreover, in its implementation, all stakeholders related to
bank bjb are included in the corridor of the improvement of
GCG principles implementation. A number of programs have been implemented throughout
2014, amont others: t 3FmOFE UIF DPNQMJBODF TIFFU GPS PQFSBUJPOBM BOE OPO
operational areas in stages. • Monitored the results of the examination by Bank Indonesia
and monitored the commitment of the Division and Branch 0GmDF PO UIF SFTVMUT PG UIF FYBNJOBUJPO CZ UIF OUFSOBM
Audit Division. t SFBUFEBOOUFSOBMQQMJDBUJPO4ZTUFNPOUIFPEJmDBUJPO
of the Internal Rules of the Company. t POEVDUFE NPOJUPSJOH PG mOBODJBM USBOTBDUJPOT GPS NPSF
in-depth analysis on the potential of the occurrence of Suspicious Transactions.
GOOD CORPORATE GOVERNANCE
422
bank bjb
Laporan Tahunan 2014
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-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
• Melaksanakan kegiatan sosialisasi melalui pendidikan dan pelatihan APU-PPT terhadap karyawan bank
bjb
dalam rangka meningkatkan pemahaman atas penerapan program APUPPT di unit kerja terkait, dan meningkatkan
pemahaman atas risiko pencucian uang dan pendanaan terorisme.
t 5FSEBQBULFCJKBLBOQFOHFOEBMJBOHSBUJmLBTJZBOHEJLFMPMB 6OJU1FOHFOEBMJBOSBUJmLBTJZBOHCFLFSKBTBNBEFOHBO
Komisi Pemberantasan Korupsi KPK termasuk sosialisasi kepada karyawan untuk meningkatkan
awareness LBSZBXBOUFSLBJUQFOHFOEBMJBOHSBUJmLBTJ
• Melakukan sosialisasi atas peraturan eksternal terbaru kepada unit kerja.
• Melakukan sosialisasi peraturan dan perundang- undangan yang berlaku kepada karyawan untuk
mendukung terciptanya budaya kepatuhan.
Tindak Lanjut Tahun 2015
Untuk tahun 2015, program peningkatan kualitas dan efektivitas penerapan GCG di lingkungan
bjb, di antaranya
akan dilaksanakan:
• Sosialisasi Upaya Peningkatan Budaya Kepatuhan
Sosialisasi upaya peningkatan Budaya Kepatuhan yang telah disusun dalam Rencana Bisnis Bank Tahun 2015
kegiatan sosialisasi yang bertujuan meningkatkan Budaya kepatuhan dengan rencana sosialisasi sebagai berikut:
No Action Plan
TW I TW II
TW III TW IV
Action Plan
1 Penyampaian sosialisasi Budaya
Kepatuhan baik melalui program pendidikan dan pelatihan
pegawai.
ð ð
ð ð
Submission of Culture of Compliance good socialization
through educational programs and employee training.
• Peningkatan Budaya Kepatuhan Melalui Fungsi Quality
Assurance
Quality Assurance dilakukan dengan sistematis dan terbuka yang ditetapkan dalam model
compliance checklist untuk memberikan suatu keyakinan yang
memadai bahwa ketentuan, sistem dan prosedur serta kegiatan usaha yang dilakukan oleh Bank terkait bidang
supporting maupun business sudah sesuai dengan Peraturan Bank Indonesia dan Peraturan terkait termasuk
peraturan internal bank.
• Pemenuhan Komitmen
Implementasi pelaporan atas komitmen dilaksanakan Divisi Kepatuhan sesuai dengan ketentuan struktur
organisasi bank bjb serta mengusulkan pemenuhan
• Conducted socialization through education and
trainings on APU-PPT to bank bjb employees in order to improve the understanding of the implementation of the
APUPPT programs in related work units, and increase the understanding of the risk of money laundering and
UFSSPSJTNmOBODJOH t .BOBHFE UIF QPMJDZ PO HSBUJmDBUJPO DPOUSPM UISPVHI UIF
SBUJmDBUJPOPOUSPM6OJUJODPPQFSBUJPOXJUIUIFPSSVQUJPO Eradication Commission KPK including the socialization
to employees to increase the awareness of employees SFMBUFEUPUIFDPOUSPMPGHSBUJmDBUJPO
• Socialized the latest external regulations to the work units. • Socialized the rules and regulations that apply to employees
to support the creation of a culture of compliance.
Follow-ups in 2015
For 2015, the programs to improve the quality and effectiveness of GCG implementation in bank
bjb, will among
others include:
• Socialization on the Efforts to Improve Compliance Culture
Socialization on the efforts to improve compliance culture that had been prepared in the Bank’s Business Plan 2015
Socialization activities aimed at improving the culture of compliance with the plan of socialization as follows:
• Improvement of Compliance Culture Through the Quality Assurance Function
Quality Assurance will be performed systematically and openly, which is set out in the compliance checklist model
to provide a reasonable assurance that the regulations, systems and procedures and business activities
DPOEVDUFECZUIFBOLSFMBUFEUPUIFmFMEPGTVQQPSUJOH or business are in compliance with Bank Indonesia
Regulations and the related regulations including the bank’s internal regulations.
XOÀOOPHQWRIRPPLWPHQWV
Report on the commitments is carried out by the Compliance Division in accordance with the provisions of
the organizational structure of bank bjb and the proposal
TATA KELOLA PERUSAHAAN
423
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Annual Report 2014
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POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
komitmen Bank yang disampaikan oleh DivisiUnit Kerja, Kantor Wilayah dan Kantor Cabang dimasukan sebagai
salah satu komponen penilaian kinerja dalam Balance Score Card.
,PSOHPHQWDVL3HQJHORODDQUDWLÀNDVLGDQ+.31
1. Berkesinambungan melakukan sosialisasi serta membagikan Kontrak KomitmenPakta Integritas untuk
ditandatangani oleh Segenap Organisasi bank bjb
2. Melakukan pengelolaan Compliance Sheet Unit 1FOHFOEBMJBOSBUJmLBTJ
3. Menyatakan kepada Stakeholder mengenai Penerapan
1SPHSBN1FOHFOEBMJBOSBUJmLBTJ
• Melakukan Pemantauan Terhadap Kegiatan Pengkinian
Data Nasabah.
1. Penyusunan Laporan Rencana Pengkinian Data Nasabah Tahun 2015 dan Laporan Realisasi Pengkinian
Data Nasabah Tahun 2014 telah dilaksanakan dan dilakukan selama bulan Januari 2015.
2. Pemantauan pengkinian data nasabah pada Tahun 2015 berfokus pada pencapaian target masing-masing
Kantor Cabang dan KCP berdasarkan komitmen yang telah dibuat pada Laporan Rencana Pengkinian Data
Nasabah.
• Melakukan Pemantauan Terhadap Transaksi Nasabah.
1. Pemantauan transaksi nasabah dalam rangka pemenuhan kewajiban Pelaporan terkait penerapan
APUPPT kepada PPATK. 2. Pemantauan akan dikembangkan seiring dengan
pengembangan aplikasi AML yang bekerja sama dengan Vendor Ahli penyedia aplikasi AML,
diharapkan dengan aplikasi AML yang baru proses pemantauan transaksi akan lebih efektif dilaksanakan.
• Review Prosedur Pelaksanaan Enhanced Due Diligence EDD Kantor Cabang.
Pelaksanaan EDD akan diterapkan melalui pembuatan Formulir khusus terkait dengan data-data nasabah
berisiko tinggi dengan lebih lengkap yang berbeda dengan formulir pembukaan rekening yang hanya sesuai
untuk proses Costumer Due Diligence CDD.
Perubahan Komposisi Pengurus Perseroan
Sesuai dengan Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, Direksi merupakan organ
Perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan Perseroan untuk kepentingan Perseroan,
sesuai dengan maksud dan tujuan Perseroan. UP GVMmMM UIF DPNNJUNFOUT JT DPOWFZFE CZ UIF JWJTJPOT
8PSL6OJUT
3FHJPOBM0GmDFTBOESBODI0GmDFTBTPOF of the components of performance assessment in the
Balance Score Card.
,PSOHPHQWDWLRQ RI WKH 0DQDJHPHQW RI UDWLÀFDWLRQ And LHKPN
1. Continuously socialize and distribute the Commitment Contract Integrity Pact to be signed by the organization
of bank bjb
.BOBHF UIF PNQMJBODF 4IFFU PG UIF SBUJmDBUJPO Control Unit
3. Declare to the Stakeholders the Application of SBUJmDBUJPOPOUSPM1SPHSBN
• Conduct Monitoring on the Activities of Customer Data
Update.
1. Preparation of the Report on the Plan on Customer Data Updates in 2015 and the Report on the Realization
of Customer Data Update in t 2014, which had been implemented and carried out during the month of
January 2015. 2. Monitor the customer data update in 2015 focused on
UIFBDIJFWFNFOUPGUIFUBSHFUTJOFBDICSBODIPGmDF BOETVCCSBODIPGmDFCBTFEPODPNNJUNFOUTNBEF
in the Report on the Plan on Customer Data Update.
• Conduct Monitoring on Customer Transactions.
.POJUPS DVTUPNFS USBOTBDUJPOT JO PSEFS UP GVMmMM UIF reporting obligation related to the APUPPT to PPATK.
2. Monitoring will be developed along with the development of AML application in cooperation with
the Vendor expert in AML application providers. It is expected that with the new AML application, the
transactions monitoring process can be implemented more effectively.
• Review the Procedures for Enhanced Due Diligence RIWKHUDQFK2IÀFHV
EDD will be implemented through the creation of a special form related to the data of customers with high-risk which
is more complete and different with the account opening form which is only appropriate for the process of Customer
Due Diligence CDD.
Changes in Composition of the Management of the Company
In accordance with Act No. 40 of 2007 on Limited Liability Company, the Company’s Board of Directors is the authorized
organ fully responsible for the management of the Company GPSUIFPNQBOZTCFOFmUTJOBDDPSEBODFXJUIUIFHPBMTBOE
objectives of the Company.
GOOD CORPORATE GOVERNANCE
424
bank bjb
Laporan Tahunan 2014
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Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Begitu juga dengan Dewan Komisaris, yang merupakan organ Perseroan. Tugas dan tanggung jawabnya adalah melakukan
pengawasan dan memberikan nasihat kepada Direksi serta memastikan penerapan prinsip-prinsip tata kelola perusahaan
yang baik Good Corporate GovernanceGCG pada seluruh
tingkatan atau jenjang organisasi. Dalam industri perbankan, penentuan Direksi dan Dewan
Komisaris melibatkan regulator di bidang keuangan, dalam hal ini Otoritas Jasa Keuangan. Karena itu, penentuan Direksi
dan Dewan Komisaris bukan hanya otoritas pemegang saham, walaupun kemudian ditetapkan melalui Rapat Umum
Pemegang Saham. Di lingkungan Perseroan, sepanjang tahun 2014 telah
mengalami dua kali Rapat Umum Pemegang Saham Luar Biasa RUPSLB untuk menentukan komposisi Direksi dan
Dewan Komisaris yaitu pada tanggal 1 Juli 2014 dan tanggal 19 Desember 2014.
Pada tanggal 1 Juli 2014, Perseroan menyelenggarakan RUPSLB di Bandung, yang menghasilkan keputusan, di
antaranya: a. Memberhentikan dengan hormat Bien Subiantoro selaku
Direktur Utama Perseroan, Arie Yulianto selaku Direktur Perseroan dan Djamal Muslim selaku Direktur Perseroan.
b. Mengangkat Ahmad Irfan selaku Direktur Perseroan terhitung sejak berlakunya perubahan Anggaran Dasar
Perseroan yang telah disetujui dalam RUPS Luar Biasa dimaksud.
Dengan demikian susunan Pengurus Perseroan menjadi sebagai berikut:
Dewan Komisaris
Komisaris : Muhadi
Komisaris Independen : Achmad Baraba
Komisaris Independen : Klemi Subiyantoro
Komisaris Independen : Yayat Sutaryat
Komisaris Independen : Rudhyanto Mooduto
Direksi
Direktur Kepatuhan dan Manajemen Risiko
: Zaenal Aripin Direktur
: Ahmad Irfan Similar with the Board of Commissioners which is an organ of
the Company. The duties and responsibilities of the Board of Commissioners are to supervise and provide advices to the
Board of Directors, as well as ensure the application of the principles of good corporate governance GCG at all levels
or ranksof the organization. In the banking industry, the appointment of the Board of
Directors and Board of Commissioners involve regulators JO UIF mOBODJBM mFME
JO UIJT DBTF UIF JOBODJBM 4FSWJDFT
Authority. Therefore, the appointment of the Board of Directors and Board of Commissioners is not only the authority of the
shareholders, even if later determined by the General Meeting of Shareholders.
During the year 2014, the Company performed two Extraordinary General Meeting of Shareholders EGM to
determine the composition of the Board of Directors and Board of Commissioners, namely on July 1, 2014 and December 19,
2014. On July 1, 2014, the Company’s EGM was held in Bandung,
which resulted in the following decisions: a. Dismiss with respect Bien Subiantoro as the President
Director of the Company, Arie Yulianto as a Director of the Company and Djamal Muslim as a Director of the
Company. b. Appoint Ahmad Irfan as a Director of the Company since
the application of the amendments to the Articles of Association of the Company which has been approved
in the Extraordinary General Meeting of Shareholders referred to.
Thus, the composition of the Management of the Company became:
Board of Commissioners
Commissiner : Muhadi
Independent Commissiner : Achmad Baraba Independent Commissiner : Klemi Subiyantoro
Independent Commissiner : Yayat Sutaryat Independent Commissiner : Rudhyanto Mooduto
Board of Directors
Director – Compliance and Risk Management
: Zaenal Aripin Director
: Ahmad Irfan
TATA KELOLA PERUSAHAAN
425
bank bjb
Annual Report 2014
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POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Pada tanggal 19 Desember 2014, Perseroan kembali menyelenggarakan RUPSLB di Bandung, dengan keputusan
diantaranya: B .FOHBOHLBU 5BVmFRVSBDINBO 3VLJ TFMBLV ,PNJTBSJT
Utama dan Wawan Ridwan selaku Komisaris b. Mengangkat Ahmad Irfan selaku Direktur Utama
c. Mengangkat Agus Gunawan, Benny Santoso, Fermiyanti, Nia Kania dan Suartini selaku Direktur
Selain hal tersebut, RUPSLB juga memberikan wewenang kepada Direktur Utama untuk menetapkan pembagian bidang
kerja Direksi dengan melaporkan hasil keputusan tersebut kepada Dewan Komisaris.
Dengan demikian, susunan Pengurus Perseroan sejak ditutupnya Rapat Umum Pemegang Saham Luar Biasa
RUPSLB dimaksud menjadi sebagai berikut:
Dewan Komisaris
,PNJTBSJT6UBNB 5BVmFRVSBDINBO3VLJ
Komisaris : Muhadi
Komisaris : Wawan Ridwan
Komisaris Independen : Achmad Baraba
Komisaris Independen : Klemi Subiyantoro
Komisaris Independen : Rudhyanto Mooduto
Komisaris Independen : Yayat Sutaryat
Direksi
Direktur Utama : Ahmad Irfan
Direktur : Zaenal Aripin
Direktur : Agus Gunawan
Direktur : Benny Santoso
Direktur : Fermiyanti
Direktur : Nia Kania
Direktur : Suartini
Selanjutnya, sesuai dengan Surat Keputusan Direktur Utama Nomor 1022SKDIR-CS2014 tanggal 29 Desember 2014
tentang Penetapan Susunan Direksi, telah ditetapkan susunan Direksi Perseroan yaitu sebagai berikut:
Direktur Utama : Ahmad Irfan
Direktur Kepatuhan dan Manajemen Risiko
: Zaenal Aripin Direktur Mikro
: Agus Gunawan Direktur Operasional
: Benny Santoso In December 19, 2014, the Company held the another EGM in
Bandung, with the following decisions: B QQPJOU 5BVmFRVSBDINBO 3VLJ BT UIF 1SFTJEFOU
Commissioner and Wawan Ridwan as Commissioner b. Appoint Ahmad Irfan as the President Director
c. Appoint Agus Gunawan, Benny Santoso, Fermiyanti, Nia Kania and Suartini as Directors
In addition, the EGM also gave authorization to the President Director to establish the division of tasks of the Board of
Directors and report the results of the decision to the Board of Commissioners.
Thus, the composition of the Management of the Company since the closing of the Extraordinary General Meeting of the
4IBSFIPMEFST .
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Board of Commissioners
1SFTJEFOUPNNJTTJPOFS 5BVmFRVSBDINBO3VLJ
Commissioner : Muhadi
Commissioner : Wawan Ridwan
Independent Commissiner : Achmad Baraba Independent Commissiner : Klemi Subiyantoro
Independent Commissiner : Rudhyanto Mooduto Independent Commissiner : Yayat Sutaryat
Board of Directors
President Director : Ahmad Irfan
Director : Zaenal Aripin
Director : Agus Gunawan
Director : Benny Santoso
Director : Fermiyanti
Director : Nia Kania
Director : Suartini
Furthermore, in accordance with the Decree of the President Director No. 1022SKDIR-CS2014 dated December 29, 2014
on the Establishment of Board of the composition of the Board of Directors, the composition of the Board of Directors of the
Company has been determined as follows: President Director
: Ahmad Irfan Director – Compliance and
Risk Management : Zaenal Aripin
Director – Micro : Agus Gunawan
Director – Operational : Benny Santoso
GOOD CORPORATE GOVERNANCE
426
bank bjb
Laporan Tahunan 2014
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Director – Consumer : Fermiyanti
Director – Finance : Nia Kania
Director – Commercial : Suartini
The Program to Improve the Quality and Effectiveness of GCG
bank bjb is aware of the importance of improving the quality
of good corporate governance in a structured and tiered manner. To that end, bank
bjb holds programs related to the
improvement of the Quality and Effectiveness of GCG. In 2014 the programs included:
Direktur Konsumer : Fermiyanti
Direktur Keuangan : Nia Kania
Direktur Komersial : Suartini
Program Peningkatan Kualitas dan Efektivitas GCG
bank bjb menyadari pentingnya peningkatan kualitas Tata
Kelola Perusahaan secara terstruktur dan berjenjang. Untuk itu bank
bjb menyelenggarakan program-program yang
terkait dengan Peningkatan Kualitas dan Efektivitas GCG. Di tahun 2014 program-program yang dilaksanakan antara lain
adalah:
KeteranganDescription TanggalDate
TempatLocation Train for Trainer
Train for Trainer 27-29 Januari 2014
January 27-29, 2014 Inhouse bank
bjb Train for Trainer Salesmanship
For Service People
Train for Trainer Salesmanship For Service People
17-19 Februari 2014 February 17-19, 2014
Inhouse bank bjb
Train for Trainer Harta Kekayaan Negara
Train for Trainer State Assets 6 Mei 2014
May 6, 2014 Jakarta
TOT Lanjutan Piloting
Pembentukan Tunas Integritas dan Pembangunan Sistem
Integritas Organisasi
Advanced TOT Piloting the Establishment of Cadres of Integrity
and Development of Organization Integrity System
2-4 Desember 2014 December 2-4, 2014
Inhouse bank
bjb
KeteranganDescription TanggalDate
TempatLocation Pelatihan Change Agent
Change Agent Training
13 November 2014 November 13, 2014
Inhouse bank bjb
TATA KELOLA PERUSAHAAN
427
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Informasi Penting Lain Terkait GCG
1. Penghargaan Penerapan GCG
Konsistensi bank
bjb dalam melaksanakan penerapan
prinsip-prinsip GCG di lingkungan Bank telah mendapatkan apresiasi dari pemangku kepentingan
yang berkompeten. Untuk tahun 2014, penghargaan penerapan GCG diberikan oleh Komisi Pemberantasan
Korupsi KPK. Lembaga tersebut menilai bahwa bank
bjb telah memenuhi
komitmen terhadap penerapan larangan menerima HSBUJmLBTJ EJ MJOHLVOHBO BOL
ZBOH NFSVQBLBO CBHJBO
penting dalam pelaksanaan tata kelola perusahaan yang baik. Penghargaan dari KPK pada tahun 2014 itu adalah
i6. FOHBO +VNMBI -BQPSBO SBUJmLBTJ 5FSCBOZBL dan 96,14 Tepat Waktu Tahun 2014” yang diberikan
pada tanggal 9 Desember 2014.
8QLW3HQJHQGDOLDQUDWLÀNDVL
Sesuai dengan Undang-Undang Nomor 20 tahun 2001 UFOUBOH1FNCFSBOUBTBO5JOEBL1JEBOB,PSVQTJ
HSBUJmLBTJ
adalah pemberian dalam arti luas, yakni meliputi pemberian uang, barang, rabat
discount, komisi, pinjaman tanpa bunga, tiket perjalanan, fasilitas penginapan, perjalanan
wisata, pengobatan cuma-cuma, dan fasilitas lainnya. SBUJmLBTJ UFSTFCVU CBJL ZBOH EJUFSJNB EJ EBMBN OFHFSJ
maupun di luar negeri dan yang dilakukan dengan menggunakan sarana elektronik atau tanpa sarana
elektronik. Ketentuan tersebut tidak berlaku jika penerima NFMBQPSLBO HSBUJmLBTJ ZBOH EJUFSJNBOZB LFQBEB ,PNJTJ
Pemberantasan Tindak Pidana Korupsi. Bagi
bank bjb
QFOHFOEBMJBO HSBUJmLBTJ NFSVQBLBO bagian penting dari proses pelaksanaan penerapan GCG
di lingkungan Bank. Karena itulah, Bank telah membentuk 6OJU 1FOHFOEBMJBO SBUJmLBTJ TFCBHBJ XVKVE LPNJUNFO
menciptakan tata kelola perusahaan yang baik dan bersih agar tercipta kinerja GCG yang berkesinambungan.
Other Important Information Related to GCG
1. Awards on GCG Implementation