KABUPATENREGENCY TASIKMALAYA KABUPATENREGENCY CIAMIS Rapat Umum Pemegang Saham Tahunan Tahun Buku 2013 dan Luar Biasa Tahun 2014

59 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Daftar Penyertaan Modal No. Nama Lembaga Institution Name Bidang Usaha Line of Business Alamat Address 3HQ\HUWDDQ0RGDOTXLW\DSLWDO Status Kepemilikan Ownership Status bank bjb DODP5LEXDQ5S,Q 7KRXVDQG5S 3 PD BPR LPK Cingambul Perbankan Banking Jl. Raya Cikijing-Ciamis No. 32 cingambul- Majalengka 45466 92.500 7,64 mMJBTJ 4 PD BPR LPK Banjaran Perbankan Banking Jl. Raya Banjaran No.23 Banjaran Majalengka 45468 107.500 8,64 mMJBTJ SUB JUMLAH SUB TOTAL 422.500

VIII. KABUPATENREGENCY BEKASI

1 PD BPR LPK Cibarusah Perbankan Banking Jl. Raya Loji, Komplek Kecamatan Cibarusah 165.000 7,28 mMJBTJ GmMJBUJPO 2 PD BPR LPK Setu Perbankan Banking Jl. Raya Setu RT.002001 No. 49 Desa Lubang Buaya Kec. Setu Bekasi 17322 165.000 7,28 mMJBTJ GmMJBUJPO 3 PD BPR LPK Pondokgede Perbankan Banking Jl. Jatiwaringin No. 18 Pondok Gede Bekasi 165.000 7,28 mMJBTJ GmMJBUJPO 4 PD BPR LPK Cibitung Perbankan Banking Jl. Sultan Hasanudin No. 123 Desa Tambun, Kec. Tambun Selatan - Kab. Bekasi 165.000 7,28 mMJBTJ GmMJBUJPO 5 PD BPR LPK BekasiKranji Perbankan Banking Harapan Baru II C9-7, Bekasi 165.000 7,28 mMJBTJ GmMJBUJPO 6 PD BPR LPK Sukatani Perbankan Banking Jl. Raya Sukatani No. 41 Kec. Sukatani - Bekasi 165.000 7,25 mMJBTJ GmMJBUJPO SUB JUMLAH SUB TOTAL 990.000

IX. KABUPATENREGENCY SUBANG

1 PD BPR LPK Jalancagak Perbankan Banking Jl. Raya Jalancagak No. 151 - Subang 41281 Anak Perusahaan Subsidiary SUB JUMLAH SUB TOTAL 7.955.000

X. KABUPATENREGENCY GARUT

1 PD BPR LPK Garutkota Perbankan Banking Jl. Pramuka No. 30A Garut Anak Perusahaan Subsidiary SUB JUMLAH SUB TOTAL 8.232.500 1

XI. KABUPATENREGENCY TASIKMALAYA

1 PD BPR LPK Cipatujah Perbankan Banking Jl. Raya Cipatujah No. 293 Cipatujah, Tasikmalaya 600.000 7,27 mMJBTJ GmMJBUJPO

XII. KABUPATENREGENCY CIAMIS

1 PD BPR LPK Cimerak Perbankan Banking Jl. Raya Ciparanti No. 149 Ciamis 300.000 15,00 mMJBTJ GmMJBUJPO SUB JUMLAH SUB TOTAL 300.000

XIII. KABUPATENREGENCY TANGERANG

1 PD BPR Kerta Raharja Perbankan Banking Jl. Raya serang KM 15 No.1 Cikupa Tangerang 1.050.000 2,09 mMJBTJ GmMJBUJPO SUB JUMLAH SUB TOTAL 1.050.000 JUMLAH TOTAL PD BPR LPK 28.171.365 NON BPR 1 bank bjb Syariah Perbankan Banking Jl. Braga No. 135 - Bandung 595.000.000 97,70 Anak Perusahaan Subsidiary 2 PT ASURANSI BANGUN ASKRIDA Asuransi Pusat Niaga cempaka Mas M I36, Jl. Letjen Soeprapto - Jakarta 20.000.000 10,13 mMJBTJ GmMJBUJPO SUB JUMLAH SUB TOTAL 615.000.000 TOTAL 643.171.365 60 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan JARINGAN OPERASI LAYANAN 2357,2117:25. 659,6 bank bjb SBODI0GmDF Kantor Cabang bank bjb DKI Jakarta .DQWRUDEDQJUDQFK2IÀFH WilayahRegion Rawamangun - Cabang Devisa Jakarta Timur KhususSpecial Jakarta Jakarta Pusat Kebayoran Baru Jakarta Selatan Mangga Dua Jakarta Pusat Hasyim Ashari Jakarta Barat Jakarta Barat Rasuna Said Jakarta Selatan S. Parman Jakarta Barat Daan Mogot Jakarta Barat Saharjo Jakarta Selatan Bali .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ HQSDVDU HQSDVDU Sumatera Utara | North Sumatera .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ 0HGDQ 0HGDQ Riau .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ 3HNDQEDUX 3HNDQEDUX DWDP DWDP Kalimantan Selatan | South Kalimantan .DQWRUDEDQJUDQFK2IÀFH KotaCity Banjarmasin Banjarmasin Sumatera Selatan | South Sumatera .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ 3DOHPEDQJ 3DOHPEDQJ Lampung .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ DQGDUDPSXQJ DQGDUDPSXQJ -DZDDUDW_:HVW-DYD .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ 8WDPD0DLQDQGXQJ DQGXQJ LPDKL LPDKL 6RUHDQJ DQGXQJ 6XPHGDQJ 6XPHGDQJ 7DPDQVDUL DQGXQJ 6XFL DQGXQJ RJRU RJRU HSRN HSRN LELQRQJ HNDVL LNDUDQJ HNDVL HNDVL HNDVL 3XUZDNDUWD 3XUZDNDUWD .DUDZDQJ .DUDZDQJ LDQMXU LDQMXU 6XNDEXPL 6XNDEXPL DUXW DUXW 6XEDQJ 6XEDQJ -DZD7HQJDK_HQWUDO-DYD .DQWRUDEDQJUDQFK2IÀFH KotaCity Semarang Semarang Tegal Tegal Surakarta Surakarta Banten .DQWRUDEDQJUDQFK2IÀFH :LOD\DK5HJLRQ 7DQJHUDQJ 7DQJHUDQJ 6HUDQJ 6HUDQJ LOHJRQDQNHYLVD LOHJRQ 3DQGHJODQJ 3DQGHJODQJ DEXDQ DEXDQ 5DQJNDVELWXQJ 5DQJNDVELWXQJ 6 7DQJHUDQJ6HODWDQ DODUDMD 7DQJHUDQJ -DZDDUDW_:HVW-DYD .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ 7DVLNPDOD\D 7DVLNPDOD\D 0DMDOHQJND 0DMDOHQJND Ciamis Ciamis Cirebon Cirebon ,QGUDPD\X ,QGUDPD\X .XQLQJDQ .XQLQJDQ 3DODEXKDQUDWX 3HODEXKDQUDWX DQMDU DQMDU 3DGDODUDQJ 3DGDODUDQJ 6XNDMDGL DQGXQJ 6XPEHU Cirebon XDKDWXDEDQJHYLVD DQGXQJ 0DMDOD\D DQGXQJ -DWLQDQJRU 6XPHGDQJ 6LQJDSDUQD 7DVLNPDOD\D 61 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data -DZD7LPXU_DVW-DYD .DQWRUDEDQJUDQFK2IÀFH KotaCity Surabaya Surabaya Sulawesi Selatan | South Sulawesi .DQWRUDEDQJUDQFK2IÀFH KotaCity Makassar Makassar Kalimantan Timur | East Kalimantan .DQWRUDEDQJUDQFK2IÀFH .RWDLW\ DOLNSDSDQ DOLNSDSDQ 62 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan STRUKTUR ORGANISASI 251,=7,216758785 Kantor Wilayah 5HJLRQ2IÀFH Kantor Cabang UDQFK2IÀFH DIREKTUR OPERASIONAL MANAGING DIRECTOR – OPERATIONAL BENNY SANTOSO LYLVL2SHUDVLRQDO Jaringan Layanan LYLVLRQRI2SHUDWLRQDO1HWZRUN 6HUYLFHV Adang A. Kunandar 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL6XPEHUD\D Manusia LYLVLRQRI+XPDQ 5HVRXUFHV Neneng Hayati 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL8PXP LYLVLRQRIHQHUDO GPLQLVWUDWLRQ Dadang Iskandar 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL3HQGLGLNDQ Pelatihan LYLVLRQRIGXFDWLRQ 7UDLQLQJ Cecep Trisna 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL7HNQRORJL,QIRUPDVL LYLVLRQRI,QIRUPDWLRQ 7HFKQRORJ\ Moch. Barkah Setyadi 3HPLPSLQLYLVL +HDGLYLVLRQ Unit Administrasi Kredit Bisnis Legal LYLVLRQRILQDQFLDORQWURO HJDOXVLQHVV Siswachyudi 3HPLPSLQLYLVL +HDGLYLVLRQ DIREKTUR MIKRO MANAGING DIRECTOR – MICRO AGUS GUNAWAN DIREKTUR KONSUMER MANAGING DIRECTOR – CONSUMER 50,17, DIREKTUR UTAMA President Director Ahmad Irfan LYLVL.UHGLW.RQVXPHU LYLVLRQRI RQVXPHURDQV - 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL.RUSRUDVL Komersial LYLVLRQRIRUSRUDWH RPPHUFLDODQNLQJ Toto Susanto 3HPLPSLQLYLVL +HDGLYLVLRQ Unit Electronic Banking OHFWURQLFDQNLQJ8QLW Anre Rasyidin Pamuntjak Pemimpin Unit +HDGLYLVLRQ LYLVL0DQDMHPHQQDN Perusahaan LYLVLRQRI6XEVLGLDULHV 0DQDJHPHQW Jaja Jarkasih 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL,QVWLWXVLRQDODQNLQJ LYLVLRQRI,QVWLWXWLRQDODQNLQJ Sri Asri Wulandari 3HPLPSLQLYLVL +HDGLYLVLRQC LYLVLDQD -DVD Konsumer LYLVLRQRIXQG RQVXPHU 6HUYLFH Tedi Setiawan 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL,QWHUQDVLRQDO LYLVLRQRI,QWHUQDWLRQDO 6RÀ6XU\DVQLD 3HPLPSLQLYLVL +HDGLYLVLRQ DIREKTUR KOMERSIAL MANAGING DIRECTOR – COMERCIAL SUARTINI RAPAT UMUM PEMEGANG SAHAM RUPS General Meeting of Shareholders GMS LYLVL0LNUR LYLVLRQRI0LFUR Ita Garmeita 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL35.RSHUDVL LK Lainnya LYLVLRQRI35RSHUDWLRQ 2WKHUV, - 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL3HQ\HODPDWDQ Penyelesaian Kredit LYLVLRQRI6DYLQJ UHGLW 6HWWOHPHQW Rudy Dhian Dwimaya 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL.35 0RUWJDJH LYLVLRQRI.35 0RUWJDJH - 3HPLPSLQLYLVL +HDGLYLVLRQ 63 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data KOMITE AUDIT Audit Committee KOMITE REMUNERASI NOMINASI Remuneration Nomination Committee KOMITE PEMANTAU RISIKO Risk Monitoring Committee DIREKTUR KEPATUHAN DAN MANAJEMEN RISIKO MANAGING DIRECTOR – COMPLIANCE AND RISK MANAGEMENT ZAENAL ARIPIN Komite Eksekutif Risk Capital Executive Risk Capital Committee LYLVL.HSDWXKDQ LYLVLRQRIRPSOLDQFH Rahmat 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL3HQJHQGDOLDQ Keuangan LYLVLRQRILQDQFLDORQWURO Agus Riswanto 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL+XNXP LYLVLRQRIHJDO Yusuf Saadudin 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL0DQDMHPHQ5LVLNR LYLVLRQRI5LVN0DQDJHPHQW Beny Riswandi 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL7UHVXUL LYLVLRQRI7UHDVXU\ DELDQXV6XGMDWPRNR 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVLUHGLW5LVN5HYLHZHU LYLVLRQRI UHGLW5LVN5HYLHZHU Agus Jajat Masoem 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVLKDQJH 0DQDJHPHQW2IÀFH LYLVLRQRIKDQJH 0DQDJHPHQW2IÀFH Yana Iriana 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL3HUHQFDQDDQ Strategis LYLVLRQRI6WUDWHJLF3ODQQLQJ Agus Supriyatna 3HPLPSLQLYLVL +HDGLYLVLRQ LYLVL6HNUHWDULV Perusahaan LYLVLRQRIRUSRUDWH6HFUHWDU\ Agus Mulyana 3HPLPSLQLYLVL +HDGLYLVLRQ 7DXÀHTXUDFKPDQ5XNL Wawan Ridwan Muhadi Achmad Baraba Klemi Subiyantoro Yayat Sutaryat Rudhyanto Mooduto DEWAN KOMISARIS Board of Commissioners DIREKTUR KEUANGAN MANAGING DIRECTOR – FINANCE NIA KANIA LYLVL,QWHUQDOXGLW LYLVLRQRI,QWHUQDOXGLW Hendi Rochendi 3HPLPSLQLYLVL +HDGLYLVLRQ 64 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 7DXÀHTXUDFKPDQ5XNL .RPLVDULV8WDPD 3UHVLGHQWRPPLVVLRQHU Warga Negara Indonesia. Saat ini berusia 69 tahun. Lahir di Rangkasbitung tahun 1946. Menyelesaikan Pendidikan Sarjana di Fakultas Hukum Universitas 17 Agustus 1945, Jakarta pada tahun 1987. Ditunjuk pertama kali untuk menjabat sebagai Komisaris Utama bank bjb pada tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Jabatan lain yang pernah atau sedang dipegang antara lain: - Anggota Badan Pemeriksa Keuangan RI 2009-Mei 2013 - Komisaris Utama PT Krakatau Steel 2008- 2009. Indonesian Citizens. Currently 69 years old. Born in Rangkasbitung 1946. Completed Bachelor of Education in the Faculty of Law, University of 17 Agustus 1945, in Jakarta in 1987. QQPJOUFE GPS IJT mSTU UFSN BT 1SFTJEFOU Commissioner bank bjb on December 19, 2014, pursuant to Deed number 221 on Resolutions of the EGM. Other positions that have or are held, among others: - Member of Audit Board of Indonesia 2009 - May 2013 - Commissioner of PT Krakatau Steel 2008- 2009. Muhadi Komisaris Commissioner Warga Negara Indonesia. Saat ini berusia 59 tahun. Lahir di Boyolali tahun 1954. Menyelesaikan pendidikan Sarjana di Fakultas Teknik Geodesi Institut Teknologi Bandung pada tahun 1981 dan Pendidikan Pasca Sarjana di bidang Perencanaan Wilayah dan Kota Institut Teknologi Bandung pada tahun 1990. Ditunjuk pertama kali untuk menjabat sebagai Komisaris bank bjb pada tahun 2008. Diangkat kembali sebagai Komisaris pada tahun 2011 berdasarkan Akta No. 76 tanggal 25 Juli 2011. Jabatan lain yang pernah atau sedang dipegang antara lain: - Sekretaris Daerah Provinsi Banten 2008-Sekarang; - Plt. Sekretaris Daerah Provinsi Banten 2008. Indonesian Citizens. Currently 59 years old. Born in Boyolali in 1954. Graduated at the Faculty of Geodesy Bandung Institute of Technology in 1981 and a Post-Graduate Education in Regional and City Planning Bandung Institute of Technology in 1990. QQPJOUFE GPS IJT mSTU UFSN BT PNNJTTJPOFS bank bjb in 2008. Reappointed as Commissioner in 2011 pursuant to Deed number 76 dated July 25, 2011. Other positions that have or are held, among others: - Provincial Secretary Banten 2008 - Present; - Plt. Provincial Secretary of Banten 2008. 352,:1.20,65,6 252200,6,2156352, 65 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Warga Negara Indonesia. Saat ini berusia 59 tahun. Lahir di Bandung tahun 1956. Menyelesaikan Pendidikan Sarjana di Institut Pertanian Bogor, pada tahun 1981. Kemudian melanjutkan pendidikan Pasca Sarjana di bidang Manajemen di Institut Pertanian Bogor pada tahun 1993. Ditunjuk pertama kali untuk menjabat sebagai Komisaris bank bjb pada tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Jabatan lain yang pernah dipegang antara lain: - Asisten Perekonomian dan Pembangunan Setda Jawa Barat 2007; - Kepala Dinas Kehutanan Provinsi Jawa Barat 2005. Indonesian Citizens. Currently 59 years old. Born in Bandung in 1956. Completed a Bachelor of Education in Bogor Agricultural University, JO POUJOVJOH FEVDBUJPO JO UIF mFME PG Management Graduate at Bogor Agricultural University in 1993 . Appointed as Commissioner bank bjb since December 19, 2014, pursuant to the Deed number 221 on Decision EGM. Other positions previously held: - Assistant for Economic and Development Secretariat of West Java 2007; FBEPG8FTU+BWB1SPWJODJBMPSFTUSZ0GmDF 2005. Achmad Baraba Komisaris Independen ,QGHSHQGHQWRPPLVVLRQHU Warga Negara Indonesia. Saat ini berusia 58 tahun. Lahir di Solo tahun 1955. Menyelesaikan pendidikan Sarjana di Fakultas Ekonomi jurusan Akuntansi di Universitas Gadjah Mada tahun 1982 dan pendidikan Magister Akuntansi di Universitas Indonesia tahun 2010. Ditunjuk pertama kali untuk menjabat sebagai Komisaris bank bjb pada tahun 2007. Diangkat kembali sebagai Komisaris pada tahun 2011 berdasarkan Akta No. 76 tanggal 25 Juli 2011. Jabatan lain yang pernah atau sedang dipegang antara lain: - Dosen IBS-LPPI Jakarta 2010-Sekarang - Dosen Fakultas Ekonomi Universitas Indonesia 2006 - Sekarang. Indonesian Citizens. Currently 58 years old. Born in Solo in 1955. Graduated at the Faculty of Economics, majoring in Accounting at Gadjah Mada University in 1982 and a Master Degree in Accounting at the University of Indonesia in 2010. QQPJOUFE GPS IJT mSTU UFSN BT PNNJTTJPOFS bank bjb in 2007. Reappointed as Commissioner in 2011 pursuant to Deed number 76 dated July 25, 2011. Other positions that have or are held, among others: - Lecturer IBS - LPPI Jakarta 2010 - Present - Faculty of Economics, University of Indonesia 2006 - Present. Wawan Ridwan Komisaris Commissioner 66 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan Klemi Subiyantoro Komisaris Independen ,QGHSHQGHQWRPPLVVLRQHU Warga Negara Indonesia. Saat ini berusia 47 tahun. Lahir di Sukoharjo tahun 1966. Menyelesaikan pendidikan Diploma IV di Sekolah Tinggi Akuntansi Negara STAN tahun 1994, meraih gelar Sarjana Hukum di Universitas Krisnadwipayana tahun 2012 dan pendidikan Pasca Sarjana Magister Manajemen Bidang Studi Ekonomi Sumber Daya Manusia di Universitas Krisnadwipayana tahun 2012. Ditunjuk pertama kali untuk menjabat sebagai Komisaris bank bjb pada tahun 2008. Diangkat kembali sebagai Komisaris pada tahun 2011 berdasarkan Akta No. 76 tanggal 25 Juli 2011. Jabatan yang pernah atau sedang dipegang antara lain: - Komisaris Independen PT Adhi Karya Persero Tbk 2006-2008; - Ketua Komite Audit PT Adhi Karya Persero Tbk 2006-2008. Indonesian Citizens. Currently 47 years old. Born Sukoharjo in 1966. Graduated IV Diploma in Accounting College STAN in 1994 , earned his law degree at the University Krisnadwipayana in 2012 and Master of Management Education Graduate Division of Economic Studies of Human Resources at the University Krisnadwipayana in 2012 . QQPJOUFE GPS IJT mSTU UFSN BT PNNJTTJPOFS bank bjb in 2008. Reappointed as Commissioner in 2011 pursuant to Deed number 76 dated July 25, 2011. Other positions that have or are held, among others: - Independent Commissioner of PT Adhi Karya Persero Tbk 2006-2008; - Chairman of the Audit Committee of PT Adhi Karya Persero Tbk 2006-2008. Rudhyanto Mooduto Komisaris Independen ,QGHSHQGHQWRPPLVVLRQHU Warga Negara Indonesia. Saat ini berusia 58 tahun. Lahir di Jakarta tahun 1955. Menyelesaikan Pendidikan Sarjana di Fakultas Ekonomi Jurusan Akuntansi Universitas Trisakti Jakarta dan Pendidikan Pasca Sarjana pada bidang Manajemen Jurusan Bisnis Internasional dari Georgia State University, Atlanta, Amerika Serikat pada tahun 1990. Ditunjuk pertama kali untuk menjabat sebagai Komisaris Independen bank bjb pada tahun 2012 berdasarkan Akta No. 130 tanggal 27 September 2012. Jabatan lain yang pernah di pegang antara lain: - Direktur Utama PT Pesona Prima Utama Oktober 2011-sekarang - Direktur Utama PT Asian Hybrid Seed Technologies Indonesia Januari-Desember 2010. Indonesian Citizens. Currently 58 years old. Born in Jakarta in 1955. Completed a Bachelor of Education in the Faculty of Economics Department of Accounting University of Trisakti and Graduate Education at the Department of International Business Management from Georgia State University, Atlanta, USA in 1990. QQPJOUFE GPS IJT mSTU UFSN BT OEFQFOEFOU Commissioner bank bjb in 2012 pursuant to Deed number 130 dated September 27, 2012. Other positions previously held: - President Director of PT Enchantment Prima Utama October 2011 - present - President Director of PT Asian Hybrid Seed Technologies Indonesia January-December 2010. 352,:1.20,65,6 67 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Yayat Sutaryat Komisaris Independen ,QGHSHQGHQWRPPLVVLRQHU Warga Negara Indonesia. Saat ini berusia 62 tahun. Lahir di Garut tahun 1952. Menyelesaikan pendidikan di Akademi Fakultas IPPS IKIP Bandung tahun 1980, meraih gelar Sarjana Hukum di Universtas Islam Nusantara UNINUS Bandung tahun 1987, dan Pendidikan Pasca Sarjana di bidang Administrasi Negara Universitas Garut UNIGA tahun 2000. Ditunjuk pertama kali untuk menjabat sebagai Komisaris Independen bank bjb pada tahun 2011 berdasarkan Akta No. 76 tanggal 25 Juli 2011. Jabatan lain yang pernah atau sedang dipegang antara lain: - Komisaris Utama PT Citra Bangun Selaras BUMD 2010-2011; - Kepala Dinas Pendapatan Pengelolaan Keuangan Daerah Kabupaten Bandung 2007-2010. Indonesian Citizens. Currently 62 years old. Born in Garut in 1952. Graduated from the Academy of Teachers’ Training College Faculty IPPS Bandung in 1980, earned his law degree in Islamic Universtas Nusantara UNINUS Bandung in 1987, and a Post-Graduate EVDBUJPO JO UIF mFME PG 1VCMJD ENJOJTUSBUJPO University of Garut UNIGA in 2000. QQPJOUFE GPS IJT mSTU UFSN BT OEFQFOEFOU Commissioner bank bjb in 2011 pursuant to Deed number 76 dated July 25, 2011. Other positions that have or are held, among others: - Commissioner of PT Citra Build Aligned BUMD 2010-2011; - Head of the Department of Revenue and Finance Management Bandung District 2007-2010. 252200,6,2156352, 68 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan Ahmad Irfan LUHNWXU8WDPD 3UHVLGHQWLUHFWRU 352,,5.6, 252,57256352, Warga Negara Indonesia. Saat ini berusia 51 tahun. Lahir di Palembang tahun 1963. Menjabat pertama kali sebagai Direktur Utama bank bjb sejak tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Magister di bidang Hukum, Universitas Padjadjaran Bandung pada tahun 2006. Jabatan lain yang pernah dipegang antara lain: - Direktur Komersial 2014; - Pemimpin Divisi Komersial 2014. Indonesian Citizens. Currently 51 years old. Born in Palembang in 1963. He served his mSTU UFSN BT 1SFTJEFOU JSFDUPS PG CBOL bjb since December 19, 2014, pursuant to the Deed number 221 on Resolutions of the EGM. Graduated with a Master of Law, University of Padjadjaran Bandung in 2006. Other positions previously held: - Commercial Director 2014; - Head of Commercial Division 2014. Agus Gunawan LUHNWXU0LNUR 0DQDJLQJLUHFWRU²0LFUR Warga Negara Indonesia. Saat ini berusia 41 tahun. Lahir di Ciamis tahun 1973. Menjabat pertama kali sebagai Direktur bank bjb pada tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Sarjana di bidang Ekonomi dari Universitas Pasundan, Bandung, pada tahun 2007. Jabatan lain yang pernah dipegang antara lain: - PT Bank BTPN Tbk sejak 2008-2014 dengan jabatan terakhir Distribution Head UMK dan pangkat Senior Vice President; - PT Bank Danamon Indonesia Tbk sejak 1997-2008 dengan jabatan terakhir sebagai Cluster Manager SEMM Bandung Area 3 dan pangkat Ass. Vice President. Indonesian Citizens. Currently 41 years old. PSOJOJBNJTJOFTFSWFEIJTmSTUUFSN as Director of bank bjb on December 19, 2014, pursuant to the Deed number 221 on Resolutions of the EGM. Graduated with a BA in Economics from the University of Pasundan, Bandung, in 2007. Other positions previously held: - PT Bank BTPN Tbk since 2008-2014 with last position Distribution Head MSE, Senior Vice President; - PT Bank Danamon Indonesia Tbk since 1997- 2008 as the Cluster Manager SEMM Bandung SFBXJUIPGmDFTT7JDF1SFTJEFOU 69 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data HUPL\DQWL LUHNWXU.RQVXPHU 0DQDJLQJLUHFWRU²RQVXPHU Warga Negara Indonesia. Saat ini berusia 51 tahun. Lahir di Jakarta tahun 1963. Menjabat pertama kali sebagai Direktur bank bjb sejak tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Sarjana di bidang Sosial Ekonomi Pertanian dari Institut Pertanian, Bogor, tahun 1988. Jabatan lain yang pernah dipegang antara lain: - Pemimpin Divisi KPR Mortgage bank bjb 2012-2014; - Pemimpin Divisi Card Center Electronic Banking bank bjb 2011-2012. Indonesian Citizens. Currently 51 years old. PSOJO+BLBSUBJO4IFTFSWFEIFSmSTUUJNF as Director of bank bjb since December 19, 2014, pursuant to Deed number 221 on Resolutions of the EGM. Graduated with a bachelor’s degree in Social Economics of Agriculture from the Institute of Agriculture, Bogor, 1988. Other positions once held by, among others : - Head of Mortgage Mortgage Division bank bjb 2012-2014; - Head of Card Center Electronic Banking Division bank bjb 2011-2012. Suartini LUHNWXU.RPHUVLDO 0DQDJLQJLUHFWRU²RPPHUFLDO Warga Negara Indonesia. Saat ini berusia 46 tahun. Lahir di Bandung tahun 1968. Menjabat pertama kali sebagai Direktur bank bjb sejak tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Sarjana di Universitas Padjadjaran, Bandung pada tahun 1993. Jabatan lain yang pernah di pegang antara lain: - Pemimpin Divisi Kredit Konsumer bank bjb 2012-2014 - Pemimpin Divisi Konsumer bank bjb September 2012 - Desember 2012. Indonesian Citizens. Currently 46 years old. PSOJOBOEVOHJO4IFTFSWFEGPSIFSmSTU term as Director of bank bjb since December 19, 2014, pursuant to the Deed number 221 on Resolutions of the EGM. Graduated with a bachelor’s degree at the University of Padjadjaran, Bandung in 1993 . Other positions previously held: - Head of Consumer Credit Division bank bjb 2012-2014 - Head of Consumer Division bank bjb September 2012 - December 2012. 70 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan Zaenal Aripin LUHNWXU.HSDWXKDQGDQ0DQDMHPHQ5LVLNR 0DQDJLQJLUHFWRU²RPSOLDQFHDQG5LVN 0DQDJHPHQW 352,,5.6, Warga Negara Indonesia. Saat ini berusia 45 tahun. Lahir di Garut tahun 1969. Menjabat pertama kali sebagai Direktur bank bjb sejak tahun 2011. Menyelesaikan pendidikan Doktor di bidang Ekonomi dari Universitas Padjadjaran, Bandung pada tahun 2006. Jabatan lain yang pernah dipegang antara lain: - Pemimpin Divisi Perencanaan Strategis bank bjb 2010-2011; ,FUVB 1SPHSBN .BOBHFNFOU 0GmDF 2010. Indonesian Citizens. Currently 45 years old. PSOJOBSVUJOFTFSWFEIJTmSTUUFSN as Director of bank bjb since 2011. Graduated with doctoral degree in Economics from the University of Padjadjaran, Bandung in 2006. Other positions previously held: - Head of Strategic Planning Division bank bjb 2010-2011; IBJSNBOPGUIF.BOBHFNFOU0GmDF1SPHSBN 2009-2010. Nia Kania LUHNWXU.HXDQJDQ 0DQDJLQJLUHFWRU²LQDQFH Warga Negara Indonesia. Saat ini berusia 48 tahun. Lahir di Bandung tahun 1966. Menjabat pertama kali sebagai Direktur bank bjb sejak tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Sarjana di bidang Ekonomi Universitas Padjadjaran, Bandung pada tahun 1990. Jabatan lain yang pernah di pegang antara lain: - Pemimpin Divisi Jaringan dan Layanan bank bjb Juli 2014 - Desember 2014 - Direktur Dana Pensiun bank bjb Februari 2014 - Juli 2014. Indonesian Citizens. Currently 48 years old. PSO JO BOEVOH JO 4IF TFSWFE IFS mSTU term as Director of bank bjb since December 19, 2014, pursuant to Deed number 221 on Resolutions of the EGM. Graduated with a bachelor’s degree in Economics, Padjadjaran University, Bandung in 1990. Other positions previously held: - Head of Network and Services Division bank bjb July 2014 - December 2014 - The Pension Fund Director bank bjb February 2014 - July 2014. 71 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Benny Santoso LUHNWXU2SHUDVLRQDO 0DQDJLQJLUHFWRU²2SHUDWLRQDO 252,57256352, Warga Negara Indonesia. Saat ini berusia 47 tahun. Lahir di Cirebon tahun 1967. Menjabat pertama kali sebagai Direktur bank bjb tanggal 19 Desember 2014, berdasarkan Akta nomor 221 tentang Keputusan RUPS-LB. Menyelesaikan pendidikan Magister di bidang Manajemen Keuangan di Internasional University of Stirling, Inggris pada tahun 2000, dan di bidang Manajemen Keuangan di Universita Gadjah Mada, Yogyakarta pada tahun 2001. Jabatan lain yang pernah di pegang antara lain: - Direktur Keuangan Bank DKI 2010-2014 - Direktur Kepatuhan Bank DKI 2010-2011. Indonesian Citizens. Currently 47 years old. PSOJOJSFCPOJOFTFSWFEIJTmSTUUFSN as Director of bank bjb since December 19, 2014, pursuant to Deed number 221 on Resolutions of the EGM. Graduated with a Master of Financial Management at the International University of Stirling, UK in 2000, and in the mFMEPGJOBODJBM.BOBHFNFOUBUUIF6OJWFSTJUB Gadjah Mada, Yogyakarta in 2001. Other positions previously held: - Finance Director of Bank DKI 2010-2014 - Compliance Director of Bank DKI 2010-2011. 72 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan Jumlah Karyawan Berdasarkan Level Jabatan Total of Employees based on Position Level Jenjang Manajemen 2010 2011 2012 2013 2014 0DQDJHPHQWHYHO Manajemen Puncak 20 20 30 35 30 Top Management Manajemen Madya 120 160 209 211 218 Senior Management Manajemen Lini 544 824 1.235 1.448 1.677 Junior Management Staf dan Lainnya 1.364 1.117 3.407 4.701 5.096 Staff and Others Jumlah 2.048 2.121 4.881 6.395 7.021 Total Jumlah Karyawan Berdasarkan Usia Total of Employees based on Age Jenjang Usia 2010 2011 2012 2013 2014 JHHYHO 18-30 tahun 983 992 3.662 4.838 5.494 18-30 Years 31-40 tahun 574 621 716 1.026 1.023 31-40 Years 41-50 tahun 444 455 448 447 429 41-50 Years Lebih dari 50 tahun 47 53 55 84 75 Above 50 Years Jumlah 2.048 2.121 4.881 6.395 7.021 Total Jumlah Karyawan Berdasarkan Pendidikan Total of Employees based on Education Level Jenjang Pendidikan 2010 2011 2012 2013 2014 GXFDWLRQDOHYHO S3 5 4 3 2 2 Doctoral Pasca Sarjana S2 188 193 250 252 282 Post Graduate Sarjana dan Sederajat 1.532 1.621 3.600 4.842 5.341 Undergraduate Diploma 260 249 996 1.269 1.376 Diploma Sekolah Lanjutan Tingkat Atas dan Sederajat 58 48 28 27 17 Senior High School Sekolah Menengah Tingkat Pertama 2 1 1 1 1 Junior High School Sekolah Dasar 7 5 3 2 2 Elementary School Jumlah 2.052 2.121 4.881 6.395 7.021 Total Jumlah Karyawan Berdasarkan Status Total of Employees based on Status Level Status 2010 2011 2012 2013 2014 Status Tetap 1.532 1.979 2.115 3.086 5.655 Permanent Calon Pegawai 516 142 2.766 3.309 1.366 Prospective Jumlah 2.048 2.121 4.881 6.395 7.021 Total Jumlah karyawan berdasarkan Direktorat Grade Total of Employees based on Grading Level Grade 2010 2011 2012 2013 2014 UDGLQJHYHO G1 - G3 2.571 4.117 4784 G1 - G3 G4 - G5 834 584 304 G4 - G5 G6 - G7 316 547 774 G6 - G7 G8 - G9 480 425 405 G8 - G9 G10 - G11 440 476 502 G10 - G11 G12 - G13 132 134 119 G12 - G13 G14 - G16 78 77 103 G14 - G16 G17 - G18 7 9 6 G17 - G18 G19 - G20 23 26 24 G19 - G20 Jumlah - - 4.881 6.395 7.021 Total Jumlah karyawan berdasarkan Masa Kerja Total of Employees based on Working Period Masa Kerja 2010 2011 2012 2013 2014 Working Period 0 - 5 tahun 1.069 1.207 3.930 5.397 5.822 0 - 5 years 6 - 10 tahun 345 339 305 296 521 6 - 10 years 11 - 15 tahun 172 168 285 347 343 11 - 15 years 16 - 25 tahun 336 319 291 281 248 16 - 25 years 25 tahun 126 88 70 74 87 25 years Jumlah 2.048 2.121 4.881 6.395 7.021 Total

352, .20326,6,.5:1

352, 03220326,7,21 73 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Manajemen Puncak Top Management Manajemen Madya Senior Management Manajemen Lini Junior Management Staf dan Lainnya Staff and Others -XPODK.DU\DZDQ HUGDVDUNDQHYHO-DEDWDQ Total of Employees based on Position Level 0,43 3,10 23,89 72,58 1.677 5.096 Manajemen Puncak Top Management Manajemen Madya Senior Management Manajemen Lini Junior Management Staf dan Lainnya Staff and Others -XPODK.DU\DZDQ HUGDVDUNDQHYHO-DEDWDQ Total of Employees based on Position Level 30 218 18-30 Tahun Years 31-40 Tahun Years 41-50 Tahun Years Lebih dari 50 Tahun Above 50 Years -XPODK.DU\DZDQ HUGDVDUNDQ Usia Total of Employees based on Age 14,57 6,11 1,07 78,25 18-30 Tahun Years 31-40 Tahun Years 41-50 Tahun Years Lebih dari 50 Tahun Above 50 Years -XPODK.DU\DZDQ HUGDVDUNDQ Usia Total of Employees based on Age 1.023 5.494 75 429 Tetap Permanent Calon Pegawai Prospective -XPODK.DU\DZDQ HUGDVDUNDQ6WDWXV Total of Employees based on Status Level 19,46 80,54 Tetap Permanent Calon Pegawai Prospective -XPODK.DU\DZDQ HUGDVDUNDQ6WDWXV Total of Employees based on Status Level 1.366 5.655 74 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan Biro Administrasi Efek Biro Administrasi Efek BAE, PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk. bank bjb telah menunjuk PT Datindo Entrycom sebagai BAE. Hal tersebut tertuang pada Pasal Ke II dua Akta Perubahan III Perjanjian Pengelolaan Administrasi Saham Penawaran Umum PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk No. 78. Akta tersebut ditandatangani pada tanggal 25 Juni 2010 oleh Bapak Tatang Sumarna selaku Direktur Dana dan Jasa bank bjb, Bapak Dadang Agus Suryanto selaku Direktur Operasi bank bjb keduanya mewakili bank bjb, dan Nyonya Ester Agung Setiawati sebagai pemegang kuasa dari Tuan Sastra Sukamto selaku Direktur PT Datindo Entrycom. Adapun biaya yang dikeluarkan sehubungan dengan jasa PT Datindo Entrycom selama tahun 2014 yang meliputi jasa konsultan pada RUPS Tahunan 2014 tahun buku 2013, RUPSLB 2014 1, RUPSLB 2 berkisar adalah Rp60.000.000 Enam puluh juta rupiah. PT Datindo Entrycom Puri Datindo Wisma Sudirman Jl. Jend. Sudirman Kav. 34-35 Jakarta 10210 Tel : 62-21 570 9009 Fax : 62-21 570 9026 Akuntan Independen Berdasarkan hasil keputusan RUPS bank bjb dan telah dipublikasikan sesuai Surat Direksi Nomor 154DIR-CS2014 menetapkan Akuntan Publik yang akan melakukan Audit Laporan Keuangan bank bjb untuk tahun buku 2014 adalah SOTU:PVOHZBOHCFSBmMJBTJEFOHBO,BOUPSVEJUPS1VCMJL Purwantono Suherman Surja Ernst Young KAP Purwantono Suherman Surja The Indonesian Stock Exchange Building Tower II, Lantai 7 Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 Tel : 62-21 5289 5000 Fax : 62-21 5289 4747, 5289 4600 The Security Administration Bureau BAE, PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk bank bjb has appointed PT Datindo Entrycom as the Security Administration Bureau BAE, as stated in Article II two of Amendment III of the Agreement on the Management of the Administration of Public Offering Shares of PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk No. 78. This amendment was signed in June 25, 2010 by Bapak Tatang Sumarna as Director of the Fund and Services of bank bjb, Bapak Dadang Agus Suryanto as Director of Operations of bank bjb, both as representatives of bank bjb, and Ibu Ester Agung Setiawati as assignee of Bapak Sastra Sukamto as the Director of PT Datindo Entrycom. The costs incurred in connection with the services of PT Datindo Entrycom for the year 2014 which included consulting services is Rp60.000.000 Sixty million Rupiah. PT Datindo Entrycom Puri Datindo Wisma Sudirman Jl. Jend. Sudirman Kav. 34-35 Jakarta 10210 Tel : 62-21 570 9009 Fax : 62-21 570 9026 Independent Accountant Based on the results of the AGM and published in accordance to the Directors Letter No. 154DIR-CS2014, the Bank EFUFSNJOFESOTU:PVOHBGmMJBUFEXJUIUIF1VCMJDDDPVOUJOH Firm Purwantono Suherman Surja to perform audit to the BOLTJOBODJBM4UBUFNFOUTGPSUIFmOBODJBMZFBS Ernst Young KAP Purwantono Suherman Surja The Indonesian Stock Exchange Building Tower II, 7 th Floor Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190 Tel : 62-21 5289 5000 Fax : 62-21 5289 4747, 5289 4600 03181-1. 6833257,1685,7,167,787,216 75 bank bjb Annual Report 2014 Stock Obligation Highlights Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data Pemeringkat Efek Sesuai dengan keputusan dari PT Pemeringkat Efek Indonesia PEFINDO yang dicantumkan pada surat No. 1827PEF-Dir XI2014 pada tanggal 6 November 2014, menetapkan bahwa bank bjb berada pada rating idAA- PVCMF.JOVTFHBUJWF Outlook untuk periode 5 November 2014 sampai dengan 1 PWFNCFS 1FSJOHLBU JE NFNJMJLJ EFmOJTJ CBIXB obligor memiliki sedikit perbedan dengan peringkat tertinggi yang diberikan, dan memiliki kemampuan yang sangat kuat untuk memenuhi komitmen keuangan jangka panjang relatif dibandingkan terhadap obligor Indonesia lainnya. FmOJTJUBOEBLVSBOH NFOVOKVLBOCBIXBQFSJOHLBUZBOH diberikan relatif lemah dan di bawah rata-rata kategori yang bersangkutan. Biaya yang dikeluarkan sehubungan dengan pemeringkatan bank bjb adalah sebesar Rp165.000.000,- Seratus Enam Puluh Lima Juta Rupiah. 373HPHULQJNDWIHN,QGRQHVLD3HÀQGR Setiabudi Atrium, Lantai 8 Suite 809-810 Jl. H.R. Rasuna Said Kav. 62, Kuningan, Jakarta 12920 Tel : 62-21 521 0077 Fax : 62-21 521 0078 Securities Rating Agency In accordance with the decision of PT Pemeringkat Efek Indonesia PEFINDO issued with the letter No. 1827PEF- DirXI2014 dated November 6, 2014, stipulates bank bjb occupies the rating idAA- Double A Minus; Negative Outlook for the period November 5, 2014 to November 1, 2015. The idAA rating means that the obligor has little distinction with the highest rank given, and has a very strong ability to meet MPOHUFSN mOBODJBM DPNNJUNFOUT SFMBUJWF DPNQBSFE UP PUIFS Indonesian obligors. The minus sign - indicates that the ratings given is relatively weak and below the average for the category in question. The cost incurred related to the Bank’s rating is Rp165.000.000 One Hundred Sixty-Five Million Rupiah. 373HPHULQJNDWIHN,QGRQHVLD3HÀQGR Setiabudi Atrium, 8 th Floor Suite 809-810 Jl. H.R. Rasuna Said Kav. 62, Kuningan, Jakarta 12920 Tel : 62-21 521 0077 Fax : 62-21 521 0078 76 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Ikhtisar Saham Obligasi 6WRFN 2EOLJDWLRQ+LJKOLJKWV 77 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data • Ikhtisar Saham Obligasi 78 6WRFN 2EOLJDWLRQ+LJKOLJKWV ‡ ,QIRUPDVLEDJL,QYHVWRU ,QIRUPDWLRQIRU,QYHVWRUV 78 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 78 bank bjb DSRUDQ7DKXQDQ 2014 Informasi Kinerja Saham Triwulanan 2011-2014 2011-2014 Quarterly Share Performance Tahun 7ULZXODQ,4 7ULZXODQ,,4 7ULZXODQ,,,4 7ULZXODQ,94 Year Tertinggi Highest 2014 1.100 1.175 895 815 2014 2013 1.290 1.300 1.230 960 2013 2012 1.150 900 1.130 1.160 2012 2011 1.490 1.410 1.260 1.070 2011 Terendah Lowest 2014 815 820 790 720 2014 2013 1.060 1.100 740 810 2013 2012 1.180 800 880 990 2012 2011 1.090 1.130 780 760 2011 Penutupan Close 2014 1.045 825 795 730 2014 2013 1.290 1.180 900 890 2013 2012 1.110 920 1.100 1.060 2012 2011 1.270 1.190 900 910 2011 Volume Peredaran di Pasar Reguler dalam ribuan unit Outstanding Shares Volume in Regular Market in thousands unit 2014 847.774 1.202.031 1.182.971 507.429 2014 2013 1.322.673 884.544 661.018 469.155 2013 2012 1.094.563 807.639 461.301 528.595 2012 2011 3.655.178 2.455.427 1.024.516 1.006.642 2011 Kapitalisasi Pasar dalam juta Rupiah Market Capitalization in million Rupiah 2014 885.923.830 991.675.575 940.461.945 370.423.170 2014 2013 1.706.248.170 1.043.761.920 594.916.200 441.577.950 2013 2012 1.214.964.930 743.027.880 507.431.100 560.310.700 2012 2011 4.642.076.060 2.921.958.130 922.064.400 916.044.220 2011 Harga dan Volume Saham BJBR di BEI 2012-2014 2012-2014 BJBR Share Price and Volume st IDX Ikhtisar Saham Obligasi 6WRFN 2EOLJDWLRQ+LJKOLJKWV Ja n- 12 Fe b- 12 M ar -1 2 A pr -1 2 M ay -1 2 Ju n- 12 Ju l-1 2 A ug -1 2 M ar -1 2 Se p- 12 O ct -1 2 N ov -1 2 D ec -1 2 Ja n- 13 Fe b- 13 M ar -1 3 A pr -1 3 M ay -1 3 Ju n- 13 Ju l-1 3 A ug -1 3 Se p- 13 O ct -1 3 N ov -1 3 D ec -1 3 Ja n- 14 Fe b- 14 M ar -1 4 A pr -1 4 M ay -1 4 Ju n- 14 Ju l-1 4 A ug -1 4 Se p- 14 O ct -1 4 N ov -1 4 D ec -1 4 1200 1000 800 400 600 200 600 1.400 1.300 1.200 1.100 1.000 900 800 700 R p s h a re Rp Volume -XWD0LOOLRQ8QLW Volume Price ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 79 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 79 bank bjb QQXDO5HSRUW 2014 No Obligasi Bond Seri Series Nominal Rp juta Rp million Tingkat Bunga per tahun Interest per year Jangka Waktu Period Peringkat Rating Tanggal Efektif Bapepam Effective Date Jatuh Tempo Due Date 1 Obligasi VII bank bjb Tahun 2011 Bond VII bank bjb Year 2011 Seri B B Series Rp601.000,- 10,20 5 tahun year idAA- 31-01-2011 09-02-2016 Seri C C Series Rp1.123.000,- 10,40 7 tahun year idAA- 31-01-2011 09-02-2018 Ikhtisar Obligasi Bond Highlight Komposisi saham per akhir Desember 2014, Pemerintah Jawa Barat dan Banten memiliki saham seri A dan sedangkan lainnya merupakan saham seri B yang dikeluarkan kepada publik pada tanggal 8 Juli 2010 melalui Initial Public Offering IPO. Struktur pemegang saham bank bjb terdiri dari Pemerintah Provinsi Jawa Barat, Pemerintah Provinsi Banten, Pemerintah KotaKabupaten se-Jawa Barat, Pemerintah KotaKabupaten se-Banten yang memiliki seluruh saham seri A, sedangkan seri B merupakan saham yang dilepas ke publik. Saham seri A dan seri B memiliki hak, namun demikian pemegang saham seri A tetap memiliki fungsi kontrol yang kuat dalam hal pengangkatanpemberhentian Dewan Komisaris dan Direksi, perubahan Anggaran Dasar, penggabungan, peleburan dan pengambilalihan serta pembubaran dan likuidasi Perusahaan. Saham seri A adalah saham yang tidak aktif diperdagangkan dimiliki oleh Pemda, sedangkan saham seri B adalah saham yang aktif diperdagangkan di bursa GSFF nPBU . Pemegang saham seri A dapat membeli saham seri B, namun pemegang saham seri B tidak bisa membeli saham seri A sebelum mendapat persetujuan dari RUPS mengenai pelepasan saham seri A. Saham seri B diperjualbelikan sesuai harga pasarnya yang bersifat volatil. Kronologis IPO 2010 Hari Rabu tanggal 21 April 2010 pukul 14.05 di Ballroom Hotel Hilton Bandung, Jl. HOS. Tjokroaminoto No. 41-43 Bandung 40172. Berdasarkan Akta Keputusan Rapat Umum Pemegang Saham Luar Biasa PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. Nomor 26 tanggal 21 April 2010 yang telah diberitahukan dengan Keputusan Menteri Hukum dan Hak Share composition as at end of December, 2014, were that governments in West Java and Banten owned Series A shares while the remaining Series B shares were issued to the public on July 8, 2010 through the Initial Public Offering IPO. The structure of the bank bjb shareholders consists of the Government of West Java Province, the Government of Banten Province; governments of cities and counties regencies of West Java Province; and governments of cities and counties regencies of Banten Province holding Series A shares, while 25 of all shares are Series B shares and were released to the public. Series A shares and Series B have rights; however, shareholders of Series A have control functions in terms of appointmentdismissal of members of the Boards of Commissioners and Directors, amendments to the Articles of Association, mergers, consolidations acquisitions, and dissolution or liquidation of the Company. Series A Shares are not actively traded owned by governments, while B Series shares are actively traded on UIFTUPDLNBSLFU GSFFnPBU 0XOFSTPG4FSJFTTIBSFTBSF allowed to buy Series B shares while Series B shareholders are not allowed to buy A Series shares before getting approval at the General Meeting of Shareholders for releasing any Series A shares. Series B shares are traded according to market price volatility. Chronology of IPO In 2010 IPO meeting on Wednesday April 21, 2010, 14:05 in Ballroom Hotel Hilton Bandung, Jl. HOS. Tjokroaminoto No. 41-43, Bandung 40172 Based on Resolution the Extraordinary General Meeting of Shareholders of PT Bank Pembangunan Daerah Jawa Barat and Banten, Tbk. No. 26 dated April 21, 2010 which was OPUJmFEUPUIF.JOJTUSZPG+VTUJDFBOEVNBO3JHIUPG3FQVCMJD ,12506,,,196725 ,12507,2125,1967256 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 80 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 80 Asasi Manusia Republik Indonesia sebagaimana dimaksud dalam Surat Penerimaan Pemberitahuan Nomor: AHU- AH.01.10-10983 tanggal 6 Mei 2010, dalam RUPS telah diputus: a Dengan suara bulat secara musyawarah untuk mufakat memutuskan menyetujui dijadwalkan kembali proses IPO pada tahun 2010 b Pasal 5 mengatur antara lain Saham bank bjb terdiri dari Saham Seri A yang Khusus dimiliki Pemerintah Pusat, Pemerintah Propinsi, Kota dan Kabupaten dan Saham Seri B yang dapat dimiliki oleh Direksi, Dewan Komisaris, Karyawan bank bjb, masyarakat dan pemerintah Pemegang saham seri A dan B mempunyai hak yang sama. c Komposisi besaran modal untuk seluruh saham yang ditempatkan adalah 100 dengan ketentuan batas maksimum saham seri B adalah 40 dan selebihnya merupakan saham seri A. Biaya Penawaran Umum telah disesuaikan berdasarkan biaya emisi yang telah diaudit oleh Kantor Akuntan Publik Doli, Bambang, Sudarmandji, dan Dadang Public Offering costs have been adjusted based on the cost emissions that have been audited by Public Accounting Firm Doli, Bambang, Sudarmandji and Dadang Laporan Penggunaan Dana Hasil Penawaran Umum Use of Initial Public Offering Funds Report No. Jenis Penawaran Umum Public Offering Type Nilai Realisasi Hasil Penawaran Umum FWXDO8VHRIXQGV Rencana Penggunaan Dana Menurut Prospektus 3ODQQHG8VHRIXQGVFFRUGLQJWRWKH3URVSHFWXV Realisasi Penggunaan Dana FWXDO8VHRIXQGV Sisa Dana Hasil Penawaran Umum 5HPDLQLQJ Proceeds From 3XEOLF2IIHULQJ Tanggal Efektif IIHFWLYH Date Jumlah Hasil Penawaran Umum Amount of Public Offering Biaya Penawaran Umum Cost of Public Offering Hasil Bersih Net Result Ekspansi Kredit Expansion of Loan Ekspansi Jaringan Kantor Expansion RIUDQFK 1HWZRUN Ekspansi Teknologi Informasi Expansion of ,QIRUPDWLRQ 7HFKQRORJ\ Total 7RWDO Ekspansi Kredit Expansion of Loan Ekspansi Jaringan Kantor Expansion RIUDQFK 1HWZRUN Ekspansi Teknologi Informasi Expansion of ,QIRUPDWLRQ 7HFKQRORJ\ Jumlah 7RWDO 1 Penawaran Umum IPO Public Offering 8 Juli 2010 1.454.444 25.003 1.429.441 1.143.553 142.944 142.944 1.429.441 1.143.553 142.944 91.260 1.377.756 51.684 PersentasePercentage 80 10 10 100 80 10 6,38 96,38 3,62 JumlahTotal 1.454.444 25.003 1.429.441 1.143.553 142.944 142.944 1.429.441 1.143.553 142.944 91.260 1.377.756 51.684 Kronologis Pencatatan Saham Dicatat dengan kode BJBR a. Dimulai dengan pernyataan Efektif Bapepam dan LK pada tanggal 29 Juni 2010. b. Harga ditetapkan di Rp600,- per lembar. c. Listing pada tanggal 8 Juli 2010 dan langsung mengalami auto reject menjadi Rp900,- Obligasi bank bjb yang Masih Beredar 1. Obligasi VII bank bjb Tahun 2011 dengan jumlah pokok obligasi sebesar Rp1.724.000.000.000,- satu triliun tujuh ratus dua puluh empat miliar Rupiah. Peringkat idAA- dari 1FmOEP UFSEJSJEBSJ • Seri B dengan nilai nominal sebesar Rp601.000.000.000,- enam ratus satu miliar Rupiah. Obligasi ini memiliki tingkat bunga tetap sebesar PGOEPOFTJBBTFWJEFODFECZMFUUFSPGPGmDJBMSFDFJQUP6 AH.01.10.10983 dated May 6, 2010, decided: a Unanimously by deliberation decided to approve the re- scheduling of the 2010 IPO process b Article 5 stipulates, among others, shares of bank bjb consists of Series A Shares only owned by the Central Government, Provincial Governments, City, and Regency and Series B Shares can be owned by the Board of Directors, the Board of Commissioners, employees of bank bjb, the public and the government. Holders of Series A and Series B shares have the same rights. c The shares composition of all issued shares is 100 with the provision that the maximum limit of the Series B is 40 and the rest are Series A shares. Chronological Listing of Shares Recorded with code BJBR a. Starting with the statement CMFISA Effective on June 29, 2010. b. Prices are set at Rp600,- per share. c. Listing on July 8, 2010 and immediately experienced auto reject to Rp900,- The bank bonds bjb Still Circulating 1. Bonds VII bjb banks in 2011 with the principal amount of Rp1,724,000,000,000,- one billion seven hundred and twenty- four billion Rupiah. IdAA- of Valuation, consisting of: • Series B with a nominal value of Rp601 billion,- six hundred and one billion rupiah. These bonds have a ,12506,,,196725 bank bjb DSRUDQ7DKXQDQ 2014 ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 81 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 81 bank bjb QQXDO5HSRUW 2014 10,20 per tahun yang akan jatuh tempo pada tanggal 9 Februari 2016. • Seri C dengan nilai nominal sebesar Rp1.123.000.000.000,- satu triliun seratus dua puluh tiga miliar Rupiah. Obligasi ini memiliki tingkat bunga tetap sebesar 10,40 per tahun yang akan jatuh tempo pada tanggal 9 Februari 2018. Obligasi Bond Seri Series Nominal Rp juta Rp million Tingkat Bunga per tahun Interest per year Jangka Waktu Period Peringkat Rating Tanggal Efektif Bapepam effective Date Jatuh Tempo Due Date Obligasi VII bank bjb Tahun 2011 Bond VII bank bjb Year 2011 Seri B B Series Rp 601.000,- 10,20 5 tahunyear idAA- 31-01-2011 09-02-2016 Seri C C Series Rp1.123.000,- 10,40 7 tahunyear idAA- 31-01-2011 09-02-2018 Aksi Korporasi bank bjb merencanakan akan menerbitkan kembali saham right issue yang akan dilaksanakan pada tahun 2016 dengan memulai persiapan di tahun 2015. Hal ini tercatat pada RAB Perseroan tahun 2014. Ikhtisar Program Kepemilikan Saham oleh Karyawan danatau Manajemen ESOPMSOP bank bjb pada tahun 2010 melakukan aksi korporasi berupa IPO Initial Public Offering. bank bjb mengeluarkan kebijakan pada karyawannya untuk memiliki sejumlah saham dari bank bjb dengan nama program EMSA Employee and Management Stock Alocation sebagaimana yang disepakati oleh manajemen bahwa alokasi jumlah saham untuk karyawan adalah sebanyak 10 dari jumlah saham yang ditawarkan ke publik atau sebanyak 2.424.072.500 lembar saham. Berdasarkan hasil penawaran awal bookbuilding, jumlah pemesanan saham EMSA yang disampaikan oleh seluruh karyawan bank bjb adalah sebesar Rp46.360.200.000,00 atau 3,2 dari jumlah saham yang ditawarkan ke publik. Program EMSA tersebut memiliki jangka waktu maksimal 6 Bulan dengan persyaratan yang berhak mengikuti program ini adalah karyawan tetap bank bjb dengan excercise price Rp600,- ,12507,2125,1967256 mYFEJOUFSFTUSBUFPGQFSBOOVNBOEXJMMNBUVSF on February 9, 2016. • Series C with a nominal value of Rp1,123,000,000,000,- one billion one hundred and twenty-three billion SVQJBI 5IFTF CPOET IBWF B mYFE JOUFSFTU SBUF PG 10.40 per annum and will mature on February 9, 2018. Corporate Actions bank bjb plans to reissue sharesperform rights issue in 2016 and begin its preparation in 2015. This was recorded in the Company’s 2014 Budget Plan. 2YHUYLHZRIWKHPSOR\HHDQGRU0DQDJHPHQW6WRFN Ownership Program ESOPMSOP In 2010 bank bjb performed corporate action in the form of IPO Initial Public Offering. BJB issued a policy the employees’ ownership of the Bank’s shares. As agreed by the management, the allocation of shares for employees is 10 of the total shares offered to the public or as much as 2,424,072,500 shares. The number of shares offered to the public Series B is 25 of the Bank’s total shares with 75 owned by shareholders series A or provincial, city and district governments of West Java and Banten. Based on the results of the initial offering bookbuilding, the number of EMSA shares booked by the employees of BJB are Rp46,360,200,000.00 or 3.2 of the total shares offered to the public. The EMSA program has a maximum period of 6 months where employees eligible for this program are permanent employees of bank bjb with an exercise price of Rp600, - 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 82 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Komposisi Kepemilikan Saham Per Desember 2014 Sebelum Penawaran Umum Before Public Offering Sesudah Penawaran Umum After Public Offering Pemegang Saham Nilai Nominal Rp 250,00 per saham 1RPLQDO9DOXH5SSHUVKDUH Shareholder Jumlah Saham Total Share Nilai Rp Value Rp Jumlah Saham Total Share Nilai Rp Value Rp Modal Dasar Basic Capital Seri A 9.600.000.000 9.600.000.000 A Series Seri B 6.400.000.000 6.400.000.000 B Series Jumlah Modal Dasar 16.000.000.000 16.000.000.000 Total Basic Capital Seri A A Series Pemerintah Provinsi Jawa Barat 3.709.994.733 51,02 3.709.994.733 38,26 West Java Provincial Government Pemerintah Kota Kabupaten Se-Jawa Barat 2.289.395.681 31,48 2.289.395.681 23,61 West Java Local Governments Pemerintah Provinsi Banten 520.589.856 7,16 520.589.856 5,37 Banten Provincial Government Pemerintah Kota Kabupaten Se-Banten 752.238.396 10,34 752.238.396 7,76 Banten Local Goverments Total Saham Seri A 7.272.218.666 100,00 7.272.218.666 75,00 Total Shares Series A Seri B B Series Umum - - 2.393.470.000 24,68 Public Karyawan dan Manajemen Program EMSA - - 30.602.500 0,32 Employees and Management Total Saham Seri B - - 2.424.072.500 25,00 Total Shares Series B Jumlah Modal Ditempatkan dan Disetor Penuh - - 9.696.291.166 100,00 Issued and Fully Paid Capital Jumlah Saham dalam Portepel 8.727.781.334 6.303.708.834 Total Shares in Portepel Seri A 2.327.781.334 2.327.781.334 Series A Seri B 6.400.000.000 3.975.927.500 Series B No. Pemegang Saham Jumlah Saham 1XPEHURI6KDUHV Kepemilikan 6KDUH2ZQHUVKLS Shareholders Des-14 A Pemerintah Propinsi Jawa Barat 3.709.994.733,00 38,26 Provincial Government of West Java B Pemerintah Kota Kab. se - Jawa Barat 2.289.395.681,00 23,61 Municipal Government - West Java Pemerintah Kota se - Jawa Barat 570.876.956,00 5,89 City Government - West Java 1 Kota Bandung 116.000.006,00 1,20 Bandung City 2 Kota Cirebon 17.039.629,00 0,18 Cirebon City 3 Kota Sukabumi 36.820.520,00 0,38 Sukabumi City 4 Kota Bekasi 59.697.024,00 0,62 Bekasi City 5 Kota Bogor 46.737.809,00 0,48 Bogor City 6 Kota Cimahi 104.000.000,00 1,07 Cimahi City 7 Kota Depok 89.581.968,00 0,92 Depok City 8 Kota Tasikmalaya 60.000.000,00 0,62 Tasikmalaya City 9 Kota Banjar 41.000.000,00 0,42 Banjar City 82 bank bjb DSRUDQ7DKXQDQ 2014 ,12506,,,196725 Composition of share ownership as of December, 2014 ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 83 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 83 bank bjb QQXDO5HSRUW 2014 ,12507,2125,1967256 No. Pemegang Saham Jumlah Saham 1XPEHURI6KDUHV Kepemilikan 6KDUH2ZQHUVKLS Shareholders Pemerintah Kabupaten se - Jawa Barat 1.718.518.725,00 17,72 Municipal Government - West Java 1 Kabupaten Bandung 680.906.967,00 7,02 Bandung Regency 2 Kabupaten Cirebon 53.609.080,00 0,55 Cirebon Regency 3 Kabupaten Karawang 54.318.644,00 0,56 Karawang Regency 4 Kabupaten Ciamis 32.721.097,00 0,34 Ciamis Regency 5 Kabupaten Tasikmalaya Tasikmalaya Regency 6 Kabupaten Sukabumi Kabupaten Sukabumi 7 Kabupaten Subang Kabupaten Subang 8 Kabupaten Indramayu Kabupaten Indramayu 9 Kabupaten Bekasi Kabupaten Bekasi 10 Kabupaten Sumedang Kabupaten Sumedang 11 Kabupaten Bogor Kabupaten Bogor 12 Kabupaten Cianjur Kabupaten Cianjur 13 Kabupaten Kuningan Kabupaten Kuningan 14 Kabupaten Majalengka Kabupaten Majalengka 15 Kabupaten Garut Kabupaten Garut 16 Kabupaten Purwakarta Kabupaten Purwakarta C Pemerintah Propinsi Banten Provincial Government of Banten Pemerintah Kota Kab. se - Banten Municipal Government - Banten Pemerintah Kota se - Banten City Government - Banten 1 Kota Tangerang Tangerang City 2 Kota Cilegon Cilegon City Pemerintah Kabupaten se - Banten Regency Government - Banten 1 Kabupaten Serang Serang Regency 2 Kabupaten Tangerang Tangerang Regency 3 Kabupaten Lebak Lebak Regency 4 Kabupaten Pandeglang Pandeglang Regency Total Saham yang Dimiliki Pemda Total Shares Held by Local Governments Total Saham yang Dimiliki Publik Total Shares Held by Public TOTAL T O T A L 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 84 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 84 bank bjb DSRUDQ7DKXQDQ 2014 No. Pemegang Saham Jumlah Saham Number of Shares Kepemilikan Share Ownership Shareholders A Serie A Serie A 1 Pemda Kota Bandung 116.000.006 1,20 Bandung Municipal Government 2 Pemda Kota Cirebon 17.039.629 0,18 Cirebon Municipal Government 3 Pemda Kota Bekasi 59.697.024 0,62 Bekasi Municipal Government 4 Pemda Kota Cimahi 104.000.000 1,07 Cimahi Municipal Government 5 Pemda Kota Banjar 41.000.000 0,42 Banjar Municipal Government 6 Pemda Kabupaten Tasikmalaya 130.953.800 1,35 Tasikmalaya Regency Government 7 Pemda Kabupaten Sukabumi 83.000.000 0,86 Sukabumi Regency Government 8 Pemda Kabupaten Subang 42.926.558 0,44 Subang Regency Government 9 Pemda Kabupaten Cianjur 102.416.760 1,06 Cianjur Regency Government 10 Pemda Kabupaten Kuningan 27.508.120 0,28 Kuningan Regency Government 11 Pemda Kabupaten Majalengka 35.462.669 0,37 Majalengka Regency Government 12 Pemda Kabupaten Garut 26.366.698 0,27 Garut Regency Government 13 Pemda Kabupaten Tangerang 289.306.189 2,98 Tangerang Regency Government 14 Pemda Kabupaten Pandeglang 105.218.408 1,09 Pandeglang Regency Government 15 Pemda Kabupaten Bekasi 73.550.504 0,76 Bekasi Regency Government 16 Pemda Kabupaten Indramayu 84.047.907 0,87 Indramayu Regency Government 17 Pemda Kabupaten Ciamis 32.721.097 0,34 Ciamis Regency Government 18 Pemda Kabupaten Bogor 193.458.066 2,00 Bogor Regency Government 19 Pemda Kabupaten Karawang 543.18.644 0,56 Karawang Regency Government Jumlah 1.618.992.079 16,72 Total B Seri B B Series 1 Publik 2.424.072.500,00 25 Public Penitipan Kolektif di Lembaga Penyimpanan dan Penyelesaian ROOHFWLYH XVWRG\ DW WKH HSRVLWRU\ DQG Settlement Institution Laporan Bulanan Kepemilikan Saham Emiten atau Perusahaan Publik dan Rekapitulasi yang telah dilaporkan Berdasarkan Surat Keterangan No. DEI2015-0235 memenuhi ketentuan pasal 4 ayat 1 Peraturan Menteri Keuangan No. 283PMK 032008 tanggal 30 Desember 2008 tentang Tata Cara Pelaksanaan dan Pengawasan Pemberian Penurunan Tarif Bagi Wajib Pajak Badan Dalam Negeri yang Berbentuk Perseroan Terbuka. Bersama ini PT Datyndo Entrycom selaku Biro Administrasi Efek yang melaksanakan administrasi kepemilikan saham pada PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk berdasarkan Akte No 78 tanggal 25 Juni 2010 Perjanjian Pengelola Administrasi Saham yang dibuat dihadapan Fathiah Helmi, Sarjana Hukum Notaris di Jakarta menerangkan bahwa data kepemilikan saham PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk untuk Tahun 2014 sesuai dengan Laporan Bulanan Kepemilikan Saham Emiten atau Perusahaan Publik dan Rekapitulasi yang telah dilaporkan Formulir No. X.H.1-6 tertanggal 5 Januari 2015. Monthly Report of Shareholding of Issuer or 3XEOLFRPSDQ\DQG5HFDSLWXODWLRQZKLFKKDYH been reported BTFEPOUIFFSUJmDBUFPPNQMZJOHUPUIF provisions of Article 4 paragraph 1 of the Regulation of the Minister of Finance No. 283PMK 032008 dated 30 December 2008 on the Implementation and Monitoring of Provision of Reduction for Domestic Corporate Taxpayers in the Form of a Publicly Listed Company. Herewith PT Datyndo Entrycom as the Share Registrar that carries out the administration of shares of PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk based on the Deed No. 78 dated 25 June 2010 Share Registrar Agreement made before Fathiah Helmi, Bachelor of Law Notary in Jakarta explained that shareownership data of PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk for 2014 is in accordance to the Monthly Report of Shareholding of Issuer or Public Company and Recapitulation that have been reported Form No. X.H.1-6 dated 5 January 2015. ,12506,,,196725 ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 85 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 85 bank bjb QQXDO5HSRUW 2014 .RPSRVLVL6DKDP 3HPHULQWDKDHUDKGDQ3XEOLN Share Composition of Local Government and Public 25 75 Lokal Domestic Asing Foreign .RPSRVLVL6DKDP RNDOGDQVLQJ Share Composition of Domestic and Foreign Lokal Domestic Asing Foreign 13,72 86,27 Dengan demikian Laporan Bulanan Kepemilikan Saham Emiten atau Perusahaan Publik Rekapitulasi dan yang telah dilaporkan Formulir No. X.H.1-2 terlampir dapat dipergunakan untuk mengajukan permohonan penurunan tarif pajak kepada instansi yang berwenang apabila data kepemilikan saham memenuhi persyaratan sebagaimana dimaksud oleh Peraturan Pemerintah Republik Indonesia No. 77 Tahun 2013 yo Peraturan Menteri Keuangan No. 238PMK.032008 tanggal 30 Desember 2008 tentang Tata cara pelaksanaan dan Pengawasan Pemberian Tarif Bagi Wajib Pajak Badan Dalam Negeri yang berbentuk Perseroan Terbuka. Posisi Akhir Bulan | Position End of Month Jumlah Hari Yang Memenuhi Syarat Number of Days Eligible Bulan Month Modal | Capital Kepemilikan • 5 | Ownership • 5 Kepemilikan 5 | Ownership 5 Bulan Ini This Month Total sampai dengan Bulan ini Total until This Month Dasar Jumlah Saham Basic Number of Shares Disetor Jumlah Saham Paid-up Number of Shares Jumlah Saham Number of Shares Jumlah Pemegang Saham Number shareholders Kepemilikan Saham Shareownership Jumlah Pemegang Saham Number shareholders Jumlah Saham 1XPEHURI 6KDUHV Kepemilikan Saham Shareowner- ship Januari January 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 8.207 4.784.799.610 49,35 Februari February 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 7.811 4.784.799.610 49,35 Maret March 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 8.724 4.784.799.610 49,35 April April 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 9.782 4.784.799.610 49,35 Mei May 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 11.018 4.784.799.610 49,35 Juni June 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.956 4.784.799.610 49,35 12 12 Juli July 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.928 4.784.799.610 49,35 31 43 Agustus August 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.994 4.784.799.610 49,35 31 74 September September 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.838 4.784.799.610 49,35 30 104 Oktober October 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.839 4.784.799.610 49,35 31 135 November November 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.656 4.784.799.610 49,35 30 165 Desember December 16.000.000.000 9.696.291.166 3 4.911.491.556 50,65 10.765 4.784.799.610 49,35 31 196 Sesuai dengan PP No 77 yang ditetapkan tanggal 21 November 2013 Syarat untuk memperoleh penurunan Tarif Pajak Penghasilan adalah sebagai berikut : 1. Paling Sedikit 40 dari saham disetor, dicatatkan di BEI dan masuk dalam penitipan kolektif di Lembaga Penitipan dan Penyelesaian 2. Saham sebagaimana dimaksud harus dimiliki oleh paling sedikit 300 pihak dan masing-masing pihak hanya dapat memiliki saham kurang dari 5 dari saham disetor serta harus dipenuhi dalam waktu paling sedikit 183 hari kalender dalam 1 tahun Pajak In accordance with Regulation No. 77, which was stipulated on 21 November 2013, Requirements to obtain a reduction in Income Tax Rates are as follows: 1. At least 40 of the paid up capital, listed on BEI and included in collective custody in a Custody and Settlement Institution 4IBSFTSFGSFFETIBMMCFPXOFECZBUMFBTUQBSUJFTBOEFBDIQBSUZDBOPOMZIBWFMFTTUIBOTIBSFTPGUIFQBJEVQDBQJUBMBOETIBMMCFGVMmMMFEXJUIJODBMFOEBSEBZTJO5BYZFBS Therefore the Monthly Report of Shareholding of Issuer or Public Company Recapitulation and that have been reported Form No. X.H.1-2 attached can be used to apply for a tax reduction to relevant authorities if the share ownership data meets the requirements referred to by the Indonesian Government Regulation No. 77 of 2013 yo Finance Minister Regulation No. 238PMK.032008 dated 30 December 2008 on the Implementation Procedure and Supervision of Tariff Provision for Domestic Corporate Taxpayer in the Form of a Publicly Listed Company. ,12507,2125,1967256 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 86 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 86 .HELMDNDQ3HPEDJLDQLYLGHQ Berdasarkan Anggaran Dasar PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. jumlah dividen yang dibagikan yang berasal dari laba bersih yang besarannya ditetapkan dalam keputusan RUPS Tahunan dengan memperhatikan peraturan perundang-undangan yang berlaku. Keputusan untuk membayarkan dividen tergantung pada laba, kondisi keuangan, likuiditas kepatuhan terhadap peraturan perundang-undangan dan faktor-faktor lain yang dianggap relevan oleh Direksi bank bjb setelah memperoleh persetujuan RUPS. Berdasarkan hasil keputusan RUPS Tahunan Tahun Buku 2013 yang diselenggarakan pada tanggal 26 Maret 2014 lalu, jumlah dividen yang dibagikan tahun 2014 adalah sebesar 55 dari Laba Bersih Tahun Buku 2013. Adapun dividen tunai Tahun Buku 2013 per saham Rp78,1 tujuh puluh delapan koma satu rupiah dibagikan dengan jadwal dan tata cara sebagai berikut: Jadwal Pembayaran Dividen Tunai Tahun Buku 2014 bank bjb ’s Cash Dividend and Dividend Payout Ratio in 2014 Keterangan Pasar Market Tanggal Date Description Akhir periode perdagangan saham dengan hak dividen cum dividen Pasar Reguler dan Negosiasi 16 April 2014 End of period stock with dividend rights cum dividend Pasar Tunai 22 April 2014 Awal periode perdagangan saham tanpa hak dividen ex dividen Pasar Reguler dan Negosiasi 17 April 2014 Beginning of period stock trading without dividend rights ex dividend Pasar Tunai 23 April 2014 Tanggal Daftar Pemegang Saham Yang berhak atas dividen recording date 22 April 2014 Date List of Shareholders entitled to dividend record date Tanggal Pembayaran Dividen Tunai 7 Mei 2014 Cash Dividend Payment Date Tanggal Pendistribusian Bukti Pemotongan Pajak Dividen Tunai 21 Mei 2014 Evidence Distribution Date Dividend Withholding Tax LYLGHQG3ROLF\ Under the Articles of Association of PT Bank Pembangunan Daerah Jawa Barat dan Banten, Tbk. the amount of dividend GSPN OFU JODPNF XIJDI BNPVOU TQFDJmFE JO UIF EFDJTJPO PG the Annual GMS with regards to the applicable legislations. 5IFEFDJTJPOUPQBZEJWJEFOETEFQFOETPOFBSOJOHT mOBODJBM conditions, liquidity, compliance the with laws and regulations and other factors deemed relevant by the Board of Directors of bank bjb after obtaining the approval of the GMS. Based on the results of the 2013 Fiscal Year Annual GMS which was held on 26 March 2014, the amount of dividends to be distributed in 2014 amounted to 55 of the Net Income of the 2013 Fiscal Year. The cash dividend per share for the mOBODJBMZFBSJT3Q TFWFOUZFJHIUDPNBPOFSVQJBI to be distributed with the following schedule and procedures: bank bjb DSRUDQ7DKXQDQ 2014 Status Pemilik Jumlah Pemegang Saham 1XPEHURI6KDUHKROGHUV Jumlah Saham 1XPEHURI6KDUHV Pemilikan 2ZQHUVKLS Ownership Status Pemodal Nasional 1DWLRQDO,QYHVWRUV Perorangan Indonesia 9.930 682.933.150 7,04 Individuals, Domestic Pemerintah Daerah 33 7.272.218.666 75,00 Local Governments Karyawan 431 21.459.000 0,22 Employees Koperasi 2 9.239.500 0,09 Cooperatives Yayasan 9 14.190.800 0,14 Foundations Dana Pensiun 77 169.802.100 1,75 Pension Funds Asuransi 11 63.194.400 0,65 Insurance Perseroan Terbatas 69 1.653.818.798 17,05 Limited Companies Reksa Dana 30 97.461.746 1,00 Mutual Funds Sub Total 8.262.312.478 85,21 Sub Total Pemodal Asing RUHLJQ,QYHVWRUV Perorangan Asing 36 3.669.100 0,03 Individuals, Foreign Badan Usaha Asing 159 1.327.295.776 13,68 Institutions, Foreign Sub Total 195 1.330.964.876 13,72 Sub Total JUMLAH 10.768 9.696.291.166 100,00 T O T A L ,12506,,,196725 ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 87 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 87 bank bjb QQXDO5HSRUW 2014 Dividen yang telah dibayarkan oleh bank bjb dan Dividen of Payout Ratio selama 7 tahun terakhir bank bjb ’s Cash Dividend and Dividend Payout Ratio in last 7 years Tahun Buku | Fiscal Year Pemerintah Government Publik Public Total Payout Ratio 2013 567.960.277.815 189.320.062.250 757.280.340.065 55,00 2012 497.883.069.805 165.960.996.659 663.844.066.464 56,00 2011 444.129.883.759 148.043.270.849 592.173.154.608 62,50 2010 433.958.178.660 144.652.703.027 578.610.881.686 65,00 2009 472.737.308.935 - 472.737.308.935 66,67 2008 370.485.343.964 - 370.485.343.964 68,33 2007 282.181.817.666 - 282.181.817.666 76,13 Kepemilikan Pemegang Saham Kepemilikan Saham yang Mencapai 5 per Desember 2014 Share Ownership More Than 5 as of December, 2014 No Nama Saham Share Nominal Kepemilikan Shareownership Name Rp 250 Harga Penutupan Closing Price Rp 730 1 Pemda Provinsi Jawa Barat 3.709.994.733 2.708.296.155.090 West Java Provincial Government 2 Pemda Kabupaten Bandung 680.906.967 497.062.085.910 Bandung Regency Government 3 Pemda Provinsi Banten 520.589.856 380.030.594.880 Banten Provincial Government Kepemilikan Saham 5 per Desember 2014 Share Ownership Less Than 5 as of December, 2014 Jumlah Pemegang Saham Saham Share Nominal Kepemilikan Shareownership Number of Shareholders Rp 250 Harga Penutupan Closing Price Rp 730 10.768 4.784.799.610 1.196.199.902.500 3.492.903.715.300 49,35 10.768 Kepemilikan Saham Komisaris dan Direksi per Desember 2014 Share Ownership by Board of Commissioners and Board of Directors as of December, 2014 No Nama Saham Share Nominal Kepemilikan Shareownership Name Rp 250 Harga Penutupan Closing Price Rp 730 1 MUHADI 2.341.500 585.375.000 1.709.295.000 0,024 MUHADI 2 SUARTINI 5.000 1.250.000 3.650.000 0,000 SUARTINI Share Ownership ,12507,2125,1967256 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 88 bank bjb Laporan Tahunan 2014 Ikhtisar Saham Obligasi OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 88 bank bjb DSRUDQ7DKXQDQ 2014 ,QYHVWRU5HODWLRQV Investor Relations IR is a strategic management responsibility UIBUJOUFHSBUFTmOBODF DPNNVOJDBUJPO NBSLFUJOHBOEMFHBM compliance in addition to allowing two-way communication between companies, communities and other constituencies. Formed in July 2010, the Coordinator of the Investor Relations Group, which is part of the Bank’s Corporate Secretary Division, is a bridge between Bank management and investors. Bank bjb seeks to enhance corporate transparency and disclosure through the function of Investor Relations. In connection with the implementation of GCG and the principles of openness and transparency on all material Company activities, Investor Relations strives to provide good information quickly, accurately and timely for better understanding of Company performance and in terms of investment decisions. The Investor Relations Group introduces bank bjb to local markets by conducting communication sessions with shareholders. To apply the principles of openness and transparency of all material Company activities, the Investor Relations Group conveys information in a timely and balanced way through various communication channels such as email, XFCTJUFT BOE DPOGFSFODF DBMMT 5P GVMmM UIF PCMJHBUJPOT PG disclosing information to the public, Investor Relations is always doing both routine and incidental reporting to Indonesia Financial Services Authority FSA and the Indonesia Stock Exchange as capital market authorities. In addition, forums with analysts and investors through public meetings, analyst meetings, conference calls, analyst visits, on-site visits, participation in conferences and non-deal road shows are conducted. +XEXQJDQ,QYHVWRU Hubungan Investor IR adalah tanggung jawab manajemen strategis yang mengintegrasikan keuangan, komunikasi, pemasaran dan kepatuhan hukum selain memungkinkan komunikasi dua arah antara perusahaan, masyarakat dan konstituen lain. Dibentuk sejak Juli tahun 2010, Grup Hubungan Investor yang merupakan bagian dari Divisi Corporate Secretary bank bjb telah menjadi jembatan antara manajemen bank bjb dengan investor dan analis dalam memperoleh informasi tentang bank bjb. bank bjb berupaya untuk meningkatkan transparansi dan pengungkapan perusahaan melalui fungsi Hubungan Investor. Berkaitan dengan penerapan GCG dan prinsip keterbukaan serta transparansi terhadap seluruh aktivitas perusahaan terutama yang bersifat material, Hubungan Investor berusaha memberikan yang terbaik bagi pengguna informasi secara cepat, akurat dan tepat waktu yang berdampak pada pemahaman yang lebih baik akan kinerja perusahaan serta dalam hal pengambilan keputusan berinvestasi. Grup Hubungan Investor memperkenalkan bank bjb kepada komunitas pasar modal dengan melakukan rangkaian komunikasi dengan para pemegang saham. Untuk menerapkan prinsip keterbukaan dan transparansi terhadap setiap aktivitas Perusahaan terutama yang bersifat material, Grup Hubungan Investor menyampaikan informasi secara tepat waktu dan seimbang melalui berbagai sarana komunikasi seperti email, situs web dan conference call. Untuk memenuhi kewajiban keterbukaan informasi kepada Publik, hubungan investor senantiasa melakukan pelaporan baik rutin maupun insidental kepada Otoritas Jasa Keuangan OJK dan Bursa Efek Indonesia sebagai Otoritas Pasar Modal. Selain itu, juga dilakukan forum-forum pertemuan dengan analis dan investor melalui pertemuan publik, temu analis, conference call, kunjungan analis, kunjungan lapangan, partisipasi dalam konferensi, non deal roadshow. Kegiatan Hubungan Investor selama tahun 2014 Investor Relations Activities during 2014 Instansi Periode Institutions OJK Otoritas Jasa Keuangan dahulu Bapepam-LK 46 FSAFinancial Services Authority formerly Bapepam-LK BEI 83 Indonesia Stock Exchange Temu AnalisInvestor pada POGFSFODFPSQPSBUFBZ 28 Analyst MeetingConferenceCorporate Day Temu AnalisInvestor one on one 38 one on one Analyst Meeting Conference Call 7 Conference Call Site Visit 4 Site Visit RUPS 4 GMS Public Expose 1 Public Expose Laporan Tahunan 1 Annual Report Analyst Meeting 4 Analyst Meeting Temu Investor pada POFBM3PBETIPX 28 Investor Meeting on Non Deal Roadshow ,12506,,,196725 ,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 89 bank bjb Annual Report 2014 Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 89 bank bjb QQXDO5HSRUW 2014 QDOLVRYHUDJH RYHUDJHQDO\VW ,12507,2125,1967256 6WRFN 2EOLJDWLRQ+LJKOLJKWV Management Discussion Analysis on Company Performance Good Corporate Governance Corporate Social Responsibility Consolidated Financial Statements Corporate Data 90 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI 92 PENGEMBANGAN USAHA REVIEW OF BUSINESS DEVELOPMENT PLAN, POLICY AND STRATEGY TINJAUAN BISNIS INDUSTRI 100 BUSINESS INDUSTRY REVIEW • Konsumer 110 Consumer • bjb Precious 128 bjb Precious • Korporasi Komersial 136 Corporate Commercial • Mikro 144 Micro • Internasional Treasuri 154 International Treasury • KPR Mortgage 168 Mortgage Financial Housing Analisa Pembahasan atas Kinerja Perseroan Management Discussion Analysis on Company Performance 91 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data • Ikatan Material untuk Investasi Barang Modal 229 Material Commitments for Investment in Capital Goods • Perubahan Penting yang Terjadi di Bank 230 Material Changes that Occured in the Bank • Informasi dan Fakta Material yang Terjadi Setelah 231 Tanggal Laporan Akuntan Material Fact and Information Subsequent to Reporting Date • Program Kepemilikan Saham oleh Karyawan dan Manajemen 232 Employee and Management Stock Ownership Program • Penggunaan Dana Penawaran Umum 233 Utilization of Public Offering Funds • Informasi Transaksi Material yang Mengandung 233 Benturan Kepentingan ,QIRUPDWLRQRQ0DWHULDO7UDQVDFWLRQZLWKRQÁLFWVRI,QWHUHVW • Perubahan Peraturan Perundang-undangan dan Dampaknya 237 Changes in the Legislations and the Impacts • Prospek Usaha 240 Business Prospects TINJAUAN PENDUKUNG BISNIS 248 SUPPORTING BUSINESS REVIEW • Sumber Daya Manusia 250 Human Resources • Teknologi Informasi 292 Information Technology MANAJEMEN RISIKO 316 RISK MANAGEMENT • Tinjauan Kinerja Anak Perusahaan 180 Subsidiary Performance Review • Bisnis Syariah 180 Sharia Business • PD BPR LPK Garut Kota 184 PD BPR LPK Garut Kota • PD BPR LPK Jalancagak 188 PD BPR LPK Jalancagak • Rencana Terhadap Anak Perusahaan dan Perusahaan 191 Asosiasi Ke Depan The Future Plan for Subsidiaries and Associated Companies • Aspek Pemasaran 192 Marketing Aspect TINJAUAN KEUANGAN 202 FINANCIAL REVIEW • Perekonomian Indonesia Tahun 2014 203 Indonesian Economy in 2014 • Kinerja Umum 2014 206 General Performance in 2014 • Tinjauan Laba Rugi 208 3URÀWRVV5HYLHZ • Informasi Keuangan Material Lainnya 225 Other Material Financial Information • Kebijakan atas Struktur Modal 226 Policy on Capital Structure 92 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO RENCANA 2014 PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk bank bjb telah menetapkan rencana strategis perusahaan dengan tema “ 4VTUBJOBCMFSPXUIBOE1SPmUBCMFBUJPOBM Bank” untuk periode 2011-2015. Strategi pertumbuhan CFSLFTJOBNCVOHBO EFOHBO QSPmUBCJMJUBT UJOHHJ JOJMBI ZBOH menjadi pedoman bagi bank bjb dalam menentukan visi dan program tahunan. 5BIVO ZBOH NFNBTVLJ fase “Leading in Service as One of the Big Bank”. Periode ini merupakan transformasi lanjutan dari pencapaian ‘ next level’ bank bjb ZBOH diarahkan untuk menjadi bank nasional dengan pertumbuhan CFSLFTJOBNCVOHBO UJOHLBUQSPmUBCJMJUBTUJOHHJ TFSUBVOHHVM EBMBNCJEBOHQFMBZBOBO 2011-2012 2013-2014 2015 BUILDINGESTABLISHMENT NEW INFRASTRUCTURES LEADING SERVICE AS ONE OF THE BIG BANKS A NATIONAL BANK LEADING SERVICE AND PERFORMANCE STRATEGY STRATEGY STRATEGY Developing HR Competence, IT Infrastructure, and Organization for: • Micro SME Financing • Consumer Commercial Banking • Treasury International Matching the 10 Biggest Banks in areas: • HR CompetenceIT • Services • bank bjb “Incorporated” Leading in Service and Performance National Bank 2014 PLAN PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk bank bjb IBT TFU UIF PNQBOZT TUSBUFHJD QMBO XJUI UIF UIFNF i 4VTUBJOBCMF SPXUI BOE 1SPmUBCMF BUJPOBM BOLw GPSUIFQFSJPE5IFTUSBUFHZPGTVTUBJOBCMFHSPXUI XJUIIJHIQSPmUBCJMJUZCFDPNFTUIFHVJEFMJOFGPSCBOL bjb in EFmOJOHJUTWJTJPOBOEBOOVBMQSPHSBNT In 2014 the Bank enters the phase of “Leading in Service as One of the Big Bank”. This period is the continual transformation of the achievement of bank bjb’s ‘next level’ geared to be a national bank with sustainable growth, high MFWFMPGQSPmUBCJMJUZ BOEFYDFMMFOUJOTFSWJDF TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI PENGEMBANGAN USAHA REVIEW OF BUSINESS DEVELOPMENT PLAN, POLICY AND STRATEGY 93 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Sejumlah inisiatif strategi untuk mencapai visi tersebut. Di BOUBSBOZB NFMBMVJQFOJOHLBUBOQFOEBQBUBOPQFSBTJPOBMEBO menurunkan pertumbuhan beban operasional. Dalam 5 tahun terakhir, pendapatan bunga bersih bank bjb SBUBSBUB NFOJOHLBU TFCFTBS BNVO QFOJOHLBUBO JOJ EJJLVUJEFOHBOCFCBOPQFSBTJPOBMOPOCVOHBZBOHNFOJOHLBU MFCJI CFTBS ZBJUV SBUBSBUB TFCFTBS BM UFSTFCVU NFODFSNJOLBOLPOEJTJZBOHUJEBLFmTJFOEBMBNQFOHFMPMBBO CJBZBCJBZB PQFSBTJPOBM ZBOH EBQBU CFSBLJCBU TFNBLJO UFSHFSVTOZBMBCBCBOL Pendapatan bunga bank bjb sebagian besar merupakan kontribusi bunga kredit. Kredit Guna Bakti KGB dalam 5 tahun terakhir rata-rata memberikan kontribusi pendapatan bunga sebesar 81 dari seluruh pendapatan bunga segmen LSFEJUMBJOOZB 1FHBXBJFHFSJ4JQJM 14 TFCBHBJ captive market bank bjb IBSVTUFUBQEJQFSUBIBOLBONFMBMVJQFMBZBOBOQSJNBZBOHUFSVT ditingkatkan. Service excellent tersebut juga diberlakukan LFQBEBOBTBCBIMBJOOZB NBVQVODBMPOOBTBCBICBOL bjb. Kemampuan bank bjb EBMBN NFOJOHLBULBO QSPmUBCJMJUBT UJEBLUFSMFQBTEBSJQFOHFMPMBBOCJBZBPQFSBTJPOBMZBOHTFIBU JBZB PQFSBTJPOBM CBOL bjb mengalami peningkatan seiring EFOHBOTFNBLJOCFSLFNCBOHOZBCJTOJTCBOLTFSUBKBSJOHBO kantor bank bjb. EBQVOLPNQPOFOCJBZBPQFSBTJPOBMZBOHIBSVTEJXBTQBEBJ dan menjadi tantangan bagi bank bjb untuk segera EJMBLVLBO FmTJFOTJ ZBJUV CFCBO UFOBHB LFSKB EFOHBO SBUB SBUBQFOJOHLBUBOTFMBNBUBIVOTFCFTBS TFSUBJBZB QFNCFOUVLBO BEBOHBO ,FSVHJBO 1FOVSVOBO JMBJ ,1 dengan rata-rata peningkatan selama 5 tahun sebesar 15. .FOZJLBQJ QFSUVNCVIBO CJBZB PQFSBTJPOBM ZBOH TFNBLJO meningkat serta dalam rangka menjaga pertumbuhan QSPmUBCJMJUBT CBOL NBLB MBOHLBIMBOHLBI VOUVL NFMBLVLBO FmTJFOTJ BEBMBI TVBUV CFOUVL LFIBSVTBO EFNJ NFOFLBO UVNCVIOZB CJBZB PQFSBTJPOBM 0QUJNBMJTBTJ KBSJOHBO LBOUPS ZBOH BEB EFOHBO QFOJOHLBUBO BTFU TFSUB NFNBLTJNBMLBO QFSUVNCVIBOMBCBEJTFSUBJFmTJFOTJCJBZBPQFSBTJPOBMNFOKBEJ salah satu fokus dalam pencapaian rencana bisnis tahun 2014. The Bank established several strategic initiatives to achieve its vision. Among others through increasing operating income and lowering the growth of operational expenses. OUIFMBTUZFBST UIFBOLTOFUJOUFSFTUJODPNFJOBWFSBHF JODSFBTFECZPXFWFS UIJTJODSFBTFXBTGPMMPXFECZ HSFBUFSOPOJOUFSFTUPQFSBUJOHFYQFOTFT OBNFMZBOBWFSBHF PG 5IJT SFnFDUT JOFGmDJFODZ PG UIF NBOBHFNFOU PG PQFSBUJPOBMDPTUTDBVTJOHGVSUIFSFSPTJPOPGUIFBOLTQSPmU bank bjb T JOUFSFTU JODPNF JT MBSHFMZ DPOUSJCVUFE CZ DSFEJU JOUFSFTUOUIFMBTUZFBST ,SFEJUVOBBLUJ , JOBWFSBHF contributed 81 of the total interest income from other credit segments. JWJM4FSWBOUT 14 BTUIFBOLTDBQUJWFNVTUCFNBJOUBJOFE UISPVHI FYDFMMFOU TFSWJDFT UIBU BSF DPOUJOVPVTMZ JNQSPWFE This service excellence is also applied to other customers, or potential customers of bank bjb. bank bjb TBCJMJUZUPJODSFBTFQSPmUBCJMJUZDBOOPUCFTFQBSBUFE GSPN UIF IFBMUIZ PQFSBUJPOBM DPTU NBOBHFNFOU CBOL bjb’s operational cost increased in line with the development of the bank bjb CVTJOFTTBOEPGmDFOFUXPSL Labor cost with an average increase of 42 during the last 5 ZFBSTBTXFMMBTUIFMMPXBODFGPSNQBJSNFOU-PTTFT ,1 XJUIBOBWFSBHFJODSFBTFPGPWFSUIFQBTUZFBSTCFDPNF the Bank’s challenging component of operational costs which TIPVMECFDPODFSOFEBOENBEFFGmDJFOU3FTQPOEJOHUPUIF growth of operational costs which continues to increase as well BTJOPSEFSUPNBJOUBJOUIFBOLTQSPmUBCJMJUZHSPXUI BDUJPOT UPQFSGPSNFGmDJFODZJTBNVTUGPSUIFJOPSEFSUPTVQQSFTTUIF HSPXUIPGPQFSBUJOHDPTUT0QUJNJ[BUJPOPGUIFFYJTUJOHPGmDF OFUXPSLXJUIJODSFBTFEBTTFUTBOENBYJNJ[JOHQSPmUHSPXUI BDDPNQBOJFECZPQFSBUJPOBMDPTUFGmDJFODJFTCFDBNFPOFPG the focuses to achieve the 2014 business plan. 94 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 4FMBJOFmTJFOTJ QSJPSJUBT3FODBOBJTOJTUBIVOBLBOMFCJI EJGPLVTLBOUFSIBEBQQFOJOHLBUBOLVBMJUBTMBZBOBOEJTFNVB level dengan sasaran masuk dalam peringkat 10 Bank Umum BTJPOBMQFOJMBJBO Bank Service Excellent Monitoring BSEM WFSTJ .3 FOHBO EFNJLJBO EVLVOHBO LPNQFUFOTJ 4. dan teknologi informasi sangat diperlukan untuk mencapai IBMUFSTFCVU EBOQBEBBLIJSOZBTJOFSHJBOUBSVOJULFSKBEBO anak perusahaan dapat menciptakan bjb incorporated ZBOH terpadu dan dinamis. ÀVLHQVLLD\D2SHUDVLRQDO 1FOHIFNBUBO CJBZB PQFSBTJPOBM QFSMV UFSVT EJMBLVLBO dengan komitmen kuat dari manajemen dalam melakukan QFOHIFNBUBO EJ TFHBMB CJEBOH 6QBZB FmTJFOTJ CJBZB operasional akan dilakukan melalui pengendalian CJBZB cost control ZBJUV TBMBI TBUV DBSBOZB EBQBU NFNCBOEJOHLBO BOUBSB SFBMJTBTJ CJBZB EFOHBO BOHHBSBOOZB LPNQPOFO UFSCFTBS EBMBN QFOHFMVBSBO CJBZB PQFSBTJPOBM BEBMBI CJBZB UFOBHB LFSKB LFNVEJBO EJJLVUJPMFIQFNCFOUVLBOCJBZB,1 1FNCFOBIBO QSPTFT CJTOJT EBMBN QFOZBMVSBO LSFEJU terutama pada kredit komersial dan mikro harus terus EJMBLVLBO NFMBMVJ QFOZFNQVSOBBO TUSVLUVS PSHBOJTBTJ ZBOHFGFLUJGEBOFmTJFO4FMBJOJUV QFOHHVOBBOUFLOPMPHJ JOGPSNBTJ ZBOH EJHVOBLBO VOUVL NFOEVLVOH QFLFSKBBO dapat menjadi salah satu cara untuk menekan pengeluaran CJBZBPQFSBTJPOBM VQBZBNFNBTBSLBOEBONFOHFEVLBTJ OBTBCBIVOUVLNFOHHVOBLBOUFLOPMPHJQFNCBZBSBOZBOH telah disediakan oleh bank bjb. Apabila pemanfaatan teknologi informasi ini bisa diaplikasikan secara optimal, hal itu dapat mengembalikan CJBZBJOWFTUBTJZBOHCFSCJBZBUJOHHJ4FMBOKVUOZB NBNQV NFOFLBOCJBZBPQFSBTJPOBMTFSUBCJTBNFOKBEJTBMBITBUV sumber pendapatan fee based income ZBOH EBQBU diandalkan.

2. Pengembangan dan Peningkatan Kualitas Layanan

NQMFNFOUBTJ CVEBZB MBZBOBO QBEB UBIVO EJBSBILBO LFQBEB QFOJOHLBUBO LVBMJUBT MBZBOBO EJ TFNVB MFWFM .BOBKFNFO 1FOHVLVSBO ,VBMJUBT -BZBOBO EJJNQMFNFOUBTJLBOLFQBEBQFOHVLVSBOLVBMJUBTMBZBOBO CBJL NFODBLVQ BTQFL TVNCFS EBZB NBOVTJB NBVQVO TUBOEBSEJTBTJBTQFLmTJL Premises di seluruh outlet bank OBEEJUJPOUPFGmDJFODZ UIFBOLTVTJOFTT1MBOXJMMCF NPSFGPDVTFEPOJNQSPWJOHUIFRVBMJUZPGTFSWJDFTBUBMMMFWFMT XJUI UIF UBSHFU UP CF JODMVEFE JO UIF UPQ PG UIF BUJPOBM Commercial Bank of Bank Service Excellence Monitoring 4. .3WFSTJPO5IVT UIFTVQQPSUPGIVNBOSFTPVSDFT BOE JOGPSNBUJPO UFDIOPMPHZ DPNQFUFODF JT OFFEFE BOE VMUJNBUFMZTZOFSHZCFUXFFOVOJUTBOETVCTJEJBSJFTDBODSFBUF BOJOUFHSBUFEBOEEZOBNJDCKCJODPSQPSBUFE 2SHUDWLRQDORVWIÀFLHQF\ 5IFFGmDJFODZPGPQFSBUJPOBMDPTUTIPVMEDPOUJOVPVTMZCF conducted with strong commitment from the management UP QFSGPSN FGmDJFODZ JO BMM BSFBT 0QFSBUJPOBM DPTU FGmDJFODZ JT DPOEVDUFE UISPVHI DPTU DPOUSPM BNPOH PUIFST CZ DPNQBSJOH UIF BDUVBM DPTU UP UIF CVEHFU UIF largest component of operational cost is the cost of labor, GPMMPXFECZUIFMMPXBODFGPSNQBJSNFOU-PTTFT ,1 cost. Improvement of the business processes in lending, FTQFDJBMMZJODPNNFSDJBMBOENJDSPDSFEJUTIPVMEDPOUJOVF to be performed through the improvement of organizational TUSVDUVSF UP CF NPSF FGGFDUJWF BOE FGmDJFOU O BEEJUJPO UIF VTF PG JOGPSNBUJPO UFDIOPMPHZ UP TVQQPSU XPSL DBO CFBXBZUPSFEVDFPQFSBUJPOBMDPTU QFSGPSNNBSLFUJOH BOE FEVDBUF DVTUPNFST UP VTF UIF QBZNFOU UFDIOPMPHZ provided bank bjb. G UIF VTF PG JOGPSNBUJPO UFDIOPMPHZ DBO CF BQQMJFE PQUJNBMMZ IJHI DPTU JOWFTUNFOUT DBO CF SFDPWFSFE VSUIFSNPSF PQFSBUJPOBM DPTU DBO CF SFEVDFE BOE NBZ become a source of income fee-based income that can be relied upon.

2. Development and Improvement of the Quality of

Services The application of service culture in 2014 was aimed UP JNQSPWF UIF RVBMJUZ PG TFSWJDFT BU BMM MFWFMT 5IF .FBTVSFNFOUPG4FSWJDFT2VBMJUZNBOBHFNFOUXBTBQQMJFE UP NFBTVSF UIF RVBMJUZ PG TFSWJDFT CPUI DPWFSJOH UIF aspects of human resources as well as the standardization TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI PENGEMBANGAN USAHA 95 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bjb dengan sasaran masuk dalam peringkat 10 sepuluh LBUFHPSJ BOL 6NVN BTJPOBM QFOJMBJBO Bank Services Excellent Monitoring 4. WFSTJ.3

3. Pengembangan Kompetensi Sumber Daya Manusia

1FOHFNCBOHBO LPNQFUFOTJ TVNCFS EBZB NBOVTJB NFSVQBLBO TUSBUFHJ CFSLFMBOKVUBO ZBOH UFSVT EJMBLVLBO NFMBMVJCFCFSBQBVQBZBTFCBHBJCFSJLVU 1. Merancang program pendidikan dan pelatihan secara terstruktur dan berkesinambungan sesuai dengan training program academy. 2. Peningkatan peran dan fungsi Assessment Center berbasis kompetensi untuk mendukung pertumbuhan CJTOJTCBOLZBOHCFSLFMBOKVUBO 1FOZFNQVSOBBO TJTUFN JOGPSNBTJ 4. ZBOH komprehensif dan terintegrasi sehingga dapat NFNCFSJLBO QFUB LPOEJTJ QFHBXBJ ZBOH BEB TBBU JOJ EBO BSBI QFOHFNCBOHBO QFHBXBJ ZBOH IBSVT dilakukan.

4. Pengembangan Teknologi Informasi

Untuk mempercepat serta memperkuat pertumbuhan bisnis bank bjb, pengembangan teknologi informasi EJBSBILBO VOUVL NFOZFEJBLBO MBZBOBO QFSCBOLBO ZBOH aman, cepat dan mudah serta customer oriented, melalui VQBZBTFCBHBJCFSJLVU 1. Peningkatan aplikasi core banking ZBOHEJTFTVBJLBO dengan kebutuhan bisnis. .FOJOHLBULBO JOGSBTUSVLUVS ZBOH NFNBEBJ EBMBN rangka perluasan electronic banking. 1FOHFNCBOHBO mUVS MBZBOBO QFSCBOLBO ZBOH MFCJI beragam dan multi-channel. .FOFSBQLBOQSJOTJQUBUBLFMPMBQFSVTBIBBOZBOHCBJL Good Corporate GovernanceGCG dalam proses pengadaan dan pengembangan teknologi informasi.

5. bjb Incorporated

Untuk mewujudkan bank bjb incorporated diperlukan sinergi bisnis antara bank bjb dengan perusahaan anak agar mampu memberikan kontribusi optimal dalam rangka meningkatkan pertumbuhan aset dan pendapatan bank secara non-organik. PGQIZTJDBMBTQFDUT 1SFNJTFT JOBMMPVUMFUTPGCBOL bjb XJUIUIFUBSHFUUPCFPOFPGUIFUPQJOUIFDBUFHPSZPG BUJPOBM PNNFSDJBM BOL XJUI BOL 4FSWJDFT YDFMMFOU .POJUPSJOH 4. .3WFSTJPO

3. Development of Human Resource Competency

The development of human resources competence CFDPNFT B TVTUBJOBCMF TUSBUFHZ XIJDI DPOUJOVFE UP CF QFSGPSNFEUISPVHIUIFGPMMPXJOHNFBTVSFT 1. Design structured and continuous educational and training programs in accordance with the training QSPHSBNBDBEFNZ ODSFBTF UIF SPMF BOE GVODUJPO PG UIF DPNQFUFODZ based Assessment Center to support the sustainable growth of the Bank’s business. 3FmOFNFOU PG B DPNQSFIFOTJWF BOE JOUFHSBUFE 3 JOGPSNBUJPO TZTUFN TP BT UP QSPWJEF B NBQ PG UIF condition of the existing personnel and the direction of FNQMPZFFEFWFMPQNFOUOFDFTTBSZUPCFQFSGPSNFE

4. Information Technology Development

To accelerate and strengthen the bank bjb’s business HSPXUI UIF EFWFMPQNFOU PG JOGPSNBUJPO UFDIOPMPHZ JT directed to provide banking services that are safe, fast and FBTZ BTXFMMBTDVTUPNFSPSJFOUFE UISPVHIUIFGPMMPXJOH NFBTVSFT 1. Improve the core banking application tailored to the needs of the business. 2. Improve adequate infrastructure in order to expand electronic banking. 3. Develop a more diverse and multi-channel banking services features. QQMZ UIF QSJODJQMFT PG HPPE DPSQPSBUF HPWFSOBODF GCG in the procurement process and the EFWFMPQNFOUPGJOGPSNBUJPOUFDIOPMPHZ

5. bjb Incorporated

To realize the bank bjb incorporated, bank bjb is required UPCFTZOFSHJ[FEXJUIJUTTVCTJEJBSJFTDPNQBOZJOPSEFSUP DPOUSJCVUFPQUJNBMMZUPJNQSPWFUIFBOLTBTTFUTHSPXUI and non-organic earnings. PLAN REVIEW, BUSINESS DEVELOPMENT POLICY AND STRATEGY 96 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 1FOZFSUBBO NPEBM UBIVO BLBO EJMBLVLBO LFQBEB 13-, .VMUJmOBODF TVSBOTJ +JXB EBOBUBV TVSBOTJ Kerugian. Selain itu, penambahan setoran modal kepada CKCTZBSJBIEBOTLSJEB KEBIJAKAN DAN STRATEGI PENCAPAIAN 6OUVLNFODBQBJSFODBOBWJTJEBONJTJUBIVOZBOHTVEBI ditetapkan tersebut, sejumlah strategi dan kebijakan telah disiapkan oleh bank bjb ZBJUV 1. Peningkatan Market Share Dana Pihak Ketiga BMJOJEJMBLVLBONFMBMVJVQBZBTFCBHBJCFSJLVU B 1FSUVNCVIBOBOB1JIBL,FUJHBZBOH0QUJNBM .FOZFMFOHHBSBLBO QSPHSBN QSPNPTJ QFNBTBSBO produk dana. 1FOHFNCBOHBOQSPEVLZBOHCFSPSJFOUBTJLFQBEB LFCVUVIBOOBTBCBINBTZBSBLBU - Optimalisasi Institutional Banking untuk QFOHFSBIBOEBOB6. 6.NBVQVOJOTUJUVTJ MBJOOZB C 1FOHFNCBOHBOEBO1FOJOHLBUBO,VBMJUBT-BZBOBO 1FOJOHLBUBOLVBMJUBTMBZBOBOEJTFNVBMFWFM CBJL EJ ,BOUPS 1VTBU ,BOUPS 8JMBZBI NBVQVO ,BOUPS Cabang. 1FOJOHLBUBO LVBMJUBT MBZBOBO electronic banking untuk meningkatkan corporate image dan fee based income TFSUBQFMBZBOBOLFQBEBOBTBCBI dalam transaksi e-banking bjb digi. 1FOJOHLBUBO1FOZBMVSBO,SFEJU 4USBUFHJJOJEJMBLVLBONFMBMVJVQBZBTFCBHBJCFSJLVU a. Akselerasi fungsi Bank sebagai lembaga intermediasi. b. Peningkatan pemberian kredit baik sektor produktif maupun konsumtif dengan mengoptimalkan penggunaan dana dengan tetap memperhatikan prinsip kehati-hatian. c. Mempertahankan serta terus melakukan ekspansi kredit konsumsi terutama kredit KGB, serta QFOJOHLBUBOQFSUVNCVIBO,13 BQJUBM JOWFTUNFOU JO XBT QFSGPSNFE UP 13-, .VMUJmOBODF -JGFOTVSBODFBOEPSOTVSBODFOBEEJUJPO DBQJUBMXBTJOKFDUFEUP+4ZBSJBIBOETLSJEB POLICY AND ACHIEVEMENT STRATEGY To achieve the 2014vision and mission as planned, a number PGTUSBUFHJFTBOEQPMJDJFTIBWFCFFOQSFQBSFECZCBOL bjb, OBNFMZ ODSFBTFUIF.BSLFU4IBSFPGUIF5IJSE1BSUZVOET 5IJTJTDPOEVDUFEUISPVHIUIFGPMMPXJOHFGGPSUT B 0QUJNBMSPXUIPG5IJSE1BSUZVOET - Perform marketing promotion on funding products. - Develop products oriented to the needs of the DVTUPNFSTDPNNVOJUZ 0QUJNJ[FOTUJUVUJPOBMBOLJOHGPSUIFEFQMPZNFOU of funds of state-owned companies, regional- owned companies and other institutions. C FWFMPQBOENQSPWFUIF2VBMJUZPG4FSWJDFT NQSPWFUIFRVBMJUZPGTFSWJDFTBUBMMMFWFMT CPUI BUUIFFBERVBSUFS 3FHJPOBM0GmDFTBOESBODI 0GmDFT NQSPWFUIFRVBMJUZPGFMFDUSPOJDCBOLJOHTFSWJDFT to improve corporate image and fee-based income, as well as services to customers in e-banking transactions. 2. Increase Lending 5IJTTUSBUFHZJTJNQMFNFOUFEUISPVHIUIFGPMMPXJOH B DDFMFSBUJPOPGUIFBOLTGVODUJPOBTBOJOUFSNFEJBSZ institution. b. Increase lending both in the productive and DPOTVNQUJWFTFDUPSTUPPQUJNJ[FUIFVTFPGGVOETCZ UBLJOHJOUPBDDPVOUUIFQSFDBVUJPOBSZQSJODJQMF D .BJOUBJO BOE FYQBOE DPOTVNFS DSFEJU FTQFDJBMMZ KGB credit, as well as an increase the growth of the mortgage. TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI PENGEMBANGAN USAHA 97 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data d. Optimalisasi fungsi Waroeng Mikro bjb. e. Memperbaiki dan menjaga kualitas kredit. 3. Optimalisasi Fee Based Income 4USBUFHJJOJMBLVLBONFMBMVJVQBZBTFCBHBJCFSJLVU B 0QUJNBMJTBTJ QFOHFMPMBBO JOTUSVNFO 5SFBTVSZ EBO International Banking. - Optimalisasi instrumen Capital Market, Forex, dan Derivatif. .FOKBEJBHFOQFOKVBM03 0QUJNBMJTBTJKBTBLVTUPEJBOTFSUBMBZBOBOKBTBXBMJ amanat. - Peningkatan transaksi Remittance, Trade Finance and Services. b. Pengembangan jasa transaksi perbankan, optimalisasi KVNMBIKBSJOHBOLBOUPSZBOHBEB TFSUB5. - Optimalisasi jaringan kantor dan fungsi ATM bagi OBTBCBINFMBMVJQFOBNCBIBOmUVSMBZBOBO5. 1FOJOHLBUBO MBZBOBO transaction service produk Wealth Management. 4. Pertumbuhan Aset Secara Anorganik 4USBUFHJJOJEJMBLVLBONFMBMVJVQBZBTFCBHBJCFSJLVU a. Penambahan setoran modal kepada beberapa anak perusahaan. b. Meningkatkan aset perusahaan melalui akuisisi QFSVTBIBBOMFNCBHBLFVBOHBOZBOHTFIBU D .FOEPSPOHLJOFSKB1FSVTBIBBOOBLEBO13-, 5. Pengembangan Bisnis Bidang Penunjang untuk .FOEVLVOH1FOJOHLBUBO1SPmUBCJMJUBTBOL 4USBUFHJJOJEJMBLVLBONFMBMVJVQBZBTFCBHBJCFSJLVU a. Credit Risk Reviewer - Melakukan pengendalian risiko kredit melalui mitigasi proses kredit dan monitoring kualitas kredit secara berkala. d. Optimize the function of Waroeng Mikro bjb. F 3FQBJSBOENBJOUBJODSFEJURVBMJUZ 3. Optimization of Fee Based Income 5IJTTUSBUFHZJTDPOEVDUFEUISPVHIUIFGPMMPXJOHFGGPSUT B 0QUJNJ[JOH UIF NBOBHFNFOU PG 5SFBTVSZ BOE International Banking instruments. - Optimization of Capital Market instruments, Forex and Derivatives. FDPNFT03TBMFTBHFODZ - Optimization of custodian services and trustee services. - Increase remittance transactions, Trade Finance and Services. C FWFMPQCBOLJOHTFSWJDFTPQUJNJ[FUIFFYJTUJOHPGmDF network, and ATM. 0QUJNJ[FPGmDFOFUXPSLBOE5.GVODUJPOBMJUZGPS customers through the addition of ATM services features. - Improve servicestransaction services of the Wealth Management product. 4. Anorganic Asset Growth 5IJTTUSBUFHZJTJNQMFNFOUFEUISPVHIUIFGPMMPXJOH a. Capital injection to several subsidiaries. C ODSFBTF UIF BTTFUT PG UIF PNQBOZ UISPVHI UIF BDRVJTJUJPOPGIFBMUIZmOBODJBMJOTUJUVUJPOT c. Support the performance of subsidiaries entities and 13-, 5. Develop Business in the Supporting Field to promote the BOLTJODSFBTFE1SPmUBCJMJUZ 5IJTTUSBUFHZJTJNQMFNFOUFEUISPVHIUIFGPMMPXJOH B SFEJU3JTL3FWJFXFST - Control credit risk through credit process mitigation BOEQFSGPSNQFSJPEJDDSFEJURVBMJUZNPOJUPSJOH PLAN REVIEW, BUSINESS DEVELOPMENT POLICY AND STRATEGY 98 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO - Mengelola dan mengembangkan standar- standar pengukuran risiko kredit sesuai ketentuan regulator. b. Perencanaan dan Change Management - Menetapkan arah dan strategi Bank dan NFOZFNQVSOBLBO QSPTFT CJTOJT NFMBMVJ TUSVLUVS PSHBOJTBTJZBOHFGFLUJGEBOFmTJFO .FOEPSPOHUFSDJQUBOZBQSPTFTLFSKBZBOHFmTJFO dan efektif di bidang transformasimanajemen perubahan. D 1FOHFNCBOHBO4VNCFSBZB.BOVTJB - Kebijakan dan pelaksanaan rekrutmen, rencana pengembangan karir, serta job grading. 1SPHSBN QFOEJEJLBO EBO QFMBUJIBO ZBOH mendukung bisnis bank secara teratur dan berkesinambungan melalui Training Program Academy. d. Peningkatan Kualitas Operasional - Pengelolaan administrasi dan monitoring dokumen kredit secara tertib. 1FOJOHLBUBO LVBMJUBT MBZBOBO PQFSBTJPOBM 5. .PEVM 1FOFSJNBBO FHBSB .1 EBO USBOTBLTJ 4JTUFN,MJSJOHBTJPOBMBOLOEPOFTJB 4, .FOJOHLBULBOFmTJFOTJCJBZBPQFSBTJPOBM F 1FOFSBQBO .BOBKFNFO 3JTJLP EBO 1FMBLTBOBBO Kepatuhan Bank - Pengembangan dan pengelolaan kebijakan dan QSPTFEVS.BOBKFNFO3JTJLPTFSUBNFOZVTVOEBO NFOHFNCBOHLBOQSPmMSJTJLPCBOL .FXVKVELBO UFSMBLTBOBOZB CVEBZB LFQBUVIBO pada semua tingkatan organisasi dan kegiatan usaha bank. f. Peningkatan Sistem Pengawasan Internal - Meningkatkan peran audit intern sebagai Strategic Business Partner bagi manajemen dan seluruh jajaran bank. .FOZVTVOQFSFODBOBBOBVEJUCFSCBTJTSJTJLP - Manage and develop the standards to measure credit risk in accordance to the provisions of the regulators. b. Planning and Change Management 4FU UIF EJSFDUJPO BOE TUSBUFHZ PG UIF BOL BOE enhance business processes through effective BOEFGmDJFOUPSHBOJ[BUJPOBMTUSVDUVSF ODPVSBHFUIFDSFBUJPOPGNPSFFGmDJFOUBOEFGGFDUJWF XPSLQSPDFTTFTJOUIFmFMEPGUSBOTGPSNBUJPODIBOHF management. D VNBO3FTPVSDFFWFMPQNFOU 1PMJDZ BOE JNQMFNFOUBUJPO PG SFDSVJUNFOU DBSFFS development plans, and job grading. - Education and training programs that support UIF CBOLT CVTJOFTT SFHVMBSMZ BOE DPOUJOVPVTMZ UISPVHIUIF1SPHSBNDBEFNZ5SBJOJOH E0QFSBUJPOBM2VBMJUZNQSPWFNFOU - Managing and monitoring the administration of MPBOEPDVNFOUTJOBOPSEFSMZNBOOFS NQSPWF RVBMJUZ PG PQFSBUJPOBM TFSWJDFT PG 5. 4UBUF3FWFOVF.PEVMF .1 BOEUIFUSBOTBDUJPO BUJPOBMMFBSJOH4ZTUFNBOLOEPOFTJB 4, NQSPWFUIFFGmDJFODZPGPQFSBUJPOBMDPTU F QQMJDBUJPOPG3JTL.BOBHFNFOUBOEBOLPNQMJBODF - Develop and manage risk management policies and procedures as well as organize and develop UIFBOLTSJTLQSPmMF - Achieve the implementation of compliance culture at all levels of the organization and the business. G NQSPWFOUFSOBMPOUSPM4ZTUFN - Enhance the role of internal audit as a Strategic Business Partner for the Management and all levels of the Bank. - Develop a risk-based audit planning. TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI PENGEMBANGAN USAHA 99 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data PLAN REVIEW, BUSINESS DEVELOPMENT POLICY AND STRATEGY H DDPVOUJOHJOBODJBM3FQPSUJOH 4UBOEBSEJTBTJQFOZVTVOBOMBQPSBOLFVBOHBOZBOH dapat memenuhi unsur akurasi dan tepat waktu. - Peningkatan akurasi data dan informasi performance bank bjb bagi manajemen. I VCVOHBO EFOHBO OWFTUPS ,PNVOJLBTJ 1FNBTBSBO dan Promosi 1FOJOHLBUBOLPNVOJLBTJ LFSKBTBNBEBOMBZBOBO kepada calon investor dan investor. - Meningkatkan Brand Awareness bank bjb kepada NBTZBSBLBU H DDPVOUJOHJOBODJBM3FQPSUJOH 4UBOEBSEJ[FUIFQSFQBSBUJPOPGmOBODJBMTUBUFNFOUT UIBUDBONFFUUIFFMFNFOUTPGBDDVSBDZBOEUJNFMZ NQSPWFEBUBBDDVSBDZBOECBOL bjb performance information for the Management. I OWFTUPS 3FMBUJPOT .BSLFUJOH PNNVOJDBUJPO BOE Promotion - Improve communication, collaboration and services to prospective investors and investors. ODSFBTF UIF DPNNVOJUZT BXBSFOFTT UPXBSET bank bjb Brand. 100 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TINJAUAN BISNIS INDUSTRI BUSINESS INDUSTRY REVIEW 101 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Situasi Makro 1FNVMJIBO FLPOPNJ HMPCBM ZBOH NBTJI CFSMBOHTVOH IJOHHB UBIVO DFOEFSVOH CFMVN TUBCJM 4BMBI TBUVOZB EJUVOKVLBOPMFIQFSFLPOPNJBOIJOBZBOHNBTJINFOHBMBNJ perlambatan. Pertumbuhan ekonomi negara salah satu tujuan ekspor Indonesia itu lebih rendah dibandingkan tahun TFCFMVNOZB ZBJUVIBOZB 4FNFOUBSBQBEBUBIVO tumbuh 7,7. OEPOFTJB ZBOH NFOHBOVU TJTUFN QFSFLPOPNJBO UFSCVLB ikut terkena imbas dari ketidakpastian perekonomian global tersebut. Selama tahun 2014, secara kumulatif nilai ekspor Indonesia mengalami penurunan sebesar 3,43 EJCBOEJOHLBOUBIVOTFCFMVNOZB,IVTVTFLTQPSOPONJHBT UVSVOOZBNFODBQBJ Ekspor Bulanan Miliar USD Bulan JMBJ Month Januari 14.47 +BOVBSZ Februari FCSVBSZ Maret March April April Mei 14.82 .BZ Juni 15.41 June Juli 14.18 +VMZ Agustus 14.48 August September 15.28 September Oktober 15.35 October PWFNCFS PWFNCFS Desember December 4VNCFS14 4PVSDF14 Pertumbuhan ekonomi Indonesia PDB pada tahun 2014 pun ikut mengalami tekanan. Badan Pusat Statistik BPS NFODBUBUCBIXBQFSUVNCVIBOOZBIBOZB MFCJISFOEBI EJCBOEJOHLBOUBIVOZBOH .FMFNBIOZBFLTQPS ini berimplikasi terhadap neraca perdagangan, sehingga NFOHBMBNJEFmTJU Macro Situation 5IF HMPCBM FDPOPNZ XIJDI DPOUJOVFE UP CF SFDPWFSJOH JO SFNBJOFE VOTUBCMF 5IJT XBT BNPOH PUIFST TIPXO CZ UIFTMPXEPXOPGIJOBTFDPOPNZ5IFFDPOPNJDHSPXUIPG UIJTDPVOUSZ XIJDIJTPOFPGOEPOFTJBTFYQPSUEFTUJOBUJPOT XBTMPXFSUIBOUIFQSFWJPVTZFBS OBNFMZPOMZ8IJMFJO UIFFDPOPNZPGIJOBHSFXCZ OEPOFTJB XIJDIBEPQUTUIFTZTUFNPGPQFOFDPOPNZ XBT BMTPJNQBDUFECZUIFHMPCBMFDPOPNJDVODFSUBJOUJFTVSJOH 2014, the cumulative value of the Indonesian export declined CZ PWFS UIF QSFWJPVT ZFBS T GPS OPOPJM FYQPSU UIF EFDMJOFSFBDIFE Monthly Export Billion USD In 2014, Indonesia’s economic growth GDP was under pressure. The Central Bureau of Statistics BPS noted the OEPOFTJBO FDPOPNZ POMZ HSFX CZ MPXFS UIBO UIF 5.78 in 2013. The weakening of export provided impact to UIFUSBEFCBMBODF TPBTUPFYQFSJFODFEFmDJU BUSINESS INDUSTRY REVIEW TINJAUAN BISNIS INDUSTRI 102 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO BPS juga mengungkapkan bahwa laju pertumbuhan konsumsi rumah tangga sebagai salah satu faktor pembentuk PDB, QBEB UBIVO KVHB NFOHBMBNJ LPOUSBLTJ NFOKBEJ IBOZB 5,14. Sedangkan pada tahun 2013 sebesar 5,28. Distribusi Persentase Produk Domestik Bruto Triwulanan Atas Dasar Harga Berlaku Menurut Pengeluaran Persen Jenis Pengeluaran 2014 Jumlah Total Type Consumption I II III IV 1 1FOHFMVBSBO,POTVNTJ3VNBIUBOHHB 55,84 55,03 PVTFIPMEPOTVNQUJPOYQFOEJUVSF a. Makanan a. Food b. Bukan Makanan 30,03 CPOPPE 2 Pengeluaran Konsumsi Pemerintah a+b-c 8,02 11,58 Government Consumption Expenditure a+b-c a. Belanja Barang 2,42 3,71 4,21 4,21 a. Belanja Barang CFMBOKB1FHBXBJ1FOZVTVUBO 5 5,11 5,18 5,75 C4IPQQJOHNQMPZFFFQSFDJBUJPO 5 c. Penerimaan Barang dan Jasa 0,75 1,12 1,14 c. Acceptance of Goods and Services 3 Pembentukan Modal Tetap Domestik Bruto 30,87 31,40 31,05 33,38 31,70 Gross Domestic Fixed Capital Formation a. Bangunan a. Building b. Mesin dan Perlengkapan Dalam FHFSJ 0,30 0,32 0,31 0,31 0,31 CPNFTUJD.BDIJOFSZBOERVJQNFOU c. Mesin dan Perlengkapan Luar FHFSJ 2,73 2,77 2,80 DPSFJHO.BDIJOFSZBOERVJQNFOU EMBUOHLVUBOBMBNFHFSJ 0,27 0,25 d. Domestic Transport Equipment FMBUOHLVUBO-VBSFHFSJ 0,58 e. Overseas Transport Equipment G-BJOOZBBMBNFHFSJ 0,44 0,47 0,47 0,53 0,48 f. Other Domestic H-BJOOZB-VBSFHFSJ 0,22 0,24 0,24 0,24 g. Other Overseas 4VNCFSBUB4FNFOUBSB14 4PVSDF14BUB5FNQPSBSZ .FOKFMBOH CFSBLIJSOZB UBIVO KVHB EJXBSOBJ EFOHBO kenaikan suku bunga acuan BI rate sebesar 25 basis poin, dari 7,50 menjadi 7,75. Kenaikan suku bunga ini merupakan SFTQPO ZBOH EJBNCJM PMFI BOL OEPOFTJB VOUVL NFOBIBO MBKVJOnBTJ TBMBITBUVOZBBLJCBULFOBJLBOIBSHBCBIBOCBLBS NJOZBL 8BMBVQVO CFHJUV TFQBOKBOH UBIVO JOnBTJ BLIJSOZBNBTJIUFUBQUJOHHJ ZBJUV year on year. BPS also revealed that the growth rate of household consumption as one of the determining factors of GDP also DPOUSBDUFE JO OBNFMZ POMZ DPNQBSFE UP UIF 5.28 in 2013. Percentage of the Distribution of Quarterly Gross Domestic Product At Current Market Prices According to Expenditure Percent Towards the end of 2014, the benchmark interest rate of Bank OEPOFTJBBMTPSPTFCZCBTJTQPJOUT GSPNUP ODSFBTJOHUIFCFODINBSLJOUFSFTUSBUFXBTBOBDUJPOUBLFOCZ BOLOEPOFTJBUPDVSCJOnBUJPOXIJDIBNPOHPUIFSTXBTEVF UPUIFSJTFPGGVFMQSJDFTPXFWFS UISPVHIPVU JOnBUJPO SFNBJOFEIJHI OBNFMZ ZFBSPOZFBS TINJAUAN BISNIS INDUSTRI 103 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Posisi Suku Bunga Acuan Bank Indonesia Tanggal SBI Date 11 Desember 2014 7,75 11 December 2014 PWFNCFS 7,50 PWFNCFS 8 Oktober 2013 7,25 8 October 2013 15 Agustus 2013 15 August 2013 13 Juni 2013 13 June 2013 10 Januari 2013 5,75 +BOVBSZ 4VNCFSBOLOEPOFTJB 4PVSDFBOLOEPOFTJB Posisi nilai tukar rupiah terhadap dolar Amerika Serikat KVHB NBTJI MFNBI 1FNFSJOUBI NFMBMVJ 1 1FSVCBIBO 2014 menetapkan kurs rupiah terhadap dolar AS sebesar 3QBNVOSFBMJTBTJOZB OJMBJSVQJBIKBVIMFCJIMFNBI EBSJ UBSHFU UFSTFCVU CBILBO TFNQBU NFOZFOUVI QPTJTJ EJ LJTBSBO3QQFSPMBS4 Situasi Industri Perbankan ,POEJTJFLPOPNJTFDBSBNBLSPZBOHUFSKBEJEJUJOHLBUHMPCBM maupun nasional memberikan pengaruh, baik secara langsung maupun tidak langsung terhadap industri keuangan, UFSNBTVL QFSCBOLBO 3FTQPO BOL OEPOFTJB UFSIBEBQ UJOHHJOZBJOnBTJEBONFMFNBIOZBLVSTSVQJBIUFSIBEBQEPMBS AS dengan menaikkan suku bunga acuan pada akhir tahun, berpotensi menurunkan laba perbankan. BUBBOLOEPOFTJBNFOZFCVULBO net interest margin . CBOLVNVNVOUVLQFSJPEFPWFNCFSUFMBINFOHBMBNJ QFOVSVOBOTFCFTBS EJCBOEJOHLBOQFSJPEFZBOHTBNB UBIVOTFCFMVNOZB Statistik Bank Umum 3 30 BOPO . -3 2012 17,43 3,11 74,1 83,58 2012 2013 18,13 3,08 74,08 2013 PWFNCFS 18,48 4,88 PWFNCFS PWFNCFS 2,87 4,24 PWFNCFS 4VNCFSBOLOEPOFTJB Position of the Benchmark Interest Rate of Bank Indonesia 5IFQPTJUJPOPG3VQJBIBHBJOTUUIF64PMMBSSFNBJOFEXFBL The Government through the 2014 State Budget Amendment TFUUIFFYDIBOHFSBUFPG3VQJBIBHBJOTUUIF64PMMBSBUUIF MFWFMPG3Q PXFWFSJOSFBMJ[BUJPO 3VQJBIXBTNVDI XFBLFSUIBOUIFUBSHFUBOEUPVDIFEUIFQPTJUJPOPG3Q per US Dollar. The Condition of Banking Industry The global and national macro-economic conditions provide JNQBDUT FJUIFSEJSFDUMZPSJOEJSFDUMZUPUIFmOBODJBMJOEVTUSZ including banking. Bank Indonesia’s response towards high JOnBUJPOBOEEFQSFDJBUJPOPG3VQJBIBHBJOTUUIF64PMMBSCZ SBJTJOHUIFCFODINBSLJOUFSFTUSBUFBUUIFFOEPGUIFZFBS XJMM QPUFOUJBMMZSFEVDFUIFQSPmUPGCBOLT BOL OEPOFTJB BUB OPUFE FU OUFSFTU .BSHJO . PG DPNNFSDJBMCBOLTGPSUIFQFSJPEPGPWFNCFSEFDSFBTFE CZDPNQBSFEUPUIFTBNFQFSJPEJOUIFQSFWJPVTZFBS Commercial Banks Statistics 4PVSDFBOLOEPOFTJB BUSINESS INDUSTRY REVIEW 104 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO ,FNVEJBO NBTJI UJOHHJOZB JOnBTJ NFNCVBU EBZB CFMJ NBTZBSBLBUJLVUNFMFNBILJCBUUFSKBEJOZBQFOVSVOBOQBEB LPOTVNTJ SVNBI UBOHHB LSFEJU LPOTVNTJ ZBOH VNVNOZB lebih cepat memberikan keuntungan bagi perbankan, juga berpotensi ikut tertekan. BM JUV UFSMJIBU QBEB IBTJM TVSWFJ QFSCBOLBO ZBOH EJMBLVLBO PMFIBOLOEPOFTJB4VSWFJZBOHEJMBLVLBOUFSIBEBQTFKVNMBI CBOL VNVN ZBOH NFOHVBTBJ QBOHTB QBTBS QFSCBOLBO TFCFTBS JUV NFOHVOHLBQLBO UFSKBEJOZB QFSMBNCBUBO pada pertumbuhan kredit. BTJM TVSWFJ NFOZFCVULBO QBEB 5SJXVMBO NFMBNCBUOZBQFSUVNCVIBOLSFEJUEJTFCBCLBOPMFISFOEBIOZB QFSNJOUBBOQFNCJBZBBOEBSJOBTBCBI LFOBJLBOTVLVCVOHB TFSUB NFOJOHLBUOZB SJTJLP QFNCFSJBO LSFEJU 1BEB USJXVMBO CFSJLVUOZB SFTQPOEFO KVHB NFNQFSLJSBLBO NBTJI UFSKBEJ LPOEJTJZBOHTBNB BMBN SFBMJTBTJOZB EBUB 4UBUJTUJL 1FSCBOLBO OEPOFTJB ZBOH EJLFMVBSLBO PMFI BOL OEPOFTJB NFOVOKVLBO CBIXB QFSUVNCVIBO QFOZBMVSBO LSFEJU CBOL VNVN VOUVL QFSJPEF +BOVBSJPWFNCFS NFOVSVO EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB 1BEB UBIVO QFSUVNCVIBOOZB NFODBQBJ EJCBOEJOHLBO UBIVO realisasi tahun 2012. Tahun Bank Umum Commercial Bank BPD Year Jumlah | Total Rp Miliar 2012 218.851 2012 2013 2013 PWFNCFS 3.241.040 PWFNCFS PWFNCFS PWFNCFS 4VNCFSBOLOEPOFTJB 4FEBOHLBO QBEB BOL 1FNCBOHVOBO BFSBI LSFEJU ZBOH EJLVDVSLBO QBEB QFSJPEF PWFNCFS UVNCVI EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO 4FNFOUBSB VOUVL UBIVO QFSUVNCVIBOOZB TFCFTBS dibandingkan 2012. VSUIFSNPSF JOnBUJPO XIJDI SFNBJOFE IJHI DBVTFE UIF DPNNVOJUZT QVSDIBTJOH QPXFS UP XFBLFO 5P UIBU FOE household consumption declined, consumer credit which HFOFSBMMZQSPWJEFTCFOFmUTGPSCBOLTBMTPQPUFOUJBMMZCFDBNF under pressure. 5IJT XBT SFnFDUFE PO UIF SFTVMUT PG UIF CBOLJOH TVSWFZ DPOEVDUFE CZ BOL OEPOFTJB 5IF TVSWFZ XIJDI XBT conducted towards a number of commercial banks dominating the banking market share of 80 revealed a slowdown in credit growth. 5IF SFTVMUT PG UIF TVSWFZ NFOUJPOFE JO UIF UIJSE RVBSUFS PG UIF TMPXEPXO PG DSFEJU HSPXUI XBT DBVTFE CZ UIF MPXEFNBOEGPSDVTUPNFSmOBODJOH UIFSJTFPGJOUFSFTUSBUF and the increased credit risk. In the next quarter, respondents expected the same condition will remain to occur. In realization, the Indonesian Banking Statistics data released CZBOLOEPOFTJBTIPXTUIBUUIFHSPXUIPGDPNNFSDJBMCBOL MFOEJOHGPSUIFQFSJPEPG+BOVBSZPWFNCFSEFDSFBTFE CZDPNQBSFEUPUIFTBNFQFSJPEJOUIFQSFWJPVTZFBS In 2013, growth reached 21.8 compared to the realization in 2012. 4PVSDFBOLOEPOFTJB .FBOXIJMF UIF 3FHJPOBM FWFMPQNFOU BOL EVSJOH UIF QFSJPEPGPWFNCFS DSFEJUHSFXCZDPNQBSFE UPUIFTBNFQFSJPEJOTGPS UIFDSFEJUHSFXCZ 20.88 compared to the number of credit in 2012. TINJAUAN BISNIS INDUSTRI 105 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Statistik BPD 3 30 BOPO . -3 2012 18,02 78,57 2012 2013 17,58 3,18 7,04 2013 PWFNCFS 3,18 72,43 78,32 PWFNCFS PWFNCFS 17,55 2,77 PWFNCFS 4VNCFSBOLOEPOFTJB 4PVSDFBOLOEPOFTJB Perlambatan kinerja industri perbankan itu sejalan dengan IBTJM TVSWFJ EVOJB VTBIB ZBOH EJMBLVLBO BOL OEPOFTJB bersama BPS. Pada kuartal akhir tahun 2014, optimisme dunia usaha terhadap situasi ekonomi mengalami penurunan. BMJUVEJUVOKVLBONFMBMVJOEFLT5FOEFOTJJTOJTZBOHMFCJI SFOEBIEJCBOEJOHLBOUSJXVMBOTFCFMVNOZBQBEBUBIVOZBOH TBNB ZBJUVEBSJ NFOKBEJ Indeks Tendensi Bisnis merupakan indikator perkembangan FLPOPNJ VTBIB UFSLJOJ ZBOH EBUBOZB EJQFSPMFI EBSJ 4VSWFJ Tendensi Bisnis STB oleh Badan Pusat Statistik, bekerja sama dengan Bank Indonesia. Indeks tersebut menggambarkan kondisi bisnis dan perekonomian pada triwulan berjalan dan perkiraan pada triwulan mendatang. PERTUMBUHAN MARKET SHARE POS KEUANGAN UTAMA BANK BERDASARKAN STATUS KEPEMILIKANNYA TERHADAP BANK UMUM PERIODE DESEMBER 2014 Kelompok Bank Bank Group Jumlah Bank Per Des 2014 Total Bank as per Dec 2014 AsetAssets Total Dana Pihak Ketiga DPK Total Third-Party Funds Total KreditTotal Loans DEDHUVLK1HW3URÀW Realisasi Realization PertumbuhanGrowth Realisasi Realization PertumbuhanGrowth Realisasi Realization PertumbuhanGrowth Realisasi Realization PertumbuhanGrowth DesDec 2013 DesDec 2014 DesDec 2013 DesDec 2014 DesDec 2013 DesDec 2014 DesDec 2013 DesDec 2014 DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 Triliun Trillion Rp Des Dec 2013 Des Dec 2014 Triliun Trillion Rp Bank Persero Group-Owned Banks 4 1.758,87 Ï 317,73 Ï Ï Ï 1.181,73 Ï Ï 12,13 54,37 Ï Ï 11,51 64FWJTB Foreign Exchange BUJPOBM1SJWBUF Banks 38 2.200,14 Ï Ï 12,11 1.731,02 Ï Ï 11,51 1.311,52 1.481,81 Ï Ï 33,47 Ð Ð -1,82 64PO Devisa POPSFJHO Exchange BUJPOBM1SJWBUF Banks Ï Ï 122,88 141,03 Ï 18,14 Ï 14,77 108,23 Ï 17,77 Ï 3,08 2,32 Ð 0,77 Ð BPD Ï 50,73 Ï 13,01 287,71 Ï 48,25 Ï Ï Ï 10,73 Ð 1,07 Ð Bank Campuran Joint Venture Banks 12 278,31 Ð Ð -4,10 Ð 14,87 Ð Ð 5,43 Ð -2,70 4,54 4,22 Ð 0,32 Ð -7,04 Bank Asing Foreign Banks 10 432,58 Ï 42,17 Ï 10,80 173,40 Ï 0,87 Ï 0,50 225,50 244,03 Ï 18,53 Ï 8,22 8,72 Ï Ï 42,51 Bank Umum Commercial Banks Ï Ï 13,34 4.114,42 Ï 450,45 Ï Ï 381,43 Ï 11,58 Ï 5,45 Ï 5,11 bank bjb 1 70,24 Ï 3,52 Ï 5,28 Ï Ï 13,32 45,11 Ï 4,14 Ï 1,74 1,14 Ð Ð -34,77 BPD Statistic 5IF TMPXEPXO PG UIF CBOLJOH JOEVTUSZ QFSGPSNBODF XBT DPIFSFOU UP UIF SFTVMUT PG UIF CVTJOFTT TVSWFZ DPOEVDUFE CZBOLOEPOFTJBBOE14OUIFmOBMRVBSUFSPG UIF optimism of the business world towards the economic condition EFDMJOFE5IJTXBTSFnFDUFECZUIFVTJOFTT5FOEFODZOEFY which became lower than the previous quarter of the same ZFBS OBNFMZGSPNUP VTJOFTT 5FOEFODZ OEFY JT BO JOEJDBUPS PG UIF DVSSFOU economic development where data is obtained from the VTJOFTT 5FOEFODZ 4VSWFZ 45 QFSGPSNFE CZ UIF FOUSBM Bureau of Statistics in cooperation with Bank Indonesia. The index illustrates the business and economic conditions in the current quarter and forecast in the coming quarter. GROWTH MARKET SHARE OF THE PRIMARY FINANCIAL POSTS OF THE BANK BASED ON ITS OWNERSHIP STATUS TO THE COMMERCIAL BANKS IN THE PERIOD OF DECEMBER 2014 BUSINESS INDUSTRY REVIEW 106 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO • The assets of Commercial Banks in December 2014 HSFXCZ ZPZ BOJODSFBTFGSPN3QUSJMMJPO compared to the number in December 2013. t 5PUBM UIJSE QBSUZ GVOET 1, PG PNNFSDJBM BOLT JO FDFNCFS HSFX CZ ZPZ BO JODSFBTF PG 3QUSJMMJPO DPNQBSFEUPUIFOVNCFSJOFDFNCFS 2013. • Total Loans of Commercial Banks in December 2014 HSFX CZ ZPZ BO JODSFBTF PG 3Q USJMMJPO compared to the number in December 2013. t POUSJCVUJPOPGFUODPNFHSPXUIPGDPNNFSDJBMCBOLT JO FDFNCFS POMZ DBNF GSPN HSPVQPXOFE CBOLT BOE GPSFJHO CBOLT XIJDI XFSF SFTQFDUJWFMZ SFDPSEFE UPHSPXCZ ZPZ GPS-JNJUFE-JBCJMJUZBOLTBOE ZPZ GPSPSFJHOBOLT XIFSFBTGPSPUIFSCBOLT the number declined. • Overall in December 2014, the performance of the Indonesian banking remained strong and with controlled DSFEJU NBSLFU BOE MJRVJEJUZ SJTLT BT XFMM BT NBJOUBJOFE DBQJUBMSFTJMJFODFTVQQPSUFECZTUSPOHDBQJUBM EDQNEME·605.76+526676727 DPK NET PROFIT TO THE COMMERCIAL BANKS Bank Persero Group-Owned Banks 64FWJTB PSFJHOYDIBOHFBUJPOBM1SJWBUFBOLT 64FWJTB POPSFJHOYDIBOHFBUJPOBM1SJWBUFBOLT BPD Bank Campuran Joint Venture Banks Bank Asing Foreign Banks Jumlah Bank Total Bank 24,37 21,85 10,08 8,40 3,36 Aset Assets 3,33 7,85 7,70 36,98 Total Dana Pihak Ketiga 5PUBM5IJSE1BSUZVOET 42,07 3,43 3,43 8,17 4,24 38,46 Total Kredit Total Loans 40,33 8,20 5,33 36,06 Laba Bersih FU1SPmU 2,07 7,78 48,48 • Aset Bank Umum pada Desember 2014 tumbuh TFCFTBS ZPZ BUBVOBJLTFCFTBS3Q USJMJVO dibandingkan dengan Desember 2013. • Total Dana Pihak Ketiga DPK Bank Umum pada FTFNCFSUVNCVITFCFTBS ZPZ BUBVOBJL TFCFTBS3Q USJMJVOEJCBOEJOHLBOEFOHBOFTFNCFS 2013. • Total Kredit Bank Umum pada Desember 2014 tumbuh TFCFTBS ZPZ BUBVOBJLTFCFTBS3Q USJMJVO dibandingkan dengan Desember 2013. • Kontribusi pertumbuhan Laba Bersih Bank Umum pada FTFNCFS IBOZB CFSTVNCFS EBSJ LFMPNQPL BOL 1FSTFSP EBO BOL TJOH ZBOH NBTJOHNBTJOH UFSDBUBU UVNCVI TFCFTBS ZPZ VOUVL BOL 1FSTFSP EBO UVNCVITFCFTBS ZPZ VOUVLLFMPNQPLBOLTJOH TFEBOHLBO VOUVL LFMPNQPL CBOL MBJOOZB NFOHBMBNJ penurunan. • Secara keseluruhan pada Desember 2014, kinerja perbankan Indonesia tetap kuat dan dengan risiko kredit, MJLVJEJUBTEBOQBTBSZBOHDVLVQUFSKBHBTFSUBLFUBIBOBO NPEBMZBOHUFSQFMJIBSBEJEVLVOHPMFINPEBMZBOHNBTJI kuat. MARKET SHARE ASET, TOTAL DPK LABA BERSIH bank bjb TERHADAP BANK UMUM POS KEUANGAN FINANCIAL POST bank bjb Bank Umum Commercial Banks Market Share bank bjb terhadap Bank Umum Market Share bjb bank to commercial banks ¨ RealisasiRealization TriliunTrillion Rp PertumbuhanGrowth DesDec 2013 - DesDec 2014 RealisasiRealization TriliunTrillion Rp PertumbuhanGrowth DesDec 2013 - DesDec 2014 DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 Total AsetTotal Assets 66,72 70,24 Ï 3,52 Ï 5,28 Ï Ï 13,34 1,35 1,25 Ð -0,10 GiroCurrent Account 16,36 21,53 Ï 5,17 Ï 31,58 Ï 42,80 Ï 5,05 2,42 Ï 3VQJBI 16,17 21,34 • 5,17 • 31,99 • 35,35 t 2,84 3,53 t ValasForex 0,19 0,19 • 0,01 • -2,77 284,31 • 7,45 t 0,07 0,07 • 0,00 TabunganSavings 11,78 12,43 Ï 0,65 Ï 5,51 1.212,71 Ï 71,75 Ï Ð 0,00 3VQJBI 11,74 12,38 • 0,64 • 5,49 1.123,70 t t 1,04 1,04 • 0,00 TINJAUAN BISNIS INDUSTRI 107 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data t 5IF DPODFOUSBUJPO PG CSBODI PGmDF PQFOJOHT PG Commercial Bank began to spread to the zone with lower CBOL TBUVSBUJPO MFWFM ;POFT BOE BMPOH XJUI UIF FOBDUNFOU PG BOL OEPOFTJB 3FHVMBUJPO P PBI2012 on “Multiple License” at the end of 2012. This has an impact on the increase in the collection, disbursement of funds and the opening of branches in the zones. • bank bjb’s intermediation function in zone 3 is increasing XJUIHSPXUIPGUIVTUIFDSFEJUNBSLFUTIBSFPGCBOL bjb JO[POFSPTFCZUP • The growth of bank bjb’s assets is under the growth of the assets of commercial banks thus the market share of bank bjb TBTTFUTEFDSFBTFECZ ZPZ • The high growth of bank bjb’s demand deposits at 31.58 further strengthened the market share of bank bjb’s demand deposits to the demand deposits of Commercial BOL XIJDI BMTP JODSFBTFE BOE BMTP BEEFE UIF composition of bank bjb’s low cost funds. • bank bjb TUIJSEQBSUZGVOETJOFDFNCFSHSFXCZ ZPZ UP3QUSJMMJPOXJUIBOJODSFBTFJONBSLFU TIBSFUPXBSETUIFUIJSEQBSUZGVOETPGDPNNFSDJBMCBOLT BUSINESS INDUSTRY REVIEW POS KEUANGAN FINANCIAL POST bank bjb Bank Umum Commercial Banks Market Share bank bjb terhadap Bank Umum Market Share bjb bank to commercial banks ¨ RealisasiRealization TriliunTrillion Rp PertumbuhanGrowth DesDec 2013 - DesDec 2014 RealisasiRealization TriliunTrillion Rp PertumbuhanGrowth DesDec 2013 - DesDec 2014 DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 Triliun Trillion Rp DesDec 2013 DesDec 2014 ValasForex 0,04 0,04 • 0,01 • 14,09 t t 0,04 0,04 • 0,00 DepositoTime Deposits 18,62 19,04 Ï 0,41 Ï 2,23 Ï Ï Ð -0,18 3VQJBI 18,36 19,00 • 0,63 • 3,46 1.331,53 • 310,22 • 23,30 1,38 • -0,22 ValasForex 0,26 0,04 • 0,22 • -83,99 t t 0,10 0,01 • -0,08 Total DPKTotal Third Party Funds 46,76 52,99 Ï 6,23 Ï 13,32 4.114,42 Ï 450,45 Ï 1,28 Ï 0,01 3VQJBI 46,27 52,72 • 6,45 • 13,94 3.025,15 3.434,58 t • 13,53 1,53 1,53 • 0,01 ValasForex 0,49 0,27 • 0,22 • -44,62 • 41,02 t 0,08 0,04 • -0,04 Komposisi DPK Nominal Periode Desember 2014 Composition DPK Nominal Period December 2014 Tabungan Savings Deposito Time Deposits Giro Current Account 2013 DPK Nominal bank bjb 5IJSE1BSUZVOET PNJOBM bank bjb 23,45 40,62 DPK Nominal bank umum 5IJSE1BSUZVOET PNJOBM Commercial Banks 31,22 47,16 Tren Market Share DPK Nominal Tren Market Share 5IJSE1BSUZVOET PNJOBM Giro Current Account 2 ,4 2 Tabungan Savings Deposito Time Deposits Des 2013 Des 2014 Triliun Rp Des 2013 Des 2014 Triliun Rp Des 2013 Des 2014 Laba BersihNet Income 1,74 1,14 Ð Ð -34,77 Ï 5,45 Ï 5,11 1,01 Ð • Konsentrasi pembukaan KC Bank Umum mulai tersebar LF [POB ZBOH NFNJMJLJ UJOHLBU LFKFOVIBO CBOL ZBOH MFCJI SFOEBI ;POB EBO TFJSJOH EFOHBO EJCFSMBLVLBOOZB1P1UFOUBOHi Multiple License wQBEBBLIJSUBIVOBMUFSTFCVUCFSEBNQBL QBEB QFOJOHLBUBO QFOHIJNQVOBO QFOZBMVSBO EBOB pembukaan kantor cabang pada zona tersebut. • Fungsi intermediasi bank bjb pada zona 3 semakin NFOJOHLBU EFOHBO QFSUVNCVIBO TFCFTBS sehingga pangsa pasar kredit bank bjb di zona 3 naik sebesar 0,08 menjadi sebesar 0,20. • Pertumbuhan aset bank bjb berada di bawah pertumbuhan aset Bank Umum sehingga market share aset bank bjb NFOHBMBNJQFOVSVOBOTFCFTBS ZPZ • Pertumbuhan giro bank bjb ZBOH UJOHHJ ZBJUV TFCFTBS 31,58 semakin memperkuat market share giro bank bjb UFSIBEBQ HJSP BOL 6NVN ZBOH KVHB NFOJOHLBU dan semakin menambah komposisi dana murah bank bjb. • DPK bank bjb pada Desember 2014 tumbuh sebesar ZPZ NFOKBEJ3Q USJMJVOEFOHBOQFOJOHLBUBO market share terhadap DPK Bank Umum sebesar 0,01 108 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO ZPZ JSP 3VQJBI CBOL bjb merupakan salah satu komponen DPK dengan angka pertumbuhan tertinggi ZBJUV UVNCVI TFCFTBS ZPZ EFOHBO LFOBJLBO market share UFSIBEBQJSP3VQJBIBOL6NVNTFCFTBS ZPZ • Pertumbuhan laba bersih Bank Umum pada Desember UVNCVITFCFTBS ZPZ TFEBOHLBOMBCBCFSTJI bank bjb mengalami penurunan pertumbuhan sebesar ZPZ FSEBTBSLBOLPOEJTJUFSTFCVU market share aset bank bjb terhadap aset Bank Umum adalah sebesar BUBV UVSVO TFCFTBS ZPZ EJCBOEJOHLBO dengan Desember 2013. MARKET SHARE KREDIT bank bjb TERHADAP BANK UMUM POS KEUANGAN -1045 bank bjb Bank Umum Commercial Banks Market Share bank bjb terhadap Bank Umum Market Share bjb bank to commercial banks ¨ Realisasi 3FBMJ[BUJPO TriliunTrillion Rp Pertumbuhan Growth Des Dec 2013 - Des Dec 2014 Realisasi 3FBMJ[BUJPO TriliunTrillion Rp Pertumbuhan Growth Des Dec 2013 - Des Dec 2014 Des Dec 2013 Des Dec 2014 Triliun Trillion Rp Des Dec 2013 Des Dec 2014 Triliun Trillion Rp Des Dec 2013 Des Dec 2014 Total Kredit Menurut Jenis Penggunaan 5PUBM-PBO BTFEPO5ZQFPG6UJMJ[BUJPO 45,11 Ï 4,14 Ï Ï 381,43 Ï 11,58 1,37 1,34 Ð -0,03 Kredit Modal Kerja Working Capital Loan Ð 1,18 Ð 1.757,45 Ï Ï 10,83 0,44 Ð -0,12 Kredit Investasi Investment Loan 3,41 Ï 0,23 Ï Ï 105,04 Ï 0,43 0,40 Ð -0,02 Kredit Konsumsi Consumption Loan 32,84 Ï 5,10 Ï 15,51 Ï Ï 11,51 3,74 Ï 0,13 Total Kredit Menurut Jenis Valuta 5PUBM-PBO BTFEPOVSSFODZ 45,11 Ï 4,14 Ï Ï 381,43 Ï 11,58 1,37 1,34 Ð -0,03 3VQJBI 44,75 Ï 4,34 Ï 2.720,50 Ï Ï 12,40 Ð -0,04 ValasForex 0,24 0,17 Ð 0,07 Ð 572,37 Ï Ï 0,04 0,03 Ð -0,01 Total Kredit Menurut Sektor Ekonomi Total Loan Based on Economic Sector 45,11 Ï 4,14 Ï Ï 381,43 Ï 11,58 1,37 1,34 Ð -0,03 Pertanian, Perburuan, dan Kehutanan HSJDVMUVSF VOUJOH BOEPSFTUSZ 0,82 Ð 0,14 Ð Ï 35,22 Ï 0,54 Ð Perikanan Fisheries 0,05 0,05 Ð 0,00 Ð -8,54 7,70 Ï 1,31 Ï 20,45 Ð Pertambangan dan Penggalian .JOJOHBOE2VBSSZJOH 0,10 0,05 Ð 0,05 Ð -50,42 141,82 Ï 15,00 Ï 11,83 0,08 0,03 Ð -0,04 Industri Pengolahan 1SPDFTTJOHOEVTUSZ 1,50 Ï 0,21 Ï 577,88 Ï Ï 14,30 0,22 0,23 Ï 0,00 Listrik, Gas, dan AirElectric, Gas and Water 0,28 Ð 0,01 Ð 81,13 Ï Ï 0,37 0,35 Ð -0,02 KonstruksiConstruction 2,58 Ï Ï 33,47 147,27 Ï 31,18 Ï 1,75 Ï Perdagangan Besar Eceran 8IPMFTBMF3FUBJM 4,50 3,54 Ð Ð -21,31 Ï Ï 0,70 Ð -0,20 1FOZFEJBBOLPNPEBTJ1FOZFEJBBO Makan Minum Provision of Accomodation and Provision of Food and Beverages 0,08 Ð 0,02 Ð -21,73 73,58 Ï 14,28 Ï 24,07 0,14 Ð -0,05 Transportasi, Pergudangan, dan Komunikasi Transportation, Warehousing, and Communication 0,25 0,22 Ð 0,03 Ð -10,75 171,81 Ï Ï 5,13 0,15 0,13 Ð -0,02 Perantara KeuanganFinancial Intermediaries - - Ï - na 151,15 Ï 15,03 Ï 0,00 0,00 Ä 0,00 3FBMFTUBUF 6TBIB1FSTFXBBO +BTB 1FSVTBIBBO3FBMFTUBUF 3FOUBMVTJOFTT 4FSWJDFTPNQBOZ 2,57 2,02 Ð 0,55 Ð Ð 27,72 Ð -14,35 1,33 1,22 Ð -0,11 Administrasi Pemerintahan Pertahanan Government Administration Defence - - Ä - na 12,48 11,00 Ð 1,47 Ð -11,81 0,00 0,00 Ä 0,00 Jasa PendidikanEducation Services 0,03 0,02 Ð 0,01 Ð 5,48 Ï 1,17 Ï 21,38 0,58 0,34 Ð -0,24 +BTB,FTFIBUBO,FHJBUBO4PTJBMFBMUI Social Services 0,04 0,02 Ð 0,01 Ð 10,15 12,32 Ï 2,17 Ï 0,35 0,18 Ð -0,18 +BTB,FNBTZBSBLBUBO4PTJBMVEBZB -BJOOZBPNNVOJUZ4FSWJDFT0UIFS Socio-Cultural Services 0,17 0,14 Ð 0,03 Ð Ï 13,88 Ï 25,78 0,31 0,20 Ð -0,11 TINJAUAN BISNIS INDUSTRI BNPVOUFE UP ZPZ CBOL bjb’s demand deposit EFOPNJOBUFEJO3VQJBIJTPOFDPNQPOFOUJOEFQPTJUTXJUI UIFIJHIFTUHSPXUISBUF OBNFMZHSFXCZ ZPZ XJUI BOJODSFBTFPGNBSLFUTIBSFBHBJOTUUIF3VQJBIEFNBOE EFQPTJUJTPGPNNFSDJBMBOLTPG ZPZ t 5IFHSPXUIPGOFUQSPmUPGDPNNFSDJBMCBOLTJOFDFNCFS XBT ZPZ XIJMFUIFCBOL bjb TOFUQSPmUHSPXUI EFDSFBTFECZ ZPZ 6OEFSUIFTFDPOEJUJPOT UIF market share of bank bjb’s assets against the asset’s of DPNNFSDJBM CBOLT BNPVOUFE UP PS EFDMJOFE CZ ZPZ DPNQBSFEUPFDFNCFS EDQN EME·6 5,7 05.7 6+5 ,167 THE CREDIT MARKET SHARE OF COMMERCIAL BANKS 109 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BUSINESS INDUSTRY REVIEW POS KEUANGAN -1045 bank bjb Bank Umum Commercial Banks Market Share bank bjb terhadap Bank Umum Market Share bjb bank to commercial banks ¨ Realisasi 3FBMJ[BUJPO TriliunTrillion Rp Pertumbuhan Growth Des Dec 2013 - Des Dec 2014 Realisasi 3FBMJ[BUJPO TriliunTrillion Rp Pertumbuhan Growth Des Dec 2013 - Des Dec 2014 Des Dec 2013 Des Dec 2014 Triliun Trillion Rp Des Dec 2013 Des Dec 2014 Triliun Trillion Rp Des Dec 2013 Des Dec 2014 +BTB1FSPSBOHBOZBOH.FMBZBOJ3VNBI TanggaIndividual Services Serving PVTFIPMET - - Ä - na 1,54 2,22 Ï Ï 44,43 0,00 0,00 Ä 0,00 Badan Internasional Badan Ekstra OUFSOBTJPOBM-BJOOZBOUFSOBUJPOBM Agencies Other Extras of International Agencies - - Ä - na 0,32 0,21 Ð 0,11 Ð 0,00 0,00 Ä 0,00 ,FHJBUBOZBOHFMVN+FMBTBUBTBOOZB Activites with Unclear Limitations - - Ä - na Ï Ï 0,00 0,00 Ä 0,00 3VNBI5BOHHBPVTFIPMET 3,85 4,31 Ï Ï 12,03 832,75 Ï 144,70 Ï 21,03 0,52 Ð -0,04 VLBO-BQBOHBO6TBIBPOVTJOFTT 28,88 Ï 4,75 Ï 222,07 Ð Ð -18,53 13,00 Ï Total Kredit UMKM Menurut Skala Usaha Total SME Loan Based on Business Scale Ð 1,10 Ð -22,04 Ï Ï 10,33 0,82 0,58 Ð -0,24 Kredit MikroMicro Credit 3,70 Ð 1,04 Ð -28,21 140,27 Ï 21,38 Ï 3,11 Ð -1,22 Kredit KecilSmall Credit 1,22 1,13 Ð Ð Ï Ï 8,37 Ð -0,10 Kredit MenengahMiddle Credit 0,08 0,11 Ï 0,03 Ï 45,51 303,55 Ï Ï 8,54 0,02 0,03 Ï 0,01 t 4FLUPS ZBOH QBMJOH CBOZBL NFOZFSBQ LSFEJU QFSCBOLBO adalah sektor rumah tangga, perdagangan besar eceran, serta industri pengolahan dengan total proporsi LSFEJU TFCFTBS EBSJ UPUBM LSFEJU BOL VNVN Sedangkan pada bank bjb QFOZBMVSBO LSFEJU CBOL bjb didominasi oleh sektor bukan lapangan usaha dengan QSPQPSTJ LSFEJU TFCFTBS EBSJ UPUBM LSFEJU CBOL bjb EFOHBOQFSUVNCVIBOLSFEJUZBOHDVLVQUJOHHJZBJUV TFCFTBS TFSUB market share TFCFTBS • Secara keseluruhan pada TW IV 2014, sektor pertanian UVNCVINFMBNCBUTFCBHBJEBNQBLEBSJNFOVSVOOZBMVBT panen padi terkait dengan pengalihan lahan ke jagung dan kedelai. Sekor industri juga tercatat tumbuh melambat TFKBMBO EFOHBO LFDFOEFSVOHBO NFMFNBIOZB LPOTVNTJ TXBTUB EBO NFMBNCBUOZB FLTQPS EJ QFOHIVKVOH 5BIVO 2014. • Kredit bank bjb EFOHBO NBUB VBOH 3VQJBI QBEB FTFNCFSUVNCVITFCFTBS ZPZ TFEBOHLBO kredit dalam mata uang valas tercatat mengalami QFOVSVOBOQFSUVNCVIBOTFCFTBS ZPZ BSJTJTJ market share CBJL LSFEJU 3VQJBI NBVQVO 7BMBT TBNB sama mengalami penurunan share TFCFTBS ZPZ VOUVLLSFEJU3VQJBIEBOUVSVOTFCFTBS ZPZ VOUVL kredit valas. • Untuk kredit UMKM pada Desember 2014, kredit UMKM Bank Umum mencatatkan pertumbuhan sebesar 10,33 ZPZ ZBOH NFSVQBLBO LPOUSJCVTJ EBSJ QFSUVNCVIBO kredit UMKM untuk setiap skala usaha. Sedangkan pada bank bjb QFOJOHLBUBO IBOZB UFSKBEJ QBEB QFOZBMVSBO LSFEJUVOUVLTLBMBVTBIBNFOFOHBIZBOHUVNCVI EJCBOEJOHLBOUBIVOTFCFMVNOZB • Sectors which absorb most of the banking credit are the household sector, large and retail trade, as well as UIF QSPDFTTJOH JOEVTUSZ XJUI B UPUBM QSPQPSUJPO PG DSFEJU BNPVOUJOH UP PG UIF UPUBM DSFEJU PG DPNNFSDJBM banks. Meanwhile in bank bjb, the disbursement of MPBOT JT EPNJOBUFE CZ UIF OPOCVTJOFTT TFDUPS XJUI UIF QSPQPSUJPOPGDSFEJUBNPVOUJOHUPPGUIFUPUBMDSFEJU PGUIFBOLXJUIIJHIDSFEJUHSPXUIOBNFMZBOEB NBSLFUTIBSFPG • Overall in Quarter IV of 2014, the agricultural sector grew slower as the impact of the decrease in rice harvesting area BTTPDJBUFEXJUIUIFUSBOTGFSPGMBOEGPSDPSOBOETPZCFBOT The industrial sector also recorded slower growth in line with the downward trend in private consumption and the slowdown of export at the end of 2014. • bank bjb T DSFEJU EFOPNJOBUFE JO 3VQJBI JO FDFNCFS HSFXCZ ZPZ NFBOXIJMFGPSFJHODVSSFODZ EFOPNJOBUFEMPBOTSFDPSEFEBEFDMJOFJOHSPXUIPG ZPZ OUFSNTPGNBSLFUTIBSF CPUI3VQJBIBOEPSFJHO VSSFODZSFEJUFRVBMMZEFDSFBTFECZ ZPZ GPSUIF 3VQJBIEFOPNJOBUFEMPBOTBOEEFDSFBTFECZ ZPZ GPSGPSFJHODVSSFODZMPBOT • For MSME loans in December 2014, MSME loans of PNNFSDJBM BOLT SFDPSEFE B HSPXUI PG ZPZ OBNFMZUIFDPOUSJCVUJPOPGUIFHSPXUIPG.4.MPBOTUP BOZCVTJOFTTTDBMF.FBOXIJMFJOCBOL bjb JODSFBTFPOMZ occurred in lending to medium-scaled enterprises which HSFXPWFSUIFQSFWJPVTZFBS 110 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KONSUMER CONSUMER 111 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 1BEB UBIVO UFLBOBO UFSIBEBQ EBZB CFMJ NBTZBSBLBU DVLVQ CFTBS NFOHJOHBU JOnBTJ NBTJI UJOHHJ ZBJUV TFCFTBS 4BMBITBUVQFNJDVVUBNBOZBBEBMBILFOBJLBOIBSHB CBIBOCBLBSNJOZBLQBEBPWFNCFS OEJLBTJ NFMFNBIOZB EBZB CFMJ NBTZBSBLBU TBMBI TBUVOZB EJUVOKVLBONFMBMVJIBTJM4VSWFJ,POTVNFOZBOHEJMBLVLBOPMFI Badan Pusat Statistik BPS. Pada survei Desember 2014, OEFLT,FZBLJOBO,POTVNFOUFSDBUBUTFCFTBS UVSVO QPJOEJCBOEJOHLBOJOEFLTTFCFMVNOZB BTJM TVSWFJ JOJ NFNQFSMJIBULBO QFSLFNCBOHBO EBO FLTQFLUBTJ LPOTVNTJ NBTZBSBLBU ZBOH EJQFOHBSVIJ PMFI QBOEBOHBOOZB UFSIBEBQ TJUVBTJ FLPOPNJ BTJM TVSWFJ Desember tersebut mengungkapkan, salah satu pengaruh ZBOHNFOFLBOLPOTVNTJNBTZBSBLBUBEBMBILFOBJLBOIBSHB CBIBOCBLBSNJOZBLCFSTVCTJEJ ,POEJTJ JOJ TFKBMBO EFOHBO QFSMBNCBUBO ZBOH UFSKBEJ QBEB QFOZBMVSBO LSFEJU LPOTVNTJ BOL OEPOFTJB NFODBUBU CBIXBLSFEJULPOTVNTJZBOHEJSFBMJTBTJLBOPMFICBOLVNVN TFQBOKBOHUBIVONFODBQBJ3Q USJMJVO NFOJOHLBU EJCBOEJOHLBO UBIVO TFCFMVNOZB 4FNFOUBSB QBEB UBIVO QFSUVNCVIBOLSFEJULPOTVNTJTFCFTBS O QSFTTVSFPOQVSDIBTJOHQPXFSXBTRVJUFTJHOJmDBOU DPOTJEFSJOH UIF IJHI JOnBUJPO OBNFMZ BU UIF MFWFM PG One of the main drivers was the increase in fuel prices in PWFNCFS One of the indications of the weakening purchasing power XBT UIF SFTVMUT PG POTVNFS 4VSWFZ DPOEVDUFE CZ UIF FOUSBM VSFBV PG 4UBUJTUJDT 14 O UIF TVSWFZ DPOEVDUFE JOFDFNCFS UIFPOTVNFSPOmEFODFOEFYTUPPEBU PSEFDSFBTFECZQPJOUTDPNQBSFEUPUIFQSFWJPVT index. 5IFSFTVMUTPGUIJTTVSWFZTIPXFEUIBUUIFEFWFMPQNFOUBOE FYQFDUBUJPOTPGUIFDPNNVOJUZTDPOTVNQUJPOJTJOnVFODFECZ UIFJSWJFXPOUIFFDPOPNJDTJUVBUJPO5IFSFTVMUTPGUIFTVSWFZ performed in December revealed that one of the factors suppressing consumption was the rise of subsidized fuel prices. This condition was in line with the slowdown that occurred in consumer lending. Bank Indonesia noted that consumer loans SFBMJ[FECZDPNNFSDJBMCBOLTEVSJOHUIFZFBSSFBDIFE 3Q USJMMJPO BO JODSFBTF PG PWFS UIF QSFWJPVT ZFBS.FBOXIJMFJO DPOTVNFSMPBOTHSFXCZ CONSUMER 112 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 4FEBOHLBOEJ1 SFBMJTBTJQFOZBMVSBOEBOBVOUVLLPOTVNTJ QBEBUBIVOTFCFTBS3Q USJMJVO+JLBEJCBOEJOHLBO UBIVOTFCFMVNOZBNFOHBMBNJLFOBJLBO 4FEBOHLBO QBEBUBIVOEJCBOEJOHLBOUBIVO QFSUVNCVIBOOZB NFODBQBJ Untuk penghimpunan Dana Pihak Ketiga DPK di bank umum, QBEBBLIJSUBIVOKVNMBIOZBNFODBQBJ3Q USJMJVO +VNMBI UFSTFCVU NFOHBMBNJ LFOBJLBO EJCBOEJOHLBO tahun 2013. Sementara untuk tahun 2013 dibandingkan tahun QFSUVNCVIBOOZBMFCJIUJOHHJ ZBJUV STRATEGI BMBN TJUVBTJ QFSFLPOPNJBO ZBOH LVSBOH NFOEVLVOH tersebut, bank bjb telah mengimplementasikan strategi guna mempertahankan kinerja segmen konsumer agar tetap berjalan dengan baik. Sepanjang tahun 2014, sejumlah JOJTJBUJGZBOHEJKBMBOLBO EJBOUBSBOZB

A. Strategi produk

Agar mampu menarik minat nasabah, bank bjb NFODJQUBLBO QSPEVL BOB 1JIBL ,FUJHB 1, ZBOH bersaing dan dapat memenuhi kebutuhan nasabah. Pada awal tahun 2014, bank bjb mengeluarkan produk tabungan baru dalam rangka memperluas segmen pasar dan sebagai bentuk kepedulian bank bjb dalam melakukan edukasi perbankan sejak usia dini kepada NBTZBSBLBUEFOHBOOBNB bjb 5BOEBNBUB.ZJSTU

B. Pricing Strategy

Bersamaan dengan strategi pengembangan produk, bank bjb melakukan evaluasi terhadap penetapan suku CVOHB1,ZBOHEBQBUEJCFSJLBOLFQBEBOBTBCBIBM JOJ EJMBLVLBO BHBS QSPEVL ZBOH EJLFMVBSLBO 1FSVTBIBBO EBQBUCFSTBJOHEJUFOHBILPNQFUJTJZBOHLFUBU,FCJKBLBO ini diambil dengan memperhatikan kondisi internal bank serta market.

C. Pemasaran Terpadu

Agar mampu menjangkau nasabah lebih luas, bank bjb KVHB NFOHFNCBOHLBO NPEFM QFNBTBSBO UFSQBEV ZBOH dilakukan dengan sejumlah pihak. Strategi ini membuat QFOFUSBTJQBTBSZBOHEJMBLVLBOPMFI1FSVTBIBBONFOKBEJ lebih mudah. 4FKVNMBI JOJTJBUJG TUSBUFHJ TFQBOKBOH UBIVO ZBOH EJKBMBOLBOBEBMBI Meanwhile in regional credit banks BPD, the actual distribution of funds for consumption in 2014 amounted to 3Q USJMMJPO BO JODSFBTF PG DPNQBSFE UP UIF QSFWJPVT ZFBS 8IFSFBT JO HSPXUI SFBDIFE compared to 2012. PS UIF DPMMFDUJPO PG UIJSE QBSUZ GVOET 1, JO DPNNFSDJBM CBOLT CZUIFFOEPGUIFOVNCFSSFBDIFE3Q USJMMJPOPSBOJODSFBTFPGDPNQBSFEUPTGPSUIF ZFBSHSPXUIXBTIJHIFSOBNFMZDPNQBSFEUPUIF ZFBS STRATEGY In the unfavorable economic situation, the Bank has implemented strategies to maintain the performance of consumer segment in order to remain well. Throughout 2014, BOVNCFSPGJOJUJBUJWFTXFSFJNQMFNFOUFE JODMVEJOH

A. Strategy on Product

To be able to attract customers, bank bjb created third QBSUZGVOET 1, QSPEVDUTXIJDIBSFDPNQFUJUJWFBOEDBO NFFU DVTUPNFST OFFET O FBSMZ UIF BOL JTTVFE a new savings products in order to expand the market segment and as a concern of bank bjb in performing CBOLJOH FEVDBUJPO GSPN BO FBSMZ BHF OBNFMZ bjb 5BOEBNBUB.ZJSTU

B. Pricing Strategy

MPOH XJUI UIF QSPEVDU EFWFMPQNFOU TUSBUFHZ CBOL bjb FWBMVBUFE UIF JOUFSFTU SBUF PG UIF UIJSE QBSUZ GVOET UP be given to customers. This was conducted so that the QSPEVDUTJTTVFECZUIFPNQBOZDBODPNQFUFJOJOUFOTF DPNQFUJUJPO5IJTQPMJDZXBTUBLFOXJUIEVFSFHBSEUPUIF internal condition of the Bank and the market.

C. Integrated Marketing

To be able to reach a wider customer, bank bjb also developed a model of integrated marketing undertaken XJUIBOVNCFSPGQBSUJFT5IJTTUSBUFHZJTJOUFOEFEUPFBTF UIFNBSLFUQFOFUSBUJPOQFSGPSNFECZUIFPNQBOZ A number of strategic initiatives undertaken during the ZFBSXFSF KONSUMER 113 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data

1. Kerja sama penghimpunan DPK dengan pihak ketiga

Kerja sama dilakukan dengan pemerintah Business to Government maupun dengan dunia usaha Business to Business EBQVO SFBMJTBTJOZB TFQBOKBOH UBIVO BEBMBI • Kerja sama dengan Kementerian Pendidikan EBO ,FCVEBZBBO EBMBN IBM QFOZBMVSBO EBOB UVOKBOHBOHVSV TFSUJmLBTJ TFOJMBJ3QUSJMJVO • Kerja sama dengan Dinas Pendidikan Provinsi +BXBBSBUEBOBOUFOUFSLBJUEFOHBOQFOZBMVSBO EBOB CBOUVBO PQFSBTJPOBM TFLPMBI TFOJMBJ 3Q triliun. • Kerja sama dengan Dinas Pendidikan Provinsi +BXB BSBU UFSLBJU EFOHBO QFOZBMVSBO BOUVBO 4PTJBMVLVTFOJMBJ3Q NJMJBS • Kerja sama dengan Dinas Pendidikan Provinsi +BXB BSBU UFSLBJU EFOHBO QFOZBMVSBO BOUVBO 4PTJBM1FOEBNQJOHBOTFOJMBJ3Q NJMJBS • Kerja sama dengan PT Taspen Persero dalam IBMQFNCBZBSBOUBCVOHBOIBSJUVB UBCVOHBOIBSJ tua Multiguna dan pensiun melalui rekening bank. 5PUBMQFOZBMVSBOEBOBQFOTJVOTFMBNBUBIVO BEBMBITFCFTBS3Q NJMJBS

2. Pendekatan komunitas Community Marketing

Pada akhir Tahun 2014, bank bjb bekerja sama dengan PT Persib Bandung Bermartabat untuk LFBOHHPUBBO LMVC TFQBLCPMB 1FSTJC BOEVOH ZBOH diperoleh melalui pembukaan rekening tabungan bank bjb Tandamata dan mendapatkan fasilitas ATM Co-Branding bank bjb dengan desain khusus Persib.

3. Promosi

Kegiatan promosi untuk menarik minat nasabah UFSNBTVL TUSBUFHJ ZBOH EJKBMBOLBO PMFI CBOL bjb TFCBHBJ VQBZB NFNQFSUBIBOLBO EBO NFOJOHLBULBO kinerja di bidang konsumer. Untuk tahun 2014, bank bjb UFMBINFOZVTVOTUSBUFHJQSPNPTJQSPHSBNTFDBSB FGFLUJGUFSQBEVEBOCFSLFTJOBNCVOHBONFMBMVJ t 1SPHSBN1FUJLBEJBICBOL bjb 2014-2015 • Program berhadiah langsung bjb Tandamata Berjangka t 1SPHSBN FCZBS LIJS 5BIVO VOHB 5BCVOHBO Setingkat Deposito t 1SPHSBNBEJBI4BOH+VBSB

1. Cooperation with third parties in acquiring third party funds

Cooperation is established with the government Business to Government as well as with the business Business to Business, with the following realizations UISPVHIPVU t 8PSL DMPTFMZ XJUI UIF .JOJTUSZ PG EVDBUJPO BOE Culture in terms of the distribution of allowance GVOETGPSUFBDIFST DFSUJmDBUJPO XPSUI3QUSJMMJPO t 8PSL DMPTFMZ XJUI UIF FQBSUNFOU PG EVDBUJPO of West Java Province and Banten related to the distribution of school operational funds worth 3QUSJMMJPO t 8PSLDMPTFMZXJUIUIFFQBSUNFOUPGEVDBUJPOPG West Java Province associated with the distribution of the social assistance in the form of books worth 3QCJMMJPO t 8PSLDMPTFMZXJUIUIFFQBSUNFOUPGEVDBUJPOPG West Java Province associated with the distribution PGUIF4PDJBMTTJTUBODFXPSUI3QCJMMJPO t PPQFSBUF XJUI 15 541 1FSTFSP SFUJSFNFOU savings and multipurpose retirement savings through bank accounts. The total distribution of QFOTJPO GVOET EVSJOH BNPVOUFE 3Q billion.

2. Community Approach Community Marketing

At the end of 2014, the Bank cooperated with PT Persib Bandung Bermartabat for the membership of Persib Bandung football club which can be obtained CZ PQFOJOH B TBWJOHT BDDPVOU CBOL bjb Tandamata BOEBDRVJSFTUIFGBDJMJUZPG5.PSBOEJOHCBOL bjb with special design.

3. Promotion

Promotional activities to attract customers are included BT UIF BOLT TUSBUFHZ UP NBJOUBJO BOE JNQSPWF QFSGPSNBODFJOUIFmFMEPGDPOTVNFSO UIFBOL FTUBCMJTIFEBOFGGFDUJWFMZJOUFHSBUFEBOETVTUBJOBCMF QSPNPUJPOTUSBUFHZUISPVHI t 5IF1SPHSBN1FUJLBEJBICBOL bjb 2014-2015 t 5IF 1SPHSBN XJUI EJSFDU QSJ[FT CKC 5BOEBNBUB Berjangka t 5IF 1SPHSBN FCZBS LIJS 5BIVO 4BWJOHT interest the same as Time Deposits Interest t 5IF1SPHSBNBEJBI4BOH+VBSB CONSUMER 114 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KINERJA 2014 Dana Pihak Ketiga ,POEJTJ QFSFLPOPNJBO ZBOH LVSBOH NFOEVLVOH UFSIBEBQ industri perbankan juga dirasakan oleh bank bjb. Pertumbuhan penghimpunan Dana Pihak Ketiga DPK pada segmen LPOTVNFS JLVU NFOHBMBNJ QFSMBNCBUBO TBNB IBMOZB ZBOH dialami oleh bank umum. 5PUBM 1, ZBOH CFSIBTJM EJCVLVLBO PMFI 1FSVTBIBBO QBEB UBIVO NFODBQBJ 3Q USJMJVO +JLB EJCBOEJOHLBO UBIVO ZBOH NFODBQBJ TFCFTBS 3Q USJMJVO CFSBSUJ NFOHBMBNJLFOBJLBO ,FOBJLBOUFSCFTBSEJBMBNJPMFI QSPEVLFQPTJUP,POTVNFSZBOHTFCFTBS 4FEBOHLBO Giro Konsumer melemah 2,55, namun Tabungan tetap naik 5,51. Dari sisi komposisi, sepanjang tahun 2014 produk Tabungan memberikan kontribusi terbesar terhadap total DPK Konsumer ZBOH NBTVL CBOL bjb ZBJUV 4FEBOHLBO JSP ,POTVNFS EBO FQPTJUP ,POTVNFS NBTJOHNBTJOH dan 24,55. Berikut ini pencapaian DPK Konsumer dalam tiga tahun terakhir 2012-2014. 3Q+VUB No Dana Pihak Ketiga 2012 2013 2014 Third Party Fund 1 Giro Konsumer 358.484 330.841 Consumer Current Account 2 Tabungan 11.777.088 Savings 3 Deposito Konsumer Consumer Deposits

A. Giro

Untuk menjawab kebutuhan bisnis dan transaksi keuangan NBTZBSBLBU ZBOH UFSVT CFSLFNCBOH CBOL bjb memiliki produk giro baik dalam mata uang rupiah maupun valas ZBOHEBQBUEJBOEBMLBOEFOHBOKBTBHJSPZBOHNFOBSJL bank bjb NFNJMJLJQSPEVLHJSP ZBJUV bjb JSP3VQJBIEBO bjb JSP7BMBTJOHHBBLIJSUBIVO HJSPLPOTVNFS ZBOH CFSIBTJM EJCVLVLBO PMFI 1FSVTBIBBO NFODBQBJ 3Q NJMJBS +JLB EJCBOEJOHLBO EFOHBO LJOFSKB UBIVOZBOHNFODBQBJ3Q NJMJBS NFOHBMBNJ kontraksi sebesar 2,55. 2014 PERFORMANCE Funding 5IFVOGBWPSBCMFFDPOPNJDDPOEJUJPOJOUIFCBOLJOHJOEVTUSZ XBT BMTP GFMU CZ CBOL bjb 5IF HSPXUI PG UIJSE QBSUZ GVOET DPK in the consumer segment experienced a slowdown, TJNJMBSUPUIBUFYQFSJFODFECZDPNNFSDJBMCBOLT 5PUBM EFQPTJUT TVDDFTTGVMMZ QPTUFE CZ UIF PNQBOZ JO SFBDIFE 3Q USJMMJPO PS JODSFBTFE CZ XIFO DPNQBSFE UP UIF ZFBS XIJDI BNPVOUFE UP 3Q USJMMJPO 5IF MBSHFTU JODSFBTF XBT FYQFSJFODFE CZ POTVNFS Deposits products which amounted to 10.33. Meanwhile Consumer Current Accounts fell 2.55, however Savings still SPTFCZ In terms of composition, throughout 2014 Savings provided the MBSHFTUDPOUSJCVUJPOUPUIFUPUBMPOTVNFS5IJSE1BSUZVOET of bank bjb OBNFMZ .FBOXIJMF POTVNFS VSSFOU DDPVOU BOE POTVNFS FQPTJUT SFTQFDUJWFMZ DPOUSJCVUFE BOE 5IFGPMMPXJOHUBCMFEFTDSJCFTUIF5IJSE1BSUZVOETBDRVJSFE JOUIFMBTUUISFFZFBST 3Q+VUB

A. Current Account

5P BOTXFS UIF OFFET PG UIF CVTJOFTT BOE mOBODJBM transactions that continues to evolve, bank bjb provides current accounts denominated in rupiah and foreign exchange reliable with attractive services. bank bjb QSPWJEFT UXP DVSSFOU BDDPVOUT OBNFMZ bjb JSP3VQJBIBOECKCJSP7BMBTZUIFFOEPG UIF PNQBOZXBTBCMFUPQPTUDPOTVNFSEFNBOEEFQPTJUTPG 3QCJMMJPO BDPOUSBDUJPOPGXIFODPNQBSFE UP UIF QFSGPSNBODF JO XIJDI SFBDIFE 3Q billion, KONSUMER 115 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Berikut ini tabel pertumbuhan penghimpunan DPK Giro Konsumer bulanan dalam tiga tahun terakhir 2012-2014. Tahun Year BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 2014 -40,00 -10,33 17,22 -13,34 4,38 3,38 -10,27 -3,27 2013 7,32 -12,57 11,22 -18,74 3,14 2012 -32,54 7,80 18,51 18,20 -15,37 -2,51

B. Tabungan

Pada awal tahun 2014, dalam rangka memperluas segmen pasar dan melakukan edukasi perbankan sejak VTJB EJOJ LFQBEB NBTZBSBLBU CBOL bjb mengeluarkan QSPEVL ZBOH EJQFSVOUVLBO CBHJ TFHNFO NBTZBSBLBU EFOHBO VTJB õ 5BIVO BOBLBOBL EFOHBO call name bjb 5BOEBNBUB.ZmSTU Secara keseluruhan, untuk memenuhi kebutuhan transaksi QFSCBOLBO NBTZBSBLBU CBOL bjb NFNJMJLJ QSPEVL UBCVOHBO • bjb Tandamata • bjb Tandamata Gold • bjb Tandamata Bisnis • bjb Tandamata Berjangka • bjb Tandamata Purnabakti • bjb Tandamata Dollar • bjb 5BOEBNBUB.ZmSTU • Simpeda • Tabunganku Dengan beragam pilihan produk tersebut, nasabah bank bjb memiliki keleluasaan dalam menentukan pilihan. BM JOJ JLVU NFOEPSPOH LJOFSKB 1FSVTBIBBO EJ TFHNFO penghimpunan dana tabungan. 4FQBOKBOH UBIVO EBOB UBCVOHBO ZBOH CFSIBTJM EJIJNQVO TFCFTBS 3Q USJMJVO BUBV UVNCVI EJCBOEJOHLBO UBIVO ZBOH TFCFTBS 3Q USJMJVO 1FSUVNCVIBO ZBOH CFSIBTJM EJDBQBJ UFSTFCVU CFSBEB EJ BUBT SBUBSBUB QFSUVNCVIBO UBCVOHBO QBEB 1 ZBOH sebesar 5,35. 5IF GPMMPXJOH UBCMF EFTDSJCFT UIF NPOUIMZ HSPXUI PG POTVNFSFNBOEFQPTJUTJOUIFMBTUUISFFZFBST 2014.

B. Savings

O FBSMZ JO PSEFS UP FYQBOE UIF NBSLFU TFHNFOU BOEQFSGPSNCBOLJOHFEVDBUJPOGSPNBOFBSMZBHFUPUIF public, bank bjb released products that are intended for TFHNFOUTXJUIUIFBHFõZFBST DIJMESFO XJUIUIFDBMM OBNFPGCKC5BOEBNBUB.ZmSTU 0WFSBMM UP NFFU UIF DPNNVOJUZT OFFET PG UIF CBOLJOH transactions, bank bjb QSPWJEFTTBWJOHTQSPEVDUT • bjb Tandamata • bjb Tandamata Gold • bjb Tandamata Bisnis • bjb Tandamata Berjangka • bjb Tandamata Purnabakti • bjb Tandamata Dollar • bjb 5BOEBNBUB.ZmSTU • Simpeda • Tabunganku With the wide selection of products, the customers of the BOLIBWFUIFnFYJCJMJUZJODIPPTJOHUIFWBSJPVTTFMFDUJPOT 5IJT DPOUSJCVUFE UP UIF PNQBOZT QFSGPSNBODF JO acquiring savings funds. Throughout 2014, the savings funds able to be acquired SFBDIFE3QUSJMMJPO PSJODSFBTFECZDPNQBSFE UPUIFZFBS XIJDIBNPVOUFEUP3QUSJMMJPO5IF growth achieved was above the average of the growth of BPD savings, which amounted to 5.35. CONSUMER 116 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Berikut ini tabel pertumbuhan penghimpunan DPK Tabungan bulanan dalam tiga tahun terakhir 2012-2014. Tahun Year BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 2014 -11,31 11,01 5,50 8,30 2013 -5,77 10,88 -2,23 -1,84 -2,15 -2,83 12,23 0,37 28,02 2012 17,43 -5,18 -2,13 13,21

C. Deposito

6OUVL LFCVUVIBO JOWFTUBTJ ZBOH BNBO EBO UFSQFSDBZB EFOHBOUJOHLBUCVOHBZBOHCFSTBJOH CBOL bjb memiliki QSPEVLEFQPTJUPZBOHCFSWBSJBTJTFTVBJEFOHBOLFCVUVIBO NBTZBSBLBU ZBJUV • bjb Deposito Berjangka • bjb Deposito Suka Suka • bjb Deposito Valas • bjb Deposito Diskonto Kinerja penghimpunan deposito sepanjang tahun 2014 KVHBUVNCVIQPTJUJGTFCFTBS EBSJ3Q USJMJVO QBEB UBIVO NFOKBEJ 3Q USJMJVO QBEB UBIVO 4FDBSB CVMBOBO QFSUVNCVIBO UFSUJOHHJOZB UFSKBEJ QBEBCVMBOFTFNCFS ZBJUVTFCFTBS Berikut ini tabel pertumbuhan penghimpunan DPK Deposito bulanan dalam tiga tahun terakhir 2012-2014. Tahun Year BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 2014 8,04 0,57 -0,55 0,87 -7,27 -4,13 1,45 1,75 2,07 1,78 12,83 2013 -3,70 2,42 -0,41 -0,38 -1,22 3,01 4,53 2012 -32,54 7,80 18,51 18,20 -15,37 -2,51 5IF GPMMPXJOH UBCMF EFTDSJCFT UIF NPOUIMZ HSPXUI PG TBWJOHTJOUIFMBTUUISFFZFBST

C. Time Deposits

For the needs of safe and reliable investment with competitive interest rate, bank bjb provides time deposits products varied according to the needs of the customers, OBNFMZ • bjb Deposito Berjangka • bjb Deposito Suka Suka • bjb Deposito Valas • bjb Deposito Diskonto 5IFQFSGPSNBODFUPBDRVJSFUJNFEFQPTJUTEVSJOHUIFZFBS HSFX QPTJUJWFMZ CZ GSPN 3Q USJMMJPO JO UP 3Q CJMMJPO JO 0O B NPOUIMZ CBTJT the highest growth occurred in December, amounting to 12.83. 5IFGPMMPXJOHUBCMFEFTDSJCFTUIFNPOUIMZHSPXUIJOUJNF EFQPTJUTJOUIFMBTUUISFFZFBST KONSUMER 117 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Rencana 2015 Target Perusahaan menargetkan penghimpunan Dana Pihak Ketiga pada tahun 2015 dapat meningkat di kisaran 17 dengan QSPZFLTJ market share EJLJTBSBO BMJOJTFJSJOHEFOHBO ekspektasi bahwa perekonomian pada tahun 2015 akan jauh lebih stabil dan lebih baik dibandingkan realisasi tahun 2014. BSJ TJTJ QSPEVL NBTJOHNBTJOH QFSUVNCVIBO ZBOH EJIBSBQLBOBEBMBIJSPTFCFTBS 5BCVOHBO EBO FQPTJUP Strategi Pencapaian Untuk mencapai target tersebut, bank bjb UFMBINFOZJBQLBO TFKVNMBITUSBUFHJ EJBOUBSBOZBBEBMBI

A. Strategi produk

t .FODJQUBLBOQSPEVL1,ZBOHCFSTBJOHZBOHEBQBU memenuhi kebutuhan nasabah. t 1FOZFNQVSOBBO mUVS UBCVOHBO TFTVBJ EFOHBO QFSLFNCBOHBOLFCVUVIBOOBTBCBIZBOHEJOBNJT

B. Pricing Strategy C. Pemasaran Terpadu

• Melakukan kerja sama penghimpunan DPK dengan pihak ketiga - Kerja sama Business to Government - Kerja sama Business to Business • Strategi pemasaran melalui pendekatan komunitas Community Marketing

D. Promosi

.FOZVTVOTUSBUFHJQSPNPTJQSPHSBNTFDBSBFGFLUJGUFSQBEV EBOCFSLFTJOBNCVOHBONFMBMVJ t 1FOZFMFOHHBSBBO 1SPHSBN QSPNPTJ UBCVOHBO berhadiah langsung • Pengembangan program aplikasi redeem point • Promosi produk secara Above the Line dan Below The Line berkoordinasi dengan Divisi Terkait. 2015 Plan Target O UIFDPNQBOZJTUBSHFUJOHBOJODSFBTFPGUIJSEQBSUZ funds in the range of 17 with a projected market share in the range of 1.30. This is in line with expectations that the FDPOPNZJOXJMMCFNVDINPSFTUBCMFBOECFUUFSUIBO in 2014. O UFSNT PG QSPEVDUT UIF FYQFDUFE HSPXUI BSF FNBOE FQPTJUT CZ 4BWJOHT CZ BOE 5JNF FQPTJUT CZ Achievement Strategy To achieve the targets, bank bjb has prepared a number of TUSBUFHJFT OBNFMZ

A. Strategy on Product

t SFBUF5IJSE1BSUZVOETDPNQFUJOHQSPEVDUTUIBUDBO meet customers’ needs. t 3FmOF UIF GFBUVSFT PG UIF TBWJOHT QSPEVDUT JO BDDPSEBODF XJUI UIF EFWFMPQNFOU PG B EZOBNJD customer needs.

B. Pricing Strategy C. Integrated Marketing

• Perform cooperation with third-parties in acquiring 5IJSE1BSUZVOET - Business to Government Partnership - Business to Business Partnership t 5IFNBSLFUJOHTUSBUFHZUISPVHIDPNNVOJUZBQQSPBDI PNNVOJUZ.BSLFUJOH

D. Promotion

Prepare effective, integrated and sustainable promotional TUSBUFHJFTUISPVHI • Implementation Program savings promotion prizes • Development of the program redeem poin • Product promotion through Above the Line dan Below The Line coordinate with the related Divisions. CONSUMER 118 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO PEMBIAYAAN 6OUVL UBIVO QFOZBMVSBO EBOB BUBV LSFEJU EJ TFLUPS konsumsi, baik pada bank umum maupun BPD mengalami QFSMBNCBUBOBLJCBUUFLBOBOUFSIBEBQEBZBCFMJNBTZBSBLBU ZBOH UVSVO LTQFLUBTJ NBTZBSBLBU UFSIBEBQ TJUVBTJ QFSFLPOPNJBO LVSBOH PQUJNJTUJT BTJM 4VSWFJ ,POTVNFO PMFIBEBO1VTBU4UBUJTUJLNFOHPOmSNBTJLBOTJUVBTJJOJ ZBOH ditunjukan melalui Indeks Tendensi Konsumen. OEFLT QBEB FTFNCFS ZBOH NJTBMOZB NFOHBMBNJ QFOVSVOBO QPJO EJCBOEJOHLBO JOEFLT TFCFMVNOZB 1FOVSVOBO JOEFLT JOJ NFSVQBLBO TBMBI TBUV TJOZBM CBIXB NBTZBSBLBUNFOBIBOLPOTVNTJOZB 4JUVBTJJOJMBOHTVOHCFSEBNQBLUFSIBEBQQFOZBMVSBOLSFEJUEJ sektor konsumsi. Data Bank Indonesia mengungkapkan bahwa SFBMJTBTJQFOZBMVSBOEBOBVOUVLLPOTVNTJQBEBCBOLVNVN IBOZBUVNCVI QBEBUBIVO NFOKBEJ3Q USJMJVO4FNFOUBSBQBEBUBIVOQFSUVNCVIBOOZBTFCFTBS EBO QBEBUBIVO Kondisi serupa terjadi pada bank daerah atau BPD. Pada UBIVO LSFEJU LPOTVNTJ UVNCVI MFCJI SFOEBI EJCBOEJOHLBOUBIVOZBOH BUBVUBIVOZBOH sebesar 24,14. STRATEGI JOHHB UBIVO CBOL bjb UFMBI NFMVODVSLBO FOBN QSPEVLLSFEJULPOTVNFSVOUVLNFMBZBOJLFCVUVIBOOBTBCBI dari berbagai kelas.

1. bjb Kredit Guna Bhakti

1SPEVL JOJ NFSVQBLBO QFNCJBZBBO VOUVL EFCJUVS CFSQFOHIBTJMBOUFUBQZBOHHBKJOZBUFMBIEJTBMVSLBONFMBMVJ bank bjb danatau tempat debitur bekerja telah memiliki perjanjian dengan bank bjb 4VNCFS QFOHFNCBMJBOOZB CFSBTBMEBSJHBKJEFCJUVSZBOHEJHVOBLBOVOUVLLFQFSMVBO konsumtif multiguna.

2. bjb Kredit Abdi Bhakti

BTJMJUBT LSFEJU ZBOH EJCFSJLBO TFDBSB LIVTVT LFQBEB pegawai bank bjb. 3. bjb Kredit Purna Bhakti 1FNCJBZBBOZBOHEJCFSJLBOPMFICBOL bjb untuk debitur dengan status pensiunan sendiri atau pensiunan janda FINANCING For 2014, the distribution of funds or credit in the consumer sector, both in the commercial banks and regional rural banks BPD experienced a slowdown due to the pressure on the purchasing power. Public expectation towards the economic TJUVBUJPOXBTMFTTPQUJNJTUJDPOTVNFS4VSWFZDPOEVDUFECZ UIFFOUSBMVSFBVPG4UBUJTUJDTDPOmSNFEUIJTTJUVBUJPO TIPXO UISPVHIUIFPOTVNFS5FOEFODZOEFY 5IFOEFYPOFDFNCFSXBTGPSFYBNQMF EFDSFBTFECZ QPJOUTDPNQBSFEUPUIFQSFWJPVTJOEFY5IFEFDMJOFJOUIF index is one of the signals that pressured consumption. This situation provided direct impact on lending in the consumer sector. Data from Bank Indonesia revealed that the actual distribution of funds for consumption in commercial CBOLT HSFX POMZ JO BOE CFDBNF 3Q USJMMJPO .FBOXIJMF JO UIF HSPXUI SFBDIFE BOE JO A similar situation occurred in the local bank or BPD. In 2014, DPOTVNFSDSFEJUHSFXCZ MPXFSUIBOUIFJO 2013 or in 2012 which amounted to 24.14. STRATEGY Until 2014, bank bjb IBT MBVODIFE TJY DPOTVNFS DSFEJU products to serve the needs of the customers in various classes.

1. bjb Kredit Guna Bhakti

5IJTQSPEVDUJTUIFmOBODJOHUPEFCUPSXJUImYFEJODPNF XIPTF TBMBSZ IBT CFFO DIBOOFMFE UISPVHI CBOL bjb BOEPSUIFQMBDFXIFSFUIFEFCUPSXPSLTBMSFBEZIBTBO agreement with bank bjb. The source of return is derived GSPNUIFTBMBSZPGUIFEFCUPSXIJDIJTVTFEGPSNVMUJQVSQPTF consumptive purposes.

2. bjb Kredit Abdi Bhakti

4QFDJBMDSFEJUGBDJMJUZHJWFOUPUIFFNQMPZFFTPGCBOL bjb. 3. Credit bjb Purna Bhakti JOBODJOH QSPWJEFE CZ CBOL bjb to debtor with retired TUBUVTPSSFUJSFEXJEPXXJEPXFSXIPTFQFOTJPOTBMBSZIBT KONSUMER 119 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data EVEBZBOHHBKJQFOTJVOOZBUFMBIEJTBMVSLBONFMBMVJCBOL bjb 4VNCFSEBOBVOUVLQFOHFNCBMJBOLSFEJUOZBCFSBTBM EBSJ NBOGBBU QFOTJVO EFCJUVS ZBOH EJHVOBLBO VOUVL keperluan konsumtif multiguna.

4. bjb Back to Back Loan

1FNCJBZBBO ZBOH EJCFSJLBO PMFI CBOL bjb ZBOH KBNJOBOOZBCFSVQBBHVOBOLBT cash collateral CBJLZBOH berbentuk tabungan, giro, atau deposito.

5. bjb Kredit Pra Purna Bhakti

1FNCJBZBBO VOUVL EFCJUVS CFSQFOHIBTJMBO UFUBQ ZBOH HBKJOZB UFMBI EJTBMVSLBO NFMBMVJ CBOL bjb. Sumber QFOHFNCBMJBOOZBCFSBTBMEBSJHBKJEFCJUVSZBOHEJHVOBLBO untuk keperluan konsumtif multiguna dimana jangka waktu QFNCJBZBBOEBQBUNFMJOUBTJNBTBQFOTJVOEFCJUVS

6. bjb Kredit Guna Bhakti Pola Channeling

Pemberian fasilitas kredit kepada debitur dengan sumber QFOEBOBBOTFMVSVIOZBCFSBTBMEBSJQJIBLCBOL bjb ZBOH disalurkan oleh agen, dalam hal ini Lembaga Keuangan Bank Bank Bengkulu dan Bank Sulselbar. Dana tersebut EJTBMVSLBO LFQBEB QFHBXBJ CFSQFOHIBTJMBO UFUBQ ZBOH QFNCBZBSBO HBKJOZB EJMBLVLBO NFMBMVJ BHFO EBMBN IBM ini Lembaga Keuangan Bank Bank Bengkulu dan Bank Sulselbar. 1FSVTBIBBO NFOZBEBSJ CBIXB TFQBOKBOH UBIVO UFSEBQBUTFKVNMBIUBOUBOHBOFLTUFSOBMZBOHIBSVTEJIBEBQJ FCFSBQBEJBOUBSBOZBBEBMBIUFSLBJUEFOHBOSFUFOTJEFCJUVS LPOEJTJ FLPOPNJ NBTZBSBLBU ZBOH QBEB NPNFO UFSUFOUV mempengaruhi tingkat konsumsi, serta tingkat persaingan LSFEJUTFKFOJTZBOHTFNBLJOLPNQFUJUJG Menghadapi beragam tantangan tersebut, sejumlah strategi ZBOHNFOKBEJGBLUPSQFOEVLVOHLJOFSKBQFNCJBZBBOLPOTVNFS ZBOHEJKBMBOLBOTFMBNBUBIVO EJBOUBSBOZBBEBMBI 1FOZFTVBJBOUJOHLBUTVLVCVOHB bjb Kredit Guna Bhakti dan bjb ,SFEJU 1SB 1VSOB IBLUJ TFIJOHHB NFNQVOZBJ EBZBTBJOHZBOHMFCJIUJOHHJ JCFSMBLVLBOOZB QSPHSBNQSPHSBN LIVTVT CBHJ EFCJUVS Kredit Guna Bhakti KGB bjb BOUBSBMBJO been channeled through bank bjb. The source of funds for SFQBZNFOUPGDSFEJUDPNFTGSPNQFOTJPOCFOFmUTPGUIF debtors used for multipurpose consumptive purposes.

4. bjb Back to Back Loan

JOBODJOHQSPWJEFECZCBOL bjb with cash collateral, either in the form of savings, demand deposits, or time deposits.

5. bjb Kredit Pra Purna Bhakti

JOBODJOHGPSEFCUPSXJUImYFEJODPNFXIPTFTBMBSZIBT been channeled through bank bjb. The source of return JTEFSJWFEGSPNUIFTBMBSZPGUIFEFCUPSXIJDIJTVTFEGPS NVMUJQVSQPTFDPOTVNQUJWFQVSQPTFTXIFSFUIFmOBODJOH period can surpass the debtor’s retirement period.

6. bjb Kredit Guna Bhakti Pola Channeling

5IJTJTUIFDSFEJUGBDJMJUZQSPWJEFEGPSEFCUPSXJUITPVSDFTPG GVOEJOHFOUJSFMZDPNJOHGSPNCBOL bjb which is distributed CZBOBHFODZ JOUIJTDBTFBOLJOBODJBMOTUJUVUJPO BOL Bengkulu and Bank Sulselbar. The funds are channeled UP FNQMPZFFT XJUI mYFEJODPNF XIPTF TBMBSZ QBZNFOU is performed through an agent, in this case the Bank Financial Institutions Bank Bengkulu and Bank Sulselbar. 5IF DPNQBOZ SFBMJ[FE UIBU UISPVHIPVU UIFSF XFSF B number of external challenges that must be faced. Some of the challenges were related to the retention of the debtor, the FDPOPNJDDPOEJUJPOPGUIFDPNNVOJUZXIJDIBUUJNFTBGGFDUTUIF level of consumption, as well as the level of competition of the TBNFUZQFPGDSFEJUXIJDICFDBNFJODSFBTJOHMZDPNQFUJUJWF BDFE XJUI B WBSJFUZ PG DIBMMFOHFT B OVNCFS PG TUSBUFHJFT which became contributing factors towards the performance PGDPOTVNFSmOBODJOHDPOEVDUFEEVSJOHJODMVEFE A. Interest rate adjustments of bjb Kredit Guna Bhakti and bjb Kredit Pra Purna Bhakti, so as to have higher competitiveness. B. The implementation of special programs for the debtors of SFEJUVOBIBLUJ , CKC BNPOHPUIFST CONSUMER 120 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 1. Consumer Loan Loyalty Program Pemberian Voucher CBHJ EFCJUVS ZBOH NFNQFSPMFI fasilitas kredit konsumer bank bjb bjb KGB, bjb KPPB, dan bjb KPB, baik pengajuan kredit baru maupun pengulangan. 2. Program Member Get Member MGM Program pemberian reward CFSVQB JOTFOUJG ZBOH diberikan khusus bagi debitur kredit konsumer bank bjb ZBOH CFSIBTJM NFSFGFSFOTJLBO SFLBO BUBV LPMFHBOZBNFOKBEJEFCJUVSCBSVLSFEJULPOTVNFSCBOL bjb. JCFSMBLVLBOOZB QSPHSBN TVLV CVOHB LIVTVT VOUVL daerah di luar Jawa Barat dan Banten untuk mendorong QPSUPGPMJP,SFEJU,POTVNFSLIVTVTOZB bjb KGB. D. Diberlakukan struktur khusus Kredit Konsumer untuk XJMBZBI,+BLBSUB .FOEPSPOHQFMBZBOBOZBOHMFCJICBJL KINERJA 2014 4USBUFHJ ZBOH EJKBMBOLBO PMFI CBOL bjb dalam menghadapi TJUVBTJFLTUFSOBMZBOHQFOVIUBOUBOHBO UBNQBLDVLVQFGFLUJG ,JOFSKB LSFEJU LPOTVNFS VOHHVMBO ZBOH EJLFMVBSLBO PMFI 1FSVTBIBBO QBEB VNVNOZB CFSBEB EJ BUBT SBUBSBUB CBOL umum dan BPD. Berdasarkan pencapaian kredit posisi Desember 2014, produk bank bjb ZBOH NFOKBEJ BOEBMBO BEBMBI bjb Kredit Guna Bhakti dan bjb Kredit Pra Purna Bhakti, serta bjb Purna Bhakti. Berikut ini kinerja berdasarkan produk usaha kredit konsumer. Dalam lima tahun terakhir, rata-rata pertumbuhan kredit konsumer bank bjb mencapai 18,83. Khusus pada tahun 2014, dibandingkan dengan kinerja tahun 2013 QFSUVNCVIBOOZB TFCFTBS EJ BUBT SBUBSBUB QFOZBMVSBOLSFEJULPOTVNTJCBOLVNVNZBOH EBO1 ZBOH 5PUBM LSFEJU LPOTVNFS ZBOH EJTBMVSLBO QBEB UBIVO NFODBQBJ 3Q USJMJVO ,POUSJCVTJ UFSCFTBS CFSBTBM EBSJ bjb ,SFEJU VOB IBLUJ ZBOH NFODBQBJ EBSJ UPUBM QFOZBMVSBOLSFEJULPOTVNFS POTVNFS-PBO-PZBMUZ1SPHSBN Provide Voucher for the debtor who obtains bank bjb DPOTVNFSDSFEJUGBDJMJUZ bjb KGB, bjb KPPB, and bjb KPB, both new credit application and repetition. 2. Program Member Get Member MGM 3FXBSE QSPHSBN JO UIF GPSN PG TQFDJBM JODFOUJWFT given to consumer credit debtor of bank bjb who TVDDFTTGVMMZ SFGFS GSJFOET PS DPMMFBHVFT UP CFDPNF new consumer credit debtors of bank bjb. C. Provide special interest for areas outside of West Java and Banten to encourage the Consumer Credit portfolio FTQFDJBMMZCKC, QQMZTQFDJBMTUSVDUVSFGPSDPOTVNFSDSFEJUJOUIFSFHJPOPG DKI Jakarta. E. Improve services. 2014 PERFORMANCE 5IF TUSBUFHJFT QFSGPSNFE CZ CBOL bjb in facing the DIBMMFOHJOHFYUFSOBMDJSDVNTUBODFT TFFNFEQSFUUZFGGFDUJWF 5IFQFSGPSNBODFPGUIFPNQBOZTGFBUVSFEDPOTVNFSDSFEJU in general was above the average of the performance of commercial banks and BPD. Based on the position of credit in December 2014, the Bank’s QSPEVDUT XIJDI CFDBNF B NBJOTUBZ BSF bjb Kredit Guna Bhakti and bjb Kredit Pra Purna Bhakti, as well as bjb Purna Bhakti. Below is the performance based on the products of the consumer credit. OUIFMBTUmWFZFBST UIFBWFSBHFHSPXUIPGDPOTVNFSDSFEJUPG bank bjb reached 18.83. In 2014, compared with the growth JO HSPXUISFBDIFE BCPWFUIFBWFSBHFPGUIF growth of consumer lending in commercial banks and BPD XIJDIXBTSFTQFDUJWFMZBOE 5PUBM DPOTVNFS MPBOT EJTCVSTFE JO SFBDIFE 3Q trillion. The largest contribution came from bjb Kredit Guna IBLUJXIJDISFBDIFEPGUIFUPUBMDPOTVNFSMPBOT KONSUMER 121 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BMBN QFOZBMVSBO ,SFEJU ,POTVNFS CBOL bjb selalu mengiringi pertumbuhan volume kredit dengan tetap fokus UFSIBEBQ QFOHFMPMBBO BTFU ZBOH CFSLVBMJUBT BM JOJ UFSMJIBU EBSJ QPTJTJ LSFEJU CFSNBTBMBI 1- PO1FSGPSNJOH -PBO ZBOH NFOHBMBNJ QFOVSVOBO EJCBOEJOH UBIVO TFCFMVNOZB ZBJUVEBSJ QBEBUBIVONFOKBEJ QBEBUBIVO 2014 atau menurun 0,04. BMUFSTFCVUNFOVOKVLBOCBIXBEBMBNQFOZBMVSBOLSFEJUZBOH dilakukan oleh bank bjb NFNJMJLJLVBMJUBTZBOHCBJLFHJUVQVO EFOHBOQFOBOHBOBOUFSIBEBQLSFEJUCFSNBTBMBIOZB FSJLVUJOJQFSLFNCBOHBOQFOZBMVSBOLSFEJULPOTVNFSTFMBNB MJNB UBIVOUFSBLIJS Periode Volume Rp JutaRp Million PertumbuhanGrowth NPL 2010 11,00 0,12 2011 20,08 0,11 2012 0,13 2013 27,58 0,10 2014 33.962.999 16,35 0,8 bjb Kredit Guna Bhakti bjb ,SFEJU VOB IBLUJ , BEBMBI QFNCJBZBBO ZBOH diberikan oleh bank bjb untuk debitur berpenghasilan tetap ZBOH HBKJOZB EJTBMVSLBO NFMBMVJ CBOL bjb atau perusahaan tempat debitur bekerja berdasarkan perjanjian kerja sama. Adapun sumber pengembalian kredit berasal dari gaji debitur. 6OUVL UBIVO UPUBM , ZBOH EJTBMVSLBO TFCFTBS 3Q USJMJVOJCBOEJOHLBOUBIVO QFSUVNCVIBOOZB NFODBQBJ BMBNFNQBUUBIVOUFSBLIJS ZBJUVQFSJPEF 2011-2014, rata-rata pertumbuhan kredit KGB mencapai FSJLVUJOJKVNMBIQFOZBMVSBOLSFEJUVOUVLQSPEVL bjb Kredit Guna Bhakti selama lima tahun terakhir. 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ Value bjb Kredit Pra Purna Bhakti Produk bjb Kredit Pra Purna Bhakti KPPB ini pertama kali EJQFSLFOBMLBO QBEB 0LUPCFS 3FBMJTBTJ QFOZBMVSBO EBOBOZB QBEB UBIVO UFSTFCVU TFCFTBS 3Q NJMJBS BUBV EBSJUPUBMLSFEJULPOTVNFSBNVOQBEBUBIVO produk ini menunjukkan pertumbuhan paling tinggi dibanding EFOHBOQSPEVLMBJOOZB ZBJUVNFODBQBJ In the distribution of the Consumer Credit, bank bjb BMXBZT BDDPNQBOZUIFHSPXUIPGDSFEJUWPMVNFCZTUBZJOHGPDVTFE POUIFRVBMJUZPGBTTFUNBOBHFNFOU5IJTDBOCFTFFOGSPN UIFQPTJUJPOPGOPOQFSGPSNJOHMPBOT 1- XIJDIEFDSFBTFE DPNQBSFEUPUIFQSFWJPVTZFBS OBNFMZGSPNJOUP 0.08 in 2014, a decline of 0.04. 5IJT TIPXT UIBU DSFEJU EJTUSJCVUFE CZ CBOL bjb have good RVBMJUZ MJLFXJTFXJUIUIFIBOEMJOHPGOPOQFSGPSNJOHMPBOT Below describes the development of the consumer loan QPSUGPMJPGPS mWF ZFBST bjb Kredit Guna Bhakti bjb SFEJUVOBIBLUJ , UIFmOBODJOHQSPWJEFECZCBOL bjb GPSEFCUPSXJUIGPSmYFEJODPNFXIPTFTBMBSZJTDIBOOFMFE through bank bjb PS UIF DPNQBOZ XIFSF UIF EFCUPS XPSLT CBTFEPOBDPPQFSBUJPOBHSFFNFOU5IFTPVSDFPGSFQBZNFOU PGDSFEJUDPNFTGSPNUIFTBMBSZPGUIFEFCUPS O UIF UPUBM BNPVOU PG , EJTCVSTFE XBT 3Q trillion. Compared to 2013, growth reached 15.47. In the last GPVSZFBST OBNFMZUIFQFSJPE ,TBWFSBHFPG DSFEJUHSPXUISFBDIFE Below is the amount of bjb Kredit Guna Bhakti distributed EVSJOHUIFQBTUmWFZFBST 3Q.JMMJPO bjb Kredit Pra Purna Bhakti bjb ,SFEJU1SB1VSOBIBLUJ ,11 XBTmSTUMZJOUSPEVDFEJO 0DUPCFS5IFEJTUSJCVUJPOPGGVOETBNPVOUFEUP3Q CJMMJPO PSPGUIFUPUBMDPOTVNFSMPBOTPXFWFSJO this product showed the highest growth compared with other QSPEVDUT OBNFMZ CONSUMER 122 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 5PUBM EBOB ZBOH EJTBMVSLBO VOUVL ,11 QBEB UBIVO NFODBQBJ 3Q USJMJVO 4FEBOHLBO QBEB UBIVO TFCFTBS3Q USJMJVO,POUSJCVTJ,11UFSIBEBQUPUBMLSFEJU LPOTVNFSZBOHEJTBMVSLBOQBEBUBIVONFODBQBJ FSJLVUJOJQFOZBMVSBOEBOB bjb KPPB sejak produk tersebut EJMVODVSLBO 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ - - 1.453.257 Value bjb Kredit Purna Bhakti Produk kredit konsumer bjb Kredit Purna Bhakti KPB NFSVQBLBOQFNCJBZBBOZBOHEJCFSJLBOPMFICBOL bjb untuk debitur dengan status pensiunan sendiri atau pensiunan janda EVEBZBOHHBKJQFOTJVOOZBUFMBIEJTBMVSLBONFMBMVJCBOL bjb. 4VNCFSEBOBVOUVLQFOHFNCBMJBOLSFEJUOZBCFSBTBMEBSJHBKJ QFOTJVO EFCJUVS ZBOH EJHVOBLBO VOUVL LFQFSMVBO LPOTVNUJG maupun produktif. 1BEB UBIVO UPUBM LSFEJU ZBOH EJLVDVSLBO VOUVL ,1 NFODBQBJ3Q USJMJVOBUBV EBSJUPUBMLSFEJULPOTVNFS ZBOH EJTBMVSLBO PMFI CBOL bjb. Jika dibandingkan dengan UBIVO EBOB,1ZBOHEJTBMVSLBOUVNCVI BUBV ZBOH UFSCFTBS EJCBOEJOHLBO QFSUVNCVIBO QSPEVL LSFEJU konsumer bank bjb MBJOOZB1FSUVNCVIBOJOJKBVIEJBUBTSBUB rata pertumbuhan kredit konsumer bank umum dan BPD. Dalam empat tahun terakhir, rata-rata pertumbuhan QFOZBMVSBOEBOB,1NFODBQBJ FSJLVUJOJUPUBMEBOB ZBOHEJTBMVSLBOVOUVL,1EBMBNMJNBUBIVOUFSBLIJS 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ 440.014 Value bjb Back to Back Loan Produk bjb BDLUPBDL-PBO - NFSVQBLBOQFNCJBZBBO ZBOHEJCFSJLBOPMFICBOL bjb ZBOHKBNJOBOOZBCFSVQBBHVOBO LBTDBTI DPMMBUFSBM CBJL ZBOH CFSCFOUVL UBCVOHBO HJSP BUBVEFQPTJUP1BEBUBIVO UPUBMLSFEJUZBOHEJTBMVSLBO VOUVL - NFODBQBJ 3Q NJMJBS NFOJOHLBU EJCBOEJOHLBOUBIVOZBOHTFCFTBS3Q NJMJBS BMBNFNQBUUBIVOUFSBLIJS QFSUVNCVIBOQFOZBMVSBOEBOB - SBUBSBUB UBIVOBO NFODBQBJ ,POUSJCVTJOZB UFSIBEBQ UPUBM LSFEJU LPOTVNFS ZBOH EJTBMVSLBO TFCFTBS 5IFUPUBMGVOETEJTCVSTFEUP,11JOSFBDIFE3Q USJMMJPO8IFSFBTJOBNPVOUFEUP3QUSJMMJPO,11T DPOUSJCVUJPOUPUPUBMDPOTVNFSMPBOTJOSFBDIFE The following table describes the distribution of funds of bjb ,11TJODFUIFQSPEVDUXBTMBVODIFE 3Q.JMMJPO bjb Kredit Purna Bhakti bjb ,SFEJU 1VSOB IBLUJ ,1 JT UIF BOLT mOBODJOH UP debtors with the status of retired or retired widowwidower XIPTF QFOTJPO TBMBSZ JT DIBOOFMFE UISPVHI CBOL bjb. The TPVSDF PG GVOET GPS SFQBZNFOU PG UIF DSFEJU DPNFT GSPN UIF QFOTJPO TBMBSZ PG UIF EFCUPS VTFE GPS DPOTVNQUJWF BOE productive purposes. O UPUBMMPBOTEJTCVSTFEGPS,1SFBDIFE3QUSJMMJPO PSPGUIFUPUBMDPOTVNFSMPBOTFYUFOEFECZCBOL bjb. 8IFODPNQBSFEXJUIUIFZFBS GVOETDIBOOFMFEGPS,1 HSFXCZPSUIFMBSHFTUDPNQBSFEUPUIFHSPXUIPGUIF Bank’s other consumer credit products. This growth is well above the average growth of consumer loans of commercial banks and BPD. O UIF MBTU GPVS ZFBST UIF BWFSBHF HSPXUI PG ,1 SFBDIFE FMPXJTUIFUPUBMGVOETEJTCVSTFEGPS,1JOUIFMBTU mWFZFBST 3Q.JMMJPO bjb Back to Back Loan CKC BDL UP BDL -PBO - JT mOBODJOH QSPWJEFE CZ UIF bank bjb guarantee with cash collateral, either in the form of savings, demand deposits, or time deposits. In 2014, total MPBOTGPS-SFBDIFE3QCJMMJPO BOJODSFBTFPG DPNQBSFE UP UIF ZFBS XIJDI BNPVOUFE UP 3Q billion. O UIF MBTU GPVS ZFBST UIF BOOVBM BWFSBHF HSPXUI PG - SFBDIFE 5IF DPOUSJCVUJPO UP UPUBM DPOTVNFS MPBOT XBT KONSUMER 123 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data FSJLVUJOJUPUBMEBOBZBOHEJTBMVSLBOVOUVL-EBMBNMJNB UBIVOUFSBLIJS 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ 52.751 114.045 Value bjb Kredit Abadi Bhakti Produk bjb Kredit Abadi Bhakti KAB merupakan fasilitas LSFEJU ZBOH EJCFSJLBO TFDBSB LIVTVT EJCFSJLBO LFQBEB pegawai bank bjb 1BEB UBIVO UPUBM LSFEJU ZBOH EJTBMVSLBO NFODBQBJ 3Q NJMJBS JCBOEJOHLBO UBIVO ZBOH TFCFTBS 3Q QFSUVNCVIBOOZB NFODBQBJ 24,08. ,POUSJCVTJ,UFSIBEBQUPUBMLSFEJULPOTVNFSZBOHEJTBMVSLBO IBOZBTFCFTBS FSJLVUJOJUPUBMQFOZBMVSBOEBOB, dalam lima tahun terakhir. 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ 15.842 Value bjb Channeling Produk kredit konsumer bjb KGB melalui pola channeling bjb Channeling merupakan fasilitas kredit kepada debitur dengan TVNCFSQFOEBOBBOTFMVSVIOZBCFSBTBMEBSJQJIBLCBOL bjb. Dana tersebut disalurkan oleh agen, dalam hal ini Lembaga Keuangan Bank Bank Bengkulu dan Bank Sulselbar kepada QFHBXBJ CFSQFOHIBTJMBO UFUBQ ZBOH QFNCBZBSBO HBKJOZB dilakukan melalui agen, dalam hal ini Lembaga Keuangan Bank Bank Bengkulu dan Bank Sulselbar. 1FOZBMVSBO bjb KGB melalui pola channeling mengalami QFOVSVOBOEBSJUBIVOLFUBIVOBMJOJEJTFCBCLBOQMBGPO bjb KGB pola channeling UFMBIUFSTBMVSLBOTFMVSVIOZB TFIJOHHB pengulangan kredit top up debitur tidak lagi menggunakan dana bank bjb, melainkan dana Agen Channeling BNVO saat ini telah disetujui penambahan bjb Channeling dengan QMBGPOTFCFTBS3QNJMJBSLFQBEBBOLFOHLVMV Pada tahun 2014, total kredit bjb Channeling ZBOHEJTBMVSLBO NFODBQBJ 3Q NJMJBS +BVI MFCJI SFOEBI EJCBOEJOHLBO UBIVOZBOHTFCFTBS3Q NJMJBS NFOHJOHBUCBUBT NBLTJNVNEBOBZBOHEJTFEJBLBOCBOL bjb sudah mencapai maksimum atau mengalami keterbatasan ekspansi. The table below describes the total funds disbursed for BBL JOUIFMBTUmWFZFBST 3Q.JMMJPO bjb Kredit Abadi Bhakti KC ,SFEJU CBEJ IBLUJ , JT B DSFEJU GBDJMJUZ QSPWJEFE TQFDJmDBMMZUPUIFFNQMPZFFTPGCBOL bjb. In 2014, total loans GPS , SFBDIFE 3Q CJMMJPO PNQBSFE UP UIF ZFBS XIJDIBNPVOUFEUP3Q HSPXUISFBDIFE 5IFDPOUSJCVUJPOPG,UPUPUBMDPOTVNFSMPBOTXBTPOMZCZ 1.71. The table below describes the disbursement of KAB in UIFMBTUmWFZFBST 3Q.JMMJPO bjb Channeling bank bjb’s KGB consumer credit product through channeling CKC IBOOFMJOH JT B DSFEJU GBDJMJUZ QSPWJEFE UP EFCUPST XJUI TPVSDFT PG GVOEJOH FOUJSFMZ GSPN CBOL bjb. The fund JT EJTUSJCVUFE CZ BO BHFOU JO UIJT DBTF UIF BOL JOBODJBM OTUJUVUJPOT BOLFOHLVMVBOEBOL4VMTFMCBS UPFNQMPZFFT XJUI mYFEJODPNF XIPTF TBMBSZ QBZNFOUT BSF QFSGPSNFE through an agent, in this case the Bank Financial Institutions Bank Bengkulu and Bank Sulselbar. Disbursement of bjb KGB through channeling decreased from ZFBSUPZFBS5IJTJTCFDBVTFUIFDFJMJOHPGCKCDIBOOFMJOHIBT CFFOEJTCVSTFEFOUJSFMZ UIVTUIFSFQFUJUJPOPGDSFEJU UPQVQ of the debtor no longer uses the Bank’s funds, but the funds of UIFDIBOOFMJOHBHFOUPXFWFS DVSSFOUMZUIFBEEJUJPOPGCKC IBOOFMJOHDFJMJOHPG3QCJMMJPOUPBOLPGFOHLVMVIBT been approved. O UPUBM CKC IBOOFMJOH EJTCVSTFE SFBDIFE 3Q CJMMJPO NVDIMPXFSUIBOJO XIJDIBNPVOUFEUP3Q CJMMJPO DPOTJEFSJOHUIFNBYJNVNMJNJUPGGVOETQSPWJEFECZUIF Bank has reached the maximum or has limited expansion. CONSUMER 124 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO FSJLVUJOJQFOZBMVSBOLSFEJU bjb Channeling dalam lima tahun terakhir. 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ 83.474 7.011 Value Kredit Konsumer Lainnya ,SFEJU LPOTVNFS MBJOOZB ZBJUV bjb Kredit Graha Bhakti dan ,SFEJU8JSBVTBIBIBLUJTVEBIUJEBLEJQBTBSLBOMBHJJOHHB BLIJS UBIVO IBOZB NFOZJTBLBO outstanding baki debet. Total outstanding LSFEJU MBJOOZB NFODBQBJ 3Q NJMJBS UVSVO EJCBOEJOHLBOUBIVOZBOHTFCFTBS 3Q NJMJBS Berikut ini total outstanding LSFEJU LPOTVNFS MBJOOZB EBMBN lima tahun terakhir. 3Q+VUB Periode 2010 2011 2012 2013 2014 Period JMBJ 13.545 Value RENCANA 2015 FOHBOSBUBSBUBQFSUVNCVIBOLSFEJU EBMBNMJNBUBIVO terakhir, bank bjb optimistis pada tahun 2015 mampu meraih QFSUVNCVIBO EBSJ TJTJ QFOZBMVSBO LSFEJU LPOTVNFS Apalagi, kondisi perekonomian juga diperkirakan lebih dari EBSJTJUVBTJUBIVO ZBOHEJBOUBSBOZBEJJOEJLBTJLBOPMFI UBSHFU 1FNFSJOUBI TFQFSUJ UFSUVBOH QBEB 1 1FSVCBIBO 2015. Disebutkan, target pertumbuhan tahun 2015 sebesar 5,7, MFCJIUJOHHJEJCBOEJOHLBOEFOHBOSFBMJTBTJUBIVOZBOH 4FEBOHLBO JOnBTJ EJIBSBQLBO CJTB KVHB MFCJI rendah dari realisasi 2014. BSJ TJTJ JOUFSOBM NFOHJOHBU QFOUJOHOZB QPTJTJ LSFEJU konsumer, bank bjb TVEBINFOZJBQLBOSFODBOBEBOTUSBUFHJ demi menjaga pertumbuhan berkelanjutan dan berkualitas. 3FODBOB TUSBUFHJ FLTQBOTJ LSFEJU ZBOH BLBO EJMBLVLBO EJ UBIVO EJBOUBSBOZBBEBMBITFCBHBJCFSJLVU

A. Product dan Pricing

.FNJMJLJQSPEVLZBOHTFTVBJEFOHBOLFCVUVIBOOBTBCBI TBOHBUQFOUJOHTFCBHBJVQBZBNFOJOHLBULBOLFNBNQVBO NFOZBMVSLBO EBOB EJ CJEBOH LPOTVNFS FHJUV KVHB The following table describes the disbursement of bjb IBOOFMJOHJOUIFMBTUmWFZFBST 3Q.JMMJPO Other Consumer Loans 0UIFSDPOTVNFSMPBOT OBNFMZ,SFEJUSBIBIBLUJBOE,SFEJU 8JSBVTBIB IBLUJ BSF OP MPOHFS NBSLFUFE BOE CZ UIF FOE PG MFGU POMZ BO PVUTUBOEJOH EFCJU 5PUBM PVUTUBOEJOH PG PUIFS MPBOT SFBDIFE 3Q CJMMJPO B EFDSFBTF PG DPNQBSFE UP UIF ZFBS XIJDI BNPVOUFE UP 3Q billion. FMPXJTUIFUPUBMPVUTUBOEJOHDPOTVNFSDSFEJUJOUIFMBTUmWF ZFBST 3Q.JMMJPO 2015 PLAN 8JUI BO BWFSBHF PG DSFEJU HSPXUI JO UIF QBTU mWF ZFBST CBOL bjb is optimistic that in 2015 the Bank will be able to achieve 17 growth in the consumer loan portfolio. Moreover, the economic condition is expected to be better UIBO UIF TJUVBUJPO JO TPNF PG XIJDI BSF JOEJDBUFE CZ the Government’s targets as set out in the 2015 revised State Budget. The growth target in 2013 is 5.7, higher than the realization JO XIJDI BNPVOUFE UP .FBOXIJMF JOnBUJPO JT expected to be 5.0, also lower than the realization in 2014. OUFSOBMMZ DPOTJEFSJOH UIF JNQPSUBODF PG UIF QPTJUJPO PG consumer credit, bank bjb has prepared plans and strategies JOPSEFSUPNBJOUBJOTVTUBJOBCMFHSPXUIXJUIRVBMJUZ5IFDSFEJU FYQBOTJPOTUSBUFHJDQMBOUPCFDPOEVDUFEJO JODMVEFT

A. Product and Pricing

Possessing products that meet the needs of the customers JT WFSZ JNQPSUBOU BT UIF FGGPSUT UP JNQSPWF UIF BCJMJUZ UP EFMJWFSDPOTVNFSGVOET4JNJMBSMZXJUIUIFBCJMJUZUPPGGFS KONSUMER 125 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data EFOHBO LFNBNQVBO NFOBXBSLBO TVLV CVOHB ZBOH LPNQFUJUJG TFQBOKBOHUJEBLNFMBOHHBSBUVSBOZBOHTVEBI ditetapkan oleh regulator. Untuk itu, pada tahun 2015 bank bjb akan melakukan sejumlah hal di bidang produk EBOTVLVCVOHBJOJ ZBOHEJBOUBSBOZBBEBMBI • Melakukan review kebijakan Kredit Konsumer. • Pemberlakuan struktur kredit khusus . • Melakukan review tingkat suku bunga khusus untuk daerah di luar provinsi Jawa Barat dan Provinsi Banten ZBJUV MFCJISFOEBIEBSJ1TFUFNQBU

B. Promosi

Meningkatkan awareness publik terhadap produk QFNCJBZBBOEJTFHNFOLPOTVNTJBLBOEJMBLVLBONFMBMVJ CFSBHBNTBMVSBOLPNVOJLBTJBHBSEBZBKBOHLBVQSPEVL kredit konsumer bank bjb semakin luas. Beberapa strategi ZBOHUFMBIEJTJBQLBOEJCJEBOHQSPNPTJ EJBOUBSBOZB 1FMBLTBOBBO QSPNPTJ QFNBTBSBO ZBOH MFCJI FGFLUJG dan berkesinambungan seperti pembuatan marketing tools untuk Kredit Konsumer serta pemasaran melalui media publikasi. JMBLTBOBLBOOZB QSPHSBN reward Member Get Member ZBOH EJCFSJLBO LIVTVT CBHJ EFCJUVS bjb KGB bjb Kredit Pra Purna Bhakti dan debitur bjb ,SFEJU 1VSOB IBLUJ ZBOH CFSIBTJM NFNCBXB SFLBO BUBV LPMFHBOZB NFOKBEJ EFCJUVS CBSV EBO EFCJUVS mengulang bank bjb. - Pelaksanaan program Consumer Loan Loyalty 1SPHSBN TBMBI TBUVOZB EFOHBO QFNCFSJBO voucher LFQBEBEFCJUVSCBSVEBOEFCJUVSZBOHNFMBLVLBO top up. - Gathering kepada Debitur sebagai bentuk promosi below the line, disesuaikan dengan kultural daerah dan minat para debitur 1SPHSBNBEJBI-BOHTVOHCBHJEFCJUVSZBOHCFSIBTJM NFNCBXBSFLBOBUBVLPMFHBOZBNFOKBEJEFCJUVSCBSV bank bjb. C. Layanan .FNCFSJLBO MBZBOBO UFSCBJL CBHJ OBTBCBI LIVTVTOZB pada segmen kredit konsumer sudah menjadi komitmen bank bjb 4FMBJO JUV QFOJOHLBUBO LVBMJUBT MBZBOBO KVHB NFOKBEJCBHJBOEBSJTUSBUFHJNFOHIBEBQJQFSTBJOHBOZBOH TFNBLJOLFUBUFCFSBQBJOJTJBUJGZBOHBLBOEJKBMBOLBO EJ BOUBSBOZB competitive interest rates, provided that the interest rates EPOPUWJPMBUFUIFSVMFTTFUCZUIFSFHVMBUPS5PUIBUFOE in 2015 bank bjb will perform a number of initiatives in the mFMEPGQSPEVDUTBOEJOUFSFTUSBUFT XIJDIJODMVEF t 3FWJFXUIFPOTVNFSSFEJU1PMJDZ t QQMZTQFDJBMDSFEJUTUSVDUVSF t 3FWJFXTQFDJmDJOUFSFTUSBUFGPSUIFBSFBPVUTJEFUIF QSPWJODFPG8FTU+BWBBOEBOUFOOBNFMZMPXFS than the local BPD.

B. Promotion

ODSFBTJOHQVCMJDBXBSFOFTTPGUIFmOBODJOHQSPEVDUTJO UIFDPOTVNFSTFHNFOUXJMMCFQFSGPSNFEUISPVHIBWBSJFUZ of communication channels so that the Bank’s consumer DSFEJUQSPEVDUTXJMMCFJODSFBTJOHMZXJEFTQSFBE4FWFSBM TUSBUFHJFTQSFQBSFEJOUIFmFMEPGQSPNPUJPOJODMVEF - Implement a more effective and sustainable marketing campaign such as the creation of marketing tools for Consumer Credit and marketing through publication media. - Implement rewards program Member Get Member QSPWJEFETQFDJmDBMMZGPSUIFEFCUPSTPG bjb KGB bjb Kredit Pra Purna Bhakti and bjb Kredit Purna Bhakti who manage to invite friends or colleagues to become new debtors and the repeating debtor of bank bjb. NQMFNFOU UIF POTVNFS -PBO -PZBMUZ 1SPHSBN CZ giving vouchers to new debtor sand the debtors performing top up. - Gathering with the debtors as a form of promotion below the line, adapted to local culture and interests of the debtor 5IFJSFDU3FXBSE1SPHSBNGPSEFCUPSTXIPNBOBHF to invite friends or colleagues to become new debtors of bank bjb.

C. Services

The Bank will provide the best services for customers, FTQFDJBMMZ JO UIF TFHNFOU PG DPOTVNFS DSFEJU UIBU has become the Bank’s commitment. In addition, the JNQSPWFNFOUPGUIFRVBMJUZPGTFSWJDFTJTBMTPQBSUPGUIF TUSBUFHZUPGBDFUIFJODSFBTJOHMZmFSDFDPNQFUJUJPO4PNF PGUIFJOJUJBUJWFTUIBUXJMMCFJNQMFNFOUFE JODMVEF CONSUMER 126 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO • Pengembangan sistem aplikasi Webscoring Analisa Kredit Konsumer. • Standardisasi formulir aplikasi pengajuan Kredit Konsumer. • Optimalisasi Service Level Agreement SLA di Kantor Cabang.

D. Penjualan

Dari sisi penjualan, bank bjb akan melakukan strategi PQUJNBMJTBTJ EJ BOUBSBOZB NFMBMVJ LFSKB TBNB EFOHBO CBOL MBJO EBMBN QFOZBMVSBO EBOB LPOTVNFS 6OUVL JUV 1FSVTBIBBO UFMBI NFOZFUVKVJ QFOBNCBIBO EBOB VOUVL kepentingan tersebut, mengingat batas ketersediaan EBOB ZBOH BEB TVEBI NFODBQBJ NBLTJNVN 4FKVNMBI TUSBUFHJZBOHEJSFODBOBLBOQBEBUBIVO EJBOUBSBOZB BEBMBI - Pemasaran secara proaktif dan berkesinambungan. - Optimalisasi Pemasaran kepada Pensiunan dan calon Pensiunan. 1FOZBMVSBO LSFEJU NFMBMVJ QPMB channeling kepada BPD Bengkulu - PPLJOH0GmDF Kerja sama Asset Buy kredit Multiguna bjb , EBSJ • Bank Sulteng • Bank Papua MJBOTJ TUSBUFHJT ZBOH MFCJI JOUFOTJG EFOHBO JOTUJUVTJ lembaga pengelola dana pensiunan. .FNCVLB QFMVBOH QPUFOTJ QBTBS TBMBI TBUVOZB NFMBLVLBO1,4EFOHBO15104EBOJOTUBOTJMBJOOZB - Optimalisasi potensi debitur Top Up menawarkan LFNCBMJ LFQBEB EFCJUVS ZBOH UFMBI NFOHBMBNJ QFOVSVOBO CBLJ EFCFU EBSJ QMBGPO BXBM EBO EFCJUVSEFOHBOKBOHLBXBLUVLSFEJUZBOHBLBOKBUVI tempo. t 5IF FWFMPQNFOU PG UIF BQQMJDBUJPO TZTUFN 8FC TDPSJOHOBMZTJTPGPOTVNFSSFEJU • Standardization of Consumer Credit application form • Optimizing Service Level Agreement SLA in the SBODI0GmDFT

D. Sales

In terms of sales, bank bjb will perform optimization strategies, including through cooperation with other banks in the distribution of consumer funds. To that end, the PNQBOZIBTBHSFFEUPJODSFBTFGVOEJOHGPSUIJTQVSQPTF HJWFO UIF MJNJU PG UIF FYJTUJOH BWBJMBCJMJUZ PG GVOET IBT reached the maximum. The strategies planned in 2015, BNPOHPUIFSTBSF .BSLFUQSPBDUJWFMZBOEDPOUJOVPVTMZ 0QUJNJ[F .BSLFUJOH GPS 1FOTJPOFST BOE 3FUJSFE candidates. - Lending through channeling to BPD Bengkulu PPLJOH0GmDF TTFUVZPPQFSBUJPO .VMUJQVSQPTF DSFEJUCKC, PG • Bank Sulteng • Bank Papua - More intensive strategic alliance with institutions pension fund management institutions - Opening up the market potential, one of which performed cooperation agreement with PT POS and other agencies - Optimize potential Top Up debtors offer back to debtors who have experienced a decrease in the PVUTUBOEJOHEFCJUPGPGUIFJOJUJBMMJNJUBOEEFCUPST XJUIVQDPNJOHDSFEJUNBUVSJUZ KONSUMER 127 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data CONSUMER 128 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bjb PRECIOUS bjb PRECIOUS 129 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bjb 1SFDJPVT NFSVQBLBO MBZBOBO ZBOH CFSTJGBU FLTLMVTJG dan personal bagi pribadi-pribadi istimewa nasabah QFSTFPSBOHBO ZBOH NFNJMJLJ TJNQBOBO QBEB CBOL bjb dalam jumlah tertentu. bjb Precious meletakkan prinsip- QSJOTJQEBOGBMTBGBIiZBOHTBOHBUCFSIBSHBwTFCBHBJGPOEBTJ EBMBNNFXVKVELBOUVKVBOMBZBOBOFLTLMVTJGQFSCBOLBOCBHJ nasabah prima. Yakni melalui peningkatan kredibilitas dan eksklusivitas, seperti konsep Keramahan, Kemudahan, dan ,FOZBNBOBO -BZBOBO bjb 1SFDJPVT NFSVQBLBO MBZBOBO UFSCBJL ZBOH EJCFSJLBOLFQBEBQSJCBEJQSJCBEJJTUJNFXBZBOHNFNCVUVILBO QFMBZBOBONBLTJNBMCBJLEBSJTFHJLFSBNBIBO LFNVEBIBO LFOZBNBOBO LFBNBOBO EBO UFSQFSDBZB BTBCBI bjb 1SFDJPVT ZBOH EJTFCVU EFOHBO OBTBCBI QSJNB QFSPSBOHBO JHI FU 8PSUI OEJWJEVBMT , harus memiliki minimal dana TFCFTBS3QZBOHEJUFNQBULBOEJCBOL bjb. 1BEBBXBMOZB QSPEVLUFSTFCVUCFSOBNB bjb Prioritas. Setelah dilakukan rebranding QBEBFTFNCFS OBNBMBZBOBO tersebut berubah menjadi “ bjb Precious”. Rebranding itu bertujuan untuk menjadikan bjb 1SFDJPVTTFCBHBJNFSFLZBOH LVBUEJNBUBNBTZBSBLBU TFLBMJHVTNFOFHBTLBOLSFEJCJMJUBT EBOFLTLMVTJWJUBTMBZBOBOOZB bjb Precious is a service that is exclusive and personalized for special persons individual customers with certain amount of deposits in bank bjb. bjb Precious places the principles BOE QIJMPTPQIZ PG iWBMVBCMFw BT UIF GPVOEBUJPO GPS SFBMJ[JOH FYDMVTJWF CBOLJOH TFSWJDFT GPS QSJNF DVTUPNFST OBNFMZ UISPVHI JODSFBTFE DSFEJCJMJUZ BOE FYDMVTJWJUZ TVDI BT UIF DPODFQUPGIPTQJUBMJUZ BTF BOEPOWFOJFODF The services of bjb precious are the best services given to special individuals requiring maximum services both in terms PG IPTQJUBMJUZ DPOWFOJFODF DPNGPSU TBGFUZ BOE SFMJBCJMJUZ The customers of bjb precious called the prime individual DVTUPNFST JHIFUXPSUIOEJWJEVBMT NVTUIBWFBNJOJNVN GVOEPG3Q QMBDFEJOUIFCBOL bjb. OJUJBMMZ UIF QSPEVDU XBT OBNFE bjb Prioritas. After the rebranding on December 12, 2012, the name of the service was changed to “ bjb Precious”. The rebranding aimed to make bjb 1SFDJPVTBTUSPOHCSBOEJOUIFFZFTPGDVTUPNFST BTXFMMBTBGmSNDSFEJCJMJUZBOEFYDMVTJWJUZPGJUTTFSWJDFT BJB PRECIOUS 130 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Melalui kebijakan tersebut, diharapkan dapat meningkatkan customer loyalty TFSUB NFOBNCBI OJMBJ EBO NFNJMJLJ EBZB TBJOH UFSIBEBQ MBZBOBO TFKFOJT ZBOH EJNJMJLJ PMFI QBSB pesaing. Untuk meningkatkan kinerja produk, bank bjb telah melakukan sejumlah program menarik agar dapat mendorong peningkatan jumlah nasabah. STRATEGI 4USBUFHJ ZBOH EJJNQMFNFOUBTJLBO TFQBOKBOH UBIVO dalam rangka mendukung kinerja bjb 1SFDJPVTBEBMBI a. Mengadakan gathering CBJLZBOHCFSTJGBUBLVJTJTJNBVQVO CFSTJGBUBUFOTJVOUVLNFOJOHLBULBOMPZBMJUBTBOHHPUB bjb Precious. b. Menambah kerja sama dengan pihak ketiga untuk meningkatkan hak istimewa privilege kepada member bjb Precious. D .FOJOHLBULBO LVBMJUBT MBZBOBO EFOHBO NFNCFOBIJ EBO melakukan standardisasi gerai bjb Precious. E .FOHHBMJQPUFOTJEBOBEJCFCFSBQBXJMBZBIUFSUFOUV ZBOH belum terdapat gerai bjb Precious dengan penempatan PIC Person In Charge marketing bjb Precious. d. Melakukan peningkatan SDM bjb 1SFDJPVT LIVTVTOZB dalam hal penambahan kuantitas serta peningkatan kualitas SDM bjb Precious. Keunggulan Layanan 4FCBHBJ MBZBOBO QSJNB OBTBCBI bjb Precious berhak NFOEBQBULBO MBZBOBO UFSCBJL EBO FLTLMVTJG 4FKVNMBI IBM ZBOHEJCFSJLBOPMFI1FSVTBIBBOUFSIBEBQOBTBCBIMBZBOBO FLTLMVTJGJOJ EJBOUBSBOZB • Memberikan Kemudahan bjb Precious sangat memahami kesibukan dan CFSIBSHBOZB XBLUV OBTBCBI 6OUVL JUV bjb Precious NFOZFEJBLBOCFSCBHBJLFNVEBIBOCBHJOBTBCBIEBMBN NFMBLTBOBLBO USBOTBLTJ QFSCBOLBO 4FQFSUJ QFMBZBOBO transaksi perbankan secara personal dari bjb 1SFDJPVT save deposit box TFSUBCFSBHBNLFNVEBIBOMBJOOZB • Keramahan Keramahan dan ketulusan adalah sikap utama dalam NFMBZBOJ OBTBCBI TFCBHBJ NFNCFS bjb Precious. bjb Precious siap membantu menangani segala urusan perbankan Anda secara profesional. 5ISPVHIUIJTQPMJDZ UIFBOLFYQFDUTUPJODSFBTFDVTUPNFS MPZBMUZ BOE JODSFBTF UIF WBMVF BOE DPNQFUJUJWFOFTT UP UIF TBNFLJOEPGTFSWJDFTPXOFECZUIFDPNQFUJUPST5PJNQSPWF the performance of the product, bank bjb conducted a number of interesting programs in to encourage the increase in the number of customers. STRATEGY The strategies implemented throughout 2014 in order to support the performance of bjb 1SFDJPVTBSF B FMEHBUIFSJOHTFJUIFSUPBDRVJSFPSUPQSPWJEFBUUFOUJPOUP JODSFBTFUIFMPZBMUZPGUIFNFNCFSTPG bjb Precious. b. Establish partnerships with third parties in order to improve the privileges for the members of bjb Precious. D NQSPWF UIF RVBMJUZ PG TFSWJDFT CZ JNQSPWJOH BOE standardizing bjb Precious outlets. d. Explore the potential of funds in certain regions with no bjb Precious outlets with the placement of PIC Person in Charge to market bjb Precious. F NQSPWF UIF 3 PG bjb 1SFDJPVT QBSUJDVMBSMZ JO UFSNT PG UIF BEEJUJPO PG RVBOUJUZ BT XFMM BT bjb Precious human SFTPVSDFTRVBMJUZJNQSPWFNFOU Service Excellence As a prime service, the customers of bjb Precious deserve UIFCFTUBOEFYDMVTJWFTFSWJDFT5IFPNQBOZBNPOHPUIFST provides the following for the customers of this exclusive TFSWJDF • Ease bjb 1SFDJPVTEFFQMZVOEFSTUBOETUIFDVTUPNFSTCVTZOFTT the value of time for the customers. To that end, bjb 1SFDJPVTQSPWJEFTDPOWFOJFODFGPSUIFDVTUPNFSTUPDBSSZ out banking transactions, such as the personal banking services from bjb 1SFDJPVT TBWF EFQPTJU CPY BOE B WBSJFUZPGPUIFSDPOWFOJFODFT t PTQJUBMJUZ SJFOEMJOFTTBOETJODFSJUZJTUIFNBJOBUUJUVEFJOTFSWJOH the members of bjb Precious. bjb 1SFDJPVTJTSFBEZUPIFMQ IBOEMFBMMZPVSCBOLJOHBGGBJSTQSPGFTTJPOBMMZ bjb PRECIOUS 131 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data t ,FOZBNBOBO FNJNFOKBHBLFOZBNBOBOEBO privacy setiap transaksi ZBOH EJMBLVLBO NBLB TFUJBQ OBTBCBI BLBO EJMBZBOJ EJ SVBOHBOZBOHEJEFTBJOLIVTVTTFCBHBJLPNJUNFOVOUVL TFOBOUJBTBNFNCFSJLBOZBOHUFSCBJLVOUVLOEB • Fasilitas pemakaian ruang pertemuan. • Airport lounge GBTJMJUBTSVBOHUVOHHVEJCBOEBSB IBOZB dengan menunjukan kartu keanggotaan bjb Precious. • Travel arrangement. t BTBCBIUJEBLQFSMVBOUSFVOUVLCFSUSBOTBLTJ • Customer gathering. KINERJA 2014 Dari sisi operasional, saat ini bjb Precious sudah memiliki 11 HFSBJ VOUVL NFNCFSJLBO QFMBZBOBO TFDBSB PQUJNBM LFQBEB para nasabah. Adapun lokasi gerai bjb 1SFDJPVTZBOHTBBU JOJCFSPQFSBTJBEBMBI a. bjb Precious Bandung b. bjb 1SFDJPVT3BTVOB4BJE c. bjb Precious Serang d. bjb Precious Cirebon e. bjb 1SFDJPVT5BTJLNBMBZB f. bjb Precious Bogor g. bjb Precious Bekasi h. bjb Precious Kelapa Gading i. bjb Precious Tangerang j. bjb Precious Semarang k. bjb 1SFDJPVT4VSBCBZB Selain itu, melalui kartu keanggotaan member, bjb Precious sudah dapat digunakan di lebih dari 1.138 ATM bank bjb, 5. FSTBNB EBO 13. 5. EJ TFMVSVI OEPOFTJBJOHHBUBIVO KVNMBIOBTBCBI bjb Precious NFODBQBJ OBTBCBI BUBV NFOHBMBNJ QFSUVNCVIBO EJCBOEJOHLBO UBIVO ZBOH TFCBOZBL nasabah. Dari sisi komposisi, jumlah nasabah terbesar berasal dari BOEVOH ZBJUV NFODBQBJ EFOHBO KVNMBI OBTBCBI +VNMBI UFSCFTBS LFEVB EBSJ PHPS ZBOH BEB nasabah atau 10,05 dari total nasabah bjb Precious. • Convenience O PSEFS UP NBJOUBJO UIF DPNGPSU BOE QSJWBDZ PG FWFSZ USBOTBDUJPO NBEF FWFSZ DVTUPNFS XJMM CF TFSWFE JO B TQFDJBMMZ EFTJHOFE SPPN BT B DPNNJUNFOU UP BMXBZT QSPWJEFUIFCFTUGPSZPV t 5IF6TFPG.FFUJOH3PPN • Airport lounge, the provision of waiting room in the airport, DVTUPNFSTNBZFOUFSBOEVTFUIFSPPNPOMZCZTIPXJOHB bjb Precious member card. • Travel arrangement. • Customers do not need to queue to perform transactions. • Customer gathering. 2014 PERFORMANCE SPN UIF PQFSBUJPOBM TJEF DVSSFOUMZ bjb Precious has 11 outlets to provide optimal services to its customers. As for the location of the current bjb 1SFDJPVTPVUMFUTBSF a. bjb Precious Bandung b. bjb 1SFDJPVT3BTVOB4BJE c. bjb Precious Serang d. bjb Precious Cirebon e. bjb 1SFDJPVT5BTJLNBMBZB f. bjb Precious Bogor g. bjb Precious Bekasi h. bjb Precious Kelapa Gading i. bjb Precious Tangerang j. bjb Precious Semarang k. bjb 1SFDJPVT4VSBCBZB EEJUJPOBMMZ UIFCKC1SFDJPVTNFNCFSTIJQDBSEDBOBMSFBEZ be used in more than 1,138 bank bjb 5. 5. FSTBNB BOE 13. 5. BDSPTT OEPOFTJB 6OUJM 2014, the number of bjb 1SFDJPVTDVTUPNFSTSFBDIFE DVTUPNFSTPSHSFXDPNQBSFEUPUIFZFBSXIJDI amounted to 3,402 customers. In terms of composition, most of the customers come from BOEVOH XIJDI SFBDIFE PS DVTUPNFST 5IF TFDPOEMBSHFTUDPNFGSPNPHPS OBNFMZDVTUPNFSTPS 10.05 of the total bjb Precious customers. BJB PRECIOUS 132 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 3BUBSBUBQFSUVNCVIBOUBIVOBOOBTBCBI bjb Precious sejak tahun 2010 hingga tahun 2014 mencapai 40,31. Berikut ini tabel tentang perkembangan jumlah nasabah dalam lima tahun terakhir. 3QNJMJBS 3QCJMMJPO OBP 2010 2011 2012 2013 2014 Bandung 823 1045 1232 1,484 3BTVOBTBJE 227 115 345 Serang 144 180 307 353 Cirebon 133 223 304 5BTJLNBMBZB 53 85 121 Bogor 154 181 418 Bekasi 104 131 207 Kelapa Gading 147 208 247 Tangerang 72 127 200 Semarang 83 104 112 4VSBCBZB 113 151 232 Total 1.259,00 1.986,00 2.636,00 3.402,00 4.159 4FEBOHLBO OPNJOBM EBOB ZBOH EJLFMPMB QBEB UBIVO TFCFTBS 3Q USJMJVO UVNCVI EJCBOEJOHLBO UBIVO ZBOH 3Q USJMJVO FSEBTBSLBO LJOFSKB MJNB UBIVO UFSBLIJS ZBJUV QFSJPEF SBUBSBUB QFSUVNCVIBO EBOB ZBOH EJLFMPMB TFDBSB UBIVOBO TFCFTBS 37,13 per tahun. 4FCBHJBO CFTBS EBOB ZBOH EJLFMPMB CFSBTBM EBSJ OBTBCBI BOEVOH ZBJUVEFOHBOLPOUSJCVTJ EBSJTFMVSVIEBOB kelolaan bjb 1SFDJPVTBMJOJTFKBMBOEFOHBOKVNMBIOBTBCBI ZBOHUFSCBOZBLKVHBCFSBTBMEBSJLPUBUFSTFCVU Berikut ini dana kelolaan bjb Precious dalam lima tahun terakhir. 3QNJMJBS 3QCJMMJPO OBP 2010 2011 2012 2013 2014 Bandung 1.074.773 3BTVOBTBJE 238.807 205.745 271.744 Serang 183.723 251.573 258.142 Cirebon 108.234 142.550 187.870 257.575 5BTJLNBMBZB 113.755 Bogor 215.728 225.047 Bekasi 82.155 114.114 Kelapa Gading Tangerang 223.183 Semarang 45.823 41.327 4VSBCBZB Total 1.533.832 2.602.309 3.017.415 3.161.721 3.367.682 The average annual growth bjb Precious customers since 2010 until 2014 reached 40.31. Below is the table of UIFEFWFMPQNFOUPGUIFOVNCFSPGDVTUPNFSTJOUIFQBTUmWF ZFBST Meanwhile, the nominal of funds managed in 2014 BNPVOUFEUP3Q USJMMJPOPSHSFXCZDPNQBSFE UP UIF ZFBS XIJDI BNPVOUFE UP 3Q USJMMJPO BTFEPOUIFQFSGPSNBODFXJUIJOUIFMBTUmWFZFBST OBNFMZ in the period of 2010-2014, the average growth of the funds NBOBHFEPOBOBOOVBMCBTJTXBTQFSZFBS Most of the funds managed were derived from the customers GSPN BOEVOH OBNFMZ XJUI B DPOUSJCVUJPO PG PG UIF UPUBMGVOETNBOBHFECZ bjb Precious. This is in line with the fact that most of the customers also come from Bandung. 5IFUBCMFCFMPXTIPXTUIFGVOETNBOBHFECZ bjb Precious in UIFQBTUmWFZFBST bjb PRECIOUS 133 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BJB PRECIOUS Khusus untuk periode 2013-2014, penjualan bjb Precious difokuskan kepada penjualan produk-produk wealth management BMJUVEJCVLUJLBOEFOHBOQFSUVNCVIBO produk wealth management ZBOHCBJL TFQFSUJEJQFSMJIBULBO pada tabel di bawah ini. 3Q+VUB Tahun Year AUM Reksa Dana AUM Mutual Fund FYP Bancassurance FYP Bancassurance 2012 2013 2014 21.005 RENCANA 2015 BMBNSBOHLBNFNCVBUMBZBOBO bjb Precious semakin optimal dan memiliki positioning ZBOHLVBUEJNBTZBSBLBU TFSUBVOUVL NFOJOHLBULBOQFSTBJOHBOEFOHBOMBZBOBOQSJPSJUBTCBOLMBJO maka bjb Precious akan melakukan beberapa inisiatif sebagai CFSJLVU • Memenuhi kebutuhan SDM bjb Precious baik dari segi kuantitas maupun kualitas. • Melakukan penambahan kerja sama pada Merchant, Medical Arrangement, dan Education Arrangement TFCBHBJCFOUVLQFNCFSJBOGBTJMJUBTZBOHFLTLMVTJGLFQBEB member bjb Precious. • Melakukan renovasi di beberapa outlet bjb Precious sebagai bentuk standardisasi dalam memberikan LFOZBNBOBO UFSIBEBQ NFNCFS bjb Precious, sehingga nasabah eksisting maupun nasabah potensial merasa OZBNBO EBO UFSJTUJNFXBLBO UJEBL TFQFSUJ CFSBEB EJ banking hall. • Melakukan Customer Gathering produk-produk Wealth Management TFSUB QSPHSBN FLTLMVTJG MBJOOZB CBJL CBHJ nasabah eksisting maupun nasabah potensial bank bjb. TQFDJBMMZGPSUIFQFSJPE bjb Precious sales were focused on the sales of wealth management products. This XBTQSPWFOCZUIFTJHOJmDBOUHSPXUIPGXFBMUINBOBHFNFOU products as shown in the table below. 3QNJMMJPO 2015 PLAN In order to create a more optimal bjb Precious services and BTUSPOHQPTJUJPOJOHJOUIFDPNNVOJUZ BTXFMMBTUPJODSFBTF DPNQFUJUJPO XJUI UIF QSJPSJUZ TFSWJDFT PG PUIFS CBOLT bjb 1SFDJPVTXJMMQFSGPSNUIFGPMMPXJOHJOJUJBUJWFT t .FFUUIFOFFETPGKC1SFDJPVT3JOUFSNTPGRVBOUJUZBOE RVBMJUZ • Increase partnerships in terms of Merchant, Medical Arrangement, and Education Arrangement as a form of providing exclusive facilities to the members of bjb Precious. t 3FOPWBUF TPNF PG UIF bjb Precious outlets as a form of standardization in providing comfort to members of bjb Precious, thus existing and potential customers feel comfortable and privileged, and do not feel like being in a banking hall. • Organize Customer Gathering for Wealth Management products and other exclusive programs for both existing and potential customers of bank bjb. 134 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bjb PRECIOUS 135 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BJB PRECIOUS 136 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KORPORASI KOMERSIAL CORPORATE COMMERCIAL 137 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Unit usaha bank bjb di bidang korporasi dan komersial sangat bergantung pada kondisi perekonomian secara makro dan perkembangan dunia usaha. Pada tahun 2014, kondisi perekonomian di dalam negeri sedang NFOHBMBNJQFSMBNCBUBO EJBOUBSBOZBEJJOEJLBTJLBOEFOHBO QFSUVNCVIBO FLPOPNJ ZBOH IBOZB TFCFTBS MFCJI SFOEBIEJCBOEJOHLBOUBIVOTFCFMVNOZBZBOH Kondisi dunia usaha juga tidak sedang bergairah, mengingat UBIVO CFSMBOHTVOH QFSJTUJXB QPMJUJL CFTBS ZBJUV 1FNJMV -FHJTMBUJG EBO 1FNJMV 1SFTJEFO VOJB VTBIB CBOZBL ZBOH NFMBLVLBO BLTJ wait and see untuk mengembangkan CJTOJTOZB TBNCJM NFOBOUJ SFODBOB LFCJKBLBO QFNFSJOUBI baru. OEJLBTJ NFMBNCBUOZB LFHJBUBO EVOJB VTBIB UFSMJIBU EBSJ IBTJM4VSWFJ5FOEFOTJJTOJT 45 ZBOHEJMBLVLBOPMFIBOL Indonesia bersama Badan Pusat Statistik BPS. Indeks 5FOEFOTJJTOJTZBOHEBUBOZBCFSBTBMEBSJ45 NFSVQBLBO JOEJLBUPS QFSLFNCBOHBO FLPOPNJ VTBIB UFSLJOJ ZBOH menggambarkan kondisi bisnis dan perekonomian pada triwulan berjalan dan perkiraan pada triwulan mendatang. bank bjb TDPSQPSBUFBOEDPNNFSDJBMCVTJOFTTVOJUTBSFIJHIMZ dependent on the macro-economic condition and business EFWFMPQNFOUO UIFEPNFTUJDFDPOPNZFYQFSJFODFEB TMPXEPXO BNPOHPUIFSTJOEJDBUFECZUIFFDPOPNJDHSPXUI PG MPXFS UIBO UIF QSFWJPVT ZFBS XIJDI BNPVOUFE UP 5.78. The business condition was also not enthusiastic, given the QPMJUJDBMFWFOUTUIBUUPPLQMBDFJO OBNFMZUIFMFHJTMBUJWF FMFDUJPOBOEUIFQSFTJEFOUJBMFMFDUJPO.BOZCVTJOFTTQMBZFST took the action to wait and see in terms of business expansion, OBNFMZXBJUJOHGPSUIFOFXHPWFSONFOUTQPMJDZQMBO Indications of slowdown in the business activities were shown UISPVHI UIF SFTVMUT GSPN UIF VTJOFTT 5FOEFODZ 4VSWFZ 45 DPOEVDUFECZBOLOEPOFTJBBOEUIFFOUSBMVSFBV PG 4UBUJTUJDT 14 5IF VTJOFTT 5FOEFODZ OEFY JO XIJDI the data are derived from STB, is an indicator of the current economic development that describes the business and economic conditions in the current quarter and forecast in the upcoming quarter. 138 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Pada Triwulan 1-2014, Indeks Tendensi Bisnis ITB sebesar ,POEJTJ JOJ NFOVKVLBO CBIXB UJOHLBU PQUJNJTNF pelaku bisnis lebih rendah jika dibandingkan dengan Triwulan 7ZBOHNFNJMJLJOJMBJ5TFCFTBS Kondisi serupa berlanjut hingga akhir tahun. ITB Triwulan IV- 2014 mencapai 104,7, lebih rendah dibandingkan triwulan TFCFMVNOZB ZBOH BM JOJ NFOBOEBLBO CBIXB dunia usaha masih pesimistis dalam mengembangkan CJTOJTOZB LBSFOB LPOEJTJ QFSFLPOPNJBO EJBOHHBQ LVSBOH mendukung. 4JUVBTJ UFSTFCVU CFSQFOHBSVI QBEB LJOFSKB QFOZBMVSBO kredit perbankan secara umum. Data Bank Indonesia NFOHVOHLBQLBO IJOHHB FTFNCFS UPUBM LSFEJU ZBOH disalurkan bank umum terhadap pihak ketiga sebesar 3Q USJMJVO BUBV OBJL EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB 1BEBIBM QBEB UBIVO QFSUVNCVIBOOZB NFODBQBJ EJCBOEJOHLBO UBIVO 2012. STRATEGI ,POEJTJ FLTUFSOBM ZBOH CFSMBOHTVOH CBJL EBSJ TJTJ FLPOPNJ makro maupun kegiatan dunia usaha, tentu di luar kontrol bank bjb. Bagi Perusahaan, tantangan tersebut harus disikapi EFOHBOCFSBHBNTUSBUFHJBHBSLFHJBUBOVTBIB LIVTVTOZBEJ bidang komersial dan korporasi tetap berjalan dengan baik. QBMBHJ EBSJ TJTJ JOUFSOBM UBOUBOHBO ZBOH IBSVT EJIBEBQJ JWJTJ,PSQPSBTJEBO,PNFSTJBMBEBMBISBTJPBOUBSBQFOZBMVSBO pinjaman dan Dana Pihak Ketiga atau loan to deposit ratio -3 ZBOH ZBOH MFCJI EBSJ ,POEJTJ JOJ NFNCVBU SVBOHHFSBLQFOZBMVSBOLSFEJUNFOKBEJUFSCBUBT BMBNLPOEJTJTFQFSUJJUV TUSBUFHJZBOHEJKBMBOLBO1FSVTBIBBO QBEBUBIVOEJBOUBSBOZB

A. Fokus di Sektor Produktif

6QBZB CBOL bjb mengembangkan kredit Korporasi EBO ,PNFSTJBM EJGPLVTLBO QBEB QFNCJBZBBO TFLUPS TFLUPS QSPEVLUJG NFMBMVJ QFOHFNCBOHBO MBZBOBO EBO QSPEVL QJOKBNBO ZBOH CFSPSJFOUBTJ QBEB LFCVUVIBO dan kepentingan nasabah. Produk kredit komersial dikembangkan sesuai karakteristik bisnis perusahaan serta karakteristik bisnis di sektor industri. O 2VBSUFS UIF VTJOFTT 5FOEFODZ OEFY 5 XBT 5IJTDPOEJUJPOBUUSJCVUFUIBUUIFMFWFMPGPQUJNJTNPG UIFCVTJOFTTQMBZFSTJTMPXFSXIFODPNQBSFEXJUIUIFGPVSUI quarter of 2013, where the value of ITB was 104.72. 6OUJMUIFFOEPGUIFZFBS TJNJMBSDPOEJUJPODPOUJOVFEUPPDDVS In the Fourth Quarter of 2014, ITB reached 104.7, lower than the previous quarter which amounted to 107.24. This indicates that the business world remains pessimistic in developing its business because the economic condition is considered unfavourable. The situation affects the performance of bank credit in general. Data from Bank Indonesia revealed, until December 2014 total loans of commercial banks to third parties was 3Q USJMMJPO PS JODSFBTFE POMZ CZ PWFS UIF TBNFQFSJPEJOUIFQSFWJPVTZFBSXIFSFJOUIFHSPXUI XBTDPNQBSFEUPUIFZFBS STRATEGY External condition, both in terms of macro-economic and CVTJOFTTBDUJWJUJFT JTDFSUBJOMZCFZPOEUIFDPOUSPMPGCBOL bjb. PSUIFPNQBOZ UIFTFDIBMMFOHFTNVTUCFBEESFTTFEXJUI BWBSJFUZPGTUSBUFHJFTTPUIBUCVTJOFTTBDUJWJUJFT QBSUJDVMBSMZ JOUIFBSFBTPGDPSQPSBUFBOEDPNNFSDJBMXJMMSVOTNPPUIMZ Moreover, from the internal side, one of the challenges that NVTUCFGBDFECZUIFPSQPSBUJPOTBOEPNNFSDJBMJWJTJPO JT UIF SBUJP CFUXFFO MFOEJOH BOE UIJSE QBSUZ GVOET PS MPBO UP EFQPTJU SBUJP -3 PG NPSF UIBO 5IJT DPOEJUJPO caused limited lending movement space. O TVDI DPOEJUJPO JO UIF PNQBOZ QFSGPSNFE UIF GPMMPXJOHTUSBUFHJFT

A. Focus on the Productive Sector

The bank bjb effort to develop Corporate and Commercial DSFEJUXBTGPDVTFEPOUIFmOBODJOHPGQSPEVDUJWFTFDUPST through the development of services and loan products oriented to the needs and interests of customers. Commercial credit products are developed according to UIF DPNQBOZ CVTJOFTT DIBSBDUFSJTUJDT BOE UIF CVTJOFTT characteristics in the industrial sector. KORPORASI KOMERSIAL 139 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data CORPORATE COMMERCIAL

B. Produk Andalan

Selain fokus pada sektor usaha tertentu, bank bjb juga NFOFUBQLBOGPLVTQBEBKFOJTQFNCJBZBBOZBOHEJKBEJLBO BOEBMBO VOUVL UBIVO J BOUBSBOZB BEBMBI ,SFEJU Modal Kerja KMK Konstruksi. KMK diberikan kepada QFSVTBIBBOQFNCJBZBBO 1JOKBNBOBMBNFHFSJ 1 dan Garansi Bank.

C. Jaringan

Perusahaan juga membuka jaringan kantor di Jakarta ZBOH NFSVQBLBO TFOUSB LFVBOHBO EBO JOEVTUSJ EJ OEPOFTJB BM JOJ EJMBLVLBO EBMBN SBOHLB NFNQFSMVBT EBZB KBOHLBV UFSIBEBQ OBTBCBI TFIJOHHB EJIBSBQLBO NBNQVNFOHPQUJNBMLBOLJOFSKB1FSVTBIBBO LIVTVTOZB terkait dengan nasabah korporasi dan kredit komersial. KINERJA BISNIS Untuk memenuhi kebutuhan pendanaan dunia usaha, bank bjb NFNJMJLJCJTOJTZBOHCFSHFSBLEJCJEBOHQFOZBMVSBOEBOB BUBVQFNCJBZBBOLFQBEBTFHNFOVTBIBLPSQPSBTJ,FHJBUBO UFSTFCVUEJMBLVLBONFMBMVJEVBQSPEVL ZBJUV cash loan dan non cash loan. Produk cash loan terdiri dari kredit modal kerja dan kredit investasi. Sedangkan untuk produk non cash loan adalah MBZBOBO QFOFSCJUBO BSBOTJ BOL VOUVL QSPZFLQSPZFL pemerintah maupun swasta. Melalui kegiatan ini, bank bjb berharap dapat meningkatkan fee based income bank bjb. Pada tahun 2014, kontribusi kredit Korporasi dan Komersial NFODBQBJ UFSIBEBQ UPUBM QFOZBMVSBO LSFEJU PMFI bank bjb. Kondisi tersebut mengalami sedikit perlambatan EJCBOEJOHUBIVOZBJUVTFCFTBS 4JUVBTJZBOHBMBNJPMFICBOL bjb UFSTFCVUEJBOUBSBOZBBLJCBU UFLBOBO FLTUFSOBM ZBJUV LPOEJTJ QFSFLPOPNJBO EBO EVOJB VTBIBZBOHTFDBSBVNVNTFEBOHNFOHBMBNJQFSMBNCBUBO Sedangkan dari sisi internal, Perusahaan juga sedang fokus pada perbaikan proses kredit. Secara umum, kondisi tersebut juga terjadi pada perbankan, termasuk bank kategori BPD. Seperti terungkap pada data 4UBUJTUJL 1FSCBOLBO OEPOFTJB LSFEJU ZBOH EJTBMVSLBO 1 terhadap pihak ketiga juga mengalami perlambatan. Jika pada tahun 2013 tumbuh 20,88 dibandingkan tahun 2012, EJUBIVOKVTUSVIBOZBNFOJOHLBU EJCBOEJOHLBO tahun 2013.

B. Featured Product

OBEEJUJPOUPGPDVTJOHPOTQFDJmDCVTJOFTTTFDUPST CBOL bjb BMTPTFUTUIFGPDVTPOUIFUZQFPGmOBODJOHGFBUVSFE in 2014, among others the Construction Working Capital -PBOT ,., ,., BSF HJWFO UP mOBODJOH DPNQBOJFT PNFTUJDMPBOT 1 BOEBOLVBSBOUFF

C. Network

5IFPNQBOZPQFOFEBOPGmDFOFUXPSLJO+BLBSUB XIJDI JTUIFDFOUSFPGmOBODFBOEJOEVTUSZJOOEPOFTJB5IJTJT performed in order to expand access to customers, and JT FYQFDUFE UP PQUJNJ[F UIF PNQBOZT QFSGPSNBODF QBSUJDVMBSMZ SFMBUFE UP DPSQPSBUF BOE DPNNFSDJBM MPBOT customers. BUSINESS PERFORMANCE 5P NFFU UIF mOBODJOH OFFET PG CVTJOFTT CBOL bjb is FOHBHFE JO UIF EJTUSJCVUJPO PG GVOET PS mOBODJOH UP UIF corporate business segment. Activities are carried out through UXPQSPEVDUT OBNFMZDBTIMPBOBOEOPODBTIMPBO The cash loan product consists of working capital loans and investment loans. As for the non-cash loan product is the service to issue Bank Guarantee for government or private projects. Through these activities, bank bjb hopes to increase UIFPNQBOZTGFFCBTFEJODPNF In 2014, the contribution of Corporate and Commercial loans reached 13.77 of bank bjb total loans. This is a slight TMPXEPXO DPNQBSFE UP UIF ZFBS XIJDI BNPVOUFE UP 15.37. This situation among others was due to external pressures, OBNFMZUIFDPOEJUJPOPGUIFFDPOPNZBOEUIFCVTJOFTTXPSMEJO general which are experiencing a slowdown. Meanwhile from UIFJOUFSOBMTJEF UIFPNQBOZJTBMTPGPDVTJOHPOJNQSPWJOH its credit process. In general, these conditions also occur in other banks, JODMVEJOH CBOLT JO UIF DBUFHPSZ PG 3FHJPOBM 3VSBM BOL BPD. As revealed in Banking Statistics Indonesia data, MPBOTEJTUSJCVUFECZ1UPUIJSEQBSUJFTBMTPFYQFSJFODFEB TMPXEPXOGJOJUHSFXCZDPNQBSFEUPUIFZFBS JOJUPOMZJODSFBTFECZDPNQBSFEUPUIF ZFBS 140 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Di bank bjb, posisi kredit kelolaan Divisi Korporasi dan ,PNFSTJBM IJOHHB BLIJS FTFNCFS TFCFTBS 3Q triliun atau 13,77 dari total kredit bank bjb ZBOHNFODBQBJ 3Q USJMJVO JCBOEJOHLBO EFOHBO UBIVO ZBOH TFCFTBS3Q USJMJVO CFSBSUJNFOHBMBNJQFOVSVOBO BSJ TJTJ LPOUSJCVTJ UFSIBEBQ UPUBM QFOZBMVSBO LSFEJU CBOL bjb CFTBSBOOZBBEBMBI MFCJISFOEBIEJCBOEJOHLBO kontribusi tahun 2013. FSJLVUJOJUBCFMQFNCJBZBBOLSFEJUVOUVLEVBUBIVOUFSBLIJS 3QNJMJBS Jenis Kredit 2014 2013 Perubahan Change Credit Type KIU Sindikasi 1.084.327 758.008 43,05 ,64ZOEJDBUJPO ,1JOKBNBOBMBNFHFSJ 580.831 KI Loan Domestic KMKK 1.870.274 KMKK KI PDAM 12.831 KI PDAM ,,TTFUVZ -45,45 ,,TTFUVZ ,.,61FSVTBIBBO1FNCJBZBBO KMKU - Financing Companies ,.,63 -11,52 ,.,63 KMKU Sindikasi 181.101 270.773 -33,12 ,.,64ZOEJDBUJPO KIU Sindikasi -10,32 ,64ZOEJDBUJPO KMKU KMKU Jumlah 6.842.302 6.983.930 -2,03 Total 1FOVSVOBOQFOZBMVSBOLSFEJULPSQPSBTJEBOLPNFSTJBMUFSKBEJ pada skim kredit modal kerja umum dan kredit investasi umum. Sementara skim kredit lain tetap tumbuh pada kisaran EFOHBO SJODJBO LSFEJU NPEBM LFSKB LPOTUSVLTJ LSFEJU JOWFTUBTJ QJOKBNBO EBMBN OFHFSJ kredit investasi sindikasi 43,05. Untuk kredit bermasalah atau PO 1FSGPSNJOH -PBO 1- bruto kredit korporasi dan komersial hingga akhir Tahun VLV ZBOHEJLFMPMBPMFICBOL bjb sebesar 11,3. Jika EJCBOEJOHLBO EFOHBO UBIVO ZBOH NFOHBMBNJ QFOJOHLBUBO Sedangkan untuk kinerja pemberian garansi sepanjang tahun OJMBJOZBNFODBQBJ3Q USJMJVOBSJKVNMBIUFSTFCVU LPNQPTJTJ HBSBOTJ ZBOH NFOHHVOBLBO NBUB VBOH SVQJBI NFODBQBJ TJTBOZB NFOHHVOBLBO NBUB VBOH EPMBS AS. In bank bjb, the position of credit under the management of the Corporate and Commercial Division until the end of December BNPVOUFE UP 3Q USJMMJPO PS PG UIF BOLT UPUBMDSFEJUXIJDISFBDIFE3QCJMMJPOPNQBSFEUPUIF ZFBSXIJDIBNPVOUFEUP3QUSJMMJPO UIJTNFBOTB decrease of 2.03. In terms of the contribution to bank bjb’s total loan, the amount was 15.37, lower than the contribution in 2013. 5IFGPMMPXJOHJTUIFUBCMFPGDSFEJUmOBODJOHGPSUIFMBTUUXP ZFBST 3QCJMMJPO The decline in corporate and commercial lending occurred within the general working capital credit and public investment credit schemes. Meanwhile other credit schemes continue to HSPXJOUIFSBOHFPGUP XJUIEFUBJMTDPOTUSVDUJPO XPSLJOH DBQJUBM JOWFTUNFOU DSFEJU EPNFTUJD MPBOT BOETZOEJDBUFEJOWFTUNFOUDSFEJU As for the gross corporate and commercial non-performing MPBOT 1- CZUIFFOEPGJTDBM:FBSNBOBHFECZUIF bank bjb XBT BU UIF MFWFM PG OBNFMZ BO JODSFBTF PG XIFODPNQBSFEUPUIFJO As for the performance of guarantee provision throughout UIFWBMVFBNPVOUFEUP3QUSJMMJPO0GUIFOVNCFS UIF DPNQPTJUJPO PG UIF HVBSBOUFF EFOPNJOBUFE JO 3VQJBI reached 75.45, the rest was denominated in US Dollar. KORPORASI KOMERSIAL 141 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data CORPORATE COMMERCIAL BSJ TJTJ KFOJT TFCBHJBO CFTBS BUBV EJHVOBLBO untuk kategori Garansi Bank Pelaksanaan. Terbesar kedua EJTBMVSLBOVOUVLBSBOTJBOL1FNFMJIBSBBOZBOHNFODBQBJ BUBVTFOJMBJ3Q NJMJBS FSJLVUJOJSJODJBOQFOZBMVSBOEBOBHBSBOTJTFQBOKBOHUBIVO Jenis Garansi IDR USD Total IDR Guaratee Type Garansi Bank Tender Bank Guarantee Garansi Bank Pelaksanaan Bank Guarantee Implementation BSBOTJBOL6BOH.VLB1SPZFL 113.287.078.308 Bank Guarantee Project Advances Garansi Bank Pemeliharaan Bank Guarantee Maintenance BSBOTJBOL1FNCBZBSBOBOEJOH 1BZNFOUBOLVBSBOUFF-FUUFS Garansi Bank Sanggahan Banding Bank Guarantee Disclaimer Appeal Total Total RENCANA 2015 0UPSJUBT +BTB ,FVBOHBO NFNQFSLJSBLBO LJOFSKB QFOZBMVSBO EBOBBUBVLSFEJUZBOHEJLVDVSLBOPMFIQFSCBOLBOBLBOUVNCVI EJ BUBT QBEB UBIVO 4BMBI TBUV QFOEPSPOHOZB adalah rencana realisasi kebijakan pemerintah di bidang JOGSBTUSVLUVS 0QUJNJTNF KVHB EBUBOH EBSJ QFNFSJOUBI ZBOH menargetkan pertumbuhan ekonomi pada tahun 2015 sebesar MFCJIUJOHHJEBSJSFBMJTBTJUBIVOZBOH Dengan asumsi tersebut, bank bjb menargetkan pertumbuhan kredit komersial mencapai 15. Untuk mencapai target tersebut serta sebagai evaluasi terhadap kinerja tahun 2014, sejumlah strategi usaha telah disusun. Berikut ini beberapa di BOUBSBOZB 1. Meningkatkan penagihan dan fokus pada perbaikan 1-EFOHBOQFOFSBQBO early warning system EBOVQBZB QFSDFQBUBOFLTFLVTJBHVOBONFMBMVJMFMBOH,1,-CBMBJ lelang swastapenjualan sukarela, termasuk penjajakan hapus buku dan hapus tagih, klaim asuransi dan lawyer. PLVTQBEBQFOJOHLBUBOFLTQBOTJLSFEJUZBOHCFSLVBMJUBT dengan memperhatikan asas prudential banking. OUFSNTPGUZQFT NPTUPSJTVTFEJOUIFDBUFHPSZPG Implementation Bank Guarantee. The second largest was channelled for Bank Guarantee Maintenance which reached PSXPSUI3QCJMMJPO FSFBSFUIFEFUBJMTPGUIFEJTUSJCVUJPOPGGVOETGPSHVBSBOUFF UISPVHIPVU 2015 PLAN 5IFJOBODJBM4FSWJDFTVUIPSJUZFTUJNBUFTUIFQFSGPSNBODFPG UIFEJTUSJCVUJPOPGGVOETPSDSFEJUEJTCVSTFECZCBOLTXJMMHSPX PWFSJO0OFPGUIFESJWFTJTUIFQMBOUPSFBMJ[FUIF HPWFSONFOUQPMJDZJOUIFmFMEPGJOGSBTUSVDUVSF0QUJNJTNBMTP came from the government who targeted economic growth of 5.7 in 2015, higher than the realization in 2014 which was 5.02. Based on these assumptions, bank bjb targeted commercial credit growth of 15. To achieve this target as well as an evaluation of the 2014 performance, a number of business TUSBUFHJFTXFSFQSFQBSFE JODMVEJOHUIFGPMMPXJOH NQSPWFDPMMFDUJPOTBOEGPDVTPOJNQSPWJOH1-XJUIBO FBSMZ XBSOJOH TZTUFN BOE UIF JNQMFNFOUBUJPO PG FGGPSUT UP BDDFMFSBUF UIF FYFDVUJPO PG DPMMBUFSBM UISPVHI ,1,- BVDUJPOTQSJWBUF BVDUJPOTWPMVOUBSZ TBMFT JODMVEJOH XSJUF off and charge off assessments, insurance claims and MBXZFST PDVT PO JNQSPWJOH UIF RVBMJUZ PG DSFEJU FYQBOTJPO XJUI regard to the principle of prudential banking. 142 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KORPORASI KOMERSIAL 1FOZFNQVSOBBOQSPTFTEBONPEFMCJTOJTEJCJEBOHLSFEJU sesuai dengan konsep four eyes principle 4. Memperkuat Risk Management di bidang Kredit dan Administrasi kredit Bisnis Legal untuk mendukung pencapaian ekspansi kredit. 5. Mempercepat Service Level Agreement SLA perkreditan. 3. Completion of the business process and model in the mFMEPGDSFEJUJOBDDPSEBODFXJUIUIFDPODFQUPGGPVSFZFT principle. 4USFOHUIFO 3JTL .BOBHFNFOU JO SFEJU BOE SFEJU Administration Business Legal to support the achievement of credit expansion. 5. Accelerate Service Level Agreement SLA of credit. 143 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data CORPORATE COMMERCIAL 144 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO MIKRO MICRO 145 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data ,SFEJU NJLSP TFTVBJ EFOHBO EFmOJTJ BOL OEPOFTJB TFQFSUJ tercantum dalam Peraturan Bank Indonesia PBI tahun 2012, NFSVQBLBOLSFEJUZBOHEJCFSJLBOLFQBEBQFMBLVVTBIBZBOH memenuhi kriteria usaha mikro. JOHHB UBIVO MBMV BOL OEPOFTJB NFODBUBU KVNMBI QFNCJBZBBO QFSCBOLBO LFQBEB TFLUPS NJLSP CBSV TFLJUBS EBSJUPUBMLSFEJUQFSCBOLBOFOHBOEFNJLJBO TFKBUJOZB masih terdapat peluang bagi bank untuk meningkatkan QFOZBMVSBOLSFEJUNJLSP Bisnis mikro merupakan bagian dari unit usaha dengan kategori usaha kecil dan menengah. Kelompok usaha ini sangat rentan terhadap situasi eksternal, terutama kinerja perekonomian nasional. 4FQBOKBOHUBIVO TFEJLJUOZBBEBEVBQFSJTUJXBQFOUJOH ZBOHNFNQFOHBSVIJLJOFSKBVTBIBLBUFHPSJNJLSPTFSUBVTBIB NFOFOHBI LFDJM EBONJLSP 6.,. QBEBVNVNOZB:BLOJ kenaikan tarif dasar listrik dan kenaikan harga bahan bakar NJOZBLCFSTVCTJEJ Kenaikan tarif listrik dan BBM ikut mendorong peningkatan CJBZB QSPEVLTJ EBO EJTUSJCVTJ LFMPNQPL VTBIB NJLSP .JDSP DSFEJU JO BDDPSEBODF XJUI UIF EFmOJUJPO BT TUBUFE JO BOLOEPOFTJB3FHVMBUJPO 1 JOSFQSFTFOUTUIFMPBOT UPCVTJOFTTQMBZFSTXJUIJOUIFDSJUFSJBPGNJDSPFOUFSQSJTF 6OUJMMBTUZFBS BOLOEPOFTJBSFDPSEFE UIFOVNCFSPGCBOL mOBODJOHUPUIFNJDSPTFDUPSXBTPOMZBSPVOEPGUIF total bank credit. Thus, there is still room for banks to increase micro credit. The micro business is a part of the small and medium enterprises CVTJOFTTVOJU5IJTCVTJOFTTHSPVQJTHSFBUMZWVMOFSBCMFUPUIF FYUFSOBMTJUVBUJPO QBSUJDVMBSMZUIFQFSGPSNBODFPGUIFOBUJPOBM FDPOPNZ Throughout 2014, there were at least two important events that BGGFDU UIF QFSGPSNBODF PG UIF CVTJOFTT XJUIJO UIF DBUFHPSZ of micro business as well as the medium, small and micro FOUFSQSJTFT .4. JO HFOFSBM OBNFMZ UIF JODSFBTF JO FMFDUSJDJUZCBTJDUBSJGGBOEUIFSJTFPGTVCTJEJ[FEGVFMQSJDFT 5IFJODSFBTFJOFMFDUSJDJUZUBSJGGBOEGVFMQSJDFTDPOUSJCVUFEUP the increase in the cost of production and distribution of micro 146 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 4FNFOUBSBQBEBMBJOTJTJ EBZBCFMJNBTZBSBLBUKVHBNFMFNBI Bisnis perbankan juga ikut terpengaruh dengan kondisi UFSTFCVUBUB4UBUJTUJL1FSCBOLBOOEPOFTJBZBOHEJLFMVBSLBO oleh Bank Indonesia mengungkapkan bahwa total baki EFCFU LSFEJU NJLSP QBEB UBIVO NFODBQBJ 3Q USJMJVO UVNCVI 1BEB UBIVO QFSUVNCVIBOOZB mencapai 21,25. Pada saat bersamaan, kredit bermasalah atau PO1FSGPSNJOH Loan 1- LSFEJU NJLSP QBEB QFSCBOLBO EJ OEPOFTJB KVHB meningkat, dari 3,24 pada tahun 2013 menjadi 3,34 pada tahun 2014. BSJ TJTJ JOUFSOBM IBNCBUBO ZBOH EJBMBNJ PMFI CBOL bjb UFSNBTVLLPOEJTJPSHBOJTBTJ1FSVTBIBBOZBOHUJEBLNBLTJNBM NFOHJOHBUBEBOZBLFOEBMBUFSLBJUEFOHBOLFQVUVTBOSFHVMBUPS terhadap sejumlah anggota Direksi di bank bjb. Kondisi ini tentu sangat berpengaruh terhadap kinerja usaha Perusahaan STRATEGI BMBN TJUVBTJ ZBOH LVSBOH NFOEVLVOH JUV TFKVNMBI MBOHLBI TUSBUFHJ UFMBI EJMBLTBOBLBO QBEB UBIVO ZBOH LFNVOHLJOBO JNQMJLBTJ QPTJUJGOZB KVTUSV CBSV CJTB EJSBTBLBO TFUFMBIUBIVOEBQVOTFKVNMBIJOJTJBUJGZBOHUFSFBMJTBTJ QBEBUBIVO EJBOUBSBOZB A Reorganisasi Perusahaan telah mengembangkan divisi mikro menjadi JSFLUPSBU .JLSP CFSEBTBSLBO 3BQBU 6NVN 1FNFHBOH 4BIBN -VBS JBTB ZBOH EJTFMFOHHBSBLBO QBEB FTFNCFSBMJOJEJMBLVLBOTFCBHBJCVLUJLFTFSJVTBO pemegang saham untuk memperbaiki dan meningkatkan LJOFSKB EJ BOUBSBOZB LSFEJU NJLSP EBO PO1FSGPSNJOH Loan 1- BMBNPSHBOJTBTJJSFLUPSBU.JLSP EJCBHJEVBEJWJTJ ZBJUV 1. Divisi Kredit Mikro 2. Divisi Kredit Lembaga Keuangan Mikro 1FSVCBIBOTUSVLUVSJWJTJ1FOZFMBNBUBOEBO1FOZFMFTBJBO ,SFEJU 11, EJNBOB UJEBL IBOZB NFOHFMPMB FCJUVS Write Off namun juga menangani kolektibilitas 3, 4 dan 5 terhadap seluruh produk kredit di bank bjb. enterprises. While on the other hand, consumer’s purchasing power also weakened.The banking business was also affected CZUIFDPOEJUJPO5IFOEPOFTJBOBOLJOH4UBUJTUJDTJTTVFECZ Bank Indonesia revealed that the total outstanding balance of NJDSPDSFEJUJOSFBDIFE3QUSJMMJPOPSHSFXCZ O HSPXUISFBDIFE UUIFTBNFUJNF UIFNJDSPDSFEJUOPOQFSGPSNJOHMPBOT 1- in the Indonesian banking also increased, from 3.24 in 2013 to 3.34 in 2014. OUFSOBMMZ UIF CBSSJFST GBDFE CZ CBOL bjb included the VOGBWPVSBCMF PNQBOZT PSHBOJ[BUJPOBM DPOEJUJPO HJWFO UIF constraints associated with the decision of the regulator on a number of members of the Board of Directors of bank bjb. This DPOEJUJPOBGGFDUTUIFQFSGPSNBODFPGUIFPNQBOZ STRATEGY Under the unfavourable circumstances, a number of strategic NFBTVSFTXFSFJNQMFNFOUFEJO JOXIJDIUIFQPTTJCJMJUZPG QPTJUJWFJNQMJDBUJPOTDBOPOMZCFGFMUBGUFS5IFJOJUJBUJWFT SFBMJ[FEJOJODMVEFE A Reorganization 5IFDPNQBOZEFWFMPQFEUIFNJDSPEJWJTJPOJOUPUIF.JDSP JSFDUPSBUFCBTFEPOUIFYUSBPSEJOBSZFOFSBM.FFUJOH PG 4IBSFIPMEFST IFME JO FDFNCFS 5IJT XBT performed as a proof of the seriousness of shareholders to improve and enhance performance, including micro-credit BOEPO1FSGPSNJOH-PBOT 1- The Directorate of Micro is divided into two divisions, OBNFMZ 1. Micro Credit Division .JDSPmOBODFOTUJUVUJPOTSFEJUJWJTJPO 5IFTUSVDUVSFPGUIFSFEJU3FTDVFBOE4FUUMFNFOUJWJTJPO PPK was changed, in which Write-off Debtors are NBOBHFEBOEBTXFMMBTDPMMFDUBCJMJUZ BOEPGUIF entire bank loan products in bank bjb. MIKRO 147 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data

B. Evaluasi Mitra

Pemberhentian kerja sama dengan Vendor DSA, di mana untuk Pemasaran telah diberhentikan sejak 1 Januari 2015 dan fungsi Pick Up secara bertahap sampai dengan 30 Juni 2015.

C. Sumber Daya Manusia

.FMBLVLBO3FLSVUNFOQFHBXBJUFUBQEBOQFHBXBJOPO tetap untuk menggantikan tenaga kerja dari Vendor DSA.

D. Proses Bisnis

1. Mengembangkan metode pengelolaan debitur, EFOHBOEJCFOUVLUJNTFCBHBJCFSJLVU a. Tim Front End untuk Kolektibilitas 1, 2A, 2B dan 2C Divisi Bisnis b. Tim Mid Range untuk Collection terhadap Kolektibilitas 3, 4 dan 5 Divisi PPK c. Tim Back End untuk Recovery 801 JWJTJ11, 2. Melakukan pemisahan fungsi Risk MonitoringControl dengan Bisnis di KCKCP, sehingga fungsi Risk MonitoringControl akan independen dan prinsip Four Eyes Principles dapat berjalan dengan baik. 3. Pengembangan Infrastruktur teknologi informasi, sehingga monitoring dapat dilakukan secara harian komprehensif untuk menunjang proses bisnis mikro ZBOHCFSLVBMJUBT 4. Melakukan pengembangan Monitoring System. .FOZFNQVSOBLBO4USBUFHJ1FOBOHBOBO,SFEJU 1FOFSBQBO TUJNVMVT LFCJKBLBO EFOHBO NFMBLVLBO QFNVUBLIJSBOBUBTLFCJKBLBOZBOHBEB QFOZFSBHBNBO tools analisa dokumen legal, dan penambahan jumlah QFHBXBJZBOHNFOHFMPMBQPSUPGPMJPLSFEJU .FOZFNQVSOBLBO4USBUFHJ1FOBOHBOBO,SFEJU .FOHHBOEFOH ,BOUPS 1FMBZBOBO ,FLBZBBO FHBSB EBO -FMBOH ,1,- EBMBN QFOBOHBOBO LSFEJU bermasalah. .FOHFNCBOHLBO QMJLBTJ ,SFEJU 0OMJOF .JLSP EBO Aplikasi Penjaminan Kredit Online APKO.

E. Waroeng bjb

Secara bertahap akan ditutup dan diganti menjadi Mobile Distribution bjb MODIS untuk menjangkau ke desa dan LFDBNBUBO CBJL QFMBZBOBO NJLSP EBO QFOHIJNQVOBO EBOBSFUBJMEBSJNBTZBSBLBUTFTVBJLFCJKBLBO0+,QFSJIBM -,61

B. Evaluation of Partners

Termination of partnership with DSA Vendor for Marketing IBTCFFOEJTNJTTFETJODF+BOVBSZ BTXFMMBTUIF 1JDL6QGVODUJPOHSBEVBMMZVOUJM+VOF

C. Human Resources

Conduct recruitment of permanent and non-permanent FNQMPZFFTUPSFQMBDFXPSLFSTGSPN47FOEPS

D. Business Process

FWFMPQNFUIPETGPSUIFNBOBHFNFOUPGUIFEFCUPSTCZ FTUBCMJTIJOHUIFGPMMPXJOHUFBNT B SPOUOE5FBNGPSPMMFDUBCJMJUZ BOE Business Division C .JE3BOHF5FBNGPSUIFDPMMFDUJPOPGPMMFDUBCJMJUZ 3, 4 and 5 PPK Division D BDLOE5FBNGPSUIF3FDPWFSZPG801 11, Division 4FQBSBUJPOPGUIFGVODUJPOTPG3JTL.POJUPSJOHPOUSPM with Business in the KC KCP, so that the function of 3JTL.POJUPSJOHPOUSPMXJMMCFJOEFQFOEFOUBOEPVS ZFT1SJODJQMFTQSJODJQMFXJMMSVOTNPPUIMZ 5IF EFWFMPQNFOU PG JOGPSNBUJPO UFDIOPMPHZ infrastructure, so that monitoring can be performed on BEBJMZ8DPNQSFIFOTJWFCBTJTUPTVQQPSUUIFRVBMJmFE process of micro business. FWFMPQUIF.POJUPSJOH4ZTUFN 3FmOFUIFSFEJU.BOBHFNFOU4USBUFHZ QQMJDBUJPOPGUIFQPMJDZTUJNVMVTUISPVHIUIFVQEBUF PG UIF FYJTUJOH QPMJDJFT VOJGZJOH UIF MFHBM EPDVNFOU BOBMZTJTUPPMT BOEJODSFBTJOHUIFOVNCFSPGFNQMPZFFT to manage loan portfolio. 3FmOFSFEJU.BOBHFNFOU4USBUFHZ 8PSL UPHFUIFS XJUI UIF 0GmDF PG 4UBUF 1SPQFSUZ BOE VDUJPO ,1,- JOUIFNBOBHFNFOUPGOPOQFSGPSNJOH loans. FWFMPQUIF0OMJOF.JDSPSFEJUQQMJDBUJPOBOEUIF Online Credit Guarantee Application APKO.

E. Waroeng bjb

8BSPFOH CKC XJMM HSBEVBMMZ CF DMPTFE BOE SFQMBDFE CZ Mobile Distribution bjb MODIS to reach the villages and districts, both micro services and retail fund raising from UIFQVCMJDCBTFEPOUIFQPMJDZPG4PO-,61 MICRO 148 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

F. Pemilihan Nasabah

1. Menerapkan Selective Selling EBMBN QFOZBMVSBO kredit. 2. Melakukan segmentasi pasar dengan fokus pada EFCJUVSVUBNB CFSVQBZBNFOJOHLBULBOLFMPMBBOBTFU EBO UFUBQ CFSVTBIB NFOHFNCBOHLBO QBTBS ZBOH baru.

F. Selection of Customer

QQMZ4FMFDUJWF4FMMJOHJOMFOEJOH 2. Conduct market segmentation with a focus on the principal debtor, seek to increase assets management and strive to develop new markets. MIKRO 149 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data MICRO KINERJA 2014 Pada 24 September 2014, bank bjb menandatangani 1FSKBOKJBO ,FSKB 4BNB 1,4 ,SFEJU JOUB 3BLZBU ,3 CFSTBNB 1FNFSJOUBI 1SPWJOTJ +BXB BSBU ZBOH NFSVQBLBO 5BIBQ ,F7 TFUFMBI UJHB UBIBQ TFCFMVNOZB EJSFBMJTBTJLBO pada tahun 2013. Pada tahap IV, Pemerintah Provinsi +BXB BSBU BLBO NFOZFSBILBO LFNCBMJ BOB FSHVMJS ,3 TFCFTBS 3Q NJMJBS LFQBEB CBOL bjb dengan jangka waktu pengembalian 5 tahun sejak penandatangan PKS dan Kesepakatan Bersama. FSEBTBSLBO EBUB QPTJTJ HVTUVT UPUBM SFBMJTBTJ ,3 TFCFTBS 3Q NJMJBS EFOHBO outstandingbaki debet TFCFTBS 3Q NJMJBS 5PUBM EFCJUVS QBEB TFHNFO JOJ TFCBOZBLEFOHBOQFOZFSBQBOUFOBHBLFSKBTFCBOZBL 23.245 orang. Pencapaian tersebut didukung dengan jaringan Kantor bank bjb ZBOHUFMBIUFSTFCBSEJ8JMBZBI1SPWJOTJ+BXB BSBU EFOHBO KVNMBI ,BOUPS BCBOH EBO ,BOUPS Cabang Pembantu. 6OUVLLJOFSKBQFOZBMVSBO QFSUVNCVIBOQPTJTJLSFEJULFMPMBBO Divisi Mikro dari Desember 2013 sampai Desember 2014 NFOHBMBNJ QFSMBNCBUBO TFIJOHHB NFOKBEJ 3Q USJMJVO 4LJN,SFEJU.JLSP6UBNBNFNJMJLJLPOUSJCVTJTFCFTBS BUBVTFCFTBS3Q NJMJBSEBSJUPUBMQFOZBMVSBOLSFEJUEJ sektor mikro. Sedangkan ekspansi kredit kelolaan Divisi Mikro sepanjang UBIVO NFODBQBJ 3Q USJMJVO EFOHBO run off 3Q triliun. Sehingga, pertumbuhan neto tahunan YoY mencapai 3Q NJMJBS EBQVO QFSUVNCVIBO P VNCFS PG Account Kelolaan Divisi Mikro dari Desember 2013 sampai EFOHBO FTFNCFS NFOVSVO BUBV TFCBOZBL BLVO Untuk Pendapatan Bunga Kredit Yang Diberikan PBKYD Divisi Mikro hingga Triwulan IV tahun 2014, mencapai 3Q NJMJBS BUBV UVSVO EJCBOEJOH QFSJPEF ZBOH TBNBUBIVOTFCFMVNOZB ZBOHNFODBQBJ3Q USJMJVO 1FOZVNCBOHQFOEBQBUBOUFSCFTBSEJQFSPMFIEBSJLSFEJUZBOH EJTBMVSLBO PMFI SVQ .JLSP ZBJUV TFCFTBS 3Q NJMJBS ZBOHNFMBNCBU EJCBOEJOHFTFNCFS Sedangkan kredit bermasalah atau PO 1FSGPSNJOH -PBO 1- Gross hingga akhir tahun 2014 mencapai 22,7. ,POEJTJJOJMFCJIUJOHHJ EJCBOEJOHLBOUBIVOZBOH sebesar 11,3. 2014 PERFORMANCE On September 24, 2014, the Bank signed a cooperation BHSFFNFOUPO,SFEJUJOUB3BLZBU ,3 XJUIUIFPWFSONFOU PG 8FTU +BWB 1SPWJODF OBNFMZ 1IBTF 7 BGUFS UIF UISFF previous stages being realized in 2013. In the fourth stage, the Government of West Java Province will be hand back the ,33FWPMWJOHVOEPG3QCJMMJPOUPCBOL bjb with a tenor PGZFBSTTJODFUIFTJHOJOHPGUIFHSFFNFOU Based on the data on the position in August 2014, total SFBMJ[BUJPO PG ,3 XBT 3Q CJMMJPO XJUI PVUTUBOEJOH EFCJUPG3QCJMMJPO5PUBMEFCUPSTJOUIJTTFHNFOUXFSF XJUI FNQMPZNFOU BCTPSQUJPO PG QFPQMF 5IJT BDIJFWFNFOU XBT TVQQPSUFE CZ CBOL bjb T 0GmDF OFUXPSL spread in the West Java Province with a number of 33 CSBODIFTBOETVCCSBODIFT For the performance distribution, the growth of credit managed CZ UIF .JDSP JWJTJPO GSPN FDFNCFS VOUJM FDFNCFS FYQFSJFODFEBTMPXEPXOBOECFDBNF3QUSJMMJPO5IF .BJO .JDSPDSFEJU TDIFNF DPOUSJCVUFE PS 3Q billion of the total lending in the micro sector. .FBOXIJMF UIF FYQBOTJPO PG DSFEJU NBOBHFE CZ UIF .JDSP JWJTJPOEVSJOHUIFZFBSSFBDIFE3QUSJMMJPOXJUISVO PGG3Q5SJMMJPO5IVT UIFBOOVBMOFUHSPXUI :P: SFBDIFE 3Q CJMMJPO 5IF HSPXUI PG P VNCFS PG DDPVOUT NBOBHFE CZ UIF .JDSP JWJTJPO GSPN FDFNCFS UP FDFNCFS EFDSFBTFE PS BT NVDI BT accounts. Credit Interest Income PBKYD of the Micro Division until the PVSUI2VBSUFSPGSFBDIFE3QCJMMJPO EFDSFBTJOH CZPWFSUIFTBNFQFSJPEJOUIFQSFWJPVTZFBS XIJDI XBT3QUSJMMJPO 5IF MBSHFTU DPOUSJCVUPS UP SFWFOVF XBT DSFEJU FYUFOEFE CZ UIF.JDSPSPVQ BNPVOUJOH3QCJMMJPO BEFDSFBTFPG 24.30 compared to the position in December 2013. .FBOXIJMF HSPTT OPOQFSGPSNJOH MPBOT 1- VOUJM UIF FOE of 2014 reached 22.7, an increase of 11.4 compared to 2013, which amounted to 11.3. 150 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Berikut ini tabel kinerja usaha kredit mikro bank bjb dalam tiga tahun terakhir. 3Q+VUB LFDVBMJP 3Q.JMMJPO FYDFQUP Skim Kredit Desember 2014 December 2014 Desember 2013 December 2013 Desember 2012 December 2012 Credit Scheme NoA Value NoA Value NoA Value 8JMBZBI 30.585 1.880.010 33.382 3FHJPO 8JMBZBI 10.553 3FHJPO 8JMBZBI 30.375 1.824.157 35.584 31.272 3FHJPO 8JMBZBI 528.005 3FHJPO Jumlah 79.962 4.505.840 95.384 5.363.482 83.707 4.550.811 Total RENCANA 2015 BMBN SFODBOB TUSBUFHJT 1FSVTBIBBO EJ CJEBOH QFOZBMVSBO kredit di tahun 2015, bank bjb akan fokus pada sektor produktif, UFSVUBNBVOUVLTLBMBVTBIBNJLSP LFDJMNFOFOHBIBNVO hal itu dilakukan tetap dengan menjaga prinsip kehati-hatian. Dari sisi target pertumbuhan untuk kredit mikro, bank bjb memperkirakan bisa meraih peningkatan 10 dibandingkan EFOHBO SFBMJTBTJ UBIVO BM JOJ EJEVLVOH PMFI LPOEJTJ eksternal dan internal. Dari sisi eksternal, kondisi perekonomian secara umum diperkirakan lebih baik dibandingkan dengan tahun 2014. Sedangkan dari sisi internal, sejak Desember 2014 bank bjb telah mengembangkan organisasi unit usaha mikro menjadi TFUJOHLBUJSFLUPSBU TFIJOHHBSVBOHHFSBLOZBNFOKBEJMFCJI leluasa. 6OUVL NFODBQBJ UBSHFU ZBOH UFMBI EJUFUBQLBO TFKVNMBI JOJTJBUJGTUSBUFHJUFMBIEJTJBQLBO EJBOUBSBOZB 1. Program PESAT 1SPHSBN JOJ EJLFOBM EFOHBO 1SPHSBN 1FNCFSEBZBBO LPOPNJ BTBCBI 5FSQBEV BUBV EJTFCVU EFOHBO 145 4USBUFHJ ZBOH BLBO EJKBMBOLBO NFMBMVJ 145 EJBOUBSBOZB B 1FNCFSEBZBBO OBTBCBI NJLSP QSB QVSOBCBLUJ EBO purnabakti b. Penjaringan pelaku usaha potensial dengan menggunakan nasabah eksis sebagai “ entry point”. The following table describes the performance of the PNQBOZTNJDSPDSFEJUJOUIFMBTUUISFFZFBST 2015 PLAN OUIFPNQBOZTTUSBUFHJDQMBOTJOMFOEJOH UIFBOL will focus on the productive sectors, in the micro, small and medium enterprises. This will be performed while maintaining the principle of prudence. From the growth target for micro credit, bank bjb estimates to achieve a 10 increase compared to the realization in 2014. 5IJTJTTVQQPSUFECZUIFFYUFSOBMBOEJOUFSOBMDPOEJUJPOT SPN UIF FYUFSOBM TJEF UIF FDPOPNJD DPOEJUJPO JT HFOFSBMMZ expected to be better compared to the condition in 2014. Meanwhile, from the internal side, since December 2014 bank bjb has transformed the micro business unit into the level of Directorate thus having more opened space of movement. To achieve the targets set, a number of strategic initiatives IBWFCFFOQSFQBSFE JODMVEJOH 1. PESAT Program This program is known as the Integrated Customer Economic Empowerment or referred to PESAT. The strategies that will be implemented through PESAT JODMVEF B NQPXFSJOHDVTUPNFSTNJDSP QSFSFUJSFEBOESFUJSFE C FUXPSLJOH PG QPUFOUJBM CVTJOFTT PQFSBUPST VTJOH FYJTUJOHDVTUPNFSTBTUIFiFOUSZQPJOUw MIKRO 151 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data D 1FOFUSBTJUFSIBEBQLFMPNQPLNBTZBSBLBUZBOHCFMVN tersentuh oleh bank. E .FOKBMJOLFSKBTBNBEFOHBOJOTUJUVTJQFNFSJOUBIZBOH membidangi UMKM. 5BSHFUZBOHJOHJOEJDBQBJEBSJQSPHSBNTUSBUFHJTUFSTFCVU BEBMBI a. Menciptakan dan membentuk “ loyal” customer, sehingga melapangkan jalan untuk mengembangkan bisnis nasabah secara berkelanjutan mengingat LBSBLUFSOZBMFCJIUFSKBHBEJCBOEJOHLBOOBTBCBICBSV b. Menumbuhkan potensi calon nasabah di kalangan NBTZBSBLBUEBOLPNVOJUBT D .FOHJOUFHSBTJLBOBOUBSBVQBZB maintenance nasabah ZBOHBEBEFOHBO1FOKBSJOHBO pre-customer. E FSTBNB QFNFSJOUBI NFOKBEJ BHFO QFNCFSEBZB kewirausahaan. Adapun target komposisi sasaran PESAT, terutama NFSVQBLBOLPOTVNFOZBOHCFSBTBMEBSJOBTBCBI existing, ZBJUV TFCFTBS 4JTBOZB IBTJM LFSKB TBNB EFOHBO pemerintah 30 dan pengembangan melalui komunitas 20. 3FODBOB TUSBUFHJT MBJO ZBOH BLBO NFOEVLVOH VQBZB QFODBQBJBOUBSHFUUBIVOBEBMBI a. Di bidang komunikasi dan pemasaran 4USBUFHJJOJ EJBOUBSBOZBEJMBLVLBONFMBMVJ gathering dengan bantuan bagian pemasaran, pembuatan media komunikasi, sosialisasi restrukturisasi kredit, serta membuka potensi top up bagi debitur existing ZBOHNFNJMJLJSJXBZBULSFEJUZBOHTFIBU b. Pengembangan infrastruktur JCJEBOHQFOHFNCBOHBOJOGSBTUSVLUVS EJBOUBSBOZB EJMBLVLBO EFOHBO NFOZJBQLBO QFOEJEJLBO CBHJ BDDPVOU PGmDFS , 2 pengembangan loan origination system, 3 pengembangan waroeng bjb. D 1FOFUSBUJPOPGUIFHSPVQPGQFPQMFUIBUOPUZFUSFBDIFE CZUIFBOL d. Collaborate with government agencies in charge of MSME. 5BSHFUTUPCFBDIJFWFEGSPNUIFTUSBUFHJDQSPHSBNBSF B SFBUF BOE FTUBCMJTI iMPZBMw DVTUPNFST UIVT QBWJOH UIF XBZ GPS EFWFMPQJOH DVTUPNFS CVTJOFTT JO B sustainable manner given their characters are more maintained than new customers. b. Cultivate the potential of prospective customers in the TPDJFUZBOEDPNNVOJUZ c. Integrate the efforts of maintenance of existing DVTUPNFSTXJUIQSFDVTUPNFSFUXPSLJOH d. Together with the Government becomes an entrepreneurial empowerment agent. 5IF UBSHFU PG 145 JT FTQFDJBMMZ UIF DVTUPNFST GSPN existing customers, which amounted to 50. The rest is the result of cooperation with the government 30 and UISPVHIDPNNVOJUZEFWFMPQNFOU 2. Another strategic plan that will support the efforts to BDIJFWFUIFUBSHFUTBSF B OUIFmFMEPGDPNNVOJDBUJPOTBOENBSLFUJOH 5IJT TUSBUFHZ BNPOH PUIFST XJMM CF DPOEVDUFE through gathering with the help of marketing, creation of communication media, dissemination of loan restructuring, as well as opening the potential of top- VQTGPSUIFFYJTUJOHEFCUPSTXJUIIFBMUIZDSFEJUIJTUPSZ b. Infrastructure development The development of infrastructure will be conducted CZ QSFQBSJOH UIF FEVDBUJPO GPS BDDPVOU PGmDFST UIFEFWFMPQNFOUPGMPBOPSJHJOBUJPOTZTUFN UIF development waroeng bjb. MICRO 152 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO MIKRO c. Jaringan kerja sama 6OUVL KBSJOHBO LFSKB TBNB EJ BOUBSBOZB EJMBLVLBO dengan Pemerintah Pusat dalam hal ini Kementerian 5FLOJT EBO 1FNFSJOUBI 1SPWJOTJ +BXB BSBU BNVO tetap terbuka kemungkinan untuk kerja sama dengan pihak atau lembaga lain. d. Pemilihan nasabah Perusahaan juga akan melakukan pemetaan potensi LSFEJUQSPHSBNEJXJMBZBILFSKBCBOL bjb dan menjaga hubungan baik dengan debitur existing kelolaan Kredit Program. Selain itu, bank bjb akan melakukan QFOFUSBTJQBEBKBSJOHBOLPQFSBTJZBOHNFNJMJLJLJOFSKB baik setelah melakukan analisis data dari Dinas Koperasi. Pada saat bersamaan, bank bjb akan menghentikan TFNFOUBSB QFOZBMVSBO stop selling bagi Cabang ,1ZBOH1-OZBEJBUBTFOHBOCFHJUV EBQBU MFCJIGPLVTEBMBNNFOVSVOLBOUJOHLBU1-TFSUBUFUBQ secara pro aktif dalam melakukan penagihan. e. Pengembangan produk 5BL LBMBI QFOUJOHOZB EBMBN SBOHLB NFOJOHLBULBO kinerja usaha di bidang mikro, bank bjb akan terus melakukan inovasi pengembangan produk agar sesuai dengan kebutuhan nasabah. c. Cooperation network Cooperation network will be established with the FOUSBM PWFSONFOU JO UIJT DBTF UIF .JOJTUSZ PG Technical and the local Government of West Java 1SPWJODFPXFWFS UIFQPTTJCJMJUZGPSDPPQFSBUJPOXJUI other institutions remains to be opened. d. Customer selection 5IF DPNQBOZ XJMM BMTP DPOEVDU DSFEJU QPUFOUJBM mapping program in the working areas of bank bjb and maintain good relationships with the existing EFCUPSTNBOBHFECZUIFSFEJU1SPHSBNOBEEJUJPO the bank bjb will penetrate the cooperative network XJUIHPPEQFSGPSNBODFBGUFSUIFBOBMZTJTPGEBUBGSPN the Department of Cooperatives is conducted. At the same time, the bak bjb XJMMUFNQPSBSZTVTQFOE the disbursement stop selling for BranchesKCP with 1-BCPWFZEPJOHTP UIFBOLDBOCFNPSF GPDVTFEPOMPXFSJOHUIFMFWFMPG1-BOESFNBJOQSP active in collection. e. Product development RVBMMZ JNQPSUBOU JO PSEFS UP JNQSPWF CVTJOFTT QFSGPSNBODF JO UIF mFME PG NJDSP CBOL bjb will continue to innovate the development of products to suit customer needs. 153 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data MICRO 154 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO INTERNASIONAL TRESURI INTERNATIONAL TREASURY 155 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data INTERNASIONAL bank bjb NFOBXBSLBO MBZBOBO BLUJWJUBT QFSCBOLBO NFMBMVJ produk transaksi Trade Finance and Services dan remittance ZBOH EJEVLVOH PMFI CBOL LPSFTQPOEFO Depository Correspondent, dengan 22 PTUSP DDPVOU TFSUB counterparties BOLTBOEPOBOLT , agen remitansi di 4 negara Asia, serta kerja sama strategis dengan berbagai pihak. Di tahun 2014, fee based income ZBOH EJQFSPMFI EBSJ aktivitas Trade Finance and Services EBO3FNJUBOTJCFSIBTJM NFODBUBULBO QFODBQBJBO NFMFCJIJ UBSHFU ZBOH EJUFUBQLBO BMJOJEJEVLVOHPMFICFSCBHBJGBLUPS BOUBSBMBJOQFSCBJLBO MBZBOBO JOGSBTUSVLUVS QSPNPTJ EBMBN CFSCBHBJ LFHJBUBO ZBOH NFOEVLVOH QFOJOHLBUBO USBOTBLTJ QFSEBHBOHBO EBO SFNJUBOTJTFSUBBEBOZBUBSHFUNBSLFUCBSVNFMBMVJUSBOTBLTJ kepada nasabah maupun counterparty bank. Trade Finance bank bjb NFOBXBSLBO CFSCBHBJ QSPEVL EBO MBZBOBO LPNQSFIFOTJG CBHJ QBSB QFOHVTBIB ZBOH CFSHFSBL EBMBN CJEBOH VTBIB ZBOH CFSLBJUBO EFOHBO FLTQPS JNQPS QFSEBHBOHBO MPLBM NBVQVO VTBIB MBJOOZB 1SPEVL CBOL INTERNATIONAL bank bjb offers banking services through the product Trade Finance and Services transactions and remittance supported CZDPSSFTQPOEFOUCBOLT FQPTJUPSZPSSFTQPOEFOU XJUIPTUSPDDPVOUT BOEDPVOUFSQBSUJFT BOLTBOE POBOLT SFNJUUBODFBHFOUTJOTJBODPVOUSJFT BTXFMMBT strategic alliances with various parties. In 2014, fee-based income derived from Trade Finance BOE 4FSWJDFT BT XFMM BT 3FNJUUBODF NBOBHFE UP SFDPSE BO BDIJFWFNFOUFYDFFEJOHUIFUBSHFUTFU5IJTJTTVQQPSUFECZ B WBSJFUZ PG GBDUPST BNPOH PUIFST TFSWJDFT JNQSPWFNFOU JOGSBTUSVDUVSF QSPNPUJPOJOBWBSJFUZPGBDUJWJUJFTUIBUTVQQPSU the increase of trade transactions and remittance as well as the new target market through transactions to the bank’s customers and counterparties. Trade Finance bank bjb offers a comprehensive range of products and services for entrepreneurs engaged in activities related to exports and imports, local trade and other businesses. bank bjb TQSPEVDUTDBOCFVTFEBTMPOHBTUIFQBZNFOUNFUIPE 156 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bjb CJTB EJNBOGBBULBO TFQBOKBOH NFUPEF QFNCBZBSBOOZB menggunakan Letter of Credit LC ataupun Surat Kredit FSEPLVNFOBMBNFHFSJ 4, BUBVQVO guarantee dan Standby Letter of Credit ZBOH NFOHBDV LFQBEB LFUFOUVBO JOUFSOBTJPOBM ZBOHEJBOUBSBOZB t 1FOFSCJUBO-4, • Collection -4, t FHPTJBTJ • Diskonto • Shipping Guarantee • Guarantee • Standby Letter of Credit 5JEBLIBOZBJUV CBHJQBSBQFOHVTBIBZBOHEBMBNNFOKBMBOLBO LFHJBUBO VTBIBOZB UJEBL NFOHHVOBLBO TLFNB QFNCBZBSBO dengan menggunakan Letter of Credit maka dapat ditawarkan CFSCBHBJMBZBOBOUSBOTBLTJ EJBOUBSBOZB • Open Account Financing • Bill Collection Financing Guna terus meningkatkan pertumbuhan bisnis dan peningkatan fee based income, selain mendorong aktivitas USBEFmOBODF dan remitansi pada tahun 2014, peran Financial Institution sebagai salah satu QSPmU DFOUFS dalam bisnis perbankan terus dikembangkan, melalui pemasaran produk QSPEVLBOUBSCBOL5SBOTBLTJBOUBSCBOLZBOHTBBUJOJTVEBI berjalan dan memberikan kontribusi terhadap peningkatan fee based income adalah produk Guarantee under Counter Guarantee dan Counterparty Bank Trade Financing ZBOH UFMBINFODBUBULBOWPMVNFUSBOTBLTJZBOHDVLVQTJHOJmLBOEJ banding tahun 2013. Trade Financing BOUBSCBOL UFSTFCVU NFNJMJLJ QPUFOTJ ZBOH cukup besar sebagai kontributor penambah fee based income. Produk ini diharapkan juga dapat membawa bank bjb TFKBKBSEFOHBOCBOLCBOLCFTBSMBJOOZBEBMBNCJEBOH Trade Finance and Services. Produk Remitansi Selain melalui produk USBEFmOBODF EBMBNVQBZBNFOEVLVOH pencapaian fee based TFSUB NFNCFSJLBO QFMBZBOBO QSJNB LFQBEB NBTZBSBLBU MVBT QSPEVL SFNJUBOTJ UFSVT NFOFSVT dikembangkan dan dipromosikan agar dapat dimanfaatkan PMFI NBTZBSBLBU MVBT ZBOH NFNFSMVLBO MBZBOBO QFSCBOLBO uses the Letter of Credit LC or Letter of Credit with Domestic PDVNFOUBUJPO 4, PS HVBSBOUFFT BOE TUBOECZ MFUUFS of credit, which refers to the international regulations, which JODMVEF t 1VCMJTIJOH-4, t PMMFDUJPO-4, t FHPUJBUJPO • Discount • Shipping Guarantee • Guarantee t 4UBOECZ-FUUFSPGSFEJU PU POMZ UIBU GPS FOUSFQSFOFVST DPOEVDUJOH UIF CVTJOFTT operation without the Letter of Credit as the scheme of QBZNFOU UIFBOLPGGFSTBXJEFSBOHFPGUSBOTBDUJPOTFSWJDFT JODMVEJOH • Open Account Financing • Bill Collection Financing To enhance business growth and increase fee-based income, JO BEEJUJPO UP FODPVSBHJOH USBEF mOBODF BOE SFNJUUBODF JO UIFSPMFPGUIFJOBODJBMOTUJUVUJPOBTPOFPGUIFQSPmU centres in the banking business continues to be develop, through the marketing of products among banks. The interbank USBOTBDUJPOT XIJDI BSF DVSSFOUMZ SVOOJOH BOE DPOUSJCVUJOH to the increase of fee-based income are Guarantee under PVOUFSVBSBOUFFBOEPVOUFSQBSUZBOL5SBEFJOBODJOH XIJDI SFDPSEFE TJHOJmDBOU USBOTBDUJPO WPMVNF DPNQBSFE UP UIFZFBS The interbank Trade Financing has considerable potential as a contributor to enhance fee-based income. This product is also expected to bring bank bjb equal with other major banks in the mFMEPG5SBEFJOBODFBOE4FSWJDFT Remittance Products O BEEJUJPO UISPVHI USBEF mOBODF QSPEVDUT JO UIF FGGPSU UP support the achievement of fee-based and provide excellent services to the general public, remittance products are DPOUJOVPVTMZEFWFMPQFEBOEQSPNPUFEGPSUIFCFOFmUPGUIF XJEFSDPNNVOJUZXIPSFRVJSFCBOLJOHTFSWJDFTJOUIFSFNPUF INTERNASIONAL TRESURI 157 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data sampai ke pelosok daerah. Produk remitansi tersebut mencakup bjb transfer valas, Western Union, maupun bjb quickcash. Produk bjb quickcash NFSVQBLBO TJTUFN ZBOH EJCBOHVO secara internal oleh bank bjb. Produk ini akan diintegrasikan EFOHBO TJTUFN SFNJUBOTJ ZBOH EJNJMJLJ PMFI BHFO SFNJUBOTJ di empat 4 negara, sehingga memberikan keleluasaan LFQBEBQFOHJSJNVBOHEJMVBSOFHFSJVOUVLNFNJMJIMBZBOBO penerimaan uang di dalam negeri melalui cash to cash, cash to bjb account, cash to non bjb account. bank bjb CFSIBSBQ EBQBU NFNCFSJLBO LFOZBNBOBO bertransaksi dengan menggunakan bjb quickcash bukan IBOZB LFQBEB OBTBCBI UFUBQJ KVHB LFQBEB BHFO SFNJUBOTJ ZBOHBLBOCFLFSKBTBNBEFOHBOCBOL bjb BMJUVEJXVKVELBO EFOHBO EJMBLVLBOOZB QFOHFNCBOHBO TJTUFN TFDBSB berkesinambungan agar dapat memenuhi ekspektasi dari para remitting agent ZBOHCFLFSKBTBNB TFIJOHHBLFHJBUBO SFNJUBOTJ BLBO NFOKBEJ MFCJI FGFLUJG FmTJFO EBO EBQBU diandalkan. JOHHB TBBU JOJ QFOHFNCBOHBO ZBOH CFSLFTJOBNCVOHBO tersebut telah berhasil menampilkan berbagai alternatif solusi ZBOHEBQBUEJNBOGBBULBOPMFIQBSB remitting agent rekanan bank bjb sesuai dengan kebutuhan. Mulai dari Desktop Solution, Host to Host EBOZBOHNBTJIUFOHBIEJLFNCBOHLBO ZBJUV Web Portal. Perusahaan berpandangan bahwa bisnis dalam bidang remitansi cukup menjanjikan. Karena itu, persaingan baik dengan bank maupun non bank menjadi semakin ketat. Dalam LPOUFLTJOJMBI QSPNPTJNFOKBEJBLUJWJUBTZBOHTBOHBUQFOUJOH QFSBOOZB UFSVUBNBEBMBNIBMQFOJOHLBUBO brand awareness produk remittance bank bjb. STRATEGI .FOHJOHBU QFSTBJOHBO ZBOH TFNBLJO LFUBU LIVTVTOZB EJ bidang remitansi, bank bjb telah merealisasikan serangkaian TUSBUFHJ BHBS MBZBOBO ZBOH EJCFSJLBO 1FSVTBIBBO UFUBQ NFNCFSJLBO LFOZBNBOBO CBHJ QFMBOHHBO TFLBMJHVT NFOJOHLBULBOQFOFUSBTJQBTBSFOHBOTFNBLJOCBOZBLOZB QFOHHVOB KBTB ZBOH EJUBXBSLBO PMFI QSPEVL JWJTJ Internasional ini, perolehan fee based income bank bjb juga dapat meningkat. BSFBT5IFSFNJUUBODFQSPEVDUTJODMVEFCKCGPSFJHODVSSFODZ transfers, Western Union, and bjb quickcash. bjb RVJDLDBTIJTBTZTUFNCVJMUJOUFSOBMMZCZCBOL bjb. This QSPEVDUXJMMCFJOUFHSBUFEXJUIUIFSFNJUUBODFTZTUFNPXOFE CZ UIF SFNJUUBODF BHFOUT JO GPVS DPVOUSJFT UIVT HJWJOH nFYJCJMJUZ GPS NPOFZ TFOEFST GSPN PWFSTFBT UP DIPPTF UIF TFSWJDFUPSFDFJWFUIFNPOFZJOUIFDPVOUSZUISPVHIDBTIUP cash, cash to bjb account, cash to a non bjb account. bank bjb hopes to provide the convenience of transacting XJUIUIFVTFPGCKCRVJDLDBTIOPUPOMZUPDVTUPNFST CVUBMTP to the remittance agents who will work with bank bjb. This is SFBMJ[FE UISPVHI UIF EFWFMPQNFOU PG UIF TZTUFN PO BO PO going basis in order to meet the expectations of the remittance agents working together with bank bjb, thus the activities of SFNJUUBODFXPVMECFNPSFFGGFDUJWF FGmDJFOUBOESFMJBCMF Until now, the continuous development has managed to EJTQMBZBWBSJFUZPGBMUFSOBUJWFTPMVUJPOTUIBUDBOCFVUJMJ[FEBT OFFEFECZUIFSFNJUUJOHBHFOUTQBSUOFSTPGCBOL bjb, starting GSPNFTLUPQ4PMVUJPO PTUUPPTU BOEUIFXFC1PSUBMXIJDI is still being developed. 5IF PNQBOZ CFMJFWFT UIBU UIF SFNJUUBODF CVTJOFTT JT promising. Therefore, the competition either with banks and OPOCBOLTBSFCFDPNJOHJODSFBTJOHMZTUSJOHFOUOUIJTDPOUFYU QSPNPUJPOCFDPNFTBOBDUJWJUZUIBUIBTBWFSZJNQPSUBOUSPMF FTQFDJBMMZ JO UFSNT PG JODSFBTJOH CSBOE BXBSFOFTT PG CBOL bjb’s remittance product. STRATEGY JWFOUIFJODSFBTJOHMZUJHIUDPNQFUJUJPO FTQFDJBMMZJOUIFmFME of remittance, bank bjb has realized a series of strategies GPS UIF TFSWJDFT QSPWJEFE CZ UIF PNQBOZ UP DPOUJOVF UP provide convenience for customers, while increasing market penetration. With the increasing number of users of services PGGFSFE CZ UIF OUFSOBUJPOBM JWJTJPOT QSPEVDUT CBOL bjb’s BDRVJTJUJPOPGGFFCBTFEJODPNFNBZBMTPJODSFBTF INTERNATIONAL TREASURY 158 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO FCFSBQBJOJTJBUJGZBOHEJKBMBOLBOTFQBOKBOHUBIVO EJ BOUBSBOZBBEBMBI

A. Pemasaran dan Promosi

Perusahaan senantiasa gencar memperkenalkan produk ZBOH EJNJMJLJ LFQBEB OBTBCBI ZBOH UFMBI BEB NBVQVO calon nasabah. Kegiatan pemasaran dan promosi dilakukan melalui beragam saluran komunikasi dan TUSBUFHJ ZBOHEJBOUBSBOZBBEBMBI

1. Produk Trade Finance

Kegiatan pemasaran untuk produk USBEF mOBODF , di BOUBSBOZBEJMBLVLBONFMBMVJ a. Gathering dengan nasabah dan calon nasabah QPUFOTJBM TFQFSUJ ,1. ,1. LPNVOJUBT CJTOJT BTPTJBTJ QFOHVTBIB ,BEJO 1. 11 ZBOHNFNJMJLJPSJFOUBTJUSBOTBLTJFLTQPSJNQPSEBO perdagangan dalam negeri. C .FNCFSJLBO FEVLBTJ LFQBEB NBTZBSBLBU luas, seperti bank bjb secara regular menjadi OBSBTVNCFS EJ CFSCBHBJ BDBSB ZBOH NFMJCBULBO para eksportir dan importir bekerja sama dengan Dinas perindustrian dan Perdagangan Jawa BSBU EJ TFMVSVI ,PUB EBO LBCVQBUFO EJ 8JMBZBI kerja bank bjb dan Kementrian Perdagangan TFSUBLIVTVTOZBZBOHEJTFMFOHHBSBLBOPMFIBMBJ Pelatihan. c. Mengembangkan jaringan bank koresponden dan counterparty untuk memperluas network. 4BBU JOJ UFMBI MFCJI EBSJ CBOL LPSFTQPOEFO dibuka dengan bank di berbagai negara maupun MFNCBHBLFVBOHBOOPOCBOLMBJOOZB E 4FMBJO JUV VOUVL NFOHPQUJNBMLBO QFSBOOZB sebagai QSPmU DFOUFS , Financial Institution TFDBSB CFSLFTJOBNCVOHBO CFSVQBZB VOUVL TFOBOUJBTB NFOBOHLBQ QFMVBOH CJTOJT ZBOH dapat meningkatkan fee based income BM JUV dilakukan melalui hubungan kerja sama dengan Counterparty.

2. Produk Remitansi

Beberapa kegiatan pemasaran di bidang remitansi ini EJMBLVLBOEJEBMBNEBOMVBSOFHFSJ NJTBMOZB a. kegiatan sponsorship 65 3 CFLFSKB TBNB EFOHBO ,POTVMBU +FOESBM 3FQVCMJL OEPOFTJB EJ POH,POH 4PNF PG UIF JOJUJBUJWFT VOEFSUBLFO EVSJOH UIF ZFBS BNPOHPUIFST

A. Marketing and Promotion

5IF PNQBOZ DPOUJOVPVTMZ JOUSPEVDFE QSPEVDUT UP UIF existing and prospective customers. Marketing and QSPNPUJPOBMBDUJWJUJFTXFSFDBSSJFEPVUUISPVHIBWBSJFUZPG DPNNVOJDBUJPODIBOOFMTBOETUSBUFHJFT XIJDIJODMVEFE

1. Products Trade Finance

.BSLFUJOH BDUJWJUJFT GPS UIF USBEF mOBODF QSPEVDUT JODMVEFE a. Gathering with customers and potential customers, TVDI BT ,1. ,1. CVTJOFTT DPNNVOJUZ business associations, The Chamber of Commerce, 1. 11XJUIUIFPSJFOUBUJPOPGFYQPSUJNQPSU transactions and domestic trade. C EVDBUF UIF HFOFSBM QVCMJD BNPOH PUIFST CZ SFHVMBSMZCFJOHUIFHVFTUTQFBLFSBUWBSJPVTFWFOUT involving exporters and importers in collaboration XJUIUIFFQBSUNFOUPGOEVTUSZBOEPNNFSDFPG West Java in all of the cities and districts in the work areas of bank bjb BOEUIF.JOJTUSZPGPNNFSDF BOEJOQBSUJDVMBSPSHBOJ[FECZUIF5SBJOJOHFOUSF c. Develop a network of correspondent banks and DPVOUFSQBSUJFT UP FYQBOE UIF OFUXPSL VSSFOUMZ NPSFUIBODPSSFTQPOEFOUCBOLTBSFPQFOFE with banks in various countries and other non-bank mOBODJBMJOTUJUVUJPOT E OBEEJUJPO UPPQUJNJ[FJUTSPMFBTBQSPmUDFOUFS JOBODJBMOTUJUVUJPODPOUJOVPVTMZTUSJWFUPDBQUVSF business opportunities that can increase fee- based income. This was performed through a cooperative relationship with the Counterparties.

2. Remittance Products

4PNF PG UIF NBSLFUJOH BDUJWJUJFT JO UIF mFME PG SFNJUUBODFQFSGPSNFEEPNFTUJDBMMZBOEBCSPBEXFSF B 3 OOJWFSTBSZ PNNFNNPSBUJPO TQPOTPSTIJQ JO collaboration with the Consulate General of the 3FQVCMJDPGOEPOFTJBJOPOH,POH INTERNASIONAL TRESURI 159 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data b. Pemasaran bersama Agent Remittance di Singapura. c. Kerja sama dengan Kementerian Tenaga Kerja dan Transmigrasi Indonesia melakukan edukasi mengenai produk-produk perbankan, terutama remitansi kepada TKI Purna TKI dan keluarga 5, ZBOH QBEB QFMBLTBOBBOZB CFLFSKB TBNB dengan instansi pemerintah seperti Kementerian 5FOBHB,FSKB JTOBLFSUSBOT+BXBBSBU 15, EBO8PSMEBOLZBOHUFMBIEJMBLVLBOEJ UVKVI MPLBTJ LBOUPOH 5, ZBJUV FOQBTBS JSFCPO 3BOHLBT BOKBS 5BTJL JCVCVSEBO4VLBCVNJ

B. Pengembangan Infrastruktur

6OUVLNFOEVLVOHVQBZBCBOL bjb NFNCFSJLBOMBZBOBO prima kepada nasabah, Divisi Internasional terus NFNQFSLVBU EBO NFNBOUBQLBO JOGSBTUSVLUVSOZB ZBOH EJMBLVLBO QBEB QFOHFNCBOHBO BQMJLBTJ MBZBOBO EBO TVNCFSEBZBNBOVTJB

1. Infrastruktur di Bidang Trade Finance dan Jasa

Penanganan dokumen USBEF mOBODF dan jasa ZBOH EJMBLVLBO TFDBSB UFSQVTBU TFKBL UBIVO Pengelolaan transaksi operasional dilaksanakan oleh checker EBO BOBMJT ZBOH CFSQFOHBMBNBO EJ CJEBOH USBEFmOBODF dan jasa, sehingga semakin memberikan OJMBJ UBNCBI EBMBN NFNCFSJLBO QFMBZBOBO QSJNB kepada nasabah bank bjb sesuai dengan komitmen bank. Untuk itu bank bjb sedang melakukan QFOHFNCBOHBO TJTUFN 5 1MVT ZBOH EJIBSBQLBO dapat segera diimplementasikan termasuk rencana NFOFSBQLBO 4FSUJmLBTJ 40 EBMBN NFNCFSJLBO QFMBZBOBO LFQBEB OBTBCBI HVOB NFOJOHLBULBOEBZBTBJOH

2. Infrastruktur di Bidang Remitansi bjb quickcash

Pengembangan Aplikasi bjb quickcash juga dilakukan secara terus menerus untuk mewujudkan bisnis model SFNJUBOTJ ZBOH TFNBLJO EBQBU EJBOEBMLBO JOHHB akhir tahun 2014, alternatif solusi Host to Host terus dikembangkan disesuaikan dengan kebutuhan agar dapat lebih optimal dan user friendly. Selain itu, pengembangan aplikasi bjb quickcash melalui mekanisme Web Portal juga sedang dalam proses QFOHFNCBOHBO EBOSFODBOBOZBQBEBUBIVO akan dikembangkan alternatif solusi melalui Online Solution. C +PJOU NBSLFUJOH XJUI UIF 3FNJUUBODF HFOU JO Singapore. D PPQFSBUJPO XJUI UIF .JOJTUSZ PG .BOQPXFS BOE Transmigration Indonesia to educate about CBOLJOH QSPEVDUT NBJOMZ SFNJUUBODF UP UIF Indonesian Workers TKI ex-TKI and their families in collaboration with the government agencies such BTUIF.JOJTUSZPG-BCPVS UIFPBSEPG.BOQPXFS and Transmigration of West Java Disnakertrans, 15, BOE UIF 8PSME BOL QFSGPSNFE JO TFWFO MPDBUJPOT OBNFMZ FOQBTBS JSFCPO 3BOHLBT BOKBS 5BTJL JCVCVSBOE4VLBCVNJ

B. Development of Infrastructure

To support the efforts of bank bjb to provide excellent servicea to customers, the International Division continued UP TUSFOHUIFO BOE TPMJEJGZ JUT JOGSBTUSVDUVSF UISPVHI UIF development of application of services and human resources. ,QIUDVWUXFWXUH LQ WKH ÀHOG RI 7UDGH LQDQFH DQG Services 5IFIBOEMJOHPG5SBEFmOBODFEPDVNFOUTBOETFSWJDFT JTQFSGPSNFEDFOUSBMMZTJODF.BOBHFNFOUPGUIF USBOTBDUJPOT JT DBSSJFE PVU CZ DIFDLFS BOE BOBMZTUT FYQFSJFODFEJOUIFmFMEPGUSBEFmOBODFBOETFSWJDFT thus providing added value in providing excellent services to customers of bank bjb in accordance with the Bank’s commitments. To that end, bank bjb JT DVSSFOUMZ EFWFMPQJOH UIF 5 1MVT TZTUFN XIJDI is expected to be implemented including the plan UP BQQMZ 40 JO QSPWJEJOH TFSWJDFT UP customers in order to increase competitiveness.

2. Infrastructure in Remittance bjb quickcash

The development of bjb quickcash application is also QFSGPSNFE DPOUJOVPVTMZ UP SFBMJ[F BO JODSFBTJOHMZ reliable business model of remittance. Until the end of UIFBMUFSOBUJWFTPMVUJPOPGPTUUPPTUDPOUJOVFT to be developed adapted to the needs in order to CF NPSF PQUJNBM BOE VTFS GSJFOEMZ O BEEJUJPO UIF development of bjb quickcash through the web portal mechanism is also in the process of development, and in 2015 the Online Solution the will be develop as an alternative solution. INTERNATIONAL TREASURY 160 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

C. Pengembangan Layanan

1. Komitmen untuk memberikan service excellent terhadap nasabah, dengan selalu mengedepankan SLA Service Level Agreement dalam memberikan QFMBZBOBO 1FOHFMPMBBO 0QFSBTJPOBM Trade Finance TFDBSB UFSQVTBU NFNCFSJLBO CFOFmU CFSVQB standardisasi dan konsistensi terhadap pemenuhan SLA dalam penanganan transaksi perdagangan. ,PNJUNFO VOUVL NFNCFSJLBO QFMBZBOBO QSJNB kepada nasabah remitansi melalui optimalisasi fungsi Unit CSC Customer Service Care untuk penanganan complaint handling. 3. Melaksanakan fungsi advisory untuk memberikan TPMVTJUFSCBJLMBZBOBOQFSCBOLBOUFSLBJUUSBEFmOBODF bagi nasabah. 1FOBNCBIBO KBSJOHBO TFSUB TJTUFN ZBOH UFSVT dikembangkan untuk dapat mendukung transaksi bjb quickcash EBMBNNFOKBOHLBVOBTBCBIZBOHCFSBEB di daerah.

D. Proses Bisnis

1FOZFNQVSOBBO QSPTFT CJTOJT NFMBMVJ QFSTJBQBO JNQMFNFOUBTJTFSUJmLBTJ40

C. Development of Services

1. We are committed to provide service excellence UP PVS DVTUPNFST CZ BMXBZT QSJPSJUJ[JOH UIF 4- Service Level Agreement in providing services. The centralized management of Trade Finance operations QSPWJEFT CFOFmUT JO UIF GPSN PG TUBOEBSEJ[BUJPO BOE DPOTJTUFODZPOUIFDPNQMJBODFUP4-JOUIFIBOEMJOH of trade transactions. 2. The commitment to provide excellent service to the remittance customers through the optimization of the function of the CSC Unit Customer Service Care for the handling of complaint. BSSZ PVU BO BEWJTPSZ GVODUJPO UP QSPWJEF UIF CFTU TPMVUJPOTPGCBOLJOHTFSWJDFTSFMBUFEUPUSBEFmOBODF to our customers. 5IF BEEJUJPO PG OFUXPSLT BOE TZTUFN XIJDI BSF DPOTUBOUMZ EFWFMPQFE UP TVQQPSU CKC RVJDLDBTI transactions in reaching the customers in the regions.

D. Business Process

3FmOFNFOU PG UIF CVTJOFTT QSPDFTT UISPVHI UIF QSFQBSBUJPO PG UIF JNQMFNFOUBUJPO PG 40 DFSUJmDBUJPO INTERNASIONAL TRESURI 161 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data KINERJA 2014 Trade Finance 1FOHFNCBOHBOCJTOJTZBOHEJMBLVLBOTFQBOKBOHUBIVO UFMBI NFOVOKVLBO USFO ZBOH DVLVQ QPTJUJG BM JOJ EJUBOEBJ dengan kinerja bisnis USBEF mOBODF bank bjb ZBOH CFSIBTJM meraih total volume transaksi selama tahun 2014 mencapai WPMVNF NJMJBSUFSNBTVLEJEBMBNOZBWPMVNFUSBOTBLTJ antarbank. Bisnis Remitansi Kinerja pencapain target fee based remittance selama tahun 2014 secara keseluruhan mencapai 114,45 dari target. Pencapaian tersebut terjadi selaras dengan strategi QFNBTBSBO ZBOH UFMBI EJMBLVLBO TFMBNB UBIVO ZBJUV QFOBNCBIBO5FSNJOBMTVCBHFOU 13 BHFOEJMVBSOFHFSJ QSPNPTJQSPNPTJZBOHUFMBIEJMBLVLBOTFQBOKBOHUBIVO EBOCFSUBNCBIOZBKBSJOHBOLBOUPSCBOL bjb. 1FMBZBOBO SFNJUBOTJ CBOL bjb TBBU JOJ CJTB EJMBZBOJ EJ outlet. Seiring penambahan outlet ke depan, diharapkan semakin meningkatkan perolehan fee based dari bisnis remitansi. 2014 PERFORMANCE Trade Finance Business development conducted throughout 2014 has shown QPTJUJWFUSFOE5IJTXBTSFnFDUFECZUIFQFSGPSNBODFPGCBOL bjb T USBEF mOBODF XJUI B UPUBM USBOTBDUJPO WPMVNF PG billion throughout 2014, including the volume of interbank transactions. Remittance Business The achievement of the target of fee-based remittance during 2014 overall reached 114.45 of the target. The achievement XBTBMJHOFEXJUIUIFNBSLFUJOHTUSBUFHZUIBUIBTCFFODBSSJFE PVUEVSJOH OBNFMZUIFBEEJUJPOPG5FSNJOBMTVCBHFOU 13 PWFSTFBT BHFOUT QSPNPUJPOT DPOEVDUFE UISPVHIPVU 2014, and the increase of bank bjb PGmDFOFUXPSL bank bjb T SFNJUUBODF TFSWJDFT BSF DVSSFOUMZ TFSWFE JO outlets. The addition of outlets in the future is expected to further increase fee-based acquisition from the remittance business. INTERNATIONAL TREASURY 162 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO INTERNASIONAL TRESURI RENCANA 2015 Dalam rangka meningkatkan kinerja jasa pada unit usaha internasional, bank bjb UFMBI NFOZJBQLBO TFKVNMBI JOJTJBUJG ZBOHBLBOEJSFBMJTBTJLBOQBEBUBIVO 2015 PLAN In order to improve the performance of services in the international business unit, bank bjb prepared a number of JOJUJBUJWFTUIBUXJMMCFSFBMJ[FEJO OBNFMZ 163 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data INTERNATIONAL TREASURY TRESURI JWJTJ 5SFBTVSZ TFCBHBJ QFOHFMPMB MJLVJEJUBT CBOL TFDBSB keseluruhan, senantiasa terus meningkatkan aktivitas CJTOJTOZBEBMBNSBOHLBPQUJNBMJTBTJMJLVJEJUBTEBOQFOJOHLBUBO QFOEBQBUBO CBOL BNVO QBEB UBIVO 1FSVTBIBBO NFNBOEBOHTFCBHBJQFSJPEFZBOHQFOVIUBOUBOHBOEJQBTBS keuangan. Dari pasar domestik, suasana politik akibat Pemilu serta QFMFNBIBOQFSFLPOPNJBOOEPOFTJBEFOHBOUJOHHJOZBEFmTJU OFSBDB QFSEBHBOHBO UFMBI NFOEPSPOH LFOBJLBO JOnBTJ 4FNFOUBSB EBSJ QBTBS HMPCBM nVLUVBTJ QBTBS LFVBOHBO terutama disebabkan oleh rencana kenaikan suku bunga Amerika Serikat Fed Rate TFUFMBI CFSBLIJSOZB QSPHSBN stimulus ekonomi Quantitative Easing. Selain itu, pemerintah memutuskan untuk menaikan harga .CFSTVCTJEJTFCFTBS3QQFSMJUFSZBOHNFNCFSJLBO UFLBOBO JOnBTJ TFIJOHHB BOL OEPOFTJB NFOBJLBO Rate NFOKBEJTFCFTBS EJQFOHIVKVOHUBIVOBNVO demikian, kenaikan suku bunga acuan tersebut masih dalam LPSJEPS ZBOH UFSKBHB TFIJOHHB MJLVJEJUBT EBMBN BLUJWJUBT transaksi pasar uang antar bank tetap terjaga. Selain itu, dinamika nilai tukar rupiah terhadap dolar AS juga memberikan tantangan tersendiri bagi Perusahaan, LIVTVTOZB JWJTJ 5SFBTVSZ 4FCBC CBOL bjb harus menjaga LFTFJNCBOHBO EBMBN QFOHFMPMBBO NBUB VBOH LIVTVTOZB terkait dengan mata uang asing agar tidak menjadi beban Perusahaan. STRATEGI Di tengah Dinamika eksternal seperti itu, Perusahaan telah mengimplementasikan sejumlah inisiatif strategi demi menjaga kinerja bank bjb agar tetap sesuai dengan koridor. FCFSBQBJOJTJBUJGUFSTFCVU EJBOUBSBOZB

1. Lindung Nilai

Strategi lindung nilai hedging ini sejalan dengan LFCJKBLBO BOL OEPOFTJB EBO ,FNFOUFSJBO 6. ZBOH NFOHJNCBV BHBS LPSQPSBTJ BEBO 6TBIB .JMJL FHBSB 6. NFMBLVLBOUSBOTBLTJMJOEVOHOJMBJEBMBN mengelola nilai tukar dan suku bunga. TREASURY 5IF 5SFBTVSZ JWJTJPO BT UIF PWFSBMM NBOBHFS PG UIF BOLT MJRVJEJUZ BMXBZT JODSFBTFT JUT CVTJOFTT BDUJWJUJFT JO PSEFS UP PQUJNJ[FUIFBOLTMJRVJEJUZBOEJODSFBTFSFWFOVFPXFWFS UIF PNQBOZ TFFT BT B DIBMMFOHJOH QFSJPE JO UIF mOBODJBMNBSLFU In the domestic market, the political condition due to the presidential election and the weakening of the Indonesian FDPOPNZ EVF UP UIF IJHI EFmDJU PG UIF CBMBODF PG USBEF DBVTFEJOnBUJPOUPSJTF.FBOXIJMFJOUIFHMPCBMNBSLFU UIF nVDUVBUJPOTXJUIJOUIFmOBODJBMNBSLFUXBTNBJOMZDBVTFECZ UIFQMBOUPJODSFBTF64JOUFSFTUSBUFT FE3BUF BGUFSUIFFOE of the Quantitative Easing economic stimulus program. In addition, the Government decided to raise the price of TVCTJEJ[FE GVFM BU 3Q QFS MJUFS QSPWJEJOH JOnBUJPOBSZ QSFTTVSFDBVTJOHBOLOEPOFTJBUPSBJTFUIF3BUFUP BUUIFFOEPGPXFWFS UIFJODSFBTFJOUIFCFODINBSL interest rate still remained within a maintained corridor, thus MJRVJEJUZ XJUIJO UIF UIF JOUFSCBOL NPOFZ NBSLFU USBOTBDUJPOT was able to be maintained. VSUIFSNPSF UIF EZOBNJDT PG UIF FYDIBOHF SBUF PG 3VQJBI against the US dollar also provided a challenge for the PNQBOZ QBSUJDVMBSMZ UIF 5SFBTVSZ JWJTJPO CFDBVTF CBOL bjb CBOLTNVTUNBJOUBJOBCBMBODFJODVSSFODZNBOBHFNFOU QBSUJDVMBSMZ XJUI SFTQFDU UP GPSFJHO DVSSFODZ TP BT OPU UP CFDPNFBCVSEFOGPSUIFPNQBOZ STRATEGY O UIF NJETU PG TVDI FYUFSOBM EZOBNJDT UIF PNQBOZ implemented a number of strategic initiatives in order to maintain the bank bjb QFSGPSNBODFTPUIBUJUTUBZTXJUIJOUIF DPSSJEPS4PNFPGUIFTFJOJUJBUJWFTJODMVEF

1. Hedging

5IFTUSBUFHZPGIFEHJOHJTJOMJOFXJUIUIFQPMJDZPGBOL OEPOFTJB BOE UIF .JOJTUSZ PG 4UBUF0XOFE OUFSQSJTFT SOE to perform hedging transactions to manage exchange rate and interest rate. 164 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

2. Perluasan Jalur dan Sosialisasi

Sebagai tindak lanjut atas kebijakan lindung nilai, bank bjb NFMBMVJ JWJTJ 5SFBTVSZ MFCJI BLUJG NFNQFSMVBT forex dan derivative line. Kegiatan ini dilakukan dalam rangka mengamankan pengelolaan mata uang asing di bank bjb.

3. bjb TIP FX

6OUVL USBOTBLTJ WBMVUB BTJOH OBTBCBI JWJTJ 5SFBTVSZ NFNGBTJMJUBTJOZBEBMBNTJTUFN bjb 519BMJUVEJMBLVLBO untuk memenuhi kebutuhan pricing bagi nasabah secara real time.

4. Pelatihan

Perusahaan juga mengadakan pelatihan mengenai bjb TIP FX dan Treasury product LFQBEBLBSZBXBOCBOL bjb LIVTVTOZB BCBOH FWJTB TFIJOHHB EJIBSBQLBO EBQBU meningkatkan pemahaman dalam memasarkan produk Treasury LIVTVTOZBUSBOTBLTJWBMVUBBTJOHCBHJBCBOH Devisa.

5. Sosialisasi

4FMBJO JUV 1FSVTBIBBO NFMBMVJ JWJTJ 5SFBTVSZ KVHB melakukan sosialisasi ke cabang devisa dan juga nasabah mengenai Hedging instruments. Kegiatan ini diharapkan dapat membantu nasabah dalam mengelola risiko nilai tukar dan juga suku bunga seperti FX Forward, FX Swaps, Interest Rate Swaps dan Cross Currency Swaps mengingat potensi permintaan untuk melakukan transaksi lindung nilai hedging LIVTVTOZBEBSJOBTBCBILPSQPSBTJ 6.DVLVQUJOHHJ KINERJA 2014 JUFOHBICFSBHBNUBOUBOHBOZBOHUFSKBEJTFQBOKBOHUBIVO JWJTJ5SFBTVSZNBNQVNFNCVLVLBOQFOEBQBUBOZBOH DVLVQCBJL ZBJUVTFCFTBS3Q NJMJBSZBOHEJQFSPMFIEBSJ transaksi jual beli valas, surat berharga serta penempatan dana pada instrumen pasar uang. JWJTJ 5SFBTVSZ KVHB UFSVT NFOJOHLBULBO BLUJWJUBT QFOKVBMBO WBMVUB BTJOH EFOHBO NFNQFSCBOZBL customer based NFNCFSJLBO IBSHB ZBOH LPNQFUJUJG TFSUB UFSVT mengembangkan sistem bjb 519 ZBOH NFSVQBLBO electronic trading system ZBOHNFNQFSNVEBIUSBOTBLTJWBMBT nasabah di kantor cabang bank bjb. 2. Expansion Path and Socialization T B GPMMPXVQ UP UIF IFEHJOH QPMJDZ CBOL bjb through UIF 5SFBTVSZ JWJTJPO BDUJWFMZ FYQBOEFE UIF GPSFY BOE EFSJWBUJWF MJOFT 5IJT BDUJWJUZ XBT DBSSJFE PVU JO PSEFS UP TFDVSFGPSFJHODVSSFODZNBOBHFNFOUBUCBOL bjb. 3. bjb TIP FX 5IF 5SFBTVSZ JWJTJPO GBDJMJUBUFT DVTUPNFS GPSFJHO exchange transactions through bjb 519TZTUFN5IJTJT conducted to meet the customer’s needs of pricing in real time.

4. Training

5IF DPNQBOZ BMTP IFME USBJOJOHT PO bjb TIP FX and 5SFBTVSZQSPEVDUTGPSUIFCBOL bjb FNQMPZFFTFTQFDJBMMZJO the Foreign Exchange Branch. The trainings are expected UP JNQSPWF UIF VOEFSTUBOEJOH JO 5SFBTVSZ QSPEVDUT NBSLFUJOH FTQFDJBMMZ GPSFJHO FYDIBOHF USBOTBDUJPOT GPS the Foreign Exchange Branch.

5. Socialization

O BEEJUJPO UIF PNQBOZ UISPVHI UIF 5SFBTVSZ JWJTJPO also socialized the hedging instruments to the foreign exchange branches and also to the customers. This BDUJWJUZ JT FYQFDUFE UP BTTJTU DVTUPNFST JO NBOBHJOH foreign exchange and interest rate risks as well as FX PSXBSE 9 4XBQT OUFSFTU 3BUF 4XBQT BOE SPTT VSSFODZ 4XBQT DPOTJEFSJOH UIF QPUFOUJBM EFNBOE GPS IFEHJOHUSBOTBDUJPOTQBSUJDVMBSMZGSPN40DVTUPNFSTJT TJHOJmDBOUMZIJHI 2014 PERFORMANCE In the midst of the various challenges that arise throughout UIF5SFBTVSZJWJTJPOXBTBCMFUPSFDPSEBGBJSMZHPPE JODPNF BNPVOUJOH 3Q CJMMJPO FBSOFE GSPN CVZJOH and selling foreign currencies, securities and placements in NPOFZNBSLFUJOTUSVNFOUT 5IF5SFBTVSZJWJTJPOBMTPDPOUJOVFEUPJODSFBTFUIFTBMFTPG GPSFJHO DVSSFODJFT CZ JODSFBTJOH DVTUPNFS CBTF QSPWJEJOH competitive prices and continue to develop the bjb TIP-FX TZTUFN OBNFMZ UIF FMFDUSPOJD USBEJOH TZTUFN UIBU GBDJMJUBUF customer foreign exchange transactions in the branches. INTERNASIONAL TRESURI 165 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Transaksi Money Market Pengelolaan dan optimalisasi ekses likuiditas melalui transaksi pasar uang money market merupakan salah satu aktivitas JWJTJ5SFBTVSZZBOHNFNCFSJLBOQFOEBQBUBODVLVQUJOHHJ 4FQBOKBOH UBIVO QFOEBQBUBO ZBOH EJQFSPMFI NFMBMVJ transaksi money market TFCFTBS3Q NJMJBS Aktivitas money market ZBOHEJMBLVLBOBOUBSBMBJOQFOFNQBUBO melalui instrumen moneter Bank Indonesia, penempatan antar bank maupun optimalisasi melalui gapping. Saat ini bank bjb NFSVQBLBO TBMBI TBUV CBOL LPOUSJCVUPS +03 +BLBSUB Interbank Offered Rate ZBOHEJUVOKVLBOLOEPOFTJBVOUVL memberikan kuotasi suku bunga penawaran transaksi pasar uang antar bank di Indonesia. bank bjb sebagai kontributor +03 TFOBOUJBTB NFOEVLVOH UFSDJQUBOZB TVLV CVOHB BDVBO QBTBS VBOH ZBOH LSFEJCFM EBO EBQBU NFOEPSPOH perkembangan transaksi pasar uang antarbank. Sejalan dengan program Bank Indonesia dalam rangka pendalaman transaksi pasar uang, bank bjb juga aktif dalam melakukan transaksi repo dan reverse repo antarbank. Sejak EJUBOEBUBOHBOJOZB QFSKBOKJBO .JOJ .3 PMFI EFMBQBO bank pionir termasuk bank bjb pada akhir tahun 2013, terjadi peningkatan transaksi repo antarbank, mengingat transaksi repo NFSVQBLBOBMUFSOBUJGQFOEBOBBOZBOHnFLTJCFMEFOHBO TVLVCVOHBZBOHSFMBUJGSFOEBI JOHHB TBBU JOJ CBOL bjb telah melakukan kerja sama Mini .3EFOHBO UJHBQVMVIUJHB CBOLEBOWPMVNFUSBOTBLTJ repo dan reverse repo TFKBLEJMVODVSLBOOZB.JOJ.3IJOHHB TBBUJOJNFODBQBJ3Q USJMJVO Transaksi Fixed Income Pergerakan pasar obligasi pada periode semester I 2014 sangat dipengaruhi oleh kondisi politik di Indonesia menjelang Pemilu Presiden. Ketidakpastian akan kondisi politik ke EFQBOOZB NFOHBLJCBULBO yield PCMJHBTJ ZBOH EJIBSBQLBO JOWFTUPS QVO NFOJOHLBU BM JOJ NFSVQBLBO JNCBT QSPHSBN LBOEJEBU 1SFTJEFO EJ CJEBOH QFSFLPOPNJBO ZBOH LVSBOH direspons secara positif oleh investor asing. Pasar obligasi mulai cenderung mengalami penguatan VTBJ UFSQJMJIOZB +PLPXJ TFCBHBJ 1SFTJEFO OWFTUPS PQUJNJT OEPOFTJB EJ CBXBI QFNFSJOUBIBO ZBOH CBSV NBNQV NFOJOHLBULBOQFSUVNCVIBOFLPOPNJOZB,FCJKBLBOBXBMEBSJ Money Market Transactions YDFTT MJRVJEJUZ NBOBHFNFOU BOE PQUJNJ[BUJPO UISPVHI NPOFZ NBSLFU USBOTBDUJPOT JT POF PG UIF BDUJWJUJFT PG UIF 5SFBTVSZJWJTJPOXIJDIDPOUSJCVUFTTJHOJmDBOUMZIJHIJODPNF 5ISPVHIPVU UIFJODPNFFBSOFEUISPVHINPOFZNBSLFU USBOTBDUJPOTBNPVOUFEUP3QCJMMJPO 5IFNPOFZNBSLFUBDUJWJUJFTVOEFSUBLFOJODMVEFEQMBDFNFOUT UISPVHIBOLOEPOFTJBNPOFUBSZJOTUSVNFOUTBTXFMMBTJOUFS CBOLQMBDFNFOUTBOEPQUJNJ[BUJPOUISPVHIHBQQJOHVSSFOUMZ bank bjb JTPOFPGUIFDPOUSJCVUPSTPG+03 +BLBSUBOUFSCBOL 0GGFSFE3BUF BQQPJOUFECZBOLOEPOFTJBUPQSPWJEFJOUFSFTU SBUF RVPUBUJPO PG JOUFSCBOL NPOFZ NBSLFU USBOTBDUJPOT JO Indonesia. bank bjb BTBDPOUSJCVUPSPG+03BMXBZTTVQQPSUT UIFDSFBUJPOPGNPOFZNBSLFUCFODINBSLJOUFSFTUSBUFUIBUJT credible and can encourage the development of interbank NPOFZNBSLFUUSBOTBDUJPOT OMJOFXJUIBOLOEPOFTJBTQSPHSBNUPEFFQFONPOFZNBSLFU transactions, bank bjb BMTPBDUJWFMZQFSGPSNFEJOUFSCBOLSFQP and reverse repo transactions. Since the signing of the Mini .3 BHSFFNFOU CZ FJHIU QJPOFFS CBOLT JODMVEJOH CBOL bjb at the end of 2013, interbank repo transactions increased, DPOTJEFSJOH UIF SFQP USBOTBDUJPO JT B nFYJCMF mOBODJOH BMUFSOBUJWFXJUISFMBUJWFMZMPXJOUFSFTUSBUF 6OUJM OPX UIF BOL IBT FTUBCMJTIFE .JOJ .3 DPPQFSBUJPO XJUI UIJSUZUISFF CBOLTBOEUIFWPMVNFPGSFQPBOESFWFSTF SFQPUSBOTBDUJPOTTJODFUIFMBVODIPGUIF.JOJ.3VOUJMOPX SFBDIFE3QUSJMMJPO Fixed Income Transactions 5IF NPWFNFOU PG UIF CPOE NBSLFU JO UIF mSTU IBMG PG XBTTUSPOHMZJOnVFODFECZUIFQPMJUJDBMTJUVBUJPOJOOEPOFTJB BQQSPBDIJOH UIF 1SFTJEFOUJBM MFDUJPO 6ODFSUBJOUZ PWFS UIF GVUVSF QPMJUJDBM DPOEJUJPO DBVTFE JOWFTUPST CPOE ZJFME expectation to rise. This was because the economic programs PGUIFQSFTJEFOUJBMDBOEJEBUFTXFSFMFTTQPTJUJWFMZSFTQPOEFE CZGPSFJHOJOWFTUPST The bond market began to strengthen after Jokowi was elected President. Investors were optimistic that Indonesia will be able to improve its economic growth under the new government. 1SFTJEFOU +PLPXJT JOJUJBM QPMJDZ UP SFEVDF GVFM TVCTJEJFT JO INTERNATIONAL TREASURY 166 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Presiden Jokowi untuk mengurangi subsidi BBM pada kuartal IV 2014 direspon positif oleh pasar, sehingga meningkatkan harga obligasi dan menurunkan yield ZBOH EJIBSBQLBO investor. Pengelolaan likuiditas dan optimalisasi pendapatan melalui instrumen mYFEJODPNF dilakukan dengan penempatan dana pada surat berharga, baik obligasi pemerintah maupun obligasi korporasi di pasar perdana dan pasar sekunder serta melakukan tradingjual beli surat berharga. Total pendapatan ZBOHEJQFSPMFIEBSJUSBOTBLTJTVSBUCFSIBSHBTFQBOKBOHUBIVO NFODBQBJ3Q NJMJBS Transaksi Foreign Exchange JWJTJ5SFBTVSZUFSVTNFOJOHLBULBOBLUJWJUBTQFOKVBMBOLFQBEB nasabah existing dan nasabah baru, termasuk berperan aktif dalam transaksi forex swap interbank. Selama tahun 2014, volume transaksi forex swap NFODBQBJ 64 NJMJBS Revenue transaksi tersebut selama tahun 2014 mencapai 3Q NJMJBS 4FMBJOJUV JWJTJ5SFBTVSZKVHBEJVOEBOHPMFIBOLOEPOFTJB dalam pembahasan pasar valas domestik dan diminta aktif sebagai kontributor harga pasar valuta asing Dollar terhadap 3VQJBI EJ 5IPNTPO 3FVUFST EBO MPPNCFSH EBMBN SBOHLB QFOEBMBNBO QBTBS LFVBOHBO LIVTVTOZB USBOTBLTJ WBMVUB asing. RENCANA 2015 Pada tahun 2015, sejumlah indikator ekonomi dalam negeri ZBOH QFSLFNCBOHBOOZB QFSMV EJDFSNBUJ BOUBSB MBJO OFSBDB QFSEBHBOHBOEBOUJOHLBUJOnBTJ4FNFOUBSBUBOUBOHBOVUBNB dari pasar global, antara lain rencana kenaikan suku bunga Fed Rate ZBOH EJQFSLJSBLBO BLBO UFSKBEJ QBEB QFSUFOHBIBO UBIVO TFJSJOHEFOHBOUFSVTNFNCBJLOZBQFSFLPOPNJBO Amerika Serikat. Selain itu adalah rencana Bank Sentral Eropa ECB untuk memberikan stimulus dalam rangka meningkatkan perekonomian kawasan tersebut dengan melakukan pembelian obligasi kurang lebih sebesar USD1,3 triliun dalam QFSJPEF.BSFUIJOHHB4FQUFNCFS UIF GPVSUI RVBSUFS PG XBT SFTQPOEFE QPTJUJWFMZ CZ UIF NBSLFUUIFSFCZCPOEQSJDFTJODSFBTFEXIJDIMPXFSFEUIFZJFME FYQFDUFECZJOWFTUPST -JRVJEJUZ NBOBHFNFOU BOE JODPNF PQUJNJ[BUJPO UISPVHI mYFE JODPNF JOTUSVNFOUT XBT QFSGPSNFE CZ QMBDJOH GVOET in securities, both government bonds and corporate bonds JO UIF QSJNBSZ BOE TFDPOEBSZ NBSLFUT BT XFMM BT QFSGPSN TFDVSJUJFT USBEJOH CVZJOH BOE TFMMJOH 5PUBM JODPNF FBSOFE GSPN TFDVSJUJFT USBOTBDUJPOT EVSJOH UIF ZFBS SFBDIFE 3QCJMMJPO Foreign Exchange Transactions 5IF5SFBTVSZJWJTJPODPOUJOVFEUPJODSFBTFTBMFTBDUJWJUJFTUP FYJTUJOHBOEOFXDVTUPNFST JODMVEJOHBDUJWFMZQBSUJDJQBUJOH in the interbank foreign exchange transactions and swaps. During 2014, the volume of foreign exchange transactions BOETXBQTSFBDIFE64CJMMJPO5IFJODPNFGSPNUIFTF USBOTBDUJPOTEVSJOHSFBDIFE3QCJMMJPO OBEEJUJPO UIF5SFBTVSZJWJTJPOXBTJOWJUFECZBOLOEPOFTJB in the discussion of domestic foreign exchange market and XBT SFRVJSFE UP BDUJWFMZ QBSUJDJQBUF BT B DPOUSJCVUPS UP UIF GPSFJHOFYDIBOHFNBSLFUQSJDFPGUIFPMMBSBHBJOTU3VQJBI JO5IPNTPO3FVUFSTBOEMPPNCFSHJOPSEFSUPEFFQFOUIF mOBODJBMNBSLFU FTQFDJBMMZGPSFJHOFYDIBOHFUSBOTBDUJPOT 2015 PLAN In 2015, a number of domestic economic indicators must be observed, among others the balance of trade and the rate of JOnBUJPO.FBOXIJMFUIFNBJODIBMMFOHFTPGUIFHMPCBMNBSLFU JODMVEFUIFQMBOUPJODSFBTFFE3BUFXIJDIJTFYQFDUFEUP occur in mid-2015 along with the continued improvement of UIF64FDPOPNZ Furthermore, the European Central Bank’s ECB plans to QSPWJEF TUJNVMVT JO PSEFS UP CPPTU UIF SFHJPOT FDPOPNZ CZ purchasing bonds with the approximate value of USD1.3 USJMMJPOJOUIFQFSJPE.BSDIUP4FQUFNCFS INTERNASIONAL TRESURI 167 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data .FOHIBEBQJTJUVBTJUFSTFCVU SFODBOBZBOHBLBOEJKBMBOLBO PMFIJWJTJ5SFBTVSZEJBOUBSBOZB • Senantiasa melakukan analisa dan menerapkan strategi agar sejalan dengan perkembangan pasar dengan tetap menjaga likuiditas bank dan optimalisasi pendapatan melalui transaksi treasury. t 5FSVT NFOHFNCBOHLBO QSPEVL EBO MBZBOBO VOUVL mengakomodir kebutuhan nasabah dengan lebih baik. • Dalam rangka mendukung pendalaman transaksi pasar uang, bank bjb akan terus meningkatkan aktivitas transaksi QBTBS VBOH EBO .JOJ .3 EFOHBO NFOJOHLBULBO LFSKB TBNBEBONFMBLVLBOTPTJBMJTBTJ.JOJ.3BOUBSCBOL • bank bjb BLBONFOJOHLBULBOQFMBZBOBOEBOQFNBTBSBO produk treasury antara lain dengan memperluas customer based melalui kunjungan sales visit kepada nasabah eksisting dan potensial serta mengusulkan kepada unit terkait untuk memperoleh forex dan derivatives line. t JWJTJ 5SFBTVSZ BLBO NFMBLVLBO TPTJBMJTBTJ NFOHFOBJ transaksi valuta asing dan Hedging Instruments kepada OBTBCBIEBOLBOUPSDBCBOHUFSLBJUJWJTJ5SFBTVSZKVHB UFSVT NFOHFNCBOHLBO mUVSmUVS CBSV TJTUFN bjb TIP-FX generasi baru. • Pemasaran produk ritel lain seperti obligasi negara ritel akan dilakukan dengan memperhatikan potensi dan LPOEJTJQBTBSZBOHBEB BDJOHUIJTTJUVBUJPO UIF5SFBTVSZJWJTJPOQMBOTUPQFSGPSN UIFGPMMPXJOH t MXBZT QFSGPSN BOBMZTJT BOE JNQMFNFOU TUSBUFHJFT JO line with market developments while maintaining the BOLTMJRVJEJUZBOEJODPNFPQUJNJ[BUJPOUISPVHIUSFBTVSZ transactions. • Continue to develop products and services to better accommodate customers’ needs. t O PSEFS UP TVQQPSU UIF EFFQFOJOH PG NPOFZ NBSLFU transactions, bank bjb XJMM DPOUJOVF UP JODSFBTF NPOFZ NBSLFU USBOTBDUJPOT BOE .JOJ .3 CZ JODSFBTJOH QBSUOFSTIJQTBOETPDJBMJ[JOH.JOJ.3CFUXFFOCBOLT • bank bjb XJMM JNQSPWF USFBTVSZ QSPEVDUT TFSWJDFT BOE UIF NBSLFUJOH BNPOH PUIFST CZ FYQBOEJOH DVTUPNFS base through visits sales visit to existing and potential customers as well as provide recommendations to the relevant units to obtain foreign exchange and derivatives lines. t 5IF5SFBTVSZJWJTJPOXJMMDPOEVDUTPDJBMJ[BUJPOPGGPSFJHO FYDIBOHF USBOTBDUJPOT BOE FEHJOH OTUSVNFOUT UP DVTUPNFST BOE SFMBUFE CSBODIFT 5IF 5SFBTVSZ JWJTJPO will also continue to develop new features for the new generation of bjb 519TZTUFN • The marketing of other retail products such as the retail government bonds will be conducted with respect to the potential and existing market conditions. INTERNATIONAL TREASURY 168 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KPR MORTGAGE MORTGAGE FINANCIAL HOUSING 169 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data ,SFEJU 1FNJMJLBO 3VNBI EBO Mortgage merupakan fasilitas pinjaman terkait dengan kepemilikan properti, baik rumah tapak, apartemen, rumah toko, maupun rumah kantor, baik CBSV NBVQVO CFLBT BSJ TJTJ KBNJOBO TFMBJO QSPQFSUJ ZBOH EJCFMJCJTBKVHBUBOBILPTPOHZBOHBLBOEJCBOHVO Pada tahun 2014, kondisi bisnis properti nasional sedang kurang bergairah mengingat situasi perekonomian sedang NFOHBMBNJ QFSMBNCBUBO 4FKVNMBI JOEJLBUPS FLPOPNJ ZBOH NFNQFOHBSVIJCJTOJTQSPQFSUJKVHBNFOKBEJUBOUBOHBOZBOH harus dihadapi. OEJLBUPSEJNBLTVE NJTBMOZBQPTJTJOJMBJUVLBSSVQJBIUFSIBEBQ EPMBSNFSJLB4FSJLBU1FNFSJOUBINFMBMVJ11FSVCBIBO 2014 telah menetapkan kurs rupiah terhadap dolar AS TFCFTBS3QBNVOSFBMJTBTJOZB OJMBJSVQJBIKBVIMFCJI lemah dari target tersebut. Bank Indonesia mencatat bahwa SBUBSBUBLVSTTFCFTBS3QQFSEPMBS4 PVTJOH-PBOBOE.PSUHBHFJTBMPBOGBDJMJUZSFMBUFEUPUIF QSPQFSUZ PXOFSTIJQ PG IPVTFT BQBSUNFOUT TIPQT PGmDFT BOEPGmDFIPNFT CPUIOFXBOETFDPOEIBOEOUFSNTPGUIF HVBSBOUFF NBZCFJOUIFGPSNPGFNQUZMBOEJOBEEJUJPOUPUIF QSPQFSUZQVSDIBTFE In 2014, the national real estate business was less enthusiastic given the slowdown of the economic condition. A number of economic indicators which affect the real estate business also became a challenge to be faced. 0OFPGUIFJOEJDBUPSTSFGFSSFEJTUIFQPTJUJPOPG3VQJBIBHBJOTU the US Dollar. The Government through the 2014 State Budget NFOENFOUTTFUUIFFYDIBOHFSBUFPG3VQJBIBHBJOTUUIF64 EPMMBSBUUIFMFWFMPG3Q PXFWFS JOSFBMJ[BUJPO 3VQJBI was much weaker than the target. Bank Indonesia recorded UIFBWFSBHFFYDIBOHFSBUFXBT3Q QFS64PMMBS 170 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KPR MORTGAGE JMBJUVLBSJOJTBOHBUCFSQFOHBSVIUFSIBEBQCJBZBQSPEVLTJ LIVTVTOZB UFSLBJU EFOHBO CBIBO CBOHVOBO .FMFNBIOZB LVSTSVQJBICJTBCFSEBNQBLUFSIBEBQLFOBJLBOQSPQFSUJZBOH QBEBBLIJSOZBCFSJNQMJLBTJQBEBQFOVSVOBOEBZBCFMJ Kondisi tersebut diperburuk dengan kenaikan suku bunga acuan Bank Indonesia, BI rate 1BEBPWFNCFSBOL Indonesia menaikkan suku bunga acuan pada level 7,5. 4FUBIVO LFNVEJBO ZBJUV QBEB Rate kembali naik menjadi 7,75. Kenaikan suku bunga acuan sering kali diikuti dengan LFOBJLBO TVLV CVOHB QJOKBNBO QSPQFSUJ BM JOJ CFSQPUFOTJ NFOVSVOLBO EBZB CFMJ LPOTVNFO NBTZBSBLBU 5FSMFCJI MBHJ imbas dari aturan Bank Indonesia mengenai Loan to Value ratio, masih dirasakan oleh industri properti. ,POEJTJ ZBOH QFOVI UBOUBOHBO CBHJ JOEVTUSJ QSPQFSUJ ini membuat efek pada perlambatan sektor properti. Di BOUBSBOZB UFSDFSNJO EBSJ QFSMBNCBUBO LFOBJLBO IBSHB properti residensial berdasarkan hasil survei Bank Indonesia. Perlambatan ini terjadi pada harga properti residensial di semua tipe rumah pasar primer. BSJ TVSWFJ UFSTFCVU EJLFUBIVJ CBIXB TVNCFS QFNCJBZBBO konsumen untuk membeli properti masih didominasi oleh QFNCJBZBBO QFSCBOLBO 4FCBOZBL LPOTVNFO NFNBOGBBULBOLSFEJUQFNJMJLBOSVNBI ,13 TFCBHBJGBTJMJUBT QFNCJBZBBOEBMBNQFNCFMJBOQSPQFSUJSFTJEFOTJBM LIVTVTOZB pada rumah tipe kecil. Perlambatan kenaikan harga juga terjadi pada bisnis properti LPNFSTJBMBMJUVEJBOUBSBOZBEJTFCBCLBOPMFILPOEJTJQFMBLV VTBIB ZBOH NFOHBNCJM TJLBQ wait and see pasca Pemilu TFCFMVN NFMBLVLBO FLTQBOTJ VTBIB 3FTQPO ZBOH TBNB KVHB NFOHJOEJLBTJLBO BEBOZB QFSMBNCBUBO QFOKVBMBO MBIBO perkantoran ritel dan pusat perbelanjaan. 5IFFYDIBOHFSBUFBGGFDUTUIFDPTUPGQSPEVDUJPO QBSUJDVMBSMZ JO SFMBUJPO UP CVJMEJOH NBUFSJBMT 5IF XFBLFOJOH PG 3VQJBI NBZIBWFBOJNQBDUPOUIFJODSFBTFPGQSPQFSUZXIJDIJOUVSO cause the decline in purchasing power. 5IF DPOEJUJPO XBT XPSTFO CZ UIF SJTF PG BOL OEPOFTJBT CFODINBSL JOUFSFTU SBUF OBNFMZ UIF SBUF O PWFNCFS 2013 Bank Indonesia raised its benchmark interest rate at the MFWFMPGZFBSMBUFS JO SBUFSPTFBHBJOUP 5IFJODSFBTFJOCFODINBSLJOUFSFTUSBUFJTPGUFOGPMMPXFECZB SJTFJOUIFJOUFSFTUSBUFPGQSPQFSUZMPBO5IJTDPVMEQPUFOUJBMMZ reduce the consumer’s purchasing power. Moreover, the impact of Bank Indonesia regulation on Loan to Value ratio, XBTTUJMMQFSDFJWFECZUIFQSPQFSUZJOEVTUSZ 5IJTDIBMMFOHJOHDPOEJUJPOGPSUIFQSPQFSUZJOEVTUSZDBVTFEB TMPXEPXOPGUIFQSPQFSUZTFDUPS BNPOHPUIFSTSFnFDUFECZUIF TMPXEPXOJOUIFQSJDFJODSFBTFPGSFTJEFOUJBMQSPQFSUZCBTFE PO UIF TVSWFZ CZ BOL OEPOFTJB 5IJT TMPXEPXO PDDVSSFE UIFQSJDFPGSFTJEFOUJBMQSPQFSUZPGBMMUZQFTPGIPVTJOHJOUIF QSJNBSZNBSLFU SPN UIF TVSWFZ JU XBT GPVOE UIBU UIF TPVSDF PG DPOTVNFS mOBODJOH UP CVZ QSPQFSUZ XBT TUJMM EPNJOBUFE CZ CBOL mOBODJOHUPUBMPGPGDPOTVNFSTUPPLUIFIPVTJOH MPBO NPSUHBHF BTUIFmOBODJOHGBDJMJUZUPQVSDIBTFSFTJEFOUJBM QSPQFSUJFT QBSUJDVMBSMZTNBMMIPVTFT The slowdown of price increase also occurred in the DPNNFSDJBM QSPQFSUZ CVTJOFTT 5IJT XBT CFDBVTF CVTJOFTT QMBZFSTUPPLUIFJOJUJBUJWFUPXBJUBOETFFBGUFSUIFQSFTJEFOUJBM election before performing expansion. The same response BMTP JOEJDBUFE B TMPXEPXO JO UIF TBMFT PG SFUBJM PGmDFT BOE shopping centres. 171 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data MORTGAGE FINANCIAL HOUSING STRATEGI Dalam situasi seperti itu, bank bjb harus mengambil inisiatif TFKVNMBI MBOHLBI TUSBUFHJT 4BMBI TBUVOZB NFMBMVJ VQBZB NFOEPSPOH QSPEVL VOHHVMBO ZBJUV bjb ,13 1SPEVL JOJ UFSVUBNB EJUVKVLBO VOUVL UVKVBO QFNCFMJBO 3VNBI 5BQBL 1SJNBSZ Pilihan terhadap sejumlah langkah strategi ditujukan agar LJOFSKBQSPEVL,13EBO Mortgage CJTBCFSKBMBOTFTVBJZBOH direncanakan. Apalagi, di tengah tantangan cukup serius ZBOHIBSVTEJIBEBQJQBEBCJTOJTQSPQFSUJ ZBOHQBEBBLIJSOZB CFSJNCBTUFSIBEBQQFNCJBZBBOQSPQFSUJZBOHEJSFBMJTBTJLBO oleh perbankan, termasuk bank bjb. 4FKVNMBIJOJTJBUJGTUSBUFHJTZBOHEJBNCJMQBEBUBIVO EJ BOUBSBOZB

1. bjb KPR

1FOZBMVSBO bjb ,13 NFOKBEJ TBMBI TBUV GPLVT VUBNB dalam pertumbuhan portofolio kredit bjb ,13 Mortgage QBEBUBIVO6QBZBJOJEJMBLVLBO TFUJEBLOZBVOUVL NFNQFSUBIBOLBO LJOFSKB 1FSVTBIBBO EJ TFLUPS ,13 dan Mortgage. Selain itu, inisiatif tersebut sekaligus membuktikan bahwa bank bjb mendukung dan NFNCFSJLBO LFNVEBIBO NBTZBSBLBU EBMBN LFQFNJMJLBO properti.

2. Media Promosi

.FNBLTJNBMLBO NFEJB QSPNPTJ ZBOH EJNJMJLJ PMFI CBOL bjb EJ BOUBSBOZB NFMBMVJ Talkshow EJ 3BEJP BTJPOBM Daerah, Iklan di media masa, Iklan Billboard, Media Sosial seperti Twitter infobank bjb, Facebook bankbjb PGmDJBM TFSUBCFSCBHBJFWFOUZBOHEJTFMFOHHBSBLBOPMFICBOL bjb maupun pihak eksternal.

3. Kerja Sama Pemasaran

Terdapat beberapa program marketing dengan pihak pengembang, dimana hal tersebut dapat meningkatkan portofolio bjb ,13 Mortgage terutama produk bjb ,13

4. Suku Bunga

4VLV CVOHB ZBOH EJUBXBSLBO VOUVL QSPEVL bjb ,13 Mortgage masih cukup bersaing dengan pilihan waktu bunga tetap mYFE ZBOHDVLVQWBSJBUJGOJTJBUJGJOJNFOKBEJ QFOUJOH NFOHJOHBUMJLVJEJUBTQFSCBOLBOQBEBVNVNOZB masih ketat pada tahun 2014. STRATEGY In such situation, bank bjb must perform a number of strategic NFBTVSFT BNPOH PUIFST CZ QSPNPUJOH UIF BOLT GFBUVSFE QSPEVDUOBNFMZ bjb ,135IJTQSPEVDUJTQSJNBSJMZJOUFOEFE GPSUIFQVSDIBTFPG1SJNBSZPVTFT The strategic measures were taken in order for the performance PG,13BOE.PSUHBHFQSPEVDUUPCFBTQMBOOFE FTQFDJBMMZJO the middle of the challenges in the real estate business which JO UVSO JNQBDU PO UIF SFBMJ[FE QSPQFSUZ mOBODJOH CZ CBOLT including bank bjb. 5IFTUSBUFHJDJOJUJBUJWFTQFSGPSNFEJOXFSF

1. bjb KPR

The distribution of bjb ,13 CFDBNF POF PG UIF NBJO focuses in the growth of bjb ,13.PSUHBHFMPBOQPSUGPMJP in 2014. The effort was conducted at least to maintain the PNQBOZTQFSGPSNBODFJOPVTF-PBOBOE.PSUHBHFO addition, the initiative proved that bank bjb supported and GBDJMJUBUFEUIFDPNNVOJUZUPPXOQSPQFSUJFT

2. Media Promotion

bank bjb maximized its promotion media including through 5BMLTIPXTJOBUJPOBMBOE3FHJPOBM3BEJPT BEWFSUJTFNFOU in mass media, Billboard Advertising, Social Media such as Twitter infobank bjb, Facebook bankbjb PGmDJBM BT XFMMBTFWFOUTPSHBOJ[FECZCBOL bjb and external parties. 3. Cooperation Marketing There were several marketing programs in cooperation XJUIUIFEFWFMPQFST JOXIJDINBZJODSFBTFUIFQPSUGPMJPPG bjb ,13.PSUHBHFFTQFDJBMMZUIFQSPEVDU bjb ,13

4. Interest Rate

The interest rate offered for bjb ,13 .PSUHBHF XBT RVJUF DPNQFUJUJWF XJUI B DIPJDF PG WBSJFE mYFE JOUFSFTU This initiative became important given the tight banking MJRVJEJUZJO 172 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KINERJA 2014 BTJM4VSWFJBSHB1SPQFSUJ3FTJEFOTJBMZBOHEJMBLVLBOBOL OEPOFTJB UFSVOHLBQ CBIXB QFSUVNCVIBO OEFLT BSHB 1SPQFSUJ 3FTJEFOTJBM QBEB 5SJXVMBO 7 NFOHBMBNJ LPOUSBLTJ EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB 8BMBVQVO KJLB EJCBOEJOHLBO EFOHBO USJXVMBO TFCFMVNOZBUFUBQNFOHBMBNJLFOBJLBO Perlambatan pada bisnis properti residensial di pasar primer itu, menurut Bank Indonesia, terutama akibat sejumlah faktor, ZBJUV LFOBJLBO IBSHB CBIBO CBOHVOBO LFOBJLBO IBSHB CBIBOCBLBSNJOZBL TFSUBVQBIQFLFSKB ,POEJTJUFSTFCVUCFSQPUFOTJNFNQFOHBSVIJQFOZBMVSBOEBOB ,13CBOL bjb JOHHBTBBUJOJ QSPEVL bjb ,13UFSCBHJNFOKBEJ QSPEVLEFOHBOCFCFSBQBUVKVBOQFOHHVOBBO EJBOUBSBOZB bjb ,13 bjb Mortgage Properti, bjb Mortgage Properti Usaha dan bjb ,13.PSUHBHF1FHBXBJ1SPEVL bjb ,13NFNJMJLJ komposisi portofolio terbesar dibandingkan dengan produk bjb ,13 Mortgage ZBOHMBJO ZBJUVTFCFTBS FOHBO TFKVNMBI TUSBUFHJ ZBOH UFMBI EJVOHLBQLBO EJ BUBT kinerja produk bjb ,13 CFSHFSBL QPTJUJG 1BEB UBIVO NFOHBMBNJ QFSUVNCVIBO QPSUPGPMJP TFCFTBS 3Q NJMJBS EFOHBO QFOJOHLBUBO QFOZBMVSBO LSFEJU OBJL TFCFTBS EJCBOEJOHLBO UBIVO TFCFMVNOZB EBQVO KVNMBI BLVO atau VNCFSPGDDPVOU P VOUVLQSPEVLJOJCFSUBNCBI TFCBOZBL account atau tumbuh sebesar 15,10 1FOZBMVSBO EBOB VOUVL QFNCFMJBO 3VNBI 5BQBL 1SJNBSZ QBEBUBIVOTFCFTBS3QNJMJBSBUBVUVNCVI EJCBOEJOHLBOUBIVOTFCFMVNOZBEBQVOPVOUVLQSPEVL UFSTFCVUUVNCVITFCBOZBL account atau sekitar 23,32 dibandingkan tahun 2013. Jenis Produk TahunYear 2014 PertumbuhanGrowth 2013-24014 Product Type Baki Debet NoA Baki Debet NoA Rp bjb ,13 1,438 bjb mortgage bjb Mortgage Properti bjb Property Mortgage 2014 PERFORMANCE 5IF4VSWFZPO3FTJEFOUJBM1SPQFSUZ1SJDFDPOEVDUFECZBOL OEPOFTJB SFWFBMFE UIBU UIF HSPXUI PG 3FTJEFOUJBM 1SPQFSUZ 1SJDFOEFYJOUIFGPVSUIRVBSUFSPGDPOUSBDUFECZ DPNQBSFEUPUIFTBNFQFSJPEJOUIFQSFWJPVTZFBSBMUIPVHI when compared with the previous quarter remained increased. 5IF TMPXEPXO JO UIF SFTJEFOUJBM QSPQFSUZ CVTJOFTT JO UIF QSJNBSZNBSLFU BDDPSEJOHUPBOLOEPOFTJB XBTNBJOMZEVF UPBOVNCFSPGGBDUPSTOBNFMZUIFJODSFBTFPGUIFQSJDFTPG building materials, the increase in fuel prices and the wages of workers. 5IFTF DPOEJUJPOT DPVME QPUFOUJBMMZ BGGFDU UIF EJTUSJCVUJPO PG funds bank bjb mortgage. Until now, the products are divided into four bank bjb mortgage products with some of the intended use, including mortgage bjb, bjb 1SPQFSUZ.PSUHBHF bjb Enterprises and bjb 1SPQFSUZ .PSUHBHF .PSUHBHF .PSUHBHF 0GmDFS bjb mortgage products have the largest portfolio composition compared with bjb mortgage products .PSUHBHFPUIFST BNPVOUJOHUP With a number of strategies that have been disclosed above, the performance of the bjb ,13 NPWFE QPTJUJWFMZ O UIFQSPEVDUFYQFSJFODFEQPSUGPMJPHSPXUIPG3QCJMMJPOXJUI JODSFBTFJOMFOEJOHPWFSUIFQSFWJPVTZFBS5IFVNCFS PGDDPVOU P PGUIJTQSPEVDUJODSFBTFECZ BDDPVOUT PSHSFXCZ 5IF EJTUSJCVUJPO PG GVOET GPS UIF QVSDIBTF PG UIF 1SJNBSZ PVTFTJOBNPVOUFEUP3QCJMMJPOPSBOJODSFBTFPG PWFSUIFQSFWJPVTZFBS5IFPGPSUIJTSPEVDUHSFX CZ BDDPVOUT PS BQQSPYJNBUFMZ DPNQBSFE UP 2013. KPR MORTGAGE 173 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Jenis Produk TahunYear 2014 PertumbuhanGrowth 2013-24014 Product Type Baki Debet NoA Baki Debet NoA Rp bjb Mortgage Properti Usaha 31 2,141,202,027 4 bjb Enterprises Property Mortgage bjb ,13.PSUHBHF1FHBXBJ 515 bjb Mortgage Mortgage Employees RENCANA 2015 Untuk tahun 2015, bank bjb menargetkan pertumbuhan QFOZBMVSBO EBOB VOUVL ,13 TFCFTBS 8BMBVQVO BTJM 4VSWFJ BSHB 1SPQFSUJ 3FTJEFOTJBM BOL OEPOFTJB NBTJI mengindikasikan terjadi perlambatan pada awal tahun NFOHJOHBU EBNQBL EBSJ LFCJKBLBO ZBOH EJLFMVBSLBO QFNFSJOUBINFOKFMBOHUBIVOCFSBLIJSNBTJINFOZJTBLBO dampak. 4FCBHBJ BOUJTJQBTJ EBO VQBZB NFSFBMJTBTJLBO UBSHFU ZBOH telah ditetapkan, bank bjb UFMBINFOZJBQLBOTFKVNMBIJOJTJBUJG EJBOUBSBOZBBEBMBI

A. Fokus Pasar

Perusahaan akan memiliki fokus pasar market ZBOH NFOKBEJ TBTBSBO QBEB UBIVO BM JOJ EJMBLVLBO NFOHJOHBUNBTJICBOZBLUBOUBOHBOZBOHIBSVTEJIBEBQJ TFQFSUJUFSDFSNJOEBSJIBTJMTVSWFJZBOHUFMBIEJMBLVLBOPMFI Bank Indonesia dan ekspektasi terhadap perekonomian ke depan, walaupun diperkirakan tetap bergerak positif. Karena itulah, terkait dengan fokus pasar ini bank bjb UFMBINFOZJBQLBOTFKVNMBIJOJTJBUJG ZBJUV 6OUVL QFOZBMVSBO EBOB ,13 Primary, Perusahaan akan fokus pada produk dari pengembang Perjanjian ,FSKB4BNB 1,4 ZBOHUFSCVLUJNFNJMJLJLJOFSKBCBJL 6OUVL SVNBI LFEVB BUBV ,13 Secondary, bank bjb bekerja sama dengan agen properti atau house brokerage, sehingga dapat Meminimalkan risiko dan NFOHFmTJFOLBOEBSJTJTJPQFSBTJPOBM 3. Perusahaan juga akan mendorong produk bjb ,13 Pegawai. 2015 PLAN For 2015, the bank bjb is targeting a growth of mortgage funds PG5IFSFTVMUTPGUIF3FTJEFOUJBM1SPQFSUZ1SJDF4VSWFZCZ BOLOEPOFTJBTUJMMJOEJDBUFTBTMPXEPXOJOFBSMZEVF to the government policies released during the end of 2014 which still provide impacts. As the anticipation and effort to realize the targets set, bank bjb IBTTFUVQBOVNCFSPGJOJUJBUJWFT BNPOHPUIFST

A. Market Focus

5IFPNQBOZXJMMTFUNBSLFUGPDVTUPCFUIFUBSHFUJO 5IJT JT QFSGPSNFE TJODF UIFSF BSF TUJMM NBOZ DIBMMFOHFT UP CF GBDFE BT SFnFDUFE JO UIF SFTVMUT PG UIF TVSWFZ DPOEVDUFE CZ BOL OEPOFTJB BOE UIF FYQFDUBUJPOT PG UIFFDPOPNZJOUIFGVUVSF BMUIPVHIFYQFDUFEUPSFNBJO positive. Therefore, associated with this market focus, bank bjb has TFUVQBOVNCFSPGJOJUJBUJWFT OBNFMZ PS UIF EJTUSJCVUJPO PG GVOET GPS ,13 1SJNBSZ UIF PNQBOZXJMMGPDVTPOUIFQSPEVDUTPGUIFEFWFMPQFST with Cooperation Agreement which are proved to have good performance. PSBTFDPOEIPVTFPS4FDPOEBSZNPSUHBHF bank bjb DPPQFSBUFTXJUIQSPQFSUZBHFOUTPSIPVTFCSPLFSBHF UIVTNJOJNJ[JOHSJTLBOEQSPNPUFFGmDJFODZGSPNUIF operational side. 5IFDPNQBOZXJMMBMTPQSPNPUF bjb ,13GPSFNQMPZFFT MORTGAGE FINANCIAL HOUSING 174 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO .FOHFNCBOHLBO LJOFSKB ,13 Collective Market, ZBJUV QFOZBMVSBO EBOB LSFEJU QSPQFSUJ LIVTVT VOUVL LBSZBXBO EBSJ QFSVTBIBBO ZBOH UFMBI CFLFSKB TBNB dengan bank bjb. 5. Memaksimalkan kerja sama kepemilikan rumah NFMBMVJ QSPHSBN QFNFSJOUBI EJ BOUBSBOZB BTJMJUBT -JLVJEJUBT 1FNCJBZBBO 1FSVNBIBO -11 BEBO 1FOZFMFOHHBSB +BNJOBO 4PTJBM ,FUFOBHBLFSKBBO BPJS, Badan Pertimbangan Tabungan Perumahan 1FHBXBJFHFSJ4JQJM BQFSUBSVN TFSUBZBOHMBJOOZB

B. Brand Image

Untuk memperkuat brand image produk bank bjb di bidang kepemilikan properti, Perusahaan akan terus melakukan LFHJBUBO QFNBTBSBO TFDBSB CFSLFTJOBNCVOHBO BM JUV dilakukan melalui media.

C. Hubungan dengan Pemangku Kepentingan

Dalam rangka membangun dan meningkatkan hubungan baik dengan para pemangku kepentingan, bank bjb akan melakukan gathering dengan sejumlah pengambang, dinas atau instansi pemerintahan, serta asosiasi properti. BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location 1 Bumi Adipura 15.VMUJEBZB,IBSJTNB Bandung 2 3BZBO3FHFODZ PT. Kamilindo Sejahtera 4VSBCBZB 3 .FOUFOH3FHFODZ PT. Menteng Mandiri Sejahetera Gresik 4 4FLBSQVSP3FTJEFODF 151BTUZKBZB Malang 5 .BUBIBSJJHBOJUSJ JHBOJUSJIFSSZJFME PT. Mentari Agung Mandiri Bandung Matahari Asri PT. Mentari Agung Mandiri Bandung 7 PHPSJSXBOB3FTJEFODF PT. Graha Andrasentra Propertindo Bogor 8 Gresik Kota Baru PT. Bumi Lingga Pertiwi Gresik Pondok Permata Suci PT. Bumi Lingga Pertriwi Gresik 10 Istana Mentari PT. Bumi Mentari Megah Sidoarjo 11 The Spring of Tomorrow PT. Cipta Adi Perkasa Sidoarjo 12 Pakuwon Indah PT. Pakuwon Darma 4VSBCBZB 13 Perumahan Pakuwon Indah 15 SUJTBO4VSZB,SFBTJ 4VSBCBZB 14 BMJLQBQBO4VQFSCMPDL QBSUNFOU3VCZ 400 Apartment Aeropolis, Kondotel Astara PT. Wulandari Bangun Laksana Balikpapan OIBODF UIF QFSGPSNBODF PG ,13 PMMFDUJWF .BSLFU OBNFMZUIFEJTUSJCVUJPOPGQSPQFSUZMPBOGPSFNQMPZFFT of the companies working together with bank bjb. 5. Maximize cooperation of home ownership through HPWFSONFOU QSPHSBNT JODMVEJOH PVTJOH JOBODF -JRVJEJUZ BDJMJUZ -11 UIF NQMPZNFOU 4PDJBM 4FDVSJUZ HFODZ 1+4 UIF EWJTPSZ PBSE PG JWJM 4FSWBOUTPVTJOH4BWJOHT BQFSUBSVN BOEPUIFST

B. Brand Image

To strengthen the brand image of the Bank’s products JO UIF mFME PG QSPQFSUZ PXOFSTIJQ UIF PNQBOZ XJMM continue to conduct marketing activities on an on-going basis through the media.

C. Stakeholder Relationship

In order to build and enhance relationships with the stakeholders, the Bank will organize gatherings with EFWFMPQFST HPWFSONFOU PGmDFT PS BHFODJFT BT XFMM BT UIFQSPQFSUZBTTPDJBUJPO KPR MORTGAGE 175 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location 15 Taman Sumber Indah 15FSMJBOBJWB1SPQFSUZ Sumber ,SBLBUBV3FTJEFODF 15SJOBBZVTXBLBSTB Serang 17 1FTPOBJMFVOZJ 15SJOBBZVTXBLBSTB JMFVOZJ 18 5IF0BTJT7JMMBHF3FTJEFODF PT. Diwangkara Bangun Persada Sidoarjo 4BUVSOVT3FHFODZ 15SBIBEJDJQUBVHSBIB Bandung 20 Green Garden View 15SBIBEJDJQUBVHSBIB Bandung 21 5IFBSEFOJUZ7JFX 15SBIBEJDJQUBVHSBIB Bandung 22 Padasuka Estate 15SBIBEJDJQUBVHSBIB Bandung 23 SFFO7BMMFZ3FTJEFODF 15SBIBEJDJQUBVHSBIB Bandung 24 Grand Ujung Berung 15SBIBEJDJQUBVHSBIB Bandung 25 SBOE7BMMFZ6KVOHFSVOH 15SBIBEJDJQUBVHSBIB Bandung JUZBSEFO3FTJEFODF 15SBIBEJDJQUBVHSBIB Bandung 27 The Green Sariwangi 15SBIBEJDJQUBVHSBIB Bandung 28 4BSJXBOHJJUZ7JFX 15SBIBEJDJQUBVHSBIB Bandung 4BSJXBOHJ3FHFODZ 15SBIBEJDJQUBVHSBIB Bandung 30 Sariwangi Estate 15SBIBEJDJQUBVHSBIB Bandung 31 Sariwangi Village 15SBIBEJDJQUBVHSBIB Bandung 32 dcassa Grande 15SBIBEJDJQUBVHSBIB Bandung 33 Grand Kolmas Village 15SBIBEJDJQUBVHSBIB Bandung 34 3JWFS7BMMFZEBOBTBBSEFOJB 15OVHSBI,BSZBBOHVO4FKBIUFSB Bogor 35 FSPQPMJT3FTJEFODF PT. Perkasa Lestari Permai Tangerang Grand Taruma PT. Pesona Gerbang Karawang Karawang 37 Graha Estetika 15BTB8JMJT3BZB Semarang 38 Buana Soetta PT. Cikal Buana Persada Bandung Buana Subang Kencana PT. Cikal Buana Persada Subang 40 Buana Taman sari PT. Cikal Buana Persada Karawang 41 Graha Subang Kencana PT. Cikal Buana Persada Subang 42 BSWFTUJUZ 15XJHVOBUBNB3JOUJT1SJNB Bekasi 43 BSWFTUJUZ 15XJLBSZB-BOHHFOH4VLTFT Bogor 44 Pesona Cilegon PT. Gunung Intan Abadi Terus Serang 45 Grand Pesona PT. Gunung Intan Abadi Terus Serang MORTGAGE FINANCIAL HOUSING 176 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location 5JSUBTBOJ3FTJEFODF 154VSZBSBIBIVXBOB Surakarta 47 Taman Graha Asri PT. Graha Serang Asri Serang 48 Serpong Garden 15BSBQBOOUJ1FSTBEBOEBI Serpong Persada Banten 15BSBQBOOUJ1FSTBEBOEBI Serpong 50 BNQPFBXBOH1VSJ3FHFODZ 15JUSBBNQPFBXBOH4FEBZV OESBNBZV 51 Graha Sudirman 15JQUB-PLBVTB1SJNB OESBNBZV 52 Galuh Mas PT. Galuh Citarum Karawang 53 Plamongan Indah Jasmine Park, Villa Pinus Watugong, Gardenia dan Permata Batusari 15,JOJ+BZBOEBI Semarang 54 Bentang Padalarang 156[Z,BSZB1SFTUBTJ Bandung 55 Senopati Penthouse 154FOPQBUJSZBOJ1SJNB Jakarta Puri Indah Lestari PT. Dimensi Puri Lestari Cimahi 57 Bumi Teluk Jambe 151FSVN1FSVNOBT3FH7 Karawang 58 4IBQQIJSF3FTJEFODF,FEBXVOH PT. Mitra Shapphire Sejahtera Cirebon 5JSUBZBTBSFHFODZ PT. Tulus Asih Sumber SBOEVTBOEBI PT. Kentanix Supra International Bogor Villa Bogor Indah PT. Semangat Panca Bersaudara Bogor The Andalusia 15SZBJQUB4BSBOB Serang JUSBVTBJBHB 155SJBT+BZB1SPQFSUJOEP Batam 1VSJTSJ3FTJEFODF 155SJBT+BZB1SPQFSUJOEP Batam SBOEJBHB.BT 155SJBT+BZB1SPQFSUJOEP Batam 1BODBOBLBBMJSmOB 15BIBZB3BHB Bali SBOE1JOVT3FHFODZ 15OHHSFLOEBI4VSZB-FTUBSJ Bandung Citra Indah PT. Ciputra Indah Bogor 5BOHDJUZ 151BODBLBSZBSJZBUBNB Tangerang 70 Bumi Papan Selaras PT. Bangun Papan Selaras Sidoarjo 71 Grand Semanggi Mangrove PT. Graha Agung Perkasa 4VSBCBZB 72 MBNFQPL3FTJEFODF 15JOUBOH4IBmSB Depok 73 Citra Sun Semarang +0JQVUSB4VOJOEP1SPQFSUZ Semarang 74 Citra Grand Semarang +0JQVUSB,BSZB6UBNB Semarang 75 JUSB4VOBSEFO:PHZBLBSUB JO Ciputra Sunindo Graha Utama ,BC4MFNBO:PHZBLBSUB KPR MORTGAGE 177 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location JUSBSBOE.VUJBSB:PHZB JO Ciputra Graha Terasama :PHZB ,BCVQBUFO Sleman 77 JUSBMBOEBHZBJUZ +0JQVUSB,BSZB1BODBTBLUJVHSBIB Deli. Serdang - Medan 78 Pesona Ciganitri PT. Duta Emas Anugerah Abadi Kab. Bandung BUFXBZ1BTUFVSQBSUNFOU 151SBTFUZBHVOHJQUBCBEJ Bandung 80 SBIBHPSPTSJ 15OVHFSBI4FKBUJ8BIBOB,BSZB Mojokerto 81 Bahtera Indah Sejahtera 15JOBLBSZBUBNBOEBI1FSLBTB Lampung 82 NBNPOKPM3FHFODZ PT. Lampung Utama Construcsindo Lampung 83 4FSSBZ7BMMFZF-JNBJXBSVHB 15VTBOUBSBSBIBOEPOFTJB Bandung 84 SBOE5VQBSFW3FTJEFODF 153BKBXBMJ4VSZB4FNFSMBOH Karawang 85 SJZB+BUJ,BMJKBHB 158JHBOUVBSEB+BZB Cirebon Andalusia Kartini Square PT. Manzillah Visi Mulia Gresik 87 VBOBJXBTUSB3FTJEFODF PT. Kibar Buana Persada Bandung 88 5IFZCSJE1BSLFXUPO 15SBDJBSJZB,FODBOB Bandung Kota Jababeka PT. Graha Buana Cikarang Cikarang 1BMN3FTJEFODFSPVQ PT. Multi Bangun Sarana 4VSBCBZB Apartment Voila 158JO8JO3FBMUZFOUSF 4VSBCBZB 4004LZMPGU 158JO8JO3FBMUZFOUSF 4VSBCBZB Grand Sentosa PT. Artha Sentosa Solo Puri Artha Sentosa PT. Artha Sentosa Solo BSVUZQFSTRVBSF 15BTUVLB4BSBOBLBSZB Garut Stella PT. Mentari Agung Mandiri Bandung Akita 2 PT. Mentari Agung Mandiri Bandung Matahari Square PT. Mentari Agung Mandiri Bandung De Paradiso PT. Jakarta Propertindo Jakarta 100 5IF5PXFS 15,3FMBUJOEP Jakarta 101 5IF3FTJEFODF 15,3FMBUJOEP Jakarta 102 Intermark Mix Use Properti ,40.FSEFLB3POPWOEPOFTJB Tangerang Selatan 103 BEJOHSFFOJMMQBSUNFOU PT. Gading Selaras Jakarta Utara 104 SBOEIJLBJUZ 15EIJ1FSTBEB1SPQFSUZ Bekasi 105 Taman Melati Jatinangor 15EIJ1FSTBEB1SPQFSUZ Jatinangor 4FSPKBPNF3FTJEFODF 15SBIBEJDJQUBVHSBIB Kab. Bandung MORTGAGE FINANCIAL HOUSING 178 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location 107 SJZB1BUBSVNBOTSJ 15SBIBEJDJQUBVHSBIB Bandung Barat 108 Intermark Mix Use Properti Usaha ,40.FSEFLB3POPWOEPOFTJB Tangerang Selatan 3PZBM0MJWF3FTJEFODF 15EF1FEF3FBMUZ Jakarta Selatan 110 Graha Metro Serang PT. Graha Mulia Abadi Serang 111 Batakan Village 15FSJXJKBZBTSJ Balikpapan 112 SFFOBSNPOJ3FTJEFODF 15NCFSBTZB Bandung 113 1FSNBUBJKBV3FTJEFODF PT. Sigit Putra Agung Karawang 114 Imperium Park 15,IBSJTNB4VSZB.BOEJSJ Cibinong 115 3FHFOUT1BSL PT. Binx Propertindo Karawang Graha Grande PT. Bangun Bumi Pakuan Cibinong 117 Andalusia 15MFYBOESJB3FBMUJOEP 5BTJLNBMBZB 118 FJSXBOBBSEFO 15SBIBBUB8JHVOB 5BTJLNBMBZB Apartment The Windsor PT. Antilope Mandju Puri Indah 120 Bizpoint 15,XBSUB4FKBIUFSB+BZB Balaraja 121 EFMXFJT5PXOPVTF 15SBIB,VSOJB3BZB Bandung 122 Casa Gardenia 2 15OVHSBI,BSZBBOHVO4FKBIUFSB Cibitung 123 BUVKBKBS3FHFODZ 15VTBO4FOUPTBBOHVO+BZB Batujajar 124 ,PUBBSV1BSBIZBOHBO PT. Belaputera Intiland Padalarang 125 3JWFS7BMMFZ 15OVHSBI,BSZBBOHVO4FKBIUFSB Kabupaten Bogor 1BMUSPXJUZFMMJOJ5PXFSQBSUNFOU 15EIJTBUZB1SPQFSUZ Semarang 127 SFFONFSBME3FTJEFODF PT. Gemilang Mas Sejahtera Depok 128 FNQBLBJKBV ,FSKBTBNB11JOEZB Bandung Panorama Panembong PT. Bintang Ciremai Abadi Cianjur 130 .BKBHFVMJT3FTJEFODF PT. Turangga Empat Tiga Majalengka 131 Citralake Sawangan KSO Citra Bangun Cemerlang Depok 132 Citragarden BMW KSO Citra Pradipta Serang 133 JUSBSBZBJUZ.FOEBMP KSO Citra Mendalo Prima Jambi 134 JUSB 15BLSBXBMB3FTQBUJ Jakarta 135 Citra 7 15-BIBOEZBCVNJ Jakarta Aeroworld 15BLSBEJHEBZB-PLBSBZB Jakarta 137 JUSBHSBOEJUZ +0JUSBTSJHSJZB Palembang KPR MORTGAGE 179 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BGUBS1FOHFNCBOHZBOHFLFSKBTBNB The Cooperating Developer List No Proyek Project PerusahaanPengembang CompanyDeveloper Lokasi Location 138 Kedamaian Mansion CV. Atmosphere Bandarlampung Graha Mulawarman Tahap II PT. Graha Agung Kusuma Balikpapan 140 Centra Bizpark Tahap II ,4015CFSJXJKBZBTSJEBO156NBXBSTBTBCMV[B Balikpapan 141 Enviro 15,3FBMUJOEP Cikarang 142 Daun Village 15.VMJBMBN3BZB Balikpapan 143 Pesona Ciwastra Village 151VUSB4BSBOB+BZB-FTUBSJ Bandung 144 Casa Gardenia Batu Gede 15OVHSBI,BSZBBOHVO4FKBIUFSB Cilebut 145 BMJLQBQBO3FHFODZ PT. Mutiara Bahagia Abadi, Perusahaan Daerah Kota Balikpapan - PT. Mutiara Bahagia Abadi Balikpapan Cluster Jasmine Park 153PZBMOWFTNFOU Karawang 147 3 Multigudang Tangerang 158BIBOB,BSZB4VLTFT1SJNB Tangerang 148 -BCVIBOMBN3FTJEFODF 15.POH,BSZBFSTBNB Bandarlampung PMGTUBUFPHPS3BZB 15PHPS3BZBFWFMPQNFOU Bogor 150 SJZB4PLBPHPS3BZB 15PHPS3BZBFWFMPQNFOU Bogor 151 SJZBPHPS3BZB 15SJZBPHPS3BZB Bogor 152 1BEKBEKBSBOSFHFODZ 15SJZBPHPS3BZB Bogor 153 PHPS3BZB3FTJEFODF 15PHPS3BZB3FTJEFODF Bogor 154 .BOTJPO 15,3FBMUJOEP Jakarta 155 Citraland Tegal PT Ciputra Optima Mitra Tegal Citraland Cirebon 15JQVUSBVTB.JUSBEBO15VEJ4BSJ.VSOJKJ Cirebon MORTGAGE FINANCIAL HOUSING 180 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 180 Pendirian 15 BOL +BCBS BOUFO 4ZBSJBI BEBMBI TVBUV 1FSTFSPBO 5FSCBUBTZBOHEJEJSJLBOEBONFOKBMBOLBOLFHJBUBOVTBIBOZB menurut dan berdasarkan peraturan perudang-undangan ZBOH CFSMBLV EJ 3FQVCMJL OEPOFTJB CFSLFEVEVLBO EJ ,PUB Bandung. Pendirian bank bjb 4ZBSJBI EJBXBMJ EFOHBO QFNCFOUVLBO JWJTJ6OJU6TBIB4ZBSJBIPMFI15BOL1FNCBOHVOBOBFSBI +BXBBSBUEBOBOUFO5CLQBEB.FJBMUFSTFCVU CFSUVKVBOVOUVLNFNFOVIJLFCVUVIBONBTZBSBLBU+BXBBSBU ZBOHNVMBJUVNCVILFJOHJOBONFOHHVOBLBOKBTBQFSCBOLBO TZBSJBIQBEBTBBUJUV BMBNQFSKBMBOBOOZB NBOBKFNFO1FSTFSPBOCFSQBOEBOHBO VOUVL NFNQFSDFQBU QFSUVNCVIBO VTBIB TZBSJBI TFSUB NFOEVLVOH QSPHSBN BOL OEPOFTJB ZBOH NFOHIFOEBLJ QFOJOHLBUBO TIBSF QFSCBOLBO TZBSJBI NBLB EFOHBO QFSTFUVKVBO 3BQBU 6NVN 1FNFHBOH 4BIBN 15 BOL Pembangunan Daerah Jawa Barat dan Banten Tbk diputuskan VOUVL NFOKBEJLBO JWJTJ6OJU 6TBIB 4ZBSJBI NFOKBEJ BOL 6NVN4ZBSJBI Sebagai tindak lanjut, maka pada 15 Januari 2010 didirikanlah CKC4ZBSJBICFSEBTBSLBOLUB1FOEJSJBO1FSTFSPBO5FSCBUBT PZBOHEJCVBUPMFIBUIJBIFMNJ 4 PUBSJTEJ+BLBSUB Akta telah memperoleh pengesahan dari Menkumham CFSEBTBSLBO 4VSBU ,FQVUVTBO P 6 5BIVO UBOHHBM +BOVBSJ EBO UFMBI EJEBGUBSLBO EBMBN BGUBS 1FSTFSPBO TFTVBJ EFOHBO 6615 P 6 5BIVOUBOHHBM+BOVBSJ Establishment 15BOL+BCBSBOUFO4ZBSJBIJTB-JNJUFE-JBCJMJUZPNQBOZ which was established and perform its business activities in accordance with and based on the rules and regulations BQQMJDBCMFJOUIF3FQVCMJDPGOEPOFTJB EPNJDJMFEJOUIFJUZ of Bandung. The establishment of bank bjb 4ZBSJBIXBTJOJUJBUFEXJUIUIF FTUBCMJTINFOUPGUIF4IBSJBJWJTJPOVTJOFTT6OJUCZ15BOL 1FNCBOHVOBOBFSBI+BXBBSBUEBOBOUFO5CLPO.BZ 20, 2000. It has the objectives to meet the needs of the people of West Java who started growing the desire for the use of Islamic banking services at that time. OJUTKPVSOFZ UIFNBOBHFNFOUPGUIFPNQBOZCFMJFWFTUIBU to accelerate the growth of Islamic business and support the programs of Bank Indonesia that pursues an increase in the share of Islamic banking, with the approval of the General Meeting of Shareholders of PT Bank Pembangunan Daerah Jawa Barat and Banten Tbk decided to make the Sharia Division Unit into Sharia Bank. T B GPMMPX VQ CKC 4ZBSJBI JU XBT FTUBCMJTIFE PO +BOVBSZ CBTFE PO UIF -JNJUFE -JBCMJUZ PNQBOZ FFE P BUIJBINBEFCZBUIJBIFMNJ 4 PUBSZJO+BLBSUB5IF EFFEIBTCFFOBQQSPWFECZUIFFDSFFPGUIF.FOLVNIBN P6PGEBUFE+BOVBSZ BOE IBTCFFOSFHJTUFSFEJOUIFPNQBOZ-JTUJOBDDPSEBODFXJUI 6615P6PGEBUFE+BOVBSZ 2010 . BISNIS SYARIAH Sharia Business TINJAUAN KINERJA ANAK PERUSAHAAN SUBSIDIARY PERFORMANCE REVIEW Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 181 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 181 bank bjb Annual Report 2014 Kegiatan Usaha 4FTVBJ1BTBMOHHBSBOBTBSBOL+BCBSBOUFO4ZBSJBI NBLTVE EBO UVKVBO BEBMBI NFOZFMFOHHBSBLBO VTBIB QFSCBOLBOCFSEBTBSLBOQSJOTJQTZBSJBI Pengurus Bank Jabar Banten Syariah FXBO,PNJTBSJT JSFLTJEBO141FSJPEF Dewan Komisaris Board of Commissioners JabatanPosition NamaName Komisaris Utama President Commissioner Erick Komisaris Commissioner Santoso Djojo Koesoemo Komisaris Commissioner JEJU4VQSJZBEJ Komisaris Commissioner BIZB Direksi Board of Directors Jabatan NamaName President Direktur President Director MJVSJEJO Direktur Director BNBSBEBN Direktur Director BSUB1VSOBNB CFMVNmUBOEQSPQFSUFTU Direktur Director :PDJFVTNBO CFMVNmUBOEQSPQFSUFTU Dewan PengawasSupervisory Board Jabatan NamaName Ketua Chairman Jaih Mubarok Anggota Member Endjo Sunidja Anggota Member 3J[LB.BVMBOB Kinerja JOHHB FTFNCFS BTFU BOL +BCBS BOUFO 4ZBSJBI NFOJOHLBU EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB BSJ 3Q USJMJVO NFOKBEJ TFCFTBS 3Q triliun. Perkembangan penghimpunan Dana Pihak Ketiga DPK BEBMBITFCBHBJCFSJLVU t 1, ZBOH CFSBTBM EBSJ QSPEVL JSP 5BCVOHBO EBO FQPTJUP NFOJOHLBU TFCFTBS BUBV 3Q NJMJBS ZBJUV EBSJ 3Q NJMJBS QBEB FTFNCFS NFOKBEJ 3Q NJMJBS QBEB FTFNCFS 1FOJOHLBUBO tersebut ditopang oleh kenaikan Deposito sebesar 3Q NJMJBS BUBV EBSJ 3Q NJMJBS NFOKBEJ 3QNJMJBSEJFTFNCFS t 1SPEVL 5BCVOHBO NFOJOHLBU 3Q NJMJBS BUBV EBSJ3QNJMJBSEJFTFNCFSNFOKBEJ3QNJMJBS pada Desember 2014 dan produk Giro menurun sebesar 3Q NJMJBS BUBV EBSJ TFCFTBS 3Q NJMJBS EJ FTFNCFSNFOKBEJ3QNJMJBSEJFTFNCFS Business Activity In accordance with Article 3 of the Articles of Association of BOL+BCBSBOUFO4ZBSJBI UIFQVSQPTFBOEPCKFDUJWFJTUP conduct banking business based on the sharia principles. Management of Bank Jabar Banten Sharia PBSEPGPNNJTTJPOFST JSFDUPSTBOE141FSJPE Performance As of December 2014, the assets of Bank Jabar Banten 4ZBSJBIJODSFBTFECZDPNQBSFEUPUIFTBNFQFSJPEJO UIFQSFWJPVTZFBSSPN3QUSJMMJPOUP3QUSJMMJPO 5IFEFWFMPQNFOUPG5IJSE1BSUZVOET 1, JTBTGPMMPXT • Deposits derived from the products of Giro, Savings and FQPTJUT JODSFBTFE CZ PS 3Q CJMMJPO GSPN 3Q CJMMJPOJOFDFNCFSUP3Q CJMMJPOPO FDFNCFS5IFJODSFBTFXBTESJWFOCZBOJODSFBTF JOEFQPTJUTJOUIFBNPVOUPG3Q CJMMJPO PS GSPN 3Q CJMMJPOUP3Q CJMMJPOJOFDFNCFS t 4BWJOHTQSPEVDUTJODSFBTFECZ3QCJMMJPOPSGSPN 3Q CJMMJPO JO FDFNCFS UP 3Q CJMMJPO JO FDFNCFS BOE JSP QSPEVDUT EFDSFBTFE CZ 3QCJMMJPOPSGSPN3QCJMMJPOJOFDFNCFSUP 3QCJMMJPOJOFDFNCFS 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 182 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 182 t ,PNQPTJTJBOB1JIBL,FUJHBCBOL+BCBSBOUFO4ZBSJBI dari Desember 2013 hingga Desember 2014 masih didominasi oleh simpanan Deposito masing-masing TFCFTBS EBO EBSJUPUBMBOB1JIBL,FUJHB EBONBZPSJUBTNFSVQBLBOEFQPTBOLPSQPSBTJ t .FOJOHLBUOZB WPMVNF VTBIB EJTFCBCLBO PMFI QFSUVNCVIBO QFNCJBZBBO BOL +BCBS BOUFO 4ZBSJBI ,JOFSKB QFNCJBZBBO CBOL bjb 4ZBSJBI UFSVT NFOHBMBNJ QFOJOHLBUBO EBO QBEB UBIVO WPMVNF QFNCJBZBBO bjb 4ZBSJBIUFMBINFODBQBJ3QNJMJBSBUBVNFOJOHLBU TFCFTBS EJCBOEJOHLBOEFOHBOUBIVOTFCFMVNOZB Perkembangan Ekuitas Modal Ekuitas terdiri dari modal disetor dan saldo laba pada 31 FTFNCFSTFCFTBS3QNJMJBSBUBVNFOJOHLBU dibandingkan posisi pada Desember 2013. Peningkatan ini EJTFCBCLBOPMFIMBCBZBOHEJCVLVLBO bjb 4ZBSJBIQBEBBLIJS UBIVOZBOHNFODBQBJ3Q NJMJBS Pendapatan, Beban, Dan Laba Selama periode tahun buku 2014, pertumbuhan pendapatan, beban dan laba bank bjb 4ZBSJBIBEBMBITFCBHBJCFSJLVU • Pendapatan operasional bjb 4ZBSJBI TFCFTBS 3Q NJMJBS EJ NBOB KVNMBI UFSTFCVU CFSBTBM EBSJ QFOEBQBUBO QFOZBMVSBO EBOB 3Q NJMJBS EBO TJTBOZB 3QNJMJBSCFSBTBMEBSJQFOEBQBUBOPQFSBTJPOBMMBJOOZB • Beban operasional bjb 4ZBSJBI 3Q NJMJBS UFSEJSJ EBSJ CFCBO UFOBHB LFSKB 3Q NJMJBS CFCBO BENJOJTUSBTJ EBOVNVN3QNJMJBS CFCBOQFOZJTJIBOLFSVHJBOBTFU QSPEVLUJGCFSTJI3QNJMJBSEBOTJTBOZBCFSVQBCFCBO MBJOOZBTFCFTBS3QNJMJBS • Laba bersih bjb 4ZBSJBI QBEB FTFNCFS TFCFTBS 3QNJMJBS Rasio-Rasio Keuangan 3BTJPQFSNPEBMBO 3 CBOL bjb 4ZBSJBIQBEBFTFNCFS 2014 sebesar 15,78, mengalami penurunan dibandingkan QFSJPEFZBOHTBNBUBIVOTFCFMVNOZB ZBOHCFSBEBEJQPTJTJ Rasio Rentabilitas: - Imbal hasil Aset Return On Asset o30 TFCFTBS QBEB FTFNCFS EJCBOEJOHLBO QBEB Desember 2013. t 5IF5IJSE1BSUZVOETDPNQPTJUJPOPGBOL+BCBSBOUFO 4ZBSJBI GSPN FDFNCFS UP FDFNCFS JT TUJMM EPNJOBUFECZFQPTJUTTBWJOHTSFTQFDUJWFMZBNPVOUJOHUP BOEPGUIFUPUBM5IJSE1BSUZVOETBOEUIF NBKPSJUZBSFDPSQPSBUFEFQPTJUPST t 5IFJODSFBTFJOUIFCVTJOFTTWPMVNFJTEVFUPUIFmOBODJOH HSPXUI PG BOL +BCBS BOUFO 4ZBSJBI 5IF mOBODJOH performance of bank bjb 4ZBSJBIDPOUJOVFTUPFYQFSJFODF BO JODSFBTF BOE CZ UIF mOBODJOH WPMVNF PG CKC 4ZBSJBIIBTSFBDIFE3QCJMMJPO BOJODSFBTFPG DPNQBSFEUPUIFQSFWJPVTZFBS Development of Equity Capital RVJUZDPOTJTUTPGQBJEJODBQJUBMBOESFUBJOFEFBSOJOHTPO FDFNCFS BNPVOUJOH UP 3Q CJMMJPO PS BO JODSFBTF of 1.75 compared to the position in December 2013. This JODSFBTFXBTEVFUPOFUJODPNFSFDPSEFECZ bjb 4ZBSJBIBUUIF FOEPGXIJDISFBDIFE3QCJMMJPO 5HYHQXH[SHQVHVDQG3URÀW VSJOH UIF mTDBM ZFBS QFSJPE UIF HSPXUI PG SFWFOVFT FYQFOTFTBOEQSPmUTPG bank bjb 4ZBSJBIBSFBTGPMMPXT • Operating income of bjb 4ZBSJBI BNPVOUFE UP 3QCJMMJPO JOXIJDIUIFBNPVOUPGJODPNFEFSJWFEGSPN GVOE EJTCVSTFNFOUT JO UIF BNPVOU PG 3Q CJMMJPO BOE 3QCJMMJPOEFSJWFEGSPNPUIFSPQFSBUJOHJODPNF • Operating expenses of bjb 4ZBSJBI BNPVOUFE UP 3Q CJMMJPO DPOTJTUT PG UIF MBCPS FYQFOTF PG 3Q CJMMJPO HFOFSBM BOE BENJOJTUSBUJWF FYQFOTFT PG 3Q CJMMJPO UIF FYQFOTF GPS UIF OFU QSPEVDUJWF BTTFUT MPTTFT PG 3Q CJMMJPO BOE UIF SFTU PG PUIFS DPTUT XIJDI BNPVOUFEUP3QCJMMJPO t FUJODPNFPG bjb 4ZBSJBIJOFDFNCFSBNPVOUFEUP 3QCJMMJPO . Financial Ratios BQJUBM EFRVBDZ 3BUJP 3 PG bank bjb 4ZBSJBI JO December 2014 amounted to 15.78, a decrease compared UPUIFTBNFQFSJPEUIFQSFWJPVTZFBS XIJDIXBTJOBQPTJUJPO PG Earning Ratio: 3FUVSO 0O TTFU o 30 PG PO FDFNCFS DPNQBSFEUPPOFDFNCFS BISNIS SYARIAH Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 183 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 183 NCBM BTJM LVJUBT Return On Equity o 30 TFCFTBS QBEBFTFNCFSEJCBOEJOHLBO QBEB Desember 2013. 1FOVSVOBO 30 EBO 30 EJTFCBCLBO PMFI SBTJP 010 ZBOH NFOHBMBNJ QFOJOHLBUBO EJCBOEJOHLBO EFOHBO UBIVOTFCFMVNOZB - FU OUFSFTU .BSHJO . QBEB UBIVO TFCFTBS 8,34, mengalami peningkatan dibandingkan posisi pada FTFNCFSTFCFTBS Beban Operasional terhadap Pendapatan Operasional 010 TFCFTBS .FOHBMBNJ QFOJOHLBUBO EJCBOEJOHLBOQPTJTJQBEBFTFNCFSTFCFTBS Per 31 Desember 2014, Financing Deposit Ratio 3 apabila dibandingkan dengan Desember 2013 sebesar ,POEJTJUFSTFCVUEJTFCBCLBOQFOJOHLBUBO1,ZBOH MFCJIUJOHHJEJCBOEJOHLBOQFOJOHLBUBOWPMVNFQFNCJBZBBO EJNBOB 1, NFOJOHLBU TFCFTBS 3Q NJMJBS TFEBOHLBO QFNCJBZBBOIBOZBNFOJOHLBUTFCFTBS3QNJMJBS Kualitas aset produktif per 31 Desember 2014 rasio-rasio UFSLBJUEFOHBOLVBMJUBTBLUJWBQSPEVLUJGBOUBSBMBJO - Piutang Murabahah FU 1FSGPSNJOH JOBODJOH 1 SPTT FU1FSGPSNJOHJOBODJOH 1 FU - Piutang Istishna FU1FSGPSNJOHJOBODJOH 1 Gross FU1FSGPSNJOHJOBODJOH 1 FU 72,08. - Pinjaman Qardh FU1FSGPSNJOHJOBODJOH 1 Gross FU1FSGPSNJOHJOBODJOH 1 FU 0,00. 1FNCJBZBBO .VEIBSBCBI FU 1FSGPSNJOH JOBODJOH 1 Gross 0,35, FU 1FSGPSNJOH JOBODJOH 1 FU 1FNCJBZBBO .VTZBSBLBI FU 1FSGPSNJOH JOBODJOH 1 Gross FU1FSGPSNJOHJOBODJOH 1 FU 12,50. 3FUVSO 0O RVJUZ o 30 PG PO FDFNCFS DPNQBSFEUPPOFDFNCFS 5IFJODSFBTFJO30BOE30BSFEVFUPUIF010SBUJP XIJDIEFDSFBTFEDPNQBSFEUPUIFQSFWJPVTZFBS FU OUFSFTU .BSHJO . JO BNPVOUFE UP a increase compared to the position in December 2013 XIJDIBNPVOUFEUP 0QFSBUJOHYQFOTFTUP0QFSBUJOHODPNF 010 PG Increased compared to the position in December 2013 which XBT TPGFDFNCFS UIFJOBODJOHFQPTJU3BUJP 3 was 82.02 compared to December 2013 which amounted to 5IFDPOEJUJPOJTEVFUPBOJODSFBTFJOUIFmOBODJOH WPMVNFUIBUJTOPUNBUDIFECZBOJODSFBTFJOEFQPTJUT JOXIJDI mOBODJOHJODSFBTFECZ3Q CJMMJPO XIJMF1,JODSFBTFE CZPOMZ3QCJMMJPO 5IF RVBMJUZ PG QSPEVDUJWF BTTFUT BT PG FDFNCFS SBUJPTBTTPDJBUFEXJUIBTTFUTRVBMJUZ BNPOHPUIFST .VSBCBIBI3FDFJWBCMFTFU1FSGPSNJOHJOBODJOH 1 SPTT FU1FSGPSNJOHJOBODJOH 1 FU TUJTIOB 3FDFJWBCMFT FU 1FSGPSNJOH JOBODJOH 1 SPTT FU 1FSGPSNJOH JOBODJOH 1 FU 72.08. 2BSEI-PBOFU1FSGPSNJOHJOBODJOH 1 SPTT FU1FSGPSNJOHJOBODJOH 1 FU .VEIBSBCBIJOBODJOHFU1FSGPSNJOHJOBODJOH 1 SPTT FU1FSGPSNJOHJOBODJOH 1 FU .VTZBSBLBIJOBODJOHFU1FSGPSNJOHJOBODJOH 1 SPTT FU 1FSGPSNJOH JOBODJOH 1 FU 12.50. SHARIA BUSINESS 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 184 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 184 Pendirian 1BEB UBIVO ,BCVQBUFO BSVU NFOEJSJLBO -FNCBHB Keuangan dengan nama Lembaga Perkreditan Kecamatan LPK berdasarkan Surat Keputusan Gubernur Kepala BFSBI5JOHLBU+BXBBSBUPNPS4,UFOUBOH Pembentukan Lembaga Perkreditan Kecamatan LPK di 1SPWJOTJ+BXBBSBU1BEBUBOHHBM+VMJ1-1,EJ ,BCVQBUFOBSVUTFMBOKVUOZBCFSVCBITUBUVTNFOKBEJ113 -1, CFSEBTBSLBO ,FQVUVTBO .FOUFSJ ,FVBOHBO 3FQVCMJL Indonesia. Pemerintah Provinsi Jawa Barat telah mengeluarkan beberapa kebijakan terkait dengan pengembangan PD. 13 NJMJL CFSTBNB 1FNFSJOUBI 1SPWJOTJ +BXB BSBU EBO Banten, Pemerintah Kabupaten dan PT Bank Pembangunan BFSBI+BXBBSBU 5CL EFOHBOEJLFMVBSLBOOZB1FSEBP UBIVOUFOUBOH1FSVCBIBOBUBT1FSEBPUBIVO UFOUBOH113EBO11,ZBOHEJBOUBSBOZBNFOHBUVS mengenai penggabungan melalui konsolidasi atau merger 113EJTFUJBQ,BCVQBUFONFOKBEJ TBUV 113 Sesuai surat ijin Sesuai Surat Keputusan Deputi Gubernur BOL OEPOFTJB P ,1Q UBOHHBM 0LUPCFS ZBOH EJTBNQBJLBO PMFI BOEVOH NFMBMVJ TVSBU P,6EEUBOHHBM0LUPCFSQFSJIBM 1FNCFSJBO [JO 1FOHHBCVOHBO 6TBIB .FSHFS 1 13 -1, ,BC BSVU BSVU ,PUB 4VLBXFOJOH BZPOHCPOH Cikajang, Banjarwangi, Cibalong dan Leuwigoong ke dalam 113-1,BSVU,PUB ZBOHUFMBICFSPQFSBTJTFKBLUBOHHBM FTFNCFS NFMBMVJQFOVUVQBOOFSBDBEBONFOZVTVO OFSBDB QFNCVLBBO 1 13 IBTJM NFSHFS QBEB UBOHHBM FTFNCFS TFSUB QFOHVNVNBO 1 13 IBTJM NFSHFS tanggal 27 Desember 2011. Setelah penggabungan usaha 113-1,BSVU,PUBIJOHHBTBBUJOJCFSLFNCBOHNFOKBEJ 1 satu kantor pusat, 7 tujuh kantor cabang dan 4 empat kantor kas. Establishment O UIFBSVU3FHFODZFTUBCMJTIFEBmOBODJBMJOTUJUVUJPO with the name of District Credit Insitution Lembaga Perkreditan Kecamatan - LPK based on the Decree of the Governor of 8FTU+BWBP4,POUIFTUBCMJTINFOUPGUIF District Credit Institution LPK in West Java Province. On +VMZ UIF -1, USBEJOH DPNQBOZ JO BSVU 3FHFODZ TVCTFRVFOUMZ DIBOHFE JUT TUBUVT UP 3VSBM BOL 5SBEJOH PNQBOZJTUSJDUSFEJUOTUJUVUJPO 113-1, CBTFEPOUIF FDSFFPGUIF.JOJTUSZPGJOBODFPGUIF3FQVCMJDPGOEPOFTJB The West Java Provincial Government has issued several QPMJDJFT SFMBUFE UP UIF EFWFMPQNFOU PG 3VSBM BOL 5SBEJOH PNQBOZ 113 XIJDIKPJOUMZCFMPOHTUPUIFHPWFSONFOU PG 8FTU +BWB BOE BOUFO UIF HPWFSONFOU PG UIF 3FHFODZ and PT Bank Pembangunan Daerah Jawa Barat, Tbk, XJUI UIF JTTVBODF PG 3FHVMBUJPO P :FBS PO UIF NFOENFOUPG3FHVMBUJPOP:FBSPO113BOE PD. The regulation among others regulates merger through DPOTPMJEBUJPOPSNFSHFSPG113JOFBDIPGUIFEJTUSJDUUP POF 113 5IF FDSFF PG UIF FQVUZ PWFSOPS PG BOL OEPOFTJB P ,1Q EBUFE 0DUPCFS TVCNJUUFE CZ BOEVOH UISPVHI UIF MFUUFS P ,6E Bd dated October 17, 2011 released the granting of Merger QFSNJUPGUIF113-1,JOBSVU3FHFODZ BSVU,PUB 4VLBXFOJOH BZPOHCPOH JLBKBOH BOKBSXBOHJ JCBMPOH BOE-FVXJHPPOH JOUP113-1,BSVU,PUB113-1, Garut Kota has been operating since December 27, 2011, upon the closing of the balance sheet and the formulation of BOPQFOJOHCBMBODFTIFFUPGUIF113NFSHFEJOFDFNCFS BOE UIF BOOPVODFNFOU PG UIF SFTVMU PG 1 13 merger in December 27, 2011. After the merger until now, PD 13-1,BSVU,PUBIBTEFWFMPQFEJOUP POF IFBEPGmDF seven branches and 4 four treasuries. PD BPR LPK GARUT KOTA PD BPR LPK GARUT KOTA PD BPR LPK GARUT KOTA Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 185 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 185 bank bjb Annual Report 2014 Kegiatan Usaha 4FTVBJ EFOHBO 66 P UFOUBOH 1FSCBOLBO TFCBHBJNBOBUFMBIEJVCBIEFOHBO66PBMBN66 UFSTFCVU TFDBSB UFHBT EJTFCVULBO CBIXB 13 BEBMBI BOL ZBOHNFMBLTBOBLBOLFHJBUBOVTBIBTFDBSBLPOWFOTJPOBMBUBV CFSEBTBSLBO QSJOTJQ TZBSJBI ZBOH EBMBN LFHJBUBOOZB UJEBL NFNCFSJLBO KBTB EBMBN MBMV MJOUBT QFNCBZBSBO ,FHJBUBO VTBIB 13 UFSVUBNB EJUVKVLBO VOUVL NFMBZBOJ VTBIBVTBIB LFDJM EBO NBTZBSBLBU EJ EBFSBI QFEFTBBO FOUVL IVLVN 13EBQBUCFSVQB1FSTFSPBO5FSCBUBT 1FSVTBIBBOBFSBI atau Koperasi. Pengurus PD BPR LPK Garut Kota JSFLTJEBOFXBO1FOHBXBT1FSJPEF13BSVU,PUB DireksiBoard of Directors JabatanPosition NamaName Direktur Utama President Director Drs. Aam Muhamad, MM Direktur Director Dani hadian, ST, MM Dewan PengawasSupervisory Board JabatanPosition NamaName Ketua Chairman Tedi Kusnadi, SE, MM Anggota Member STFEJ4VUBSEJBUBNJIBSKB Kinerja t TFU113-1,BSVU,PUBQBEBCVMBOFTFNCFS NFOJOHLBU TFCFTBS 3Q KVUB BUBV TFCFTBS dibandingkan setahun lalu Desember 2013 sebesar 3Q KVUB NFOKBEJ 3Q KVUB EJ FTFNCFS 2014. • Peningkatan tersebut terutama dipengaruhi oleh NFOJOHLBUOZB QJOKBNBO ZBOH EJUFSJNB EBO QFOJOHLBUBO DPK t 1JOKBNBOZBOHJUFSJNBQPTJTJFTFNCFSNFOHBMBNJ QFOJOHLBUBO TFCFTBS 3Q KVUB BUBV EBSJ FTFNCFS TFCFTBS 3Q KVUB NFOKBEJ 3QKVUBEJCVMBOFTFNCFS • Dana Tabungan posisi Desember 2014 tumbuh sebesar 3Q KVUB BUBV TFCFTBS EJCBOEJOHLBO EFOHBOFTFNCFSTFCFTBS3QKVUBNFOKBEJ 3QKVUB • Dana Deposito posisi Desember 2014 meningkat sebesar 3QKVUBBUBVUVNCVITFCFTBS EJCBOEJOHLBO EFOHBOFTFNCFSTFCFTBS3QKVUBNFOKBEJ TFCFTBS3QKVUB Business Activities O BDDPSEBODF UP DU P PO BOLJOH BT BNFOEFE CZ-BXP UIFMBXFYQMJDJUMZNFOUJPOFEUIBU3VSBM BOL 13 JT B BOL DPOEVDUJOH DPOWFOUJPOBM CVTJOFTT PSCBTFEPOTIBSJBQSJODJQMFTJOXIJDIXJUIJOJUTBDUJWJUZUIF BOL EPFT OPU QSPWJEF TFSWJDFT JO QBZNFOU USBOTBDUJPOT 13CVTJOFTTBDUJWJUJFTBSFQSJNBSJMZJOUFOEFEUPTFSWFTNBMM businesses and the communities in rural areas. The legal form PG13JTB-JNJUFE-JBCJMJUZPNQBOZ 3FHJPOBMPNQBOZ PS Cooperative. The Management of PD BPR LPK Garut City 5IFPBSEPGJSFDUPSTBOEUIF4VQFSWJTPSZPBSEPG13BSVU,PUB Performance t 5IFBTTFUTPG113-1,BSVU,PUBJOFDFNCFS JODSFBTFE CZ 3Q NJMMJPO PS BOE CFDBNF 3Q NJMMJPO DPNQBSFE UP 3Q NJMMJPO JO December 2013. t 5IF JODSFBTF XBT NBJOMZ JOnVFODFE CZ UIF JODSFBTF JO MPBOTBOEUIFJODSFBTFJOUIJSEQBSUZGVOET t -PBOT BT PG FDFNCFS JODSFBTFE CZ 3Q NJMMJPO PS BOE CFDBNF 3Q NJMMJPO GSPN 3Q NJMMJPOJOFDFNCFS t 4BWJOHT BT PG FDFNCFS HSFX CZ 3Q NJMMJPO PS BOE CFDBNF 3Q NJMMJPO DPNQBSFE UP 3Q NJMMJPOFDFNCFS t 5JNF FQPTJUT BT PG FDFNCFS JODSFBTFE CZ 3Q NJMMJPO BO JODSFBTF PG BOE CFDBNF 3Q NJMMJPODPNQBSFEUPUIFOVNCFSJOFDFNCFS XIJDIBNPVOUFEUP3Q NJMMJPO PD BPR LPK GARUT KOTA 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 186 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 186 t BSJ TJTJ QFOZBMVSBO EBOB ,SFEJU UVNCVI TFCFTBS 3Q KVUB BUBV TFCFTBS EJCBOEJOHLBO EFOHBO QPTJTJ FTFNCFS TFCFTBS 3Q KVUB NFOKBEJTFCFTBS3QKVUB TFEBOHLBOOUBSBOL Aktiva pada bulan Desember 2014 meningkat sebesar 3QKVUB BUBVUVNCVITFCFTBS EJCBOEJOHLBO dengan bulan Desember 2013. Perkembangan Ekuitas LVJUBT QBEB FTFNCFS NFODBQBJ 3Q KVUB atau meningkat 20,08 dibandingkan posisi Desember 2013. 1FOJOHLBUBOJOJUFSVUBNBEJQFOHBSVIJPMFIBEBOZBUBNCBIBO TFUPSBONPEBMEBSJQFNFHBOHTBIBN ZBJUV1FNQSPW+BXB BSBUEBO1FNLBCBSVUTFCFTBS3QKVUBTFSUBUFSEBQBU MBCBZBOHEJCVLVLBOPMFI113-1,BSVU,PUBQBEBBLIJS UBIVOTFCFTBS3QKVUB Laba Tahun Berjalan Laba Tahun Berjalan bulan Desember 2014 adalah sebesar 3QKVUB1FSUVNCVIBOMBCBUFSTFCVUUFSVUBNBEJUPQBOH PMFI QFOJOHLBUBO QFOEBQBUBO CVOHB TFCFTBS 3Q KVUB BUBV EBSJ FTFNCFS TFCFTBS 3Q KVUB NFOKBEJ3QKVUBEJFTFNCFS Rasio-Rasio Keuangan t 3BTJP313BSVU,PUBQBEBCVMBOFTFNCFS mengalami penurunan dari Desember 2013 sebesar 22,17 menjadi 20,12 di Desember 2014. • Cash Ratio 3 QPTJTJ FTFNCFS BEBMBI TFCFTBS 33,05. t 3BTJP-3113-1,BSVU,PUBCVMBOFTFNCFS NFOHBMBNJ QFOJOHLBUBO TFCFTBS EBSJ FTFNCFS TFCFTBS NFOKBEJ ZBOHEJTFCBCLBO PMFI QFOJOHLBUBO BOB ZBOH MFCJI UJOHHJ EJCBOEJOHLBO dengan peningkatan Kredit, dimana Dana meningkat TFCFTBS 3Q KVUB TFEBOHLBO ,SFEJU NFOJOHLBU TFCFTBS3QKVUB • Kualitas aset produktif KAP per 31 Desember 2014 PD 13-1,BSVU,PUBBEBMBITFCFTBS t 3BTJP1-QPTJTJFTFNCFSNFOHBMBNJQFOVSVOBO LVBMJUBT TFCFTBS EBSJ CVMBO FTFNCFS TFCFTBS NFOKBEJTFCFTBS 4FJSJOHEFOHBO QFOJOHLBUBO SBTJP 1- SBTJP 111 NFOJOHLBU EBSJ FTFNCFS TFCFTBS NFOKBEJ EJ Desember 2014. t O UFSNT PG UIF EJTUSJCVUJPO PG GVOET DSFEJU HSFX CZ 3Q NJMMJPO PS BOE CFDBNF 3Q million compared to the position in December 2013 which BNPVOUFEUP3Q NJMMJPO NFBOXIJMFUIFJOUFSCBOL BTTFUTJOFDFNCFSJODSFBTFECZ3Q NJMMJPO PS HSFXCZDPNQBSFEUPOVNCFSJOFDFNCFS Development of Equity RVJUZBTPGFDFNCFS BNPVOUFEUP3Q NJMMJPO an increase of 20.08 compared to December 2013. The JODSFBTFXBTNBJOMZJOnVFODFECZUIFQSFTFODFPGBEEJUJPOBM DBQJUBMDPOUSJCVUFECZTIBSFIPMEFST OBNFMZUIFHPWFSONFOU PG8FTU+BWB1SPWJODFBOEUIFHPWFSONFOUPGBSVU3FHFODZ BNPVOUFE3Q NJMMJPOBOEFBSOJOHTQPTUFECZ113 LPK Garut Kota as of the end of 2014 which amounted to 3Q NJMMJPO XUUHQWHDU3URÀW VSSFOU :FBS 1SPmU BT PG FDFNCFS BNPVOUFE UP 3Q NJMMJPO5IFQSPmUHSPXUIXBTNBJOMZTVQQPSUFECZ UIFJODSFBTFJOJOUFSFTUJODPNFPG3Q NJMMJPOPS GSPN3Q NJMMJPOJOFDFNCFSUP3Q NJMMJPO in December 2014. Financial Ratios t 13BSVU,PUBT3BTPGFDFNCFSEFDSFBTFE from 22.17 in December 2013 to 20.12 in December 2014. t BTI 3BUJP 3 BT PG FDFNCFS BNPVOUFE UP 33.05. t 1 13 -1, BSVU ,PUBT -3 BT PG FDFNCFS JODSFBTFE CZ GSPN JO FDFNCFS UP JOFDFNCFSEVFUPUIFIJHIFSJODSFBTFJO funds compared to the increase in loans, where funds JODSFBTFECZ3Q NJMMJPOXIJMFMPBOTPOMZJODSFBTFE CZ3Q NJMMJPO t 113-1,BSVU,PUBTQSPEVDUJWFBTTFUTRVBMJUZ ,1 as of December 31, 2014 amounted to 3.08. t 5IFRVBMJUZPG1-SBUJPBTPGFDFNCFSEFDSFBTFE CZGSPNJOFDFNCFSUPMPOH XJUIUIFJODSFBTFJO1-SBUJP 111SBUJPJODSFBTFEGSPN JOFDFNCFSUPJOFDFNCFS PD BPR LPK GARUT KOTA Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 187 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 187 t 3BTJP 30 EJ CVMBO FTFNCFS NFOHBMBNJ penurunan sebesar 0,3 dibandingkan dengan bulan FTFNCFSEBSJTFCFTBS NFOKBEJ ZBOH dipengaruhi oleh peningkatan rasio BOPO dari sebesar NFOKBEJ ZBOH EJEPNJOBTJ PMFI CFCBO CVOHB EJJLVUJ EFOHBO CFCBO QFOZVTVUBOQFOHIBQVTBO ZBOH NBTJOHNBTJOH NFOHBMBNJ QFOJOHLBUBO TFCFTBS 3QKVUBEBO3QKVUB t 30JOFDFNCFSEFDSFBTFECZOBNFMZGSPN UPXIJDIXBTJOnVFODFECZUIFJODSFBTFJO operating expense to operating revenue ratio from 84.32 UP XIJDI XBT EPNJOBUFE CZ JOUFSFTU FYQFOTFT BOE GPMMPXFE CZ EFQSFDJBUJPOXSJUFPGG FYQFOTFT XIJDI SFTQFDUJWFMZ JODSFBTFE CZ 3Q NJMMJPO BOE 3Q million. PD BPR LPK GARUT KOTA 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 188 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 188 Pendirian 1FSVTBIBBOBFSBIBOL1FSLSFEJUBO3BLZBU-1,+BMBODBHBL didirikan berdasarkan Surat Keputusan Bupati kepala daerah UJOHLBU 4VCBOH P 451QF4, UBOHHBM 4FQUFNCFS EFOHBO OBNB 1 BEBO 1FSLSFEJUBO Pasar Jalancagak. Berdasarkan Surat Keputusan Bupati ,FQBMBBFSBI5JOHLBU4VCBOHP1UBOHHBM 4FQUFNCFSEJVCBINFOKBEJ1FSVTBIBBOBFSBIBOL 1FSLSFEJUBO3BLZBU-1,+BMBODBHBL ,FHJBUBOVTBIB1FSVTBIBBOBFSBIBOL1FSLSFEJUBO3BLZBU LPK Jalancagak telah memperoleh izin dari Departemen ,FVBOHBO 3FQVCMJL OEPOFTJB NFMBMVJ 4VSBU ,FQVUVTBO .FOUFSJ ,FVBOHBO P ,1,. UBOHHBM FCSVBSJTFSUBEBSJBOLOEPOFTJB EFOHBOTVSBUP 613E3EUBOHHBMQSJM Dengan Izin Prinsip berdasarkan Keputusan Deputi Gubernur BOLOEPOFTJBP,1QUBOHHBMHVTUVT 2011 tentang Pemberian Izin Penggabungan Usaha Merger 1 13 -1, JTBMBL 1 13 -1, 1BHBEFO 1 13 -1, 1VSXBEBEJEBO113-1,1BNBOVLBOLFEBMBN113 LPK Jalancagak. Penggabungan usaha merger 113-1,+-, UFSIJUVOHUBOHHBM4FQUFNCFSBEBMBIZBOHQFSUBNBEJ Jawa Barat dan telah dicatat dalam administrasi pengawasan BOL OEPOFTJB CFSEBTBSLBO 4VSBU BOL OEPOFTJB PNPS ,6EEUFOUBOH1FMBLTBOBBO.FSHFS113 LPK Jalancagak. Pada tahun 2012, bank bjb UFMBINFOHBLVJTJTJ113-1, Jalancagak sesuai dengan Surat Keputusan Bank Indonesia P,1EUBOHHBM4FQUFNCFS Establishment 1 13 -1, +BMBODBHBL XBT FTUBCMJTIFE CBTFE PO UIF FDSFF PG UIF 3FHFOU PG 4VCBOH P 451QF 4,EBUFE4FQUFNCFS XJUIUIFOBNF1131BTBS +BMBODBHBLBTFEPOUIFFDSFFPGUIF3FHFOUPG4VCBOH P1EBUFE4FQUFNCFS UIFPNQBOZXBT DIBOHFEJOUP113-1,+BMBODBHBL 5IFCVTJOFTTBDUJWJUJFTPG113-1,+BMBODBHBLPCUBJOFE QFSNJTTJPO GSPN UIF .JOJTUSZ PG JOBODF PG UIF 3FQVCMJD PG OEPOFTJBUISPVHIUIFFDSFFPGUIF.JOJTUFSPGJOBODFP ,1,.EBUFEFCSVBSZ BOEGSPNBOL OEPOFTJBUISPVHIMFUUFSP613E3EEBUFEQSJM 8JUI 1SJODJQMF 1FSNJU CBTFE PO UIF FDSFF PG UIF FQVUZ PWFSOPS PG BOL OEPOFTJB P ,1Q EBUFE VHVTU POUIF3FMFBTFPG1FSNJUGPSUIFNFSHFSPG 1 13 -1, JTBMBL 1 13 -1, 1BHBEFO 1 13 -1, 1VSXBEBEJ BOE 1 13 -1, 1BNBOVLBO JOUP 1 13 -1, Jalancagak. 5IFNFSHFSPG13-1,+BMBODBHBLDPNNFODJOH4FQUFNCFS XBTUIFmSTUUPCFDPOEVDUFEJO8FTU+BWBBOEIBT been recorded in Bank Indonesia’s supervision administration CBTFE PO BOL OEPOFTJB -FUUFS P ,6EE POUIFJNQMFNFOUBUJPOPGNFSHFSPG113-1,+BMBODBHBL In 2012, bank bjb IBTBDRVJSFE113-1,+BMBODBHBLJO BDDPSEBODFXJUIUIFFDSFFPGBOLOEPOFTJBP,1 GBIBd2012 dated September 28, 2012. PD BPR LPK JALANCAGAK PD BPR LPK JALANCAGAK Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 189 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 189 bank bjb Annual Report 2014 Pengurus PD BPR LPK Jalancagak JSFLTJEBOFXBO1FOHBXBT1FSJPEF13-1,+BMBODBHBL DireksiBoard of Directors Jabatan NamaName Direktur Utama President Director ST0NBO4VOBOEBS Direktur Director ST.BNBO4VLJSNBO .1 Dewan PengawasSupervisory Board Jabatan NamaName Ketua Chairman Drs. Sarpan Sujana Anggota Member FUUZ+VJUBOJOHSVN 41 Kinerja JOHHB FTFNCFS BTFU 1 13 -1, +BMBODBHBL NFOJOHLBU EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB BSJ 3Q KVUB NFOKBEJ TFCFTBS 3QKVUB Perkembangan penghimpunan Dana Pihak Ketiga DPK BEBMBITFCBHBJCFSJLVU t 1, ZBOH CFSBTBM EBSJ QSPEVL 5BCVOHBO EBO FQPTJUP NFOJOHLBU TFCFTBS BUBV 3Q KVUB ZBJUV EBSJ 3Q KVUB QBEB FTFNCFS NFOKBEJ 3Q juta pada 31 Desember 2014. t 1SPEVL5BCVOHBONFOJOHLBU3QKVUBBUBV EBSJ 3QKVUBEJFTFNCFSNFOKBEJ3QKVUB pada Desember 2014. t 1SPEVL FQPTJUP NFOJOHLBU TFCFTBS 3Q KVUB BUBV EBSJ TFCFTBS 3Q KVUB EJ FTFNCFS NFOKBEJ3QKVUBEJFTFNCFS Perkembangan Ekuitas Modal Ekuitas terdiri dari modal disetor dan saldo laba pada 31 FTFNCFS TFCFTBS 3Q KVUB BUBV NFOJOHLBU EJCBOEJOHLBO QPTJTJ QBEB FTFNCFS 1FOJOHLBUBOJOJUFSVUBNBEJTFCBCLBOPMFIBEBOZBUBNCBIBO modal disetor oleh Pemerintah Provinsi Jawa Barat sebesar 3QKVUBQBEBFTFNCFS Pendapatan, Beban, dan Laba Selama periode tahun buku 2014, pertumbuhan pendapatan, CFCBO EBO MBCB 1 13 -1, +BMBODBHBL BEBMBI TFCBHBJ CFSJLVU t 1FOEBQBUBO PQFSBTJPOBM 1 13 -1, +BMBODBHBL TFCFTBS3QKVUB EJNBOBKVNMBIUFSTFCVUCFSBTBM EBSJ QFOEBQBUBO QFOZBMVSBO EBOB 3Q KVUB EBO Management of PD BPR LPK Jalancagak PBSEPGJSFDUPSTBOE4VQFSWJTPSZPBSEPG13-1,+BMBODBHBLJOUIF Period of 2014-2015 Performance 6OUJMFDFNCFS UIFBTTFUTPG113-1,+BMBODBHBL JODSFBTFE DPNQBSFE UP UIF TBNF QFSJPE JO UIF QSFWJPVTZFBS OBNFMZGSPN3Q NJMMJPOUP3Q million. 5IFEFWFMPQNFOUPGUIJSEQBSUZGVOET 51 JTBTGPMMPXT • TPK derived from Savings and Deposits products JODSFBTFE CZ PS 3Q NJMMJPO GSPN 3Q NJMMJPOJOFDFNCFSUP3Q NJMMJPOJOFDFNCFS 31, 2014. t 4BWJOHT JODSFBTFE CZ 3Q NJMMJPO PS GSPN 3Q NJMMJPOJOFDFNCFSUP3Q NJMMJPOJO December 2014. t FQPTJUT JODSFBTFE CZ 3Q NJMMJPO PS GSPN 3Q NJMMJPOJOFDFNCFSUP3Q NJMMJPOJO December 2014. Development of Equity Capital RVJUZ DPOTJTUT PG QBJEJO DBQJUBM BOE SFUBJOFE FBSOJOHT BU FDFNCFS BNPVOUFE UP 3Q NJMMJPO BO JODSFBTF PG DPNQBSFE UP UIF QPTJUJPO JO FDFNCFS 5IF JODSFBTF XBT QSJNBSJMZ EVF UP BEEJUJPOBM QBJEJO DBQJUBMCZUIFPWFSONFOUPG8FTU+BWB1SPWJODFPG3Q million at December 31, 2014. 5HYHQXH[SHQVHDQG3URÀW VSJOH UIF QFSJPE PG UIF mTDBM ZFBS UIF HSPXUI PG SFWFOVF FYQFOTFBOEQSPmUPG113-1,+BMBODBHBLJTBT GPMMPXT t 0QFSBUJOHJODPNFPG113-1,+BMBODBHBLBNPVOUFE UP3Q NJMMJPO JOXIJDIUIFBNPVOUXBTEFSJWFEGSPN the income from the distribution of funds with the amount of 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 190 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO bank bjb Laporan Tahunan 2014 190 TJTBOZB3QKVUBCFSBTBMEBSJQFOEBQBUBOPQFSBTJPOBM MBJOOZB t FCBO PQFSBTJPOBM 1 13 -1, +BMBODBHBL 3Q KVUBUFSEJSJEBSJCFCBOUFOBHBLFSKB3QKVUB CFCBO CVOHB 3Q KVUB CFCBO BENJOJTUSBTJ EBO VNVN 3Q KVUB CFCBO QFOZJTJIBO LFSVHJBO BTFU QSPEVLUJG CFSTJI 3Q KVUB EBO TJTBOZB CFSVQB CFCBO MBJOOZB TFCFTBS3QKVUB t -BCB CFSTJI 1 13 -1, +BMBODBHBL QBEB FTFNCFS TFCFTBS3QKVUB Rasio-Rasio Keuangan 3BTJP QFSNPEBMBO 3 1 13 -1, +BMBODBHBL QBEB FTFNCFS TFCFTBS NFOHBMBNJ QFOJOHLBUBO EJCBOEJOHLBO QFSJPEF ZBOH TBNB UBIVO TFCFMVNOZB ZBOH CFSBEBEJQPTJTJ 3BTJPSFOUBCJMJUBT - Imbal hasil Aset Return On Asset 30 TFCFTBS QBEBFTFNCFS EJCBOEJOHLBO QBEB Desember 2013. NCBM BTJM LVJUBT Return On Equity 30 TFCFTBS QBEBFTFNCFSEJCBOEJOHLBO QBEB Desember 2013. 1FOVSVOBO30EBO30EJTFCBCLBOPMFIQFSPMFIBOMBCB ZBOHMFCJISFOEBIEJCBOEJOHLBOUBIVOTFCFMVNOZBTFSUB SBTJP010ZBOHNFOHBMBNJQFOJOHLBUBOEJCBOEJOHLBO EFOHBOUBIVOTFCFMVNOZB - FU OUFSFTU .BSHJO . QBEB UBIVO TFCFTBS NFOHBMBNJQFOVSVOBOEJCBOEJOHLBOQPTJTJQBEB Desember 2013 sebesar 13,31. - Beban Operasional terhadap Pendapatan Operasional 010 TFCFTBS .FOHBMBNJ QFOJOHLBUBO dibandingkan posisi pada Desember 2013 sebesar 1FSFTFNCFS -POHFQPTJU3BUJP-3 apabila dibandingkan dengan Desember 2013 sebesar ,POEJTJ UFSTFCVU EJTFCBCLBO QFOJOHLBUBO 1, ZBOHMFCJIUJOHHJEJCBOEJOHLBOQFOJOHLBUBOLSFEJUZBOH EJCFSJLBO EJNBOB 1, NFOJOHLBU TFCFTBS TFEBOHLBO LSFEJU ZBOH EJCFSJLBO IBOZB NFOJOHLBU sebesar 13,14. - Kualitas aset produktif KAP per 31 Desember 2014 PD 13-1,+BMBODBHBLBEBMBITFCFTBS 1- QFS FTFNCFS 1 13 -1, +BMBODBHBL adalah sebesar 3,87. 3Q NJMMJPOBOE3Q NJMMJPOGSPNPUIFSPQFSBUJOH income. t 0QFSBUJOHFYQFOTFTPG113-1,+BMBODBHBLBNPVOUFE UP3Q NJMMJPOXIJDIDPOTJTUTPG3Q NJMMJPOPG MBCPSDPTU 3Q NJMMJPOPGJOUFSFTUFYQFOTF 3Q NJMMJPOPGHFOFSBMBOEBENJOJTUSBUJWFFYQFOTFT 3Q million of provision for net loss of productive assets and 3Q NJMMJPOPGUIFPUIFSFYQFOTFT t FUQSPmUPG113-1,+BMBODBHBLJOFDFNCFS BNPVOUFEUP3Q NJMMJPO Financial Ratios BQJUBMBEFRVBDZSBUJP 3 PG113-1,+BMBODBHBLJO FDFNCFSBNPVOUFEUP BOJODSFBTFDPNQBSFE UP UIF TBNF QFSJPE JO UIF QSFWJPVT ZFBS XIJDI XBT JO UIF QPTJUJPOPG 1SPmUBCJMJUZSBUJPT 3FUVSO 0O TTFUT 30 PG JO FDFNCFS DPNQBSFEUPJOFDFNCFS 3FUVSO PO RVJUZ 30 PG JO FDFNCFS compared to 17.07 in December 2013. 5IFEFDMJOFJO30BOE30XFSFDBVTFECZUIFMPXFS QSPmUSFDFJWFEDPNQBSFEUPUIFQSPmUJOUIFQSFWJPVTZFBS BOE010SBUJPJODSFBTFEDPNQBSFEUPUIFQSFWJPVTZFBS FUOUFSFTU.BSHJO . JOBNPVOUFEUP a decrease compared to the position in December 2013 which amounted 13.31. - Operating Expenses to Operating Income BOPO XBT BO JODSFBTF DPNQBSFE UP UIF QPTJUJPO JO FDFNCFSXIJDIBNPVOUFEUP TPGFDFNCFS -POHFQPTJU3BUJPBNPVOUFE UPDPNQBSFEUPJOFDFNCFS5IF DPOEJUJPOXBTDBVTFECZUIFIJHIFSJODSFBTFJOEFQPTJUT compared to the increase in loans, where deposits JODSFBTFE CZ XIJMF MPBOT POMZ JODSFBTFE CZ 13.14. TPGFDFNCFS UIFRVBMJUZPGQSPEVDUJWFBTTFUT ,1 PG113-1,+BMBODBHBLBNPVOUFEUP T PG FDFNCFS UIF 1- PG 1 13 -1, Jalancagak amounted to 3.87. PD BPR LPK JALANCAGAK Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Laporan Keuangan Konsolidasian Data Perusahaan 191 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data bank bjb Annual Report 2014 191 bank bjb Syariah - Kerja sama Host to Host untuk meningkatkan brand image perusahaan, memperluas jaringan kantor, serta FmTJFOTJCJBZBLIVTVTOZBUSBOTBLTJNFMBMVJ5.EFOHBO menggunakan jaringan host to host core banking system antara bank bjb dengan bank bjb 4ZBSJBI 1FOJOHLBUBO TFUPSBO NPEBM ZBOH EJMBLVLBO VOUVL memperkuat struktur permodalan modal inti bank bjb 4ZBSJBIBHBSNBTVLLFEBMBN6,6 EVB UFSLBJUEFOHBO BEBOZB QFNCBUBTBO LFHJBUBO VTBIB EBO QFSMVBTBO jaringan berdasarkan Peraturan Bank Indonesia nomor 1 QFSJIBM ,FHJBUBO 6TBIB EBO +BSJOHBO Kantor Berdasarkan Modal Inti Bank. PD BPR LPK Garut Kota dan PD BPR LPK Jalancagak - Perubahan bentuk badan hukum Perusahaan Daerah PD NFOKBEJ1FSTFSPBO5FSCBUBT 15 TFTVBJEFOHBO13 PNPS5BIVOUFOUBOH1FSVCBIBOFOUVLVLVN 1FSVTBIBBOBFSBIBOL1FSLSFEJUBO3BLZBUBTJM.FSHFS di Kabupaten Garut, Kabupaten Subang, Kabupaten JBOKVS EBO ,BCVQBUFO 5BTJLNBMBZB NFOKBEJ 1FSTFSPBO 5FSCBUBTZBOHEJMBLVLBOVOUVLNFNQFSMVBTXJMBZBIEBO QSPEVLVTBIB13EBONFOJOHLBULBOEBZBTBJOHEFOHBO perbankan konvensional. - Kerja sama Host to Host VOUVLNFOJOHLBULBOQFMBZBOBO dan keunggulan produk melalui fasilitas ATM kepada OBTBCBI 13 FmTJFOTJ CJBZB TFSUB NFNQFSLVBU brand image 13 EBO CBOL bjb sebagai satu kesatuan LIVTVTOZBCBHJ13 NFOJOHLBULBOOJMBJKVBM13 - Pemenuhan kewajiban setoran modal untuk memperkuat permodalan perusahaan dan mewujudkan industri 13 ZBOH TFIBU LVBU QSPEVLUJG EBO EJQFSDBZB HVOB mendukung pertumbuhan perekonomian daerah, serta NFODJQUBLBO LPOEJTJ ZBOH LPOEVTJG VOUVL NFOEPSPOH QFOJOHLBUBOLJOFSKB13 3HUXVDKDDQ ÀOLDVL 37 VXUDQVL DQJXQ VNULGD GDQ BPR - Meningkatkan tambahan setoran modal kepada PT Asuransi Bangun Askrida .FMBLVLBO NFSHFS BOUBSB 13 QFS ,BCVQBUFO EFOHBO kepemilikan saham bank bjb minimal 51 dan diutamakan VOUVL13ZBOHTFIBUEBOCFSLJOFSKBCBJL - Merubah bentuk badan hukum dari Perusahaan Daerah PD menjadi Perseroan Terbatas PT setelah merger. bank bjb Sharia PTU UP PTU DPPQFSBUJPO UP JNQSPWF UIF PNQBOZT CSBOEJNBHF FYQBOEUIFPGmDFOFUXPSL BTXFMMBTDPTU FGmDJFODZ FTQFDJBMMZ 5. USBOTBDUJPOT VTJOH UIF IPTU UP IPTUDPSFCBOLJOHTZTUFNOFUXPSLCFUXFFOCBOL bjb and bank bjb Sharia. - Increase paid-up capital to strengthen the capital structure core capital of bank bjb Sharia so as to enter BOOK 2 two related to the restrictions on business activities and FYQBOTJPOPGOFUXPSLCBTFEPOBOLOEPOFTJB3FHVMBUJPO P 1 SFHBSEJOH VTJOFTT DUJWJUJFT BOE 0GmDFFUXPSLBTFEPOUIFBOLTPSFBQJUBM PD BPR LPK Garut Kota and PD BPR LPK Jalancagak 5IFDPOWFSTJPOPGUIFMFHBMGPSNPGFOUJUZGSPN3FHJPOBM PNQBOZ 1 JOUP -JNJUFE -JBCJMJUZ PNQBOZ 15 JO BDDPSEBODF XJUI UIF 3FHJPOBM 3FHVMBUJPO P :FBS 2013 concerning the conversion of the legal form from 3FHJPOBM PNQBOZ PG UIF 3VSBM BOLT 13 SFTVMUFE GSPN.FSHFSJOBSVU 4VCBOH JBOKVSBOE5BTJLNBMBZB EJTUSJDUTJOUPB-JNJUFE-JBCJMJUZPNQBOZXBTQFSGPSNFE UP FYQBOE UIF CVTJOFTT BSFB BOE QSPEVDUT PG 13 BOE improve competitiveness with conventional banks. PTUUPPTUDPPQFSBUJPOUPJNQSPWFTFSWJDFTBOEQSPEVDU FYDFMMFODFUISPVHIUIFGBDJMJUZPG5.GPSUIFDVTUPNFST PG13 DPTUFGmDJFODZBOETUSFOHUIFOJOHCSBOEJNBHFPG 13BOECBOL bjb BTBXIPMF FTQFDJBMMZGPS13 JODSFBTF UIFTBMFWBMVFPG13 VMmMMNFOU PG UIF SFRVJSFNFOU PO QBJEVQ DBQJUBM UP TUSFOHUIFOUIFPNQBOZTDBQJUBMBOESFBMJ[FBIFBMUIZ TUSPOH QSPEVDUJWF BOE SFMJBCMF SVSBM CBOL JOEVTUSZ UP TVQQPSUUIFHSPXUIPGUIFSFHJPOBMFDPOPNZ BOEDSFBUF DPOEVDJWFDPOEJUJPOUPCPPTUUIFQFSGPSNBODFPG13 IÀOLDWHG RPSDQ\ 37 VXUDQVL DQJXQ VNULGD DQG BPR - Increase the paid-up capital for PT Asuransi Bangun Askrida .FSHFCFUXFFOUIF13JOUIFEJTUSJDUTXJUIBUMFBTU TIBSFTPXOFECZCBOL bjb BOEQSJPSJUJ[FEUPUIFIFBMUIZ 13XJUIHPPEQFSGPSNBODF IBOHF UIF MFHBM GPSN PG 3FHJPOBM PNQBOZ 1 JOUP -JNJUFE-JBCJMJUZPNQBOZ 15 BGUFSUIFNFSHFS RENCANA TERHADAP ANAK PERUSAHAAN DAN PERUSAHAAN ASOSIASI KE DEPAN THE FUTURE PLAN FOR SUBSIDIARIES AND ASSOCIATED COMPANIES 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ Consolidated Financial Statements Corporate Data 192 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO ASPEK PEMASARAN MARKETING ASPECT 193 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 6QBZBVOUVLNFOHJNQMFNFOUBTJLBOSFODBOBTUSBUFHJTCJTOJT jangka pendek maupun jangka panjang, bank bjb selalu NFNCFSJLBOQSPEVLEBOKBTBZBOHUFSCBJLTFSUBTFMBMVJSFTQPOTJG terhadap dinamika pasar. bank bjb selalu memberikan solusi ZBOH UFSCBJL VOUVL TFUJBQ LFCVUVIBO OBTBCBI LIVTVTOZB QBEB QSPEVL LSFEJU 4BMBI TBUVOZB QSPEVL , TFCBHBJ TBMBITBUVQSPEVLZBOHEBQBUNFOPQBOHQFSUVNCVIBOLSFEJU bank bjb ZBOHEJNBOBQSPEVL,NFNJMJLJQFSBOBOZBOH TBOHBUQFOUJOH IBMJOJEJLBSFOBLBO • Positioning QSPEVL,ZBOHDVLVQLVBU t 5JOHLBUTVLVCVOHBZBOHLPNQFUJUJG t JCFSMBLVLBOOZBQSPHSBNQSPNPTJZBOHUFQBUTBTBSBO • Pemberian atensi kepada para Debitur • Mengutamakan Personal dan Emotional Touch sebagai LFVOHHVMBOEBSJTJTJQFMBZBOBO Strategi Pemasaran JOHHB UBIVO TFHNFOUBTJ OBTBCBI CBOL bjb masih EJEPNJOBTJPMFIOBTBCBISJUFMBMJUV EJBOUBSBOZBCJTBEJMJIBU EBSJ LPNQPTJTJ QFOHVDVSBO LSFEJU ZBOH NBTJI EJEPNJOBTJ untuk bidang konsumsi, walaupun Perseroan tidak melupakan nasabah korporasi. Untuk mendukung kegiatan bisnis 2014, Perseroan telah mengimplementasikan sejumlah strategi pemasaran. FSEBTBSLBO QSPEVL LFHJBUBO QFNBTBSBO ZBOH TVEBI EJKBMBOLBOEJBOUBSBOZB

A. Transaksi Trade Finance and Services

1. Untuk produk ini, Perseroan memilih strategi pro- BLUJG ZBOH EJ BOUBSBOZB NFMBMVJ gathering dengan nasabah dan calon nasabah potensial. Para QFNBOHLV LFQFOUJOHBO ZBOH EJMJCBULBO NJTBMOZB Badan Koordinasi Penanaman Modal BKPM, Badan Koordinasi Penanaman Modal Daerah BKPMD, serta BTPTJBTJ EBO PSHBOJTBTJ QFOHVTBIB ZBOH NFNJMJLJ orientasi transaksi ekspor-impor dan perdagangan dalam negeri. 2. Termasuk dalam rangkaian pemasaran, Divisi Internasional juga memberikan edukasi kepada para pemangku kepentingan. Antara lain dengan DBSB NFOKBEJ OBSBTVNCFS EJ CFSCBHBJ BDBSB ZBOH melibatkan eksportir dan importir, bekerja sama dengan Dinas Peruindusrian dan Perdagangan Provinsi Jawa Barat, Departemen Perdagangan, NBVQVOLFHJBUBOMBJOOZB Efforts to implement the short and long term strategic business plans, bank bjb BMXBZT QSPWJEFT UIF CFTU QSPEVDUT BOE TFSWJDFTBOEBMXBZTSFTQPOTJWFUPNBSLFUEZOBNJDTCBOL bjb BMXBZTQSPWJEFTUIFCFTUTPMVUJPOGPSFWFSZDVTUPNFSTOFFET QBSUJDVMBSMZJODSFEJUQSPEVDUT0OFPGUIFQSPEVDUTJTUIF, as one of the products that can support the credit growth of bank bjb JOXIJDIUIF,QSPEVDUIBTBWFSZJNQPSUBOUSPMF UIJTJTCFDBVTF • The strong positioning of the KGB product • A competitive interest rates • The implementation of on target promotional programs • Giving attention to the debtors • Prioritizing Personal and Emotional touch as an advantage in the terms of services. Marketing Strategy Until 2014, the bank customer segmentation bjb still EPNJOBUFECZSFUBJMDVTUPNFSTUXBT PGXIPNDBOCFTFFO from the composition of which is still dominated lending to the mFMEPGDPOTVNQUJPO BMUIPVHIUIFPNQBOZIBTOPUGPSHPUUFO its corporate customers. 5P TVQQPSU CVTJOFTT BDUJWJUJFT JO UIF PNQBOZ IBT implemented a number of marketing strategies. Based on the product, the marketing activities that have been JNQMFNFOUFEJODMVEF

A. Transaksi Trade Finance and Services

PS UIJT QSPEVDU UIF PNQBOZ DIPTF B QSP BDUJWF TUSBUFHZ XIJDI BNPOH PUIFST CZ HBUIFSJOH XJUI customers and potential customers. Stakeholders are involved, for example, the Investment Coordinating PBSE ,1. 3FHJPOBM OWFTUNFOU PPSEJOBUJOH PBSE ,1. BT XFMM BT FNQMPZFST BTTPDJBUJPOT and organizations which have an export - import transactions and domestic trade. 2. Included in the series of marketing, International Division also provide education to stakeholders. NPOHUIFXBZ XJUIBHVFTUTQFBLFSBUWBSJPVTFWFOUT involving exporters and importers, in collaboration with the Department of Trade Peruindusrian and West Java Province, Department of Commerce, as well as other activities. 194 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

B. Transaksi Remitansi

1. Mengimplementasikan strategi pemasaran below the line NJTBMOZBTQPOTPSTIJQBSJ6MBOH5BIVO3CFLFSKB TBNBEFOHBO,POTVMBU+FOEFSBM3FQVCMJLOEPOFTJBEJ POH,POH 2. Promosi produk remitansi melalui kerja sama dengan Agent Remittance di Singapura. 3. Bekerja sama dengan Kementerian Tenaga Kerja dan Transmigrasi Indonesia, Disnakertrans Jawa BSBU 15, TFSUBBOLVOJB VOUVLNFMBLVLBO edukasi mengenai produk-produk perbankan, terutama remitansi kepada tenaga kerja Indonesia EBO LFMVBSHBOZB EJ TFKVNMBI EBFSBI ZBOH NFOKBEJ CBTJT5, TFQFSUJFOQBTBS JSFCPO 3BOHLBTCJUVOH BOKBS 5BTJLNBMBZB JCVCVS EBO4VLBCVNJ

C. Dana Pihak Ketiga

1. Promosi produk dana

D. Brand bjb

1. Meningkatkan brand awareness bank bjb di tengah NBTZBSBLBU NFMBMVJLFHJBUBOQSPNPTJ

E. Produk Treasury

1. Kunjungan langsung tenaga penjual ke nasabah dan calon nasabah potensial untuk sosialisasi mengenai transaksi valuta asing dan instrumen lindung nilai hedging Instruments kepada nasabah dan kantor cabang terkait.

F. bjb Precious

1. Melakukan customer gathering untuk lebih NFOJOHLBULBOIVCVOHBOZBOHCBJLEFOHBOOBTBCBI CBJLOBTBCBIZBOHTVEBIBEBNBVQVODBMPOOBTBCBI potensial. .FOZFMFOHHBSBLBO QPMB Member Get Member nasabah bjb Precious. Biaya Pemasaran Sepanjang tahun 2014, Perseroan telah merealisasikan BOHHBSBOQFNBTBSBOTFCFTBS3Q NJMJBSJCBOEJOHLBO UBIVOTFCFMVNOZB CJBZBZBOHEJLFMVBSLBOUFSTFCVUNFOHBMBNJ QFOVSVOBO TFCFTBS 4FEBOHLBO CJBZB PQFSBTJPOBM pemasaran mengalami penurunan 50 dibandingkan tahun 2013.

B. Remittance transactions

1. Implement marketing strategies below the line , for FYBNQMF TQPOTPSTIJQ OOJWFSTBSZ PG OEPOFTJB JO DPPQFSBUJPOXJUIUIFPOTVMBUFFOFSBMPGUIF3FQVCMJD PGOEPOFTJBJOPOH,POH 2. Promotion of remittance products through cooperation XJUI3FNJUUBODFHFOUJO4JOHBQPSF O DPMMBCPSBUJPO XJUI UIF .JOJTUSZ PG .BOQPXFS BOE Transmigration, Indonesia, West Java Manpower, 15, BT XFMM BT UIF 8PSME BOL UP DPOEVDU FEVDBUJPOPOCBOLJOHQSPEVDUT NBJOMZSFNJUUBODFTUP Indonesian workers and their families in a number of areas which are the basis of TKI, such as Denpasar, JSFCPO 3BOHLBTCJUVOH BOKBS 5BTJLNBMBZB Cibubur, and Sukabumi.

C. Dana Pihak Ketiga

5IJSE1BSUZVOET

D. Brand bjb

ODSFBTFCSBOEBXBSFOFTTJOUIFDPNNVOJUZCKCCBOL through promotional activities.

E. Treasury products

7JTJUUIFTBMFTQFSTPOEJSFDUMZUPDVTUPNFSTBOEQPUFOUJBM customers for the socialization of foreign exchange transactions and hedging instruments hedging Instruments to customers and related branches.

F. bjb Precious

1. Perform customer gathering to further enhance good relationships with customers, both existing customers and potential customers. PMEJOH QBUUFSO .FNCFS FU .FNCFS 1SFDJPVT bjb customers . Marketing Cost 5ISPVHIPVU UIF PNQBOZ IBT SFBMJ[FE UIF QSPNPUJPO DPTUT PG 3Q CJMMJPO PNQBSFE UP UIF QSFWJPVT ZFBS DPTUT EFDSFBTFE CZ 8IJMF UIF PQFSBUJPOBM NBSLFUJOH costs decreased 50 compared in 2013. ASPEK PEMASARAN 195 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data FSJLVUJOJCJBZBQFNBTBSBOZBOHUFMBIEJLFMVBSLBOEBMBNEVB UBIVOCVLVUFSBLIJS 3Q.JMJBS 3QJMMJPO Rincian 2013 2014 Details JBZB1SPNPTJ 177,10 103,21 Promotion Cost JBZB0QFSBTJPOBM1FNBTBSBO 22,4 11,1 Operating Marketing Costs 5FSMFQBT EBSJ QSPEVLQSPEVL LSFEJU ZBOH EJCFSJLBO TFKBMBO dengan hal tersebut perusahaan juga menetapkan strategi VOUVL NFMBLVLBO QFOVSVOBO UJOHLBU 1- LIVTVTOZB QBEB ,SFEJU .JLSP EFOHBO EVB MBOHLBI TUSBUFHJ ZBOH EJUFUBQLBO ZBJUV

1. Penyelamatan dan Penyelesaian terhadap Kredit Existing

Pada awal tahun 2014 Divisi Mikro berencana akan melaksanakan secara serempak Program Sosialisasi 3FTUSVLUVSJTBTJ ,SFEJU TFCBHBJ VQBZB QFOVSVOBO PO Performing Loan 1- ,SFEJULFMPMBBOJWJTJ.JLSP EJTJTJ MBJO GBLUPSGBLUPS FLTUFSOBM ZBOH EBQBU NFNQFOHBSVIJ petumbuhan portofolio kredit kelolaan Divisi Mikro dapat direduksi dengan beberapa strategis, seperti EJMBLVLBOOZBLFSKBTBNBEFOHBOJOTUBOTJQFNFSJOUBIBO baik pemerintah pusat, provinsi maupun kabupaten kota untuk memasarkan produk-produk Divisi Mikro bagi para pelaku UMKM di daerah, dan pemetaan potensi QFNCJBZBBO VOUVL NBTJOHNBTJOH KBSJOHBO LBOUPS CBOL bjb. 4FMBJO VQBZB QFOVSVOBO 1- JWJTJ .JLSP KVHB NFNJMJLJ TUSBUFHJVOUVLNFMBLVLBOFLTQBOTJLSFEJUZBOHCFSLVBMJUBT EJUBIVO ZBLOJEFOHBONFMBLVLBOJOWFOUBSJTJSQBSB debitur existing VOUVL EJMBLVLBOOZB top up UFOUVOZB TUSBUFHJJOJEJUVKVLBOLFQBEBEFCJUVSZBOHNFNJMJLJSJXBZBU LSFEJU ZBOH TFIBU FCJUVS EBQBU EJLBUBLBO TFIBU KJLB NFNJMJLJCFCFSBQBLSJUFSJBTFCBHBJCFSJLVU • Telah menjalani setengah jangka waktu kredit • Kolektibilitas Lancar t .FNFOVIJ QFSTZBSBUBO UFLOJT CBOL VOUVL EJMBLVLBO Top Up kredit.

2. Kebijakan Open Selling Kredit Mikro Utama KMU

EBOZB QFOVSVOBO QPTJTJ ,SFEJU .JLSP 6UBNB KMU sejak bulan Juli 2013 sampai dengan FTFNCFS EBSJ QPTJTJ 3Q NJMJBS NFOKBEJ TFCFTBS 3Q NJMJBS UVSVO BUBV TFCFTBS 3Q NJMJBS TFIJOHHB QFOVSVOBO QPTJTJ LSFEJU dimungkinkan berlanjut di tahun 2014. The following marketing costs that have been incurred in the MBTUUXPmTDBMZFBST In additon to the credit products provided, in line with such, UIFDPNQBOZBMTPTFUTTUSBUFHJFTUPEFDSFBTFUIF1-MFWFM TQFDJmDBMMZ PO .JDSPDSFEJU XJUI B UXPTUFQ TFU TUSBUFHZ OBNFMZ

1. Rescue and Settlement of Existing Credit

OFBSMZ UIF.JDSPJWJTJPOQMBOTUPJNQMFNFOUUIF FCU3FTUSVDUVSJOH4PDJBMJ[BUJPO1SPHSBNTJNVMUBOFPVTMZ BT BO FGGPSU UP SFEVDF UIF PO 1FSGPSNJOH -PBO 1- under the management of the Micro Division, on the other hand external factors that could affect the loan portfolio under the management of the Micro Division’s growth can be reduced through several strategies, such as the implementation of the cooperations with government agencies, both central government, provincial and SFHFODZDJUZUPNBSLFUQSPEVDUTPGUIF.JDSPJWJTJPOUP SMEs in the region, and mapping of potential funding for each bank bjb PGmDFOFUXPSL OBEEJUJPOUP1-SFEVDUJPOFGGPSUT UIF.JDSPJWJTJPOBMTP IBTBTUSBUFHZUPFYQBOEJUTRVBMJUZDSFEJUTJO OBNFMZ CZ JOWFOUPSZJOH UIF FYJTUJOH CPSSPXFST UP QFSGPSN B UPQ VQ VOEPVCUFEMZ UIJT TUSBUFHZ JT JOUFOEFE GPS CPSSPXFST XIPIBWFBIFBMUIZDSFEJUIJTUPSZFCUPSTDBOCFMBCFMFE IFBMUIZJGUIFZIBWFUIFGPMMPXJOHDSJUFSJB t BWFVOEFSHPOFIBMGPGUIFDSFEJUQFSJPE t VSSFOUPMMFDUJCJMJUZ • Meet the technical requirements of the bank to perform the credit Top Up.

2. Main Micro Credit KMU Open Selling Policy

A decrease in the Main Micro Credit KMU position since +VMZUPFDFNCFSGSPNUIFQPTJUJPOPG3Q CJMMJPOUP3Q CJMMJPO BEFDSFBTFPGPSJOUIF BNPVOU PG 3Q CJMMJPO NBLJOH QPTTJCMF EFDMJOF UP continue in 2014. MARKETING ASPECT 196 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 1FOZFCBCUVSVOOZBQPTJTJ,.6EJLBSFOBLBO t EBOZBTUBUVTi Stop Selling” terhadap jaringan kantor ZBOH 1- ZBJUV TFCBOZBL KBSJOHBO LBOUPS BUBV EBSJUPUBMKBSJOHBOLBOUPS3FOEBIOZB FLTQBOTJ ,.6 KBSJOHBO LBOUPS ZBOH UFSLFOB TUBUVT stop selling EJLBSFOBLBOLBOUPSUFSTFCVUIBOZBEBQBU melakukan ekspansi dari debitur existing berupa penawaran top up. • Run off dari pencairan KMU, dimana per Januari TBNQBJ EFOHBO PWFNCFS UFSEBQBU run off TFCFTBS3QNJMJBSBUBVSBUBSBUB QFSCVMBO Adapun rencana mekanisme Open Selling di tahun 2014 adalah dengan memberlakukan sistem Cut Off CFSEBTBSLBO QPTJTJ FTFNCFS 1PTJTJ 1- QFS Desember 2013 tidak diperhitungkan sebagai kriteria “ Stop Selling”, sehingga di tahun 2014, seluruh KCKCP diberlakukan status “ Open Selling” dan dapat melakukan ekspansi kondisi normal.

3. Metode Monitoring Kualitas Kredit Mikro

a Perubahan struktur Organisasi dari model bisnis unit menjadi branch model • Penambahan fungsi Credit Review, bisnis legal dan putusan kredit berdasarkan komite, sehingga diharapkan proses kredit akan lebih prudent. • Penerapan sistem DDPVOU0GmDFS C .FXBKJCLBO EFCJUVS ZBOH UFMBI EJSFBMJTBTJLBO VOUVL mengikuti customer gathering EJ CVMBO CFSJLVUOZB EFOHBOUVKVBOTFCBHBJCFSJLVU • Mempererat hubungan antara bank bjb dengan EFCJUVSTFIJOHHBEBQBUNFOEPSPOHUJNCVMOZBSBTB MPZBMJUBTUJOHHJ • Sebagai media pembinaan kepada debitur untuk memberikan pemahaman cara penggunaan kredit dengan maksimal. • Dapat digunakan sebagai media promosi dan pemasaran cross selling Kredit kelolaan divisi .JLSPMBJOOZB c Pengembangan Loan Origination System LOS Pengembangan Loan Origination System merupakan QSPHSBN LFSKB UBIVO ZBOH EJMBOKVULBO QBEB 3FODBOB JTOJT BOL .BOGBBU EBSJ Loan Origination System BOUBSBMBJO 5IFSFBTPOPGUIFEFDMJOFPGUIF,.6QPTJUJPOJTEVFUP t i4UPQ4FMMJOHwTUBUVTUPPGmDFOFUXPSLTXJUIBO1- PGJOUIFBNPVOUPGPGmDFOFUXPSLTPS PGUIFUPUBMPGmDFOFUXPSLT5IFMPXFYQBOTJPOPG UIF,.6PGmDFOFUXPSLTJNQPTFECZUIFTUPQTFMMJOH TUBUVTJTCFDBVTFUIFPGmDFDBOPOMZFYQBOEGSPNUIF existing borrowers in the form of top up offerings. t 3VO PGG GSPN ,.6 EJTCVSTFNFOUT JO XIJDI BT PG +BOVBSZUPPWFNCFS UIFSFXFSFSVOPGGUPUBMMJOH BO BNPVOU PG 3Q CJMMJPO PS QFS NPOUI PO average. The Open Selling mechanism plan in 2014 is to put the Cut 0GGTZTUFNJOUPFGGFDUCBTFEPOUIFQPTJUJPOJOFDFNCFS 5IF1-QPTJUJPOBTPGFDFNCFS XBTOPU included in the “Stop Selling” criteria, thus in 2014, the “Open Selling” status was applied at all KCKCP and able to perform expansions normal condition.

3. Quality Monitoring Method of Microcredit

a Changes in the structure of the organization ‘s business NPEFMVOJUTUPCSBODINPEFMT t EEJUJPOBMGVODUJPOTPGUIFSFEJU3FWJFX MFHBMBOE business credit decision based on the committee, which is expected to be more prudent credit process. t 5IFJNQMFNFOUBUJPOPGDDPVOUT0GmDFS C 3FRVJSFUIFEFCUPSUIBUIBTCFFOSFBMJ[FEGPSHBUIFSJOH customer follow in the next month, with the following PCKFDUJWFT • Strengthen relationships between bank bjb with the debtor so as to encourage the emergence of a IJHITFOTFPGMPZBMUZ • As the media guidance to the debtor to provide insight on how to use the maximum credit. • Can be used as a medium of promotion and marketing cross selling Micro Credit other divisions. D 5IF EFWFMPQNFOU PG UIF -PBO 0SJHJOBUJPO 4ZTUFN LOS 5IFEFWFMPQNFOUPGUIF-PBO0SJHJOBUJPO4ZTUFNJTB work program in 2013 which is resumed in the 2014- VTJOFTT1MBOPGUIFBOL5IFCFOFmUTPGUIF -PBO0SJHJOBUJPO4ZTUFNBSF BNPOHPUIFST ASPEK PEMASARAN 197 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data t .FOJOHLBULBO FmTJFOTJ EBO service level melalui otomasi • Tracking aplikasi dari mulai awal hingga persetujuan t .FOHVSBOHJ QFNBTVLBO EBUB ZBOH CFSVMBOH ulang • Meningkatkan fungsi kontrol dan monitoring aplikasi • Memastikan bahwa semua aplikasi di setiap CBHJBOEJQSPTFTEBMBNKBOHLBXBLUVZBOHTVEBI ditentukan service level • Meningkatkan produktivitas para staf dan LFNBNQVBOLBQBTJUBTQSPTFTOZB d Monitoring On Call MOC Melakukan monitoring terkait First Payment Default FPD, dari hasil monitoring akan diperoleh informasi QFOZFCBCUFSKBEJOZB1 ZBJUV • Dana untuk angsuran terpakai untuk kebutuhan lain • Debitur masih mengumpulkan dana untuk BOHTVSBO EJLBSFOBLBO BEBOZB LFUFSMBNCBUBO QFNCBZBSBOQJVUBOHEBSJLPOTVNFO • Kesalahpahaman debitur mengenai tabungan CFLVZBOHEJBOHHBQTFCBHBJBOHTVSBOQFSUBNB • Force Majeur DVBDB CVSVL ZBOH NFOZFCBCLBO beberapa usaha pertanian debitur mengalami gagal panen t ,VSBOHOZBNPOJUPSJOHEBSJQFUVHBT,,1 • Ketidaksesusaian penggunaan fasilitas kredit VOUVLIBMIBMEJMVBSQFNCJBZBBOLSFEJU BSJTJTJLSFEJU,13CBOL bjb tetap mengedepankan LVBMJUBTLSFEJU,13EJBOUBSBOZBNFMBMVJ • Diberlakukan penalty apabila dilakukan pelunasan kredit pada masa Fixed Rate + 1 Satu Tahun, ZBJUVTFCFTBSEBSJQFNCBZBSBOQFMVOBTBO pokok. t EBOZBQSPEVL Top Up kredit untuk debitur existing ZBOHCVOHBMFCJISFOEBIEBSJTVLVCVOHBnPBUJOH . • Akan diadakan “ Program Retention” apabila take over nasabah. t 5PJNQSPWFFGmDJFODZBOEMFWFMPGTFSWJDFTUISPVHI automations • To track application from the beginning to approval • To reduce repeated data entries • To improve the control and monitoring application function t 5PFOTVSFUIBUBMMBQQMJDBUJPOTJOFWFSZTFDUJPOTBSF processed in the set amount of time service level t 5P JNQSPWF UIF QSPEVDUJWJUZ PG UIF TUBGG BOE UIFJS QSPDFTTJOHDBQBDJUZBCJMJUJFT d Monitoring On Call MOC POEVDU NPOJUPSJOH SFMBUFE UP JSTU 1BZNFOU FGBVMU FDP, the results of the monitoring will generate the JOGPSNBUJPOPOUIFDBVTFPG1 OBNFMZ • Installment funds was used for other needs • Debtor is still collecting funds for the installment, EVFUPUIFEFMBZJOUIFBDDPVOUSFDFJWBCMFTPGUIFJS customers • Misconception of the debtors who regards their TBWJOHTBTUIFmSTUJOTUBMMNFOU • Force Majeur bad weather causing crop failures of the debtors’ agricultural business t -BDLPGNPOJUPSJOHCZUIF,,1PGmDFST t ODPNQBUJCJMJUZ PG DSFEJU GBDJMJUJFT VUJMJ[BUJPOT GPS JUFNTPVUTJEFPGUIFDSFEJUmOBODJOH In terms of mortgage loans bank bjb continues to promote UIFRVBMJUZPGUIFNPSUHBHFMPBOT BNPOHPUIFSTUIPSVHI t 5IF JNQPTJUJPO PG QFOBMUZ JO UIF FWFOU PG DSFEJU BDRVJUUBMJOUIFJYFE3BUF 0OF :FBSQFSJPE XIJDIJTJOUIFBNPVOUPGPGUIFQBZNFOU settlement of the principal. • The presence of the Top Up product for existing CPSSPXFSTXJUIMPXFSUIBOUIFnPBUJOHJOUFSFTUSBUFT t i1SPHSBN3FUFOUJPOwQSPHSBNXJMMCFDBSSJFEPVUJO the event customer take over occur. MARKETING ASPECT 198 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Penghimpunan Dana Pihak Ketiga 1. Dalam melakukan strategi untuk perluasan bisnis bank bjb mengembangkan program-program hadiah langsung, seperti tabungan bjb tandamata berjangka periode II bulan Juli sampai dengan Desember 2013, tabungan bjb Berhadiah Sesukamu untuk periode Mei sampai dengan Desember 2013. 2. Melakukan kerja sama dengan Kemendikbud, Dinas Pendidikan Jawa Barat dan Provinsi Banten dalam QFOZBMVSBOBOBBOUVBO4JTXB.JTLJO 4. 1FOZBMVSBO BOB 5VOKBOHBO 4FSUJmLBTJ VSV EBO QFOZBMVSBO EBOB BOUVBO0QFSBTJPOBM4FLPMBI 04 • Dana Bantuan Siswa Miskin BSM Tahun Anggaran 2013 hingga bulan September total dana sebesar 3QNJMJBS t BOB5VOKBOHBO4FSUJmLBTJVSVTFMBNB5BIVO IJOHHB CVMBO 4FQUFNCFS UPUBM EBOB TFCFTBS 3Q triliun. • Dana Bantuan Operasional Sekolah BOS selama tahun 2013 hingga bulan September total dana TFCFTBS 3Q USJMJVO VOUVL XJMBZBI +BXB BSBU EBO Banten. t TFCFTBS3Q USJMJVOEBSJUPUBM5BIVOOHHBSBO ZBOHBLBOEJTBMVSLBONFMBMVJCBOL bjb TFCFTBS3Q triliun. 1FOEFLBUBO LFQBEB CFCFSBQB LPNVOJUBT ZBOH NFNJMJLJ QPUFOTJQBOHTBQBTBSQBMJOHCBOZBL TFQFSUJEJMBLVLBOOZB kerja sama co-branding dengan Komunitas otomotif. Pengembangan produk Dana Konsumer meliputi pengembangan produk Tabungan Anak, Review produk Dana Konsumer meliputi review Kebijakan Umum dan SOP, pengembangan sistem Deposito, pengembangan sistem Tabungan bjb Tandamata Berjangka dan pengembangan sistem autotransfer bjb Tandamata Bisnis. 4. bank bjb memberikan kemudahan bagi setiap Kantor BCBOH EBO ,BOUPS 8JMBZBI VOUVL EBQBU NFMBLVLBO pemutusan special rate Deposito, hal tersebut dilakukan VOUVLNFOHPQUJNBMLBOQFMBZBOBOLFQBEBOBTBCBI BMBN SBOHLB MFCJI NFOHPQUJNBMLBO QFMBZBOBO LFQBEB nasabah, maka Divisi Dana Jasa Konsumer memberikan kewenangan kepada Pemimpin Cabang dan Pemimpin 8JMBZBIEBMBNIBMQFNVUVTBO special rate Deposito. .FOJOHLBULBO LFSKB TBNB EFOHBO QJIBL Pemerintah Daerah baik Provinsi, Kota maupun ,BCVQBUFO EBMBN IBM QFOFSJNBBO QFNCBZBSBO 11 EBO 1BKBL BFSBI MBJOOZB TFDBSB online bjb e-Tax. Third Party Funding O DPOEVDUJOH CVTJOFTT FYQBOTJPO TUSBUFHZ CBOL bjb develops direct reward programs, such as bjb time TBWJOHTUBOEBNBUBGPSUIFQFSJPEPG+VMZUPFDFNCFS 2013, the bjb savings bjb Berhadiah Sesukamu for the QFSJPEPG.BZUPFDFNCFS 2. Cooperating with Kemendikbud, Education Department of West Java and Banten provinces in the distribution of Poor 4UVEFOUTJEVOE 4. 5FBDIFSFSUJmDBUJPOMMPXBODF Disbursement and distribution of School Operational TTJTUBODFVOET 04 • Poor Students Aid Fund BSM for the 2013 Fiscal Year VQUP4FQUFNCFSXJUIBUPUBMPG3QCJMMJPO t 5FBDIFSFSUJmDBUJPOMMPXBODFJTCVSTFNFOUJO VQUP4FQUFNCFSXJUIBUPUBMGVOEPG3QUSJMMJPO • School Operational Assistance Fund BOS during VQUP4FQUFNCFSXJUIBUPUBMPG3QUSJMMJPOGPS the region of West Java and Banten. t UPUBMPGPG3QUSJMMJPOPGUIFUPUBMPGUIFJTDBM Year, which will be channeled through banks bjb in the BNPVOUPG3QUSJMMJPO 3. Approaches to several communities that have the most potential market share, such as the co-branding QBSUOFSTIJQXJUIBVUPNPUJWFPNNVOJUZ5IFFWFMPQNFOU of Consumer fund products includes the development of IJMESFO 4BWJOHT 3FWJFX PG POTVNFS VOE QSPEVDUT JODMVEFTUIFSFWJFXPOUIFFOFSBM1PMJDZBOEUIF401 UIFEFWFMPQNFOUPGBFQPTJUTZTUFN UIFEFWFMPQNFOUPG bjb Savings Tandamata Berjangka and the development of the bjb BVUPUSBOTGFSTZTUFN5BOEBNBUBJTOJT 5IFDPNQBOZGBDJMJUBUFTFBDISBODI0GmDFBOE3FHJPOBM 0GmDFUPEFDJEFPOFQPTJUTQFDJBMSBUFT UIJTJTQFSGPSNFE to optimize the services to the customers. 5. In order to better optimize the services to the customers, the Consumer Funding Services Division grants BVUIPSJ[BUJPOT UIF SBODI .BOBHFST BOE 3FHJPOBM Managers in deciding special rate of Deposits. ODSFBTJOHDPPQFSBUJPOXJUIUIF-PDBMPWFSONFOU CPUI 1SPWJODJBM JUZ BOE 3FHFODZ JO UFSNT PG UIF SFDFJWJOH PG 11 BOE PUIFS 3FHJPOBM 5BY POMJOF bjb e-Tax QBZNFOUT ASPEK PEMASARAN 199 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data .FMBLVLBO QFOZFNQVSOBBO carrier path spesialisasi kepada tim marketing Institusional, sehingga dapat mengembangkan karir secara internal. 8. Membentuk OTUJUVUJPOBM .BSLFUJOH 0GmDFS IMO pada Kantor Cabang pengelola dana corporate ZBOHCFSUVHBT melakukan maintenance service kepada nasabah serta mengimplementasikan Marketing Club Program. .FOJOHLBULBO LFSKB TBNB EFOHBO 1FNFSJOUBI 1VTBU dalam hal ini dengan Kementrian Tenaga Kerja dan Transmigrasi serta Kementrian Koperasi untuk kerja sama LSFEJULBSZBXBO Strategi Penggunaan Dana BSJ BTQFL CJTOJT LPNFSTJBM TUSBUFHJ ZBOH EJHVOBLBO VOUVL NFODBQBJUBSHFUBEBMBITFCBHBJCFSJLVU • Kredit Konsumer – Melakukan review Kebijakan Kredit Konsumer. – Optimalisasi Pemasaran kepada dinasinstansi secara proaktif dan berkesinambungan. – Optimalisasi Pemasaran kepada Pensiunan dan Calon Pensiunan terkait produk KGB bjb Kredit Pra Purna Bhakti dan bjb Kredit Purna Bhakti. o MJBOTJ TUSBUFHJ ZBOH MFCJI JOUFOTJG EFOHBO JOTUJUVTJ lembaga pengelola dana pensiunan. • Kredit Mikro Strategi dalam meningkatkan portofolio Mikro adalah TFCBHBJCFSJLVU – Melaksanakan percepatan dan optimalisasi SDM. o .FMBLVLBOSFWJTJUFSIBEBQLFUFOUVBOLFUFOUVBOZBOH ada di Divisi Mikro. – Melakukan benchmarking LFQBEB BOL QFOZBMVS UMKM. – Perbaikan implementasi Tiering Webscoring Kredit Mikro. – Melaksanakan optimalisasi Waroeng bjb tipe C melalui komunikasi dan koordinasi dengan Pemimpin Cabang dan Pemimpin KCP serta vendor Direct Sales Agency dalam rangka pemenuhan SDM Marketing dan Customer Service Waroeng C. – Membentuk klusterisasi untuk setiap Waroeng bjb ZBOHCFSEBTBSLBOLFQBEBQPUFOTJEBFSBI – Melakukan pendampingan kepada Kantor Cabang untuk pemasaran produk-produk kelolaan Divisi Mikro. 7. Perform improvements on specialized career path to the Institutional marketing team, enabling the development of internal career. PSNJOH UIF OTUJUVUJPOBM .BSLFUJOH 0GmDFS .0 JO UIF DPSQPSBUF GVOE NBOBHFNFOU SBODI 0GmDF XIJDI IBT UIF EVUZ PG DPOEVDUJOH NBJOUFOBODF BOE TFSWJDFT UP customers as well as implementing the Marketing Club Program. ODSFBTJOH DPPQFSBUJPO XJUI UIF FOUSBM PWFSONFOU JO UIJTDBTFUIF.JOJTUSZPG.BOQPXFSBOE5SBOTNJHSBUJPOBT XFMMBTUIF.JOJTUSZPGPPQFSBUJWFTGPSFNQMPZFFTDSFEJU cooperation. Funding Utilization Strategy From the commercial business aspect, strategies used to BDIJFWFUIFUBSHFUJTBTGPMMPXT • Consumer Credit o POEVDUJOHSFWJFXTPOUIFPOTVNFSSFEJU1PMJDZ o 0QUJNJ[JOH .BSLFUJOH UP EFQBSUNFOUT BHFODZ QSPBDUJWFMZBOEDPOUJOVPVTMZ o 0QUJNJ[JOH .BSLFUJOH UP UIF 3FUJSFF BOE 3FUJSFF Candidates in relations to the KGB products of bjb Kredit Pra Purna Bhakti and bjb Kredit Purna Bhakti. – More intensive strategic alliances with retirement fund management institutions. • Micro Credit 4USBUFHJFTUPJNQSPWFUIF.JDSPQPSUGPMJPJTBTGPMMPXT o NQMFNFOUJOH3BDDFMFSBUJPOBOEPQUJNJ[BUJPO – Conducting reviews on the existing policies in the Micro Division. – Conduct benchmarking to SME distributor Bank. – Micro Credit Tiering Webscoring implementation improvements. – Optimization of Waroeng bjb UZQF UISPVHI communications and coordinations with the Branch Managers and KCP Leaders as well as Direct Sales HFODZWFOEPSTJOPSEFSUPGVMmMMUIF3PG8BSPFOH Marketing and Customer Service. – Form Clusterings for each Waroeng bjb which is based on the potentials of the region. o POEVDUNFOUPSJOHUPSBODI0GmDFTGPSUIFNBSLFUJOH of products under the management of the Micro Division. MARKETING ASPECT 200 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Rencana Strategi Pemasaran 2015 6OUVLUBIVOEFQBO TUSBUFHJQFNBTBSBOZBOHEJSFODBOBLBO agar dapat mendukung kegiatan bisnis Perseroan, di BOUBSBOZB

A. Produk bjb Precious

1. Melakukan Customer Gathering untuk produk-produk Wealth Management. .FOZJBQLBOQSPHSBNQSPNPTJFLTLMVTJGCBHJOBTBCBI ZBOHTVEBIBEBNBVQVOOBTBCBIQPUFOTJBMCBOL bjb. B. Mikro Pesat 4FUFMBI NFOZFMFTBJLBO LFSKB TBNB EFOHBO Vendor Direct Sales Agency 1FSTFSPBONFOZJBQLBOTFKVNMBI QFSCBJLBOBHBSMFCJIFmTJFOEBOFGFLUJGVOUVLNFODBQBJ tujuan.

C. Kredit Konsumer

1SPNPTJ QFNBTBSBO ZBOH MFCJI FGFLUJG EBO berkesinambungan, seperti pembuatan marketing tools untuk Kredit Konsumer serta pemasaran melalui media publikasi. .FOZJBQLBOQSPHSBN reward Member Get Member ZBOHEJCFSJLBOLIVTVTCBHJEFCJUVS bjb Kredit Guna Bhakti KGB dan bjb ,SFEJU1SB1VSOBZBOHCFSIBTJM NFNCBXBSFLBOBUBVLPMFHBOZBNFOKBEJEFCJUVSCBSV dan debitur mengulang bank bjb. 3. Pemberian voucher kepada debitur baru dan debitur ZBOHNFMBLVLBO top up EFNJNFOJOHLBULBOMPZBMJUBT 4. Melakukan gathering dengan debitur sebagai bentuk promosi below the line, disesuaikan dengan kultur daerah dan minat para debitur. 1SPHSBNBEJBI-BOHTVOHCBHJEFCJUVSZBOHCFSIBTJM NFNCBXBSFLBOBUBVLPMFHBOZBNFOKBEJEFCJUVSCBSV bank bjb.

D. Produk Treasury

1. Melakukan kunjungan sales visit kepada nasabah ZBOH TVEBI BEB EBO OBTBCBI QPUFOTJBM VOUVL melakukan edukasi produk, seperti transaksi valuta asing dan hedging instruments kepada nasabah dan kantor cabang terkait. 2. Memasarkan produk ritel lain seperti obligasi negara ritel akan dilakukan dengan memperhatikan potensi EBOLPOEJTJQBTBSZBOHBEB Marketing Strategy Plan 2015 6OUVLUBIVOEFQBO TUSBUFHJQFNBTBSBOZBOHEJSFODBOBLBO agar dapat mendukung kegiatan bisnis Perseroan, di BOUBSBOZB

A. Products bjb Precious

1. Customer Gathering for Wealth Management products. 2. Setting up an exclusive promotion program for existing customers or potential customers of banks bjb.

B. Micro Rapidly

1. Upon completion of cooperation with the Vendor Direct 4BMFT HFODZ UIF PNQBOZ QSFQBSFE B OVNCFS PG JNQSPWFNFOUTUPNBLFJUNPSFFGmDJFOUBOEFGGFDUJWFUP achieve the goal.

C. Consumer Credit

1. Promotional marketing more effective and sustainable, such as the creation of marketing tools for Consumer Credit and marketing through the medium of publication. 2. Setting up a reward program Member Get Member QSPWJEFE TQFDJmDBMMZ GPS UIF EFCUPS bjb Credit Guna Bhakti KGB and Credit Pre Full bjb who managed to bring friends or colleagues become the new debtor and the debtor’s bank bjb repeat. 3. The provision of vouchers to new debtor and the EFCUPSUPQVQJOPSEFSUPJODSFBTFMPZBMUZ BUIFSJOHCZUIFEFCUPSBTBGPSNPGQSPNPUJPOCFMPX the line, adapted to local culture and interests of the debtor. JSFDU3FXBSET1SPHSBNGPSCPSSPXFSTXIPNBOBHFE to bring a friend or colleague into a new debtor bank bjb. D. Treasury Products 1. Make a visit sales visit to existing customers and potential customers to conduct educational products, such as foreign exchange trading and hedging instruments to customers and related branches. .BSLFUSFUBJMQSPEVDUTTVDIBTSFUBJM5SFBTVSZCPOET will be done with regard to the potential and existing market conditions. ASPEK PEMASARAN 201 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data

E. Produk Mikro

1. Melaksanaan GatheringBantuan Pemasaran. 2. Pembuatan Media Komunikasi. 3. Sosialisasi restrukturisasi kredit. 4. Meningkatkan kerja sama dengan Pemerintah Pusat Kementerian teknis, Pemerintah Provinsi Jawa Barat NBVQVO-FNCBHBMBJOOZB 5. Melakukan gathering 13 existing untuk setiap kanwil.

F. Kredit Pemilikan Rumah dan Mortgage

1. Melakukan kegiatan pemasaran melalui media secara berkesinambungan. 2. Melakukan gathering dengan pengembang, dinas JOTUBOTJ EBO BTPTJBTJ QSPQFSUJ TFQFSUJ 3FBM TUBU Indonesia.

G. Produk Internasional

1. Melakukan penetrasi pemasaran ke perusahaan CFSTUBUVT BEBO 6TBIB .JMJL FHBSB BUBV BEBO Usaha Milik Daerah serta swasta melalui direct selling, gathering, serta pameran. 2. Melakukan advisory dan sosialisasi kepada nasabah QFNCJBZBBOUSBOTBLTJQFSEBHBOHBO USBEFmOBODF . 3. Untuk mendorong bisnis remitansi, akan dilakukan QSPNPTJ CBHJ MBZBOBO EBO QSPEVL bjb remittance TFDBSB LFTFMVSVIBO ZBOH NFMJQVUJ bjb Quickcash, Western Union dan Transfer Valas. 4. Memperluas jaringan pemasaran melalui kerja sama dengan instansi pemerintah maupun lembaga swasta ZBOHUFSLBJUEFOHBOLFUFOBHBLFSKBBO 5. Penambahan sub-agen di dalam negeri untuk LFQBOKBOHBOUBOHBOMBZBOBO bjb remittance. E. Micro Products BSSZPVUBUIFSJOH.BSLFUJOHTTJTUBODF 2. Preparation of Media Communication. 3. Socialization debt restructuring. 4. Enhance cooperation with the Central Government .JOJTUSZ UFDIOJDBM 8FTU +BWB 1SPWJODJBM PWFSONFOU and Institutions. 3FYJTUJOHHBUIFSJOHGPSBOZPGmDFT

F. Housing Loan and Mortgage

1. Perform media marketing activities on an ongoing basis. 2. Gathering with developers, servicesagencies, and BTTPDJBUJPOT TVDI BT UIF 3FBM TUBUF OEPOFTJB QSPQFSUZ

G. International Products

1FOFUSBUJPONBSLFUJOHDPNQBOZUPUIFTUBUVTPG4UBUF Owned or regional-owned enterprises and the private sector through direct selling, gathering, as well as exhibitions. 1FSGPSN BEWJTPSZ BOE TPDJBMJ[BUJPO UP DVTUPNFS mOBODJOHUSBEFUSBOTBDUJPOT USBEFmOBODF 3. To encourage the remittance business, will be the promotion of services and products overall bjb remittance covering bjb Quickcash, Western Union BOEPSFJHOVSSFODZ5SBOTGFST 4. Expand the network of marketing in collaboration with government agencies and private institutions related UPFNQMPZNFOU 5IFBEEJUJPOPGTVCBHFOUTJOUIFDPVOUSZUPBSN bjb remittance services. MARKETING ASPECT 202 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO “Tahun 2014 merupakan tahun yang penuh tantangan bagi perbankan termasuk bank bjb mengingat adanya ketidakpastian kondisi perekonomian global yang juga berdampak pada perekonomian Indonesia.” “2014 was a challenging year for the banking business, including for bank bjb, given the uncertainty in global economic conditions which also have an impact on the Indonesian economy.” TINJAUAN KEUANGAN FINANCIAL REVIEW 203 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data PEREKONOMIAN INDONESIA TAHUN 2014 OnBTJ CVMBO FTFNCFS TFEJLJU NFOJOHLBU NFMFCJIJ QFSLJSBBOBOLOEPOFTJBOnBTJFTFNCFSNFODBQBJ NPN BUBV TFDBSB UBIVOBO TFCFTBS ZPZ 3FBMJTBTJ JOnBTJUBIVOBOUFSTFCVUTFEJLJUMFCJIUJOHHJEBSJQFSLJSBBOBOL OEPOFTJB UFSVUBNB LBSFOB MFCJI UJOHHJOZB JOnBTJ LFMPNQPL CBIBO CBIBO NBLBOBO BLJCBU HFKPMBL IBSHB LPNPEJUBT CFSBT EBO CBIBO QPLPL MBJOOZB ZBOH NBTJI UFSKBEJ IJOHHB QFOHIVKVOHUBIVOBNVOEFNJLJBO JOnBTJTFQBOKBOHUBIVO UFUBQ UFSLFOEBMJ QBEB single digit EJUFOHBI UJOHHJOZB UFLBOBOJOnBTJLFMPNQPL administered prices ZBOHCFSTVNCFS EBSJLFOBJLBOIBSHB.CFSTVCTJEJ QFOZFTVBJBOUBSJGUFOBHB MJTUSJL VOUVL LFMPNQPL SVNBI UBOHHB EBO JOEVTUSJ LFOBJLBO IBSHB-1LH EBOQFOZFTVBJBOUBSJGBOHLVUBOVEBSB 5FSKBHBOZBJOnBTJJOUJNFOZFCBCLBOUFSKBHBOZBQFSLFNCBOHBO JOnBTJ ZBOH TFEJLJU MFCJI CBJL EJCBOEJOHLBO EFOHBO JOnBTJ ZPZ OnBTJ JOUJ UFSLFOEBMJ QBEB ZPZ EJUFOHBINFOJOHLBUOZBJOnBTJEBSJTJTJCJBZB cost push BLJCBULFOBJLBOIBSHBLPNPEJUBTZBOHEJBUVSQFNFSJOUBIEBO HFKPMBLIBSHBQBOHBOBQBJBOJOJUJEBLUFSMFQBTEBSJQFSBO LFCJKBLBO BOL OEPOFTJB EBMBN NFOHFMPMB QFSNJOUBBO EPNFTUJL NFOKBHB TUBCJMJUBT OJMBJ UVLBS EBO NFOHBSBILBO FLTQFLUBTJ UBSHFU JOnBTJ TFSUB TFNBLJO CBJLOZB LPPSEJOBTJ LFCJKBLBO QFOHFOEBMJBO JOnBTJ BOUBSB BOL OEPOFTJB EBO 1FNFSJOUBIFSTFMBOHTBUVIBSJTFUFMBIEJVNVNLBOLFOBJLBO IBSHBCBIBOCBLBSNJOZBL . CFSTVCTJEJ PUPSJUBTNPOFUFS EBMBN IBM JOJ BOL OEPOFTJB KVHB NFOHVNVNLBO LFOBJLBOTVLVCVOHBBDVBO rate TFCFTBSCQTNFOKBEJ 4VLVCVOHB lending facility KVHBNFOHBMBNJLFOBJLBO TFCFTBS CQT NFOKBEJ TFNFOUBSB TVLV CVOHB deposit facility UFUBQQBEBMFWFM CFSMBLVFGFLUJGTFKBL PWFNCFS 4FQBOKBOH 3VQJBI NFOHBMBNJ QFSHFSBLBO ZBOH DVLVQ TUBCJM EJNBOB 3VQJBI EJUVUVQ QBEB BOHLB 3Q QFS PMBS NFSJLB TFUFMBI QBEB BLIJS UBIVO UFSDBUBU QBEB3QQFSPMBSNFSJLB BUBVIBOZBUFSEFQSFTJBTJ TFCFTBS 4FNFOUBSBJUV DBEBOHBOEFWJTBQBEBBLIJS UBIVOUFSDBUBUTFCFTBS64 NJMJBS OBJL EBSJQPTJTJ64 NJMJBSZBOHUFSDBUBUEJBLIJS 4FQBOKBOH UBIVO OEFLT BSHB 4BIBN BCVOHBO 4 OEPOFTJBNFOHBMBNJLFOBJLBOTFCFTBS QPJO BUBV OBJL EBSJ UBIVO VSTB TBIBN OEPOFTJB UVNCVI TFKBMBO EFOHBO QFSUVNCVIBO LBQJUBMJTBTJ QBTBS INDONESIAN ECONOMY IN 2014 OnBUJPOJOFDFNCFSJODSFBTFETMJHIUMZNPSFUIBOUIF GPSFDBTUPGBOLOEPOFTJBFDFNCFSJOnBUJPOSFBDIFE NPN PSPOBOBOOVBMCBTJTCZ ZPZ 5IFSFBMJ[BUJPOPG UIFBOOVBMJOnBUJPOJTTMJHIUMZIJHIFSUIBOUIFFTUJNBUFTPGBOL OEPOFTJB NBJOMZ EVF UP IJHIFS JOnBUJPO BT B SFTVMU PG GPPE JOHSFEJFOUTEVFUPUIFWPMBUJMJUZPGDPNNPEJUZQSJDFTPGSJDFBOE PUIFSCBTJDDPNNPEJUJFTUIBUBSFTUJMMHPJOHPOVOUJMUIFFOEPG UIFZFBSFWFSUIFMFTT UISPVHIPVUJOnBUJPOXBTLFQUUP BTJOHMFEJHJUJOnBUJPOBNJEUIFIJHIQSFTTVSFPGBENJOJTUFSFE QSJDFTTPVSDFEGSPNTVCTJEJ[FEGVFMQSJDFIJLF BEKVTUNFOUPG FMFDUSJDJUZUBSJGGTGPSIPVTFIPMETBOEJOEVTUSZ LH-1QSJDF IJLF BOEUIFBEKVTUNFOUPGBJSGSFJHIUSBUFT 5IF NBOBHFE DPSF JOnBUJPO MFE UP B NBOBHFE JOnBUJPO HSPXUIJO XIJDIJTTMJHIUMZCFUUFSUIBOJOnBUJPOJO ZPZ PSFJOnBUJPOXBTVOEFSDPOUSPMBU ZPZ JOUIFGBDFPGSJTJOHJOnBUJPOPGDPTUT DPTUQVTI EVFUPSJTJOH DPNNPEJUZQSJDFTUIBUBSFSFHVMBUFECZUIFHPWFSONFOUBOE UIFWPMBUJMJUZJOGPPEQSJDFT5IJTBDIJFWFNFOUJTJOTFQBSBCMF GSPNUIFSPMFPGBOLOEPOFTJBTQPMJDZUPNBOBHFEPNFTUJD EFNBOE NBJOUBJOJOH FYDIBOHF SBUF TUBCJMJUZ BOE HVJEJOH JOnBUJPO SBUFT FYQFDUBUJPOT BT XFMM BT JNQSPWFNFOUT JO UIF JOnBUJPODPOUSPMQPMJDZDPPSEJOBUJPOCFUXFFOBOLOEPOFTJB BOE UIF PWFSONFOU 0OF EBZ BGUFS UIF BOOPVODFNFOU PG GVFM PJM . QSJDF JODSFBTF UIF NPOFUBSZ BVUIPSJUZ JO UIJT DBTFBOLOEPOFTJB BMTPBOOPVODFEBOJODSFBTFJOJUT CFODINBSLJOUFSFTUSBUF SBUF CZCQTUP-FOEJOH GBDJMJUZJOUFSFTUSBUFTBMTPSPTFCZCQTUP XIJMFUIF EFQPTJU GBDJMJUZ SBUFT SFNBJOFE BU FGGFDUJWF GSPN PWFNCFS 5ISPVHIPVU UIF 3VQJBI IBT B GBJSMZ TUFBEZ NPWFNFOU JOXIJDIUIFSVQJBIDMPTFEBU3Q QFS64PMMBSmHVSF BGUFSUIFFOEPGXIJDIXBTSFDPSEFEBU3Q QFS 64PMMBS PSPOMZEFQSFDJBUFECZ.FBOXIJMF GPSFJHO FYDIBOHFSFTFSWFTBUUIFFOEPGTUPPEBU64 CJMMJPO VQGSPN64CJMMJPOSFDPSEFEBUUIFFOE PG 5ISPVHIPVUUIFOEPOFTJBO9PNQPTJUFOEFY 4 JODSFBTFE CZ QPJOUT VQ GSPN 5IF OEPOFTJBO TUPDL NBSLFU JT HSPXJOH JO MJOF XJUI UIF HSPXUI JO NBSLFU DBQJUBMJ[BUJPO EEJUJPO PG NBSLFU DBQJUBMJ[BUJPO INDUSTRY REVIEW TINJAUAN INDUSTRI 204 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 1FOBNCBIBO LBQJUBMJTBTJ QBTBS NFODBQBJ NFOKBEJ 64 NJMJBS TBNQBJ EFOHBO UBOHHBM FTFNCFS EJCBOEJOHLBOQPTJTJ64 NJMJBSQBEBBLIJS J TJB 5FOHHBSB return 4 EJ QPTJTJ runner-up TFUFMBI JOEFLT JMJQJOB 14 ZBOH NFSBJI QFSUVNCVIBO BSJ SFHJPOBM TJB QFODBQBJBO 4 NBTVL FNQBU CFTBS TFUFMBI JOEFLT 4IBOHIBJ EFOHBO return JOEFLT 4 OEJB EBO JMJQJOB BKBUBO QPMJUJL MJNB UBIVOBO ZBLOJQFNJMVUBLNFOZVSVULBONJOBUJOWFTUPS1BEB 4FQUFNCFS 4NFOZFOUVIUJUJLUFSUJOHHJZBJUVQBEB MFWFM 1FNPEBM BTJOH EJ UBIVO NFNCVLVLBO net buy 3Q USJMJVO1BEBUBIVO LFUJLB4NJOVT BTJOHNFODFUBL net sell 3Q USJMJVO Kinerja Sektor Perbankan Tahun 2014 8BMBVQVOLPOEJTJQFSFLPOPNJBOZBOHUFOHBINFMBNCBUTFKBL QFSUFOHBIBO UBIVO LJOFSKB TFLUPS QFSCBOLBO NBTJI NFOVOKVLLBO IBTJM ZBOH DVLVQ TPMJE 1FSUVNCVIBO LSFEJU TFLUPS QFSCBOLBO IJOHHB PWFNCFS NBTJI NFODBQBJ EFNJLJBO KVHB EBOB QJIBL LFUJHB NBNQV UVNCVI IJOHHB :P: TFIJOHHB SBTJP -3 UFSDBUBU -BKV QFSUVNCVIBO LSFEJU TFEJLJU NFOVSVO EJCBOEJOHLBO EFOHBO UBIVO ZBOH NFODBUBU QFSUVNCVIBO LSFEJU IJOHHB BLIJS UBIVO TFCFTBS TFEBOHLBO EBOB QJIBL LFUJHB TFCFTBS OBNVO LJOFSKB JOJ NBTJI DVLVQ NFOHHFNCJSBLBOQBMBHJQFSUVNCVIBOLSFEJUUFSTFCVUKVHB EJJNCBOHJ EFOHBO BOHLB 1- CSVUP ZBOH NBTJI UFSKBHB EJ MFWFMZBOHSFOEBI FHJUVQVMBEBMBNIBMQSPmUBCJMJUBT TFLUPSQFSCBOLBOTFQFSUJZBOHUFSDFSNJOQBEBBOHLB Return on Assets 30 QBEB MFWFM TFNFOUBSB BLJCBU LFOBJLBO TVLV CVOHB Net Interest Margin . TFEJLJU NFMFNBI LF MFWFM KJLB EJCBOEJOHLBO EFOHBO UBIVO TFCFTBS 3BTJP FCBO EJCBOEJOH QFOEBQBUBO 010 KVHBUFSDBUBUNFOJOHLBUNFOKBEJTFCFTBS CJMB EJCBOEJOHLBO BLIJS UBIVO TFCFTBS BSJ TFHJ QFSNPEBMBO 3BTJP1FNFOVIBO,FDVLVQBO.PEBM.JOJNVN 3 QBEB UBIVO NFOVOKVLBO USFO LFOBJLBO NFOKBEJ CJMBEJCBOEJOHLBOBLIJSUBIVOTFCFTBS Informasi Keuangan Perusahaan 5BIVO NFSVQBLBO UBIVO ZBOH QFOVI UBOUBOHBO CBHJ QFSCBOLBO UFSNBTVL CBOL bjb NFOHJOHBU BEBOZB LFUJEBLQBTUJBO LPOEJTJ QFSFLPOPNJBO HMPCBM ZBOH KVHB CFSEBNQBLQBEBQFSFLPOPNJBOOEPOFTJB SFBDIFEUP64CJMMJPOBTPGFDFNCFS DPNQBSFE UP UIF 64 CJMMJPO BU UIF FOE PG O 4PVUIFBTUTJB UIFBDIJFWFNFOUPGUIF4JTJOUIFSVOOFS VQ QPTJUJPO BGUFS UIF 1IJMJQQJOFT 14 JOEFY XJUI B HSPXUI PGOUIFTJBOSFHJPO UIFBDIJFWFNFOUPGUIF4 JT JO UIF UPQ GPVS BGUFS UIF 4IBOHIBJ JOEFY XJUI B SFUVSO 4OEJBJOEFYXJUI BOEUIF1IJMJQQJOFTXJUI 1PMJUJDBM DFMFCSBUJPO XIJDI PDDVST FWFSZ mWF ZFBST UIFHFOFSBMFMFDUJPO EJEOPUEBNQFOUIFJOWFTUPSTJOUFSFTU 0O 4FQUFNCFS 4 UPVDIFE UIF IJHIFTU QPJOU BU MFWFMTPSFJHOJOWFTUPSTJOSFDPSEFEBOFUCVZ PG3QUSJMMJPOO XIFOUIF4XBTNJOVT GPSFJHOJOWFTUPSTSFDPSEFEBOFUTFMMPG3QUSJMMJPO Performance of the Banking Sector in 2014 FTQJUF UIF TMPXJOH FDPOPNJD DPOEJUJPOT TJODF NJE UIFQFSGPSNBODFPGUIFCBOLJOHTFDUPSTUJMMTIPXFEBQSFUUZ TPMJE PVUDPNF -PBO HSPXUI JO UIF CBOLJOH TFDUPS VQ UP UP PWFNCFSTUJMMSFBDIFE BTXFMMBTUIJSEQBSUZ GVOETXIJDIXBTBCMFUPHSPXVQUP :P: UIVTUIF -3SBUJPXBTSFDPSEFEBU5IFSBUFPGDSFEJUHSPXUI SBUF TMJHIUMZ EFDSFBTFE DPNQBSFE UP XIJDI QPTUFE B DSFEJUHSPXUIPGPGBUUIFFOEPGUIFZFBS XIJMFUIJSE QBSUZ GVOET BNPVOUJOH UP CVU UIF QFSGPSNBODF JT TUJMMRVJUFFODPVSBHJOH.PSFPWFS DSFEJUHSPXUIJTBMTPPGGTFU CZUIFHSPTT1-mHVSFUIBUJTTUJMMNBJOUBJOFEBUBMPXMFWFM PG 4JNJMBSMZ JO UFSNT PG QSPmUBCJMJUZ PG UIF CBOLJOH TFDUPS BT SFnFDUFE JO UIF 3FUVSO PO TTFUT 30 mHVSF PG XIJMFEVFUPSJTJOHJOUFSFTUSBUFT OFUJOUFSFTUNBSHJO . TMJHIUMZXFBLFOFEUPDPNQBSFEUPPG YQFOTFUPJODPNF 30 SBUJPXBTBMTPQPTUFEBOJODSFBTF SFBDIJOHDPNQBSFEUPBUUIFFOEPGO UFSNTPGDBQJUBM UIFBQJUBMEFRVBDZ3BUJP 3 .JOJNVN PNQMJBODF JO TIPXFE BO VQXBSE USFOE UP DPNQBSFEUPUIFFOEPGXIJDIBNPVOUFEUP Financial Information of the Company XBT B DIBMMFOHJOH ZFBS GPS UIF CBOLJOH CVTJOFTT JODMVEJOH GPS CBOL bjb HJWFO UIF VODFSUBJOUZ JO HMPCBM FDPOPNJD DPOEJUJPOT XIJDI BMTP IBWF BO JNQBDU PO UIF OEPOFTJBOFDPOPNZ TINJAUAN KEUANGAN 205 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 5IF TMPXJOH FDPOPNJD HSPXUI QIFOPNFOPO JOnBUJPO BOE UIF JODSFBTF JO SBUF BSF DBVTJOH BO JODSFBTF JO CBOLJOH DPNQFUJUJPO PXFWFS JU JT GPSUVOBUF UIBU UIF QFSGPSNBODF PGCBOL bjb JOJTTUJMMFYQFSJFODJOHHSPXUI5PUBMMPBOT HSFXCZ:P:UP3Q USJMMJPO XIJMFUIJSEQBSUZGVOET HSFX CZ :P: UP 3Q USJMMJPO FU QSPmU SFBDIFE 3QUSJMMJPO PSBEFDSFBTFPG5IFGPMMPXJOHJTUIF QFSGPSNBODF BDIJFWFNFOUT PG CBOL bjb DPNQBSFE UP UIF UBSHFUPGUIFDPNQBOZJO Target vs Realization of bank bjb 2014 Performance bjb bank performance consolidated 2010-2014 FOPNFOB QFSMBNCBUBO QFSUVNCVIBO FLPOPNJ JOnBTJ EBO LFOBJLBO rate UFSTFCVUNFOZFCBCLBOTFNBLJONFOJOHLBUOZB QFSTBJOHBOQFSCBOLBOBNVO QBUVUEJTZVLVSJCBIXBLJOFSKB CBOL bjb EJUBIVONBTJINFOHBMBNJQFSUVNCVIBO5PUBM ,SFEJUUVNCVI :P:NFOKBEJ3Q USJMJVOTFEBOHLBO 1,NFOHBMBNJQFSUVNCVIBOTFCFTBS :P:NFOKBEJ 3Q USJMJVO -BCB CFSTJI NFODBQBJ 3Q USJMJVO BUBV UVSVO FSJLVU BEBMBI QFODBQBJBO LJOFSKB CBOL bjb EJCBOEJOHLBOEFOHBOUBSHFUQFSVTBIBBOEJ Perbandingan Target dan Realisasi Kinerja bank bjb 2014 No. Uraian Target 2014 Rp miliar Rp billion Realisasi Realization 2014 Rp miliar Rp billion Pencapaian Achievement 2014 Description 1FOEBQBUBOVOHB OUFSFTUODPNF 1FOEBQBUBO0QFSBTJPOBM4FMBJOVOHB 0QFSBUJPOBMODPNF0UIFS5IBOOUFSFTU Total Pendapatan Operasional 8.035 9.501 118,25 Total Operational Income FCBOVOHB OUFSFTUYQFOTFT FCBO6TBIBTFMBJOFCBOVOHB 0QFSBUJPOBMYQFOTFT0UIFS5IBOOUFSFTU Total Beban Usaha 6.774 8.241 121,66 Total Operational Expenses 1FOEBQBUBO6TBIBFSTJI FU0QFSBUJPOBMODPNF -BCB4FCFMVN1BKBL ODPNFFGPSF5BY -BCBFSTJI FUODPNF Rasio-Rasio Keuangan Financial Ratios 30 30 30 30 . . JBZBBOB PTUPGVOE 3BTJPJBZBUFSIBEBQ1FOEBQBUBO PTUUPODPNF3BUJP 1-SPTT SPTT1- JBZB,SFEJU SFEJUPTU 3BTJP4 43BUJP 3 3 Kinerja bank bjb konsolidasi 2010-2014 Uraian 31 DesemberDecember 31 Description 2010 2011 2012 2013 2014 1FOEBQBUBOVOHBEBO4ZBSJBI OUFSFTUODPNFBOE4IBSJB FCBOVOHBEBOBHJBTJM 4ZBSJBI OUFSFTUYQFOTFTBOE4IBSJOH 4IBSJB 1FOEBQBUBOVOHBEBO4ZBSJBI FSTJI FUOUFSFTUODPNFBOE4IBSJB 1FOEBQBUBO0QFSBTJPOBM-BJOOZB 0UIFST0QFSBUJPOBMODPNF FCBO0QFSBTJPOBM-BJOOZB 0UIFST0QFSBUJPOBMODPNF -BCB0QFSBTJPOBM 0QFSBUJPOBMODPNF -BCBTFCFMVNFCBO1BKBL 1FOHIBTJMBO ODPNFFGPSF5BY -BCBFSTJI FUODPNF FINANCIAL REVIEW 206 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO KINERJA UMUM 2014 FOHBO LPOEJTJ QFSCBOLBO ZBOH EJCBZBOHJ MJLVJEJUBT ZBOH LFUBUCBOL bjb NFODBUBUQFOVSVOBOMBCBCFSTJIEJUBIVO TFCFTBS KJLBEJCBOEJOHLBOEFOHBOUBIVOTFCFMVNOZB -BCBCFSTJICBOL bjb EJUBIVOZBJUVTFCFTBS3Q USJMJVOUVSVONJMJBSNFOKBEJ3Q USJMJVOEJUBIVO 1FOVSVOBO JOJ NFSVQBLBO EBNQBL LFOBJLBO 1- EJ UBIVO EJNBOBNFOHBMBNJLFOBJLBOTFCFTBS 0QUJNBMJTBTJMJBCJMJUBTTFSUBQFOHFOEBMJBOLFHJBUBOPQFSBTJPOBM ZBOHFGFLUJGEBOFmTJFO1FSUVNCVIBOBTFUCBOL bjb TFCFTBS EJEPSPOHPMFIQFOJOHLBUBOEBOBQJIBLLFUJHB UFSVUBNBHJSPTFCFTBS 4FMBJOJUVQFSUVNCVIBOBTFU CBOL bjb EJEPSPOHPMFIQFOJOHLBUBOQJOKBNBOZBOHEJCFSJLBO TFCFTBS 1FOJOHLBUBO QJOKBNBO ZBOH EJCFSJLBO JOJ NFSVQBLBOTBMBITBUVTUSBUFHJQFSVTBIBBOEBMBNNFOHFMPMB IBTJM QSPEVLUJG EBO NFOJOHLBULBO JNCBM IBTJM ZBOH EJJSJOHJ EFOHBOQFSUVNCVIBOCJTOJTZBOHUFMBIEJMBLVLBOTFQBOKBOH UBIVO FOHBO FLTQBOTJ CJTOJT ZBOH DVLVQ BHSFTJG EJ UBIVO CBOL bjb UFUBQNFNQFSUBIBOLBOSBTJPLFXBKJCBO QFOZFEJBBO NPEBM NJOJNVN 3 TFCFTBS KBVI EJBUBT ZBOH EJTZBSBULBO PMFI BOL OEPOFTJB ,JOFSKB CBOL bjb EJUBIVOUJEBLIBOZBUFSGPLVTQBEBQFOJOHLBUBOBTFU EBOMBCB UFUBQJNFODBLVQKVHBQFSCBJLBOQFODBQBJBOBOB 1JIBL,FUJHB IBMJOJUFSDFSNJOEFOHBOLFOBJLBOBOB1JIBL ,FUJHBZBOHTJHOJmLBOTFCFTBS BUBVTFKVNMBI USJMJVO Aset 5PUBMTFU1FSTFSPBOQBEBUBIVONFOHBMBNJLFOBJLBO NFOKBEJ 3Q USJMJVO CJMB EJCBOEJOHLBO EFOHBO QFODBQBJBOTFCFTBS3Q USJMJVO1FOJOHLBUBOBTFU UFSTFCVU TBMBI TBUVOZB EJEPSPOH PMFI LFOBJLBO EBOB QJIBL LFUJHBTFCFTBS EJBOUBSBOZBLFOBJLBOQFSTFOUBTFHJSP TFCFTBS Liabilitas 5PUBM -JBCJMUBT 1FSTFSPBO QBEB UBIVO NFOHBMBNJ LFOBJLBO NFOKBEJ 3Q USJMJVO CJMB EJCBOEJOHLBO EFOHBO QFODBQBJBO TFCFTBS 3Q USJMJVO 1FOJOHLBUBO MJBCJMUBT UFSTFCVU TBMBI TBUVOZB EJEPSPOH PMFI LFOBJLBO EBOB QJIBL LFUJHB TFCFTBS EJBOUBSBOZB LFOBJLBOQFSTFOUBTFHJSPTFCFTBS GENERAL PERFORMANCE IN 2014 8JUI UIF CBOLJOH DPOEJUJPO UIBU JT PWFSTIBEPXFE CZ UJHIU MJRVJEJUZ CBOL bjb QPTUFE B OFU QSPmU EFDSFBTF JO CZ DPNQBSFEXJUIUIFQSFWJPVTZFBS5IFOFUQSPmUPGCBOL bjb JOXIJDIBNPVOUFEUP3Q USJMMJPO EFDSFBTFECZ CJMMJPOUP3Q CJMMJPOJO5IJTEFDSFBTFXBTUIF JNQBDU PG UIF JODSFBTF JO 1- JO XIJDI JODSFBTFE CZ 0QUJNJ[BUJPOPGMJBCJMJUZBTXFMMBTFGGFDUJWFBOEFGmDJFOUDPOUSPM PGPQFSBUJPOTTTFUTHSPXUIPGCBOL bjb PGXBTESJWFO CZBOJODSFBTFJOUIJSEQBSUZGVOETCZQBSUJDVMBSMZJO TBWJOHTBDDPVOUCZVSUIFSNPSF CBOL bjb TBTTFUT HSPXUIXBTESJWFOCZBOJODSFBTFJOMPBOTXIJDIBNPVOUFE UP 5IF JODSFBTF JO MPBOT JT POF PG UIF DPNQBOZT TUSBUFHZJONBOBHJOHQSPEVDUJWFSFTVMUTBOEJODSFBTFUIFZJFME XIJDIJTBDDPNQBOJFECZUIFHSPXUIPGUIFCVTJOFTTXIJDI IBTCFFOEPOFEVSJOH8JUIBGBJSMZBHHSFTTJWFCVTJOFTT FYQBOTJPO JO CBOL bjb JT NBJOUBJOJOH UIF NJOJNVN DBQJUBM BEFRVBDZ SBUJP 3 PG XFMM BCPWF UIBU JT SFRVJSFECZBOLOEPOFTJB5IFQFSGPSNBODFPGCBOL bjb JO JTOPUPOMZGPDVTFEPOJODSFBTJOHBTTFUTBOEQSPmUT CVU BMTPJODMVEFTJNQSPWFNFOUTJOUIFBDIJFWFNFOUPGUIJSEQBSUZ GVOET UIJTJTSFnFDUFECZUIFTJHOJmDBOUJODSFBTFJOUIJSEQBSUZ GVOETCZPSJOUIFBNPVOUPGUSJMMJPO Assets 5PUBMBTTFUTPGUIFPNQBOZJOFYQFSJFODFTBOJODSFBTF PGUP3QUSJMMJPO DPNQBSFEUPUIFBDIJFWFNFOUJO PG3QUSJMMJPO5IFJODSFBTFJOBTTFUTXBTESJWFO CZ UIF JODSFBTF JO UIJSE QBSUZ GVOET BNPVOUJOH UP BNPOHPUIFSTUIFQFSDFOUBHFJODSFBTFJOEFNBOEEFQPTJUT CZ Liabilities 5PUBMMJBCJMJUJFTPGUIFPNQBOZJOFYQFSJFODFEBOJODSFBTF PGUP3QUSJMMJPO DPNQBSFEUPUIFBDIJFWFNFOUJO PG3QUSJMMJPO5IFJODSFBTFEMJBCJMJUJFTXBTESJWFO CZ UIF JODSFBTF JO UIJSE QBSUZ GVOET BNPVOUJOH UP BNPOHPUIFSTUIFQFSDFOUBHFJODSFBTFJOEFNBOEEFQPTJUT CZ TINJAUAN KEUANGAN 207 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Equity 5IFFRVJUZPGCBOL bjb BOEJUTTVCTJEJBSJFTJOJTJOUIF BNPVOUPG3QUSJMMJPO BOJODSFBTFPGDPNQBSFEUP XIJDIBNPVOUFEUP3QUSJMMJPO5IJTJODSFBTFJTEVF UPUIFSFUBJOFEFBSOJOHTXIJDIJODSFBTFECBOL bjb TSFTFSWFT 2014 2013 2012 2011 2010 Liabilitas -JBCJMJUJFT +4,91 63.885 Rp Miliar 3QJMMJPO 2014 2013 2012 2011 2010 Aset TTFUT +6,87 75.797 Rp Miliar 3QJMMJPO Ekuitas LVJUBT CBOL bjb EBO BOBL QFSVTBIBBO QBEB UBIVO BEBMBITFCFTBS3Q USJMJVO NFOJOHLBUTFCFTBS CJMB EJCBOEJOHLBO EFOHBO UBIVO TFCFTBS 3Q USJMJVO 1FOJOHLBUBOJOJEJTFCBCLBOLBSFOBBEBOZBTBMEPMBCBEJUBIBO ZBOHNFOBNCBIKVNMBIDBEBOHBOCBOL bjb 2014 2013 2012 2011 2010 Ekuitas RVJUZ +5,44 7.084 Rp Miliar 3QJMMJPO FINANCIAL REVIEW 208 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TINJAUAN LABA RUGI Laba Bersih -BCB CFSTJI NFOVSVO TFCFTBS NFOKBEJ 3Q USJMJVO QBEB UBIVO EJCBOEJOHLBO UBIVO TFCFMVNOZB 3Q USJMJVO1FOVSVOBO-BCBFSTJICFSBTBMEBSJUVSVOOZB LVBMJUBTBTFUQBEBUBIVONFOKBEJ FSEBTBSLBOBOBMJTBLBNJCFCFSBQBIBMZBOHNFOZFCBCLBO QFOVSVOBOMBCBBEBMBITFCBHBJCFSJLVU t FCBO CVOHB NFOHBMBNJ QFOJOHLBUBO TFCFTBS BMJOJTFCBHBJEBNQBLCFCBOCVOHBZBOHDVLVQUJOHHJ QBEB 58 EBO 58 1, UFSVUBNB EFQPTJUP LPSQPSBTJ NFOHBMBNJ QFSUVNCVIBO ZBOH UJOHHJ UJEBL TFCBOEJOH EFOHBO QFSUVNCVIBO LSFEJU TFIJOHHB CFSEBNQBL UFSIBEBQ QFODBQBJBO ZBOH NFOVSVO 1BEB 58 EBO 7 EJWJTJ JOTUJUVTJPOBM CBOLJOH NFOHBUVS MBKV QFSUVNCVIBO1,UJEBLUFSMBMVUJOHHJUFUBQJNFOZFTVBJLBO EFOHBOQFSUVNCVIBOLSFEJU EBNQBLOZBQBEB58 NVMBJNFOHBMBNJQFOJOHLBUBO t LTQBOTJ LSFEJU UVNCVI EJ CBXBI SBUBSBUB JOEVTUSJ ZBOH UVNCVI UBIVO FLTQBOTJ LSFEJUTFCFTBS3Q USJMJVOTFEBOHLBOUBIVOIBOZB UVNCVI 3Q USJMJVO QFSUVNCVIBO JOJ QBMJOH SFOEBI TFMBNB UBIVO UFSBLIJS EBO EBNQBLOZB QFOEBQBUBO CVOHBNFOVSVO t ,VBMJUBTLSFEJUZBOHNFNCVSVL QFSHFSBLBOLPMFLUJCJMJUBT OBJL EBSJQPTJTJ3QNJMJBSUBIVONFOKBEJ 3Q USJMJVO QBEB UBIVO TFIJOHHB CFSEBNQBL UFSIBEBQ QFNCFOUVLBO ,1 TFCFTBS 3Q NJMJBS TFCBHJBOCFTBS,1LSFEJU.JLSPTFCFTBS3QNJMJBS 4FEBOHLBOCJBZB,1TFCFTBS3QNJMJBS 2014 2013 2012 2011 2010 Laba sebelum Beban Pajak Penghasilan ODPNFFGPSF5BY -17,94 1.438.489 Rp Juta 3Q.JMMJPO 2014 2013 2012 2011 2010 Laba Bersih FUODPNF -18,62 1.120.034 Rp Juta 3Q.JMMJPO PROFIT LOSS REVIEW 1HW3URÀW FU QSPmU EFDSFBTFE CZ UP 3Q USJMMJPO JO DPNQBSFEUPUIFQSFWJPVTZFBSXIJDIBNPVOUFEUP3Q USJMMJPO5IFEFDSFBTFJOFU1SPmUJTEFSJWFEGSPNUIFEFDMJOF JOUIFRVBMJUZPGBTTFUTJOUP BTFE PO PVS BOBMZTJT TPNF PG UIF UIJOHT UIBU MFE UP UIF EFDMJOFJOQSPmUTBSFBTGPMMPXT t OUFSFTU FYQFOTF FYQFSJFODFE BO JODSFBTF PG 5IJTJTBTBSFTVMUPGIJHIJOUFSFTUJOUIFJSTUBOE4FDPOE 2VBSUFS UIJSE QBSUZ GVOET NBJOMZ DPSQPSBUF EFQPTJUT FYQFSJFODFE IJHI HSPXUI XIJDI JT OPU DPNQBSBCMF UP DSFEJUHSPXUI JNQBDUJOHPOUIFEFDMJOJOHBDIJFWFNFOU OUIF4FDPOE 5IJSE BOEPVSUI2VBSUFS UIFJOTUJUVUJPOBM CBOLJOHEJWJTJPOSFHVMBUFTUIFHSPXUIPGUIJSEQBSUZGVOET UP CF OPU UPP IJHI SBUIFS BEKVTUFE UP UIF DSFEJU HSPXUI XIJDIIBEBOJNQBDUPOUIF5IJSE2VBSUFS JOXIJDIUIF IBTTUBSUFEUPJODSFBTF t SFEJU FYQBOTJPO HSFX CZ CFMPX UIF JOEVTUSZ BWFSBHFXIJDIHSFXCZ JOUIFFYQBOTJPO PGDSFEJUBNPVOUJOHUP3QUSJMMJPO XIFSFBTJOPOMZ HSFX3QUSJMMJPO UIJTJTUIFMPXFTUHSPXUIPWFSUIFMBTU ZFBSTBOEJNQBDUJOHPOUIFEFDSFBTFPGJOUFSFTUJODPNF t FUFSJPSBUJOHDSFEJURVBMJUZ UIFNPWFNFOUPGDPMMFDUJCJMJUZ SPTFCZGSPN3QCJMMJPOJOUP3Q USJMMJPO JO XIJDI MFBET UP UIF ,1 GPSNBUJPO PG 3Q CJMMJPO NPTUMZ BSF .JDSP DSFEJU ,1 XIJDI BNPVOUFE UP 3Q CJMMJPO 8IJMF UIF DPTU PG UIF ,1JTJOUIFBNPVOUPG3QCJMMJPO TINJAUAN KEUANGAN 209 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Pendapatan Sebelum Pajak dan Pendapatan Bersih 1FOEBQBUBOTFCFMVNQBKBLNFOVSVOTFCFTBS NFOKBEJ 3Q USJMJVOEJUBIVOEJCBOEJOHLBOQBEBUBIVO TFCFTBS3Q USJMJVO ZBOHEJTFCBCLBOPMFIQFOVSVOBOMBCB PQFSBTJPOBMTFCFTBS 1FOVSVOBOUFSTFCVUCFSEBNQBL LFQBEBQFOVSVOBOJNCBMIBTJMBTFU 30 NFOKBEJ EJ UBIVOEJCBOEJOHLBOQBEBUBIVOTFCFTBS 4FNFOUBSB JUV QFOEBQBUBO TFUFMBI QBKBL NFOVSVO TFCFTBS NFOKBEJ3Q USJMJVOEJUBIVOEJCBOEJOHLBO QBEBUBIVOTFCFTBS3Q USJMJVO Pendapatan Bunga 1FOEBQBUBOCVOHBSFMBUJGTUBHOBOIBOZBOBJLTFCFTBS NFOKBEJ 3Q USJMJVO EJ UBIVO EJCBOEJOHLBO UBIVO ZBOH TFCFTBS 3Q USJMJVO BM UFSTFCVU TFKBMBO EFOHBONFOVSVOOZBNBSKJOCVOHBCFSTJI . TFCFTBS CQTNFOKBEJ EJUBIVOEJCBOEJOHLBOUBIVO ZBJUVTFCFTBS 2014 2013 2012 2011 2010 Beban Bunga dan Bagi Hasil Syariah OUFSFTUYQFOTFT BOE4IBSJOH4IBSJB +29,23 4.330.222 Rp Juta 3Q.JMMJPO 2014 2013 2012 2011 2010 Pendapatan Bunga dan Syariah OUFSFTUODPNF BOE4IBSJB +8,10 8.791.820 Rp Juta 3Q.JMMJPO Beban Bunga FCBOCVOHBNFOHBMBNJLFOBJLBOTFCFTBS NFOKBEJ TFCFTBS 3Q NJMJBS EJ UBIVO EJCBOEJOHLBO UBIVO TFCFTBS3QNJMJBS,FOBJLBOJOJCFSBTBMEBSJ cost of fund ZBOHTFNVMB EJUBIVONFOKBEJ EJ UBIVO Pendapatan Bunga Bersih 1FOVSVOBO QFOEBQBUBO CVOHB CFSTJI EJTFSUBJ EFOHBO QFOJOHLBUBOQBEBCFCBOCVOHB NFOHBMBNJQFOVSVOBOQBEB QFOEBQBUBO CVOHB CFSTJI TFCFTBS NFOKBEJ 3Q USJMJVOEJUBIVOEJCBOEJOHLBOUBIVOZBOHTFCFTBS Income Before Tax and Net Income ODPNFCFGPSFUBYFTEFDSFBTFECZUP3Q USJMMJPO JODPNQBSFEUPXIJDIBNPVOUFEUP3Q CJMMJPO XIJDIJTDBVTFECZBEFDSFBTFJOPQFSBUJOHQSPmUCZ 5IF EFDMJOF SFTVMUFE JO EFDSFBTJOH ZJFMET PO BTTFUT 30 UP JO DPNQBSFE UP JO .FBOXIJMF JODPNFBGUFSUBYEFDSFBTFECZUP3Q USJMMJPOJO DPNQBSFEUPXIJDIBNPVOUFEUP3Q USJMMJPO Interest Income OUFSFTUJODPNFXBTSFMBUJWFMZTUBHOBOU SJTJOHPOMZCZ UP3Q USJMMJPOJODPNQBSFEUP XIJDIBNPVOUFE UP3Q USJMMJPO5IJTJTDPOTJTUFOUXJUIUIFEFDSFBTFJOOFU JOUFSFTUNBSHJO . CZCQTUPJODPNQBSFE UPJO Interest Expense OUFSFTU FYQFOTF FYQFSJFODFE BO JODSFBTF CZ UP 3Q CJMMJPOJODPNQBSFEUPXIJDIBNPVOUFEUP 3Q CJMMJPO5IJTJODSFBTFEFSJWFEGSPNUIFDPTUPGGVOET GSPNPSJHJOBMMZJOUPJO Net Interest Income 5IF EFDMJOF JO OFU JOUFSFTU JODPNF BDDPNQBOJFE CZ BO JODSFBTF JO JOUFSFTU FYQFOTF EFDSFBTFE UIF OFU JOUFSFTU JODPNF CZ UP 3Q USJMMJPO JO DPNQBSFE UP XIJDIBNPVOUFEUP3Q USJMMJPO5IJTJTJOMJOFXJUI FINANCIAL REVIEW 210 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 3Q USJMJVO BM UFSTFCVU TFKBMBO EFOHBO NFOJOHLBUOZB NBSKJOCVOHBCFSTJI . TFCFTBSCQTNFOKBEJ EJUBIVOEJCBOEJOHLBOUBIVOZBJUVTFCFTBS Pendapatan Operasional Lainnya 1FOEBQBUBO PQFSBTJPOBM MBJOOZB TFMBNB NFOJOHLBU TFCFTBS NFOKBEJ 3Q NJMJBS EJCBOEJOHLBO UBIVO TFCFTBS 3Q NJMJBS ZBOH EJTFCBCLBO PMFI NFOJOHLBUOZBUSBOTBLTJNFMBMVJLBSUV5.UFSVUBNB fee EBSJ 5.ZBOHNFOJOHLBUTFCFTBS NFOKBEJ3Q NJMJBSEJ UBIVOEJCBOEJOHLBOUBIVOTFCFTBS3Q NJMJBS 2014 2013 2012 2011 2010 Pendapatan Operasional Lainnya 0UIFST0QFSBUJPOBM ODPNF +23,76 565.904 Rp Juta 3Q.JMMJPO 2014 2013 2012 2011 2010 Pendapatan Bunga Bersih FUOUFSFTUODPNF -6,70 4.461.598 Rp Juta 3Q.JMMJPO 3Q+VUB 3Q.JMMJPO Uraian 31 DesemberDecember 31 Description 2010 2011 2012 2013 2014 1SPWJTJEBOLPNJTJTFMBJOEBSJLSFEJU ZBOHEJCFSJLBO FFTBOEDPNNJTTJPOTGSPNMPBOT 1FOFSJNBBO,FNCBMJTFUZBOHUFMBI JIBQVTVLV 3FDPWFSZGSPNTTFUT8SJUUFO0GG ,FVOUVOHBOEBSJQFOKVBMBOTVSBU CFSIBSHBZBOHEJQFSEBHBOHLBO ODPNFGSPNTBMFTTFDVSJUJFT 1FOEBQBUBOUSBOTBLTJWBMVUBBTJOH PSFJHOFYDIBOHFODPNF -BJOMBJO 0UIFST +VNMBI1FOEBQBUBO0QFSBTJPOBM -BJOOZB 5PUBMPUIFSTPQFSBUJPOBMJODPNF 3Q+VUB] 3Q.JMMJPO 14-Jan 14-Feb 14-Mar 14-Apr 14-Mei 14-Jun Ju114 14-Agt 5ep 14 14-Okt 14-Nov 14-Des 1FOEBQBUBO,SFEJU 1FOEBQBUBO1, 1FOEBQBUBO5. BSBOTJBOL ,JSJSOBO6BOH ,VTUPEJBO 77 - UIFJODSFBTFJOOFUJOUFSFTUNBSHJO . PGCQTUP JODPNQBSFEUPXIJDIBNPVOUFEUP Other Operational Income 0UIFSPQFSBUJOHJODPNFEVSJOHJODSFBTFECZUP 3QCJMMJPODPNQBSFEUPXIJDIBNPVOUFEUP3Q CJMMJPOEVFUPJODSFBTFEUSBOTBDUJPOWJBBUNDBSEQBSUJDVMBSMZ GSPN5.GFFTXIJDIJODSFBTFECZUP3QCJMMJPOJO DPNQBSFEUP3Q CJMMJPOJO TINJAUAN KEUANGAN 211 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 3Q+VUB] 3Q.JMMJPO 14-Jan 14-Feb 14-Mar 14-Apr 14-Mei 14-Jun Ju114 14-Agt 5ep 14 14-Okt 14-Nov 14-Des 1BZNFOU1PJOU FFEBO,PNJTJ JFLTBEBOB 8FTUFSO6OJPO -BJOOZB 5PUBMFFBTFEODPNF 3BUJPFFBTFE 5PUBM1FOEBQBUBO0QFSBTJPOBM 3Q+VUB Des 13 Des 14 YoY eo 3Q.JMMJPO 1FOEBQBUBO,SFEJU FFDSFEJU 1FOEBQBUBO1, FF1, 1FOEBQBUBO5. FF5. BSBOTJBOL BOLVBSBOUFF 1FOEBQBUBOEBO,PNJTJ FFBOEPNNJTTJPO ,JSJNBO6BOH 3FNJUUBODF ,VTUPEJBO VTUPEZ - - Payment Point 1BZNFOU1PJOU 3FLTBEBOB .VUVBMVOET 8FTUFSO6OJPO 8FTUFSO6OJPO -BJOOZB 0UIFS Fee Based FFBTFE Beban Operasional Lainnya 4FJSJOH EFOHBO QFSUVNCVIBO EBO QFSLFNCBOHBO WPMVNF CJTOJT ZBOH EJMBLVLBO PMFI 1FSVTBIBBO CFCBO PQFSBTJPOBM MBJOOZB NFOHBMBNJ QFOJOHLBUBO TFCFTBS NFOKBEJ 3Q USJMJVO EJ UBIVO EJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO 1FOJOHLBUBO UFSTFCVU CFSBTBM EBSJ CFCBOUFOBHBLFSKBZBOHNFOJOHLBUTFCFTBS NFOKBEJ 3Q NJMJBS EJCBOEJOHLBO UBIVO TFCFTBS 3Q NJMJBS TFKBMBO EFOHBO CFSUBNCBIOZB KVNMBI QFHBXBJ NFOKBEJLBSZBXBOUFUBQTFEBOHLBOQBEBUBIVO TFKVNMBILBSZBXBO 3BTJP CJBZB UFSIBEBQ QFOEBQBUBO 010 NFOHBMBNJ LFOBJLBO NFOKBEJ EJUBIVO TFEBOHLBO QBEB UBIVOTFCFTBS TFCBHBJFLTQBOTJKBSJOHBOEBO QFSFLSVUBO LBSZBXBO CBOL bjb OBNVO EFNJLJBO CBOL bjb CFSIBTJMNFMBLVLBOFmTJFOTJTFIJOHHBLFOBJLBO010UJEBL UFSMBMVCFTBS Other Operating Expenses O MJOF XJUI UIF HSPXUI BOE EFWFMPQNFOU PG UIF CVTJOFTT WPMVNFDPOEVDUFECZUIFPNQBOZ PUIFSPQFSBUJOHFYQFOTFT JODSFBTFECZUP3Q USJMJVOJODPNQBSFEUP XIJDI BNPVOUFE UP 3Q USJMMJPO 5IJT JODSFBTF JT EFSJWFEGSPNMBCPSDPTUXIJDIJODSFBTFECZUP3Q CJMMJPODPNQBSFEUPXIJDIBNPVOUFEUP3Q CJMMJPO JOMJOFXJUIUIFJODSFBTFJOUIFOVNCFSPGFNQMPZFFTJOUP QFSNBOFOUFNQMPZFFTXIJMFUIFOVNCFSPGFNQMPZFFTJO XBT YQFOTFUPJODPNF 30 SBUJPJODSFBTFEUPJO XIJMF JO BNPVOUFE UP BT OFUXPSL FYQBOTJPO BOE SFDSVJUNFOU PG CBOL bjb FNQMPZFFT IPXFWFS CBOL bjb NBOBHFEUPJNQSPWFFGmDJFODZ UIVTUIFJODSFBTFJO30XBT OPUUPPMBSHF FINANCIAL REVIEW 212 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 4BNQBJ FTFNCFS CBOL bjb NFNJMJLJ ,BOUPS BCBOH ,BOUPSBCBOH1FNCBOUV ,BOUPS,BT Payment Point NPCJMLBTEBO5. CBOL bjb UFMBI NFNJMJLJ OBTBCBI TJNQBOBO TFCBOZBL QJIBLZBOHUFSEJSJEBSJ OBTBCBISJUFM OBTBCBILPSQPSBTJ OBTBCBIQFNFSJOUBIEBOOBTBCBI JOTUJUVTJPOBM TFCFTBS 4FMBJO JUV CBOL bjb KVHB UFMBI NFOZBMVSLBOQJOKBNBOOZBLFQBEBEFCJUVSEJTFMVSVI EBFSBIPQFSBTJPOBMCBOL bjb ZBOHUFSEJSJEBSJ EFCJUVS LSFEJU LPOTVNFS EFCJUVS LSFEJU LPNFSTJBM EFCJUVSLSFEJU,13EBOTFCFTBS EFCJUVSLSFEJUNJLSP 3Q+VUB 3Q.JMMJPO Uraian 31 DesemberDecember 31 Description 2010 2011 2012 2013 2014 FCBO0QFSBTJPOBM-BJOOZB 0UIFS0QFSBUJOHYQFOTFT FCBO5FOBHBLFSKBEBOUVOKBOHBO -BCPVSIBSHFST4VCTJEZ FCBO6NVNEBOBENJOJTUSBTJ FOFSBMENJOJTUSBUJWFYQFOTFT 1FOZJTJIBO 1FNCBMJLBO ,FSVHJBO1FOVSVOBO JMBJUBTTFU,FVBOHBOBOPO,FVBOHBO MMPXBODFGPS-PTTFTPOFDSFBTFJO7BMVFPG JOBODJBMTTFU ,FSVHJBOZBOHFMVNJSFBMJTBTJLBOUBT 1FOVSVOBOJMBJ8BKBS4VSBUFSIBSHBZBOH JQFSEBHBOHLBO 6OSFBMJ[FE-PTTFTUPFDSFBTFUIF7BMVFPG BJS5SBEJOH4FDVSJUJFT ,FSVHJBOEBSJ1FOKVBMBO4VSBUFSIBSHBZBOH JQFSEBHBOHLBO -PTTPOTBMFPGFMEGPS5SBEJOH.BSLFUBCMF 4FDVSJUJFT 1FOZJTJIBO,FSVHJBO1FOVSVOBOJMBJBUBT ,PNJUNFOEBO,POUJOKFOTJ MMPXBODFPS-PTTFTPOFDSFBTFO5IF 7BMVFPGPNNJUNFOUBOEPOUJOHFODZ FCBO-BJOOZB 0UIFSYQFOTFT +VNMBIFCBO0QFSBTJPOBM-BJOOZB 5PUBM0UIFS0QFSBUJPOBMYQFOTFT 2014 2013 2012 2011 2010 Kredit yang diberikan JTCVSTFE-PBOT +10,46 54.017.114 Rp Juta 3Q.JMMJPO 2014 2013 2012 2011 2010 Beban Operasional Lainnya 0UIFST0QFSBUJPOBM ODPNF +3,56 3.611.668 Rp Juta 3Q.JMMJPO 6QUPFDFNCFS CBOL bjb IBTCSBODIPGmDFT 4VCSBODI0GmDFT BTI0GmDFT 1BZNFOU1PJOUT DBTIDBSTBOE 5.T CBOL bjb IBTBUPUBMPG EFQPTJUDVTUPNFSTDPNQSJTJOH PG PG SFUBJM DVTUPNFST DPSQPSBUF DVTUPNFST HPWFSONFOUDVTUPNFSTBOEJOTUJUVUJPOBMDMJFOUT O BEEJUJPO CBOL bjb BMTP IBT EJTUSJCVUFE MPBOT UPEFCUPSTJOBMMPQFSBUJPOBMBSFBTPGCBOL bjb DPOTJTUJOHPG DPOTVNFSCPSSPXFST DPNNFSDJBMCPSSPXFST NPSUHBHF CPSSPXFST BOE NJDSPDSFEJU CPSSPXFST TINJAUAN KEUANGAN 213 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data TINJAUAN ASET Kredit yang Diberikan 5PUBM LSFEJU NFOHBMBNJ QFSUVNCVIBO TFCFTBS EJCBOEJOHLBOUBIVOTFCFTBS3QNJMJBS NFOKBEJ TFCFTBS 3Q NJMJBS EJ UBIVO BSJ TJTJ TVLV CVOHB LSFEJU . NFOHBMBNJ QFOVSVOBO TFCFTBS NFOKBEJ EJ UBIVO EJCBOEJOHLBO UBIVO TFCFTBS 1FOJOHLBUBOLSFEJUTBMBITBUVOZBEJEVLVOH PMFI QFSUVNCVIBO LSFEJU LPOTVNFS TFCFTBS TFOJMBJ 3Q NJMJBS EJCBOEJOHLBO UBIVO TFOJMBJ 3Q NJMJBS ,SFEJU LPOTVNFO TFCBHBJ TBMBI TBUV QSPEVL ZBOH EBQBUNFOPQBOHQFSUVNCVIBOLSFEJUCBOL bjb ZBOHEJNBOB QSPEVL , NFNJMJLJ QFSBOBO ZBOH TBOHBU QFOUJOH IBM JOJ EJLBSFOBLBO QSPEVL JOJ CFSLBJUBO MBOHTVOH EFOHBO core business bank 1SPEVL , NFOHBMBNJ LFOBJLBO EBSJ 3Q USJMJVO EJ UBIVO NFOKBEJ 3Q USJMJVO EJ UBIVO 4FMBJO JUV ZBOH NFOHBMBNJ LFOBJLBO TBOHBU TJHOJmLBO BEBMBI QSPEVL ,SFEJU 1VSOB IBLUJ BUBV ,SFEJU 1FOTJVO TFCFTBS EBSJ 3Q NJMJBS NFOKBEJ 3Q USJMJVO Total Penyaluran Kredit Rp Juta Rp Million Total Loan Disbursement Uraian 31 DesemberDecember 31 Description 2010 2011 2012 2013 2014 ,SFEJUZBOHEJCFSJLBOoSPTT -PBOT JLVSBOHJQFOZJTJIBOLFSVHJBO MMPXBODF-PTTFT ,SFEJUZBOHEJCFSJLBOoFSTJI FU-PBOT Penyaluran Kredit Berdasarkan Segmen Rp Miliar Rp Billion Loan Disbursement by Segment Uraian - Bank only dalam miliar 31 DesemberDecember 31 Description - Bank only in billion 2011 2012 2013 2014 ,POTVNFS POTVNFS .JLSP .JDSP ,PNFSTJBM PNNFSDJBM ,13 .PSUHBHF 5PUBMLSFEJUSPTT 5PUBMSPTT-PBOT Penyaluran Kredit Berdasarkan Jenis Penggunaan Kredit Rp Juta Rp Million Loan Disbursement by Types of Loan Uraian 31 DesemberDecember 31 Description 2010 2011 2012 2013 2014 .PEBM,FSKB 8PSLJOHBQJUBM OWFTUBTJ OWFTUNFOU 4JOEJLBTJ 4ZOEJDBUFE ,POTVNTJ POTVNQUJPO ,BSZBXBO NQMPZFF 1SPHSBN1FNFSJOUBI PWFSONFOU1SPHSBN +VNMBI 5PUBM 1FOZJTJIBO,FSVHJBO -PTT1SPWJTJPO +VNMBI,SFEJUZBOHEJCFSJLBOoCFSTJI 5PUBM-PBOJTCVSTFNFOUoOFU ASSETS REVIEW Loans 5PUBM MPBO HSFX CZ DPNQBSFE UP XIJDI BNPVOUFE UP 3Q CJMMJPO UP 3Q CJMMJPO JO -FOEJOH JOUFSFTU SBUFT . FYQFSJFODFE B EFDSFBTF CZ UPJODPNQBSFEUPXIJDIBNPVOUFE UP0OFPGUIFTVQQPSUJOHGBDUPSPGUIFJODSFBTFJOMPBOT JTUIFHSPXUIJODPOTVNFSMPBOTCZXIJDIBNPVOUFE UP 3Q CJMMJPO DPNQBSFE UP XIJDI BNPVOUFE UP 3Q CJMMJPOPOTVNFSMPBOBTPOFPGUIFQSPEVDUTUIBU DBOTVQQPSUDSFEJUHSPXUIJOCBOL bjb JOXIJDI,QSPEVDUT IBWFWFSZJNQPSUBOUSPMF UIJTJTCFDBVTFUIFTFQSPEVDUTBSF EJSFDUMZSFMBUFEUPUIFDPSFCVTJOFTTPGUIFCBOL,QSPEVDUT JODSFBTFECZGSPN3QCJMMJPOJOUP3Q USJMMJPO JO O BEEJUJPO ,SFEJU 1VSOB IBLUJ PS 1FOTJPO -PBOBMTPFYQFSJFODFEBTJHOJmDBOUJODSFBTFCZGSPN 3QCJMMJPOUP3QUSJMMJPO FINANCIAL REVIEW 214 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Penyaluran Kredit Berdasarkan Skala Usaha Rp Juta Rp Million Loan Disbursement by Business Size Uraian - Bank only 31 DesemberDecember 31 Description - Bank only 2014 6.,. .4. 6TBIB.JLSP .JDSPVTJOFTT 6TBIB,FDJM 4NBMMVTJOFTT 6TBIB.FOFOHBI .FEJVNVTJOFTT 5PUBM6.,. 5PUBM.4. 1SPQPSTJ6.,. 1SPQPSUJPOPG.4. 6TBIBFTBS -BSHFVTJOFTT 1SPQPSTJ6TBIBFTBS 1SPQPSUJPOPG-BSHFVTJOFTT 5PUBMLSFEJUZBOHEJCFSJLBOSPTT 5PUBM-PBOJTCVSTFNFOUSPTT Penyaluran Dana Persektor Konsumer Consumer Indikator Utama FY13 FY14 ¨R Main Indicator 0VUTUBOEJOH 3QNJMJBS 33.579 3QCJMMJPO 0VUTUBOEJOH LTQBOTJFUP 3QNJMJBS 3BUBSBUB 4.722 FUUYQBOTJPO 3QCJMMJPO WFSBHF 0VUTUBOEJOHQFSFCJUVS 3QKVUB 96 0VUTUBOEJOHQFSFCUPS 3QNJMMJPO +VNMBIFCJUVS 350.446 VNCFSPGFCUPS 5JOHLBU4VLVVOHB 18.45 FGG1B OUFSFTU3BUF Kualitas Kredit FY13 FY14 ¨R Credit Quality BMBN1FSIBUJBO,IVTVT 0,16 4QFDJBM.FOUJPO 1- 0,08 1- Kredit Mikro Micro Loan Indikator Utama FY13 FY14 ¨R Main Indicator 0VUTUBOEJOH 3QNJMJBS 4.505 3QCJMMJPO 0VUTUBOEJOH LTQBOTJFUP 3QNJMJBS 3BUBSBUB -848 FUUYQBOTJPO 3QCJMMJPO WFSBHF 0VUTUBOEJOHQFSFCJUVS 3QKVUB 56 0VUTUBOEJOHQFSFCUPS 3QNJMMJPO +VNMBIFCJUVS 80.002 VNCFSPGFCUPS 5JOHLBU4VLVCVOHB -27.0 FGG1B OUFSFTU3BUF Kualitas Kredit FY13 FY14 ¨R Credit Quality BMBN1FSIBUJBO,IVTVT 14,4 4QFDJBM.FOUJPO 1- 22,7 1- Kredit Komersial Commercial Loan Indikator Utama FY13 FY14 ¨R Main Indicator 0VUTUBOEJOH 3QNJMJBS 6.850 3QCJMMJPO 0VUTUBOEJOH LTQBOTJFUP 3QNJMJBS 3BUBSBUB 139 FUUYQBOTJPO 3QCJMMJPO WFSBHF 0VUTUBOEJOHQFSFCJUVS 3QKVUB 1.044 0VUTUBOEJOHQFSFCUPS 3QNJMMJPO +VNMBIFCJUVS 6.563 VNCFSPGFCUPS 5JOHLBU4VLVCVOHB -12 FGG1B OUFSFTU3BUF Kualitas Kredit FY13 FY14 ¨R Credit Quality BMBN1FSIBUJBO,IVTVT 4,7 4QFDJBM.FOUJPO 1- 11,3 1- Distribution of Funds by sector TINJAUAN KEUANGAN 215 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Loan Based on Economic Sector BTFE PO UIF FDPOPNJD TFDUPS UIF MBSHFTU DPOUSJCVUJPO TUJMM DPNFTGSPNUSBEF CVTJOFTTTFSWJDFT DPOTUSVDUJPO JOEVTUSZ BOEBHSJDVMUVSF5SBEFTFDUPSBDDPVOUFEGPSDPNQBSFEUP XIJDIBNPVOUFEUP CVTJOFTTTFSWJDFTCZ DPNQBSFE UP XIJDI BNPVOUFE UP DPOTUSVDUJPO CZ DPNQBSFE UP XIJDI BNPVOUFE UP BOE OEVTUSZCZDPNQBSFEUPXIJDIBNPVOUFEUP BHSJDVMUVSFCZDPNQBSFEUPXIJDIBNPVOUFEUP BOEPUIFSTBU Kredit Pemilikan Rumah KPR Housing Loan Indikator Utama FY13 FY14 ¨R Main Indicator 0VUTUBOEJOH 3QNJMJBS 4.444 3QCJMMJPO 0VUTUBOEJOH LTQBOTJFUP 3QNJMJBS 3BUBSBUB 533 FUUYQBOTJPO 3QCJMMJPO WFSBHF 0VUTUBOEJOHQFSFCJUVS 3QKVUB 259 0VUTUBOEJOHQFSFCUPS 3QNJMMJPO +VNMBIFCJUVS 17.180 VNCFSPGFCUPS 5JOHLBU4VLVCVOHB -13.7 FGG1B OUFSFTU3BUF Kualitas Kredit FY13 FY14 ¨R Credit Quality BMBN1FSIBUJBO,IVTVT 12,8 4QFDJBM.FOUJPO 1- 5,1 1- Kredit Berdasarkan Sektor Ekonomi FSEBTBSLBOTFLUPSFLPOPNJ LPOUSJCVTJUFSCFTBSNBTJICFSBTBM EBSJTFLUPSQFSEBHBOHBO KBTBKBTBEVOJBVTBIB LPOTUSVLTJ JOEVTUSJ EBO QFSUBOJBO 4FLUPS QFSEBHBOHBO CFSLPOUSJCVTJ TFCFTBS EJCBOEJOHLBO UBIVO TFCFTBS KBTBKBTBEVOJBVTBIBTFCFTBS EJCBOEJOHLBOUBIVO TFCFTBS LPOTUSVLTJTFCFTBS EJCBOEJOHLBOUBIVO TFCFTBS EBOOEVTUSJTFCFTBSEJCBOEJOHLBO UBIVO TFCFTBS QFSUBOJBO TFCFTBS EJCBOEJOHLBOUBIVOTFCFTBS EBOMBJOMBJOTFCFTBS 1FSUBOJBO HSJDVMUVSF 1FSUBNCBOHBO .JOJOH OEVTUSJ OEVTUSZ -JTUSJL BTEBOJS MFDUSJD BTBOE8BUFS ,POTUSVLTJ POTUSVDUJPO -BJOMBJO 0UIFST 1FSEBHBOHBO 5SBEF 1FOHBOHLVUBOEBO1FSHVEBOHBO 5SBOTQPSUBUJPOBOE8BSFIPVTF +BTBKBTBEVOJBVTBIB VTJOFTT4FSWJDF +BTBKBTBTPTJBM 4PDJBM4FSWJDF ,SFEJUFSEBTBSLBO4FLUPSLPOPNJ -PBOBTFEPOUIFDPOPNJD4FDUPS 74,36 Uraian Rp Juta 31 DesemberDecember 31 Rp Million Description 2010 2011 2012 2013 2014 1FSUBOJBO HSJDVMUVSF 1FSUBNCBOHBO .JOJOH OEVTUSJ OEVTUSZ -JTUSJL HBTEBOBJS MFDUSJD BTBOE8BUFS ,POTUSVLTJ POTUSVDUJPO 1FSEBHBOHBO 5SBEF 1FOHBOHLVUBOEBO1FSHVEBOHBO 5SBOTQPSUBUJPOBOE8BSFIPVTF +BTBKBTBEVOJBVTBIB VTJOFTT4FSWJDF +BTBKBTBTPTJBM 4PDJBM4FSWJDF -BJOMBJO 0UIFST +VNMBI 5PUBM 1FOZJTJIBO,FSVHJBO 1SPWJTJPOJOH +VNMBILSFEJUZBOHEJCFSJLBOoSPTT 5PUBM-PBOT FINANCIAL REVIEW 216 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Kredit Bermasalah 5PUBM LSFEJU CFSNBTBMBI Non-Performing Loan BUBV 1- Gross UFSLFOEBMJEJLJTBSBOTFCFTBS3Q USJMJVOEJUBIVO EJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO 4FIJOHHBCJMBEJUJOKBVEBSJSBTJP1-UFSIBEBQUPUBMLSFEJUZBOH EJTBMVSLBO SBTJPLVBMJUBTLSFEJUCFSNBTBMBINFOJOHLBUZBOH NFSVQBLBOTBMBITBUVEBNQBLFLPOPNJHMPCBMEBOOBTJPOBM TFQBOKBOH TFCBHBJNBOB EJUVOKVLLBO PMFI SBTJP 1- CSVUPTFCFTBS EJUBIVOEJCBOEJOHLBOUBIVO TFCFTBS VOUVL NFNQFSCBJLJ IBM UFSTFCVU 1FSTFSPBO CFSVQBZB NFOJOHLBULBO GVOHTJ QFOBHJIBO NFMBLVLBO SFTUSVLUVSJTBTJLSFEJU TFSUBNFMBLVLBOQFOKVBMBOBHVOBO Uraian 2013 2014 GROWTH Description ,POTVNFS 0,08 POTVNFS .JLSP 22,7 .JDSP ,PNFSTJBM 11,3 PNNFSDJBM ,13 5,1 PVTJOH-PBO Total 2,8 4,1 1,3 Total Kredit Bermasalah PO1FSGPSNJOH-PBO .JLSP .JDSP ,POTVNFS POTVNFS ,PNFSTJBM PNNFSDJBM ,13 PVTJOH-PBO 2014 Kredit Bermasalah PO1FSGPSNJOH-PBO .JLSP .JDSP ,POTVNFS POTVNFS ,PNFSTJBM PNNFSDJBM ,13 PVTJOH-PBO 2013 Uraian Rp Juta 31 DesemberDecember 31 Rp Million Description 2010 2011 2012 2013 2014 -BODBS VSSFOU BMBNQFSIBUJBOLIVTVT 4QFDJBMNFOUJPO ,VSBOHMBODBS 4VCTUBOEBSE JSBHVLBO PVCUGVM .BDFU -PTT +VNMBILSFEJUZBOHEJCFSJLBOoSPTT -PBOToSPTT 1FOZJTJIBO,FSVHJBO MMPXBODFPS-PTTFT +VNMBILSFEJUZBOHEJCFSJLBOoFSTJI -PBOToFUUP Uraian Rp Juta 31 DesemberDecember 31 Rp Million Description 2010 2011 2012 2013 2014 1-SPTT 3Q+VUB 3Q.JMMJPO 1-SPTT 3BTJP1-SPTT 3BTJP1-SPTT 1-FUUP 3Q+VUB 3Q.JMMJPO 1-FUUP Non Performing Loan 5PUBM PO1FSGPSNJOH -PBO 1-SPTT XBT NBJOUBJOFE JO UIF 3Q USJMMJPO SBOHF JO DPNQBSFE UP XIJDI BNPVOUFE UP 3Q USJMMJPO 5IVT JG WJFXFE GSPN UIF 1- SBUJP UP UPUBM MPBOT UIF RVBMJUZ SBUJP PG OPOQFSGPSNJOH MPBO JODSFBTFE XIJDIJTPOFPGUIFHMPCBMBOEOBUJPOBMFDPOPNJD JNQBDUUISPVHIPVUBTJOEJDBUFECZUIFHSPTT1-SBUJPPG JODPNQBSFEUPXIJDIBNPVOUFEUP UP SFTPMWF UIJT JTTVF UIF DPNQBOZ TFFLT UP JNQSPWF UIF GVODUJPOPGCJMMJOH DSFEJUSFTUSVDUVSJOH BTXFMMBTDPOEVDUJOH TBMFTPODPMMBUFSBM TINJAUAN KEUANGAN 217 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Uraian Rp Juta 31 DesemberDecember 31 Rp Million Description 2010 2011 2012 2013 2014 3BTJP1-FUUP 3Q+VUB 3Q.JMMJPO 3BTJP1-FUUP +VNMBILSFEJUZBOHEJCFSJLBOoSPTT -PBOTSPTT BUBUBO 1FSIJUVOHBOSBTJP1-VOUVLFTFNCFS NFOHBDVQBEB4 PNPS11UBOHHBM.BSFUZBOHNBOBLSFEJULFQBEBCBOLMBJO CVLBONFSVQBLBOLPNQPOFOSBTJP1-VOUVLFTFNCFS QFSIJUVOHBOSBTJP1-NFOHBDVQBEB4PNPS11UBOHHBM .BSFUZBOHNBOBLSFEJULFQBEBCBOLMBJONFSVQBLBOLPNQPOFOQBEB QFSIJUVOHBOSBTJP1- PUF 1-SBUJPDBMDVMBUJPOGPSFDFNCFS BOE SFGFSTUP4 P11EBUFE.BSDI JOXIJDIMPBOTUPPUIFS CBOLT BSF OPU B DPNQPOFOU JO UIF DBMDVMBUJPO PG 1- SBUJP PS FTFNCFS BOE 1-SBUJPDBMDVMBUJPOSFGFST UP4P11EBUFE.BSDI JOXIJDIMPBOTUP PUIFSCBOLTDPOTUJUVUFBDPNQPOFOUPGUIFDBMDVMBUJPOPG1-SBUJP Penyisihan Cadangan Kerugian Penurunan Nilai CKPN BEBOHBO LFSVHJBO QFOVSVOBO OJMBJ QBEB CVMBO FTFNCFS BEBMBI TFCFTBS 3Q USJMJVO BUBV OBJL TFCFTBS EJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO 1FOJOHLBUBO DBEBOHBO LFSVHJBO QFOVSVOBO OJMBJ JOJ UFSKBEJ EJLBSFOBLBO CFCFSBQB IBM ZBJUV QFNCFOUVLBO QFOZJTJIBO LFSVHJBO TFCFTBS 3Q USJMJVO 1FOJOHLBUBO ,1 JOJ UFSVUBNB EJTFCBCLBO PMFI QFSUVNCVIBO QPSUPGPMJP LSFEJU TFCFTBS NFOKBEJ 3Q USJMJVO EJ UBIVO TFEBOHLBOQBEBUBIVOTFCFTBS3Q USJMJVO EJNBOB QFSIJUVOHBO,1UFMBITFKBMBOEBOCFSEBTBSLBOQFOFSBQBO 14, SFWJTJ EBO14, SFWJTJ Kredit yang Mengalami Penurunan Nilai +VNMBI ,SFEJU ZBOH .FOHBMBNJ 1FOVSVOBO JMBJ CVMBO FTFNCFS BEBMBI TFCFTBS 3Q USJMJVO BUBV NFOJOHLBU TFCFTBS EJCBOEJOHLBO UBIVO TFCFMVNOZB TFCFTBS 3Q USJMJVO 1FOJOHLBUBO DBEBOHBO LFSVHJBO QFOVSVOBO OJMBJ JOJ UFSKBEJ EJLBSFOBLBO CFCFSBQB IBM ZBJUV QFNCFOUVLBO QFOZJTJIBO LFSVHJBO TFCFTBS 3Q USJMJVO TINJAUAN LIABILITAS Dana Pihak Ketiga 1FSVTBIBBO NFODBUBU UPUBM EBOB OBTBCBI TFCFTBS 3Q USJMJVOUBVNFOJOHLBUTFCFTBS EBSJUBIVOTFCFTBS 3Q USJMJVO EBQVO LPNQPTJTJ EBOB OBTBCBI BEBMBI EBMBN CFOUVL HJSP EBMBN CFOUVL UBCVOHBO EBO EBMBN CFOUVL EFQPTJUP CFSKBOHLB 3BTJP BOB .VSBI 4 NFOJOHLBUTFCFTBS NFOKBEJ3Q USJMJVO EJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO EJTFCBCLBOPMFILFOBJLBOHJSPEBOUBCVOHBONBTJOHNBTJOH TFCFTBS EBO EJCBOEJOH UBIVO TFCFMVNOZB NFOKBEJ3Q USJMJVOEBO3Q USJMJVOEJUBIVO EJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO VOUVL Allowance of Impairment Losses Reserve CKPN MMPXBODFGPSJNQBJSNFOUMPTTFTJOFDFNCFSBNPVOUFE UP3QUSJMMJPO BOJODSFBTFPGDPNQBSFEUP XIJDIBNPVOUFEUP3QUSJMMJPO5IFJODSFBTFJOBMMPXBODF GPSJNQBJSNFOUMPTTFTPDDVSSFEEVFUPTFWFSBMUIJOHT OBNFMZ UIFBMMPXBODFGPSMPTTFTJOXIJDIBNPVOUFEUP3Q USJMMJPO5IFJODSFBTFJO,1JTNBJOMZEVFUPUIFHSPXUIPG UIFMPBOQPSUGPMJPCZUP3QUSJMMJPOJO XIJMF JOJUBNPVOUFEUP3QCJMMJPO JOXIJDIUIF,1 DBMDVMBUJPOTBSFDPOTJTUFOUBOECBTFEPOUIFBQQMJDBUJPOPG 44 SFWJTJPO BOE44 SFWJTJPO Loans Experiencing Impairment Losses 5PUBM -PBOT YQFSJFODJOH NQBJSNFOU -PTTFT JO FDFNCFS BNPVOUFEUP3QCJMMJPOPSBOJODSFBTFPG DPNQBSFEUPUIFQSFWJPVTZFBSJOUIFBNPVOUPG3Q CJMMJPO5IFJODSFBTFJOBMMPXBODFGPSJNQBJSNFOUMPTTFTIBWF PDDVSSFE EVF UP TFWFSBM UIJOHT OBNFMZ UIF BMMPXBODF GPS MPTTFTJOXIJDIBNPVOUFEUP3QUSJMMJPO LIABILITIES REVIEW Third Party Funds 5IF PNQBOZ SFDPSEFE UPUBM DVTUPNFS GVOET PG 3Q USJMMJPO0SBOJODSFBTFPGGSPNXIJDIBNPVOUFE UP 3Q CJMMJPO 5IF DPNQPTJUJPO PG DVTUPNFS GVOET JT JO UIF GPSN PG EFNBOE EFQPTJUT JO TBWJOHT BOEJOUJNFEFQPTJUT4SBUJPJODSFBTFECZ UP 3Q CJMMJPO DPNQBSFE UP XIJDI BNPVOUFE UP 3Q CJMMJPO EVF UP UIF JODSFBTF JO EFNBOE EFQPTJUT BOETBWJOHTCZBOESFTQFDUJWFMZDPNQBSFEUP UIFQSFWJPVTZFBSUP3QUSJMMJPOBOE3QUSJMMJPOJO DPNQBSFEUPXIJDIBNPVOUFEUP3QUSJMMJPO GPSEFNBOEEFQPTJUTBOE3QUSJMMJPOGPSTBWJOHT XIJDI FINANCIAL REVIEW 218 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO HJSP EBO 3Q USJMJVO VOUVL UBCVOHBO KVHB NFNCFSJLBO LPOUSJCVTJEBMBNQFSUVNCVIBOUPUBMEBOBOBTBCBIFOHBO QFOVSVOBO EFQPTJUP CFSKBOHLB CFSCBOEJOH LFOBJLBO EBOB NVSBI NBLB EJ UBIVO SBTJP QFSCBOEJOHBO BOUBSB EBOB NVSBI EFOHBO UPUBM EBOB OBTBCBI +VHB NFOJOHLBU 43BUJPNFOJOHLBUTFJSJOHEFOHBOQFSVCBIBOLFCJKBLBO QFNFSJOUBI QVTBU NFOHFOBJ QBKBL EBFSBI EJBOUBSBOZB QFNCBZBSBO QBKBL CVNJ EBO CBOHVOBO 1 EBO QBKBL LFOEBSBBOCFSNPUPS ZBOHNFXBKJCLBOTFMVSVIQFNCBZBSBO EJCBZBSLBONFMBMVJBOL1FNCBOHVOBOBFSBI Jumlah Giro, Tabungan Deposito Berjangka 5PUBMPGVSSFOUDDPVOU 4BWJOHDDPVOU5JNFFQPTJUT JSP VSSFOUDDPVOU 5BCVOHBO 4BWJOHDDPVOU FQPTJUPFSKBOHLB 5JNFFQPTJUT 40,62 JSP VSSFOUDDPVOU 5BCVOHBO 4BWJOHDDPVOU FQPTJUPFSKBOHLB 5JNFFQPTJUT Jumlah Giro, Tabungan Deposito Berjangka 5PUBMPGVSSFOUDDPVOU 4BWJOHDDPVOU5JNFFQPTJUT Uraian Rp Juta 31 DesemberDecember 31 Rp Million Description 2010 2011 2012 2013 2014 JSP VSSFOUDDPVOU 5BCVOHBO 4BWJOHTDDPVOU FQPTJUPFSKBOHLB 5JNFFQPTJUT Jumlah Simpanan Nasabah 31.953.462 39.042.777 47.632.863 47.220.701 53.487.890 Total Saving Dana Pihak Ketiga Berdasarkan Mata Uang JMB EJLFMPNQPLLBO CFSEBTBSLBO KFOJT NBUB VBOH NBLB EBOB OBTBCBI EBMBN NBUB VBOH 3VQJBI NFNJMJLJ LPOUSJCVTJ TFCFTBS EJJLVUJ PMFI EBOB OBTBCBI EBMBN NBUB VBOHBTJOHTFCFTBS EBSJUPUBMOBTBCBIEJUBIVO JCBOEJOHLBOUBIVO EBOBOBTBCBIEBMBNNBUBVBOH 3VQJBI NFOHBMBNJ LFOBJLBO TFCFTBS 3Q NJMJBS BUBV NFOKBEJ3Q USJMJVOEJUBIVOEJCBOEJOHLBO UBIVO TFCFTBS 3Q USJMJVO EBO EBOB OBTBCBI EBMBN NBUB VBOH BTJOH KVHB NFOHBMBNJ QFOVSVOBO EBSJ3QNJMJBSEJUBIVONFOKBEJ3QNJMJBS Tabungan 1SPEVL UBCVOHBO TFCBHBJ TBMBI TBUV QSPEVL VOUVL NFOHIJNQVOEBOBOBTBCBITFDBSBMBOHTVOHZBOHNFOJOHLBU TFCFTBS 3Q NJMJBS BUBV NFOKBEJ 3Q USJMJVO BMTPDPOUSJCVUFEUPUIFHSPXUIJOUPUBMDVTUPNFSGVOET8JUI UIF EFDSFBTF JO UJNF EFQPTJUT DPNQBSFE UP UIF JODSFBTF JO MPXDPTUGVOET JO UIFSBUJPPGMPXDPTUGVOETXJUIUPUBM DVTUPNFSGVOETBMTPJODSFBTFE5IFJODSFBTFPG4SBUJP JT JO MJOF XJUI UIF DIBOHF JO UIF DFOUSBM HPWFSONFOU QPMJDZ SFHBSEJOHMPDBMUBYFT JODMVEJOHQBZNFOUTPGMBOEBOECVJMEJOH UBY 1 BOENPUPSWFIJDMFUBY XIJDISFRVJSFTBMMQBZNFOUT QBJEUISPVHI3FHJPOBMFWFMPQNFOUBOL Third Party Funds Based on Currency SSBOHFECZUZQFPGDVSSFODZ DVTUPNFSGVOETEFOPNJOBUFE JO3VQJBIIBTBDPOUSJCVUJPOPG GPMMPXFECZDVTUPNFS GVOET JO GPSFJHO DVSSFODJFT BNPVOUJOH UP PG UIF UPUBM DVTUPNFSGVOETJOPNQBSFEUP DVTUPNFSGVOET EFOPNJOBUFE JO 3VQJBI JODSFBTFE CZ 3Q CJMMJPO PS UP3QCJMMJPOJODPNQBSFEUPXIJDI BNPVOUFEUP3QUSJMMJPOBOEDVTUPNFSGVOETJOGPSFJHO DVSSFODJFTEFDSFBTFECZGSPN3QCJMMJPOJOUP 3QCJMMJPO Savings 4BWJOHT QSPEVDUT BT POF PG UIF QSPEVDUT UIBU EJSFDUMZ SBJTF DVTUPNFST GVOET JODSFBTFE CZ 3Q CJMMJPO PS UP 3Q CJMMJPO GSPN 3Q CJMMJPO BT PG FDFNCFS TINJAUAN KEUANGAN 219 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data EBSJ 3Q USJMJVO QFS FTFNCFS UJEBL UFSMFQBT EBSJ LFCFSIBTJMBO 1FSVTBIBBO EBMBN NFOHJNQMFNFOUBTJLBO TBMBI TBUV EBSJ OBN 1JMBS 4USBUFHJ 6UBNB ZBLOJ QFOJOHLBUBOEBOBNVSBI 4 FSCBHBJQSPNPTJ JOPWBTJ QSPEVLUBCVOHBOEBOQFMVODVSBOQSPEVLCBSVEJUBIVO UFMBI NFOVOKVLLBO IBTJM ZBOH NFOHHFNCJSBLBO 4BMBI TBUV QSPHSBNZBOHNFOEBQBUTBNCVUBOIBOHBUEBSJNBTZBSBLBU BEBMBI .FOZFMFOHHBSBLBO 1SPHSBN 1SPNPTJ 5BCVOHBO TFCBHBJNBOBCFSJLVU t 1SPHSBN1FUJLBEJBICBOL bjb t 1SPHSBN CFSIBEJBI MBOHTVOH bjb 5BOEBNBUB FSKBOHLB QFSJPEF +VMJTBNQBJEFOHBOFTFNCFS t 1SPHSBNFCZBSLIJS5BIVO VOHB5BCVOHBO4FUJOHLBU FQPTJUP t 1SPHSBNBEJBI4BOH+VBSB bjb UBOEBNBUB.ZJSTU 4FMBJO UFSTFCVU CBOL bjb KVHB EBMBN LFHJBUBO QFNBTBSBO QSPEVLNFMBLVLBOCFLFSKBTBNBEFOHBOCFCFSBQBJOTUBOTJ t FOHBO ,FNFOEJLCVE EBMBN IBM QFOZBMVSBO EBOB UVOKBOHBOHVSV TFSUJmLBTJ TFOJMBJ3QUSJMJVOEBMBNLVSVO XBLUVUBIVO t ,FSKB TBNB EFOHBO JTEJL 1SPWJOTJ +BCBS EBO BOUFO UFSLBJU EFOHBO QFOZBMVSBO EBOB CBOUVBO PQFSBTJPOBM TFLPMBITFOJMBJ3Q USJMJVOEBMBNLVSVOXBLUV t ,FSKB TBNB EFOHBO JTEJL 1SPW +BCBS UFSLBJU EFOHBO QFOZBMVSBOBOUVBO4PTJBMVLVTFOJMBJ3Q NJMJBS t ,FSKB TBNB EFOHBO JTEJL 1SPW +BCBS UFSLBJU EFOHBO QFOZBMVSBO BOUVBO 4PTJBM 1FOEBNQJOHBO TFOJMBJ 3Q NJMJBS t ,FSKB TBNB EFOHBO 15 5BTQFO 1FSTFSP EBMBN IBM QFNCBZBSBO UBCVOHBO IBSJ UVB UBCVOHBO IBSJ UVB .VMUJHVOB EBO QFOTJVO NFMBMVJ SFLFOJOH CBOL 5PUBM QFOZBMVSBO EBOB QFOTJVO TFMBNB UBIVO BEBMBI TFCFTBS3Q NJMJBS Tren Pertumbuhan Tabungan bank bjb Periode 2012 s.d 2014 5SFOESPXUI4BWJOHTCBOL bjb QFSJPEVOUJM BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 5BCVOHBO4BWJOHT 1FSUVNCVIBOSPXUI 5BCVOHBO4BWJOHT 1FSUVNCVIBOSPXUI 5BCVOHBO4BWJOHT 1FSUVNCVIBOSPXUI TabunganSavings 2014 PertumbuhanGrowth 2014 Rata-Rata Pertumbuhan Average Growth DBO OPU CF TFQBSBUFE GSPN UIF PNQBOZT TVDDFTT JO JNQMFNFOUJOH POF PG UIF 4JY .BJO 4USBUFHZ 1JMMBST OBNFMZ UIF JODSFBTF JO MPXDPTU GVOET 4 7BSJPVT QSPNPUJPOT TBWJOHT QSPEVDU JOOPWBUJPOT BOE OFX QSPEVDU MBVODIFTJOIBWFTIPXOFODPVSBHJOHSFTVMUT0OFPGUIF QSPHSBNTUIBUSFDFJWFEBXBSNXFMDPNFGSPNUIFDPNNVOJUZ JTPSHBOJ[JOH4BWJOHT1SPNPUJPO1SPHSBNBTGPMMPXT t 1FUJLBEJBICBOL bjb QSPHSBN t bjb 5BOEBNBUBFSKBOHLBQFSJPEEJSFDUSFXBSEQSPHSBN +VMZUPFDFNCFS t FCZBSLIJS5BIVOQSPHSBN 4BWJOHTOUFSFTUJOUIFTBNF -FWFMXJUIFQPTJUOUFSFTU t BEJBI4BOH+VBSB bjb UBOEBNBUB.ZJSTU QSPHSBN O BEEJUJPO JO QSPEVDU NBSLFUJOH BDUJWJUZ CBOL bjb BMTP DPOEVDUDPPQFSBUJPOTXJUITFWFSBMBHFODJFT t 8JUI.JOJTUSZPGEVDBUJPOBOEVMVUSFJOUIFEJTUSJCVUJPO PGBMMPXBODFTPGUFBDIFSTGVOET DFSUJmFE JOUIFBNPVOU 3QUSJMMJPOJOUIFQFSJPE t PPQFSBUJPOXJUIUIFEVDBUJPOFQBSUNFOUPG8FTU+BWB BOEBOUFO1SPWJODFSFMBUFEUPUIFEJTUSJCVUJPOPGTDIPPM PQFSBUJPOTGVOETJOUIFBNPVOUPG3QUSJMMJPOJOUIF QFSJPE t PPQFSBUJPO XJUI UIF EVDBUJPO FQBSUNFOU PG 8FTU +BWB 1SPWJODF SFMBUFE UP UIF EJTUSJCVUJPO PG PPL 4PDJBM TTJTUBODFJOUIFBNPVOUPG3QCJMMJPO t PPQFSBUJPOXJUIUIFEVDBUJPOFQBSUNFOUPG8FTU+BWB 1SPWJODF SFMBUFE UP UIF EJTUSJCVUJPO PG .FOUPSJOH 4PDJBM TTJTUBODFJOUIFBNPVOUPG3QCJMMJPO t PPQFSBUJPO XJUI 15 541 1FSTFSP JO UFSNT PG UIF QBZNFOUT PG SFUJSFNFOU QMBO .VMUJHVOB BOE QFOTJPO SFUJSFNFOU QMBO UISPVHI UIF CBOLT BDDPVOUT 5IF UPUBM EJTUSJCVUJPO PG QFOTJPO GVOET EVSJOH XBT JO UIF BNPVOUPG3QCJMMJPO FINANCIAL REVIEW 220 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TabunganSavings 2012 TabunganSavings 2014 TabunganSavings 2013 Tren Tabungan Trend of Savings Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Giro JSPNFOJOHLBUTFCFTBS3Q USJMJVOBUBV NFOKBEJ 3Q USJMJVO EJ UBIVO EBSJ TFCFMVNOZB TFCFTBS 3Q USJMJVO EJUBIVO LFOBJLBO JOJ UFSMFQBT EBSJ LFCJKBLBO QFNFSJOUBI EBFSBI ZBOH NFOHJOTUSVLTJLBO XBKJC QBKBL VOUVL NFMBLVLBO QFNCBZBSBO QBKBL CVNJ CBOHVOBO EBOLFOEBSBBOCFSNPUPSNFMBMVJCBOLQFNCBOHVOBOEBFSBI Tren Pertumbuhan Giro Konsumer bank bjb Periode 2012 s.d 2014 SPXUI5SFOEPGPOTVNFSFNBOEFQPTJUTPGCBOLT bjb QFSJPEVOUJM BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 JSPFNBOEFQPTJUT 1FSUVNCVIBOSPXUI JSPFNBOEFQPTJUT 1FSUVNCVIBOSPXUI GiroDemand Deposits 2014 203.681 182.649 214.109 197.218 218.156 231.064 200.232 209.002 216.075 193.887 187.552 330.841 PertumbuhanGrowth 2014 -40,00 -10,33 17,22 -7,89 10,62 5,92 -13,34 4,38 3,38 -10,27 -3,27 76,40 Rata-Rata Pertumbuhan Average Growth -39,95 -1,68 -1,90 -2,39 5,15 19,50 -7,24 11,14 13,57 -17,05 0,31 82,56 GiroDemand Deposits 2012 GiroDemand Deposits 2013 GiroDemand Deposits 2014 Tren Giro Non-Konsumer Demand Deposits Non-Consumer Trend Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Demand Deposits FNBOE EFQPTJUT JODSFBTFE CZ 3Q USJMMJPO PS UP 3Q CJMMJPO JO DPNQBSFE UP UIF QSFWJPVT ZFBS XIJDIBNPVOUFEUP3QCJMMJPOJOUIJTJODSFBTFJT SFHBSEMFTT UP UIF MPDBM HPWFSONFOU QPMJDZ UIBU JOTUSVDUT UBY QBZFST UP QBZ MBOE BOE CVJMEJOH BOE NPUPS WFIJDMF UBYFT UISPVHIUIFSFHJPOBMEFWFMPQNFOUCBOL TINJAUAN KEUANGAN 221 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Trend Pertumbuhan Giro Non Konsumer bank bjb Periode 2012 s.d 2014 SPXUI5SFOEPGPOPOTVNFSFNBOEFQPTJUTPGCBOLTCKCQFSJPEVOUJM BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 JSPFNBOEFQPTJUT 1FSUVNCVIBOSPXUI JSPFNBOEFQPTJUT 1FSUVNCVIBOSPXUI GiroDemand Deposits 2014 PertumbuhanGrowth 2014 Rata-Rata Pertumbuhan Average Growth ProyeksiProjection 2015 3FBMJTBTJ+VMJEJUBNCBILBOEFOHBO6ZBOHNBTVLQBEBBXBMHVTUVT DUVBM+VMZJTBEEFEUPUIFJODPNJOH6BUUIFCFHJOOJOHPGVHVTU Trend Giro non-Konsumer Demand Deposits Non-Consumer Trend GiroDemand Deposits 2015 GiroDemand Deposits 2014 GiroDemand Deposits 2013 GiroDemand Deposits 2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Deposito FQPTJUP CFSKBOHLB NFOHBMBNJ LFOBJLBO TFCFTBS NFOKBEJ 3Q USJMJVO EJ UBIVO EBSJ TFCFMVNOZB 3Q USJMJVO ,FTUBCJMBO BOHLB EFQPTJUP CFSKBOHLB JOJ EJTFCBCLBO EJBOUBSBOZB PMFI VTBIB 0UPSJUBT +BTB ,FVBOHBO 0+, NFOJOHLBULBOVQBZBQFOHBXBTBOUFSIBEBQ QFOHIJNQVOBO EBOB EBO MJLVJEJUBT QFSCBOLBO 6QBZB JOJ EJUVKVLBO VOUVL NFODFHBI EBNQBL OFHBUJG UFSKBEJOZB QFSTBJOHBOTVLVCVOHBEBOBQFSCBOLBOTBBUJOJ1FOHBXBT CBOLNFOHBXBTJNBLTJNVNTVLVCVOHBBOB1JIBL,FUJHB 1, ZBOH EJCFSJLBO .FOJOHLBUOZB QFSTBJOHBO VOUVL NFNQFSPMFIBO1,EJQFSCBOLBOTBBUJOJUFMBINFOEPSPOH QFSCBOLBO VOUVL NFNQFSFCVULBO 1, NFMBMVJ QFSTBJOHBO QFNCFSJBO TVLV CVOHB EBOB 4FTVBJ 4UBUJTUJL 1FSCBOLBO OEPOFTJB 41 USFO TVLV CVOHB 1, QFSCBOLBO IJOHHB QPTJTJ+VMJNBTJIUFSVTNFOJOHLBUEBOUFMBICFSBEBEJBUBT TVLVCVOHBBDVBO EBOTVLVCVOHBQFOKBNJOBO -14 4VLVCVOHBLSFEJUKVHBUFSVTNFOJOHLBUTFCBHBJ EBNQBL EBSJ NFOJOHLBUOZB TVLV CVOHB 1, ZBOH QBEB HJMJSBOOZB NFNJMJLJ QFOHBSVI LFQBEB UJOHLBU QFSUVNCVIBO LSFEJUTFDBSBOBTJPOBM FINANCIAL REVIEW Time Deposits 5JNF EFQPTJUT JODSFBTFE CZ UP 3Q CJMMJPO JO GSPN QSFWJPVTMZ 3Q USJMMJPO 5IF TUBCJMJUZ PG UIF OVNCFSPGUJNFEFQPTJUTJTEVFUPBNPOHPUIFSTUIFFGGPSUT PG UIF JOBODJBM 4FSWJDFT VUIPSJUZ 0+, JO JODSFBTJOH JUT NPOJUPSJOHFGGPSUTUPXBSEGVOETSBJTJOHBOECBOLMJRVJEJUZ5IJT FGGPSUJTJOUFOEFEUPQSFWFOUUIFOFHBUJWFFGGFDUTPGUIFDVSSFOU CBOLJOHTJOUFSFTUSBUFDPNQFUJUJPOBOLTVQFSWJTPSTPWFSTFF UIFNBYJNVNJOUFSFTUSBUFTHJWFOUPEFQPTJUT5IFJODSFBTFE DPNQFUJUJPOUPPCUBJOUIJSEQBSUZGVOET 1, IBTQSPNQUFE CBOLT UP DPNQFUF JO BDRVJSJOH UIJSE QBSUZ GVOET UISPVHI DPNQFUJUJPOJOQSPWJEJOHGVOEJOHSBUFBOBDDPSEBODFUPUIF OEPOFTJBOBOLJOH4UBUJTUJDT 41 UIFJOUFSFTUSBUFTUSFOEGPS CBOLJOHTUISJEQBSUZGVOETVQUPBQPTJUJPOJO+VMZIBT DPOUJOVFEUPJODSFBTFBOEBCPWFUIFTCFODINBSLJOUFSFTU SBUF BOE-14JOUFSFTUSBUF -FOEJOHSBUFTBMTP DPOUJOVFEUPJODSFBTFBTUIFJNQBDUPGSJTJOHJOUFSFTUSBUFTJO UIJSEQBSUZGVOET XIJDIJOUVSOIBTBOJOnVFODFPOUIFMFWFMPG DSFEJUHSPXUIOBUJPOBMMZ 222 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Tren Pertumbuhan Deposito Konsumer bank bjb Periode 2012 - 2014 SPXUI5SFOEPGPOTVNFS5JNFFQPTJUTPGCBOL bjb 1FSJPE BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 FQPTJUP5JNFFQPTJUT 1FSUVNCVIBOSPXUI FQPTJUP5JNFFQPTJUT 1FSUVNCVIBOSPXUI DepositoTime Deposits 2014 3.844.195 4.074.191 4.258.607 4.137.339 3.992.868 3.824.381 3.691.295 3.980.057 4.033.140 3.898.788 3.906.235 4.149.917 PertumbuhanGrowth 2014 2,20 5,98 4,53 -2,85 -3,49 -4,22 -3,48 7,82 1,33 -3,33 0,19 6,24 Rata-rata Pertumbuhan Average Growth -1,06 -2,60 -2,13 1,65 -3,84 -2,25 -3,07 2,23 3,36 2,03 3,15 11,72 ProyeksiProjection 2015 4.063.649 4.489.330 4.876.905 4.610.451 4.490.666 4.271.588 4.137.292 4.607.588 4.641.700 4.356.799 4.322.696 4.454.726 Tren Deposito Konsumer Trend of Consumer Time Deposits ProyeksiProjection 2015 DepositoTime Deposits 2014 DepositoTime Deposits 2013 DepositoTime Deposits 2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Trend Pertumbuhan Deposito Non Konsumer bank bjb Periode 2012 - 2014 SPXUI5SFOEPGPOPOTVNFS5JNFFQPTJUTPGCBOL bjb 1FSJPE BulanMonth 1 2 3 4 5 6 7 8 9 10 11 12 FQPTJUP5JNFFQPTJUT 1FSUVNCVIBOSPXUI FQPTJUP5JNFFQPTJUT 1FSUVNCVIBOSPXUI DepositoTime Deposits 2014 21.702.464 25.732.200 28.211.018 31.602.396 29.212.160 24.704.067 26.980.315 29.173.744 24.013.650 28.946.527 28.316.211 14.888.904 PertumbuhanGrowth 2014 43,04 18,57 9,63 12,02 -7,56 -15,43 9,21 8,13 -17,69 20,54 -2,18 -47,42 Rata-rata Pertumbuhan Average Growth 11,73 9,45 7,85 10,66 2,29 -6,35 1,11 -2,21 -0,88 14,35 -5,32 -33,36 Tren Deposito Non-Konsumer Trend of Non Consumer Time Deposits DepositoTime Deposits 2014 DepositoTime Deposits 2013 DepositoTime Deposits 2012 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TINJAUAN KEUANGAN 223 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Program Realisasi Dana pada tahun 2014 Rp Funds Realization on 2014 Rp Programs 5BCVOHBOBSJ5VB 5BCVOHBOBSJ5VB.VMUJHVOBEBO 1FOTJVO USJMJVO 4BWJOHT3FUJSFNFOU 3FUJSFNFOU4BWJOHTBOE3FUJSFNFOU .VMUJQVSQPTF BOUVBO0QFSBTJPOBM4FLPMBI 04 USJMJVO 4DIPPM0QFSBUJPOBMTTJTUBODF 04 BOUVBO4PTJBMVLV NJMJBS 4PDJBMFMQPPLT BOUVBO4PTJBM1FOEBNQJOHBO NJMJBS 4PDJBMTTJTUBODF BOB4FSUJmLBTJVSV USJMJVO VOE5FBDIFSFSUJmDBUJPO Uraian 31 DesemberDecember 31 Descriptions 2010 2011 2012 2013 2014 Giro Demand Deposit 3VQJBI 3VQJBI .BUB6BOHTJOH PSFJHOVSSFODZ +VNMBIJSP 5PUBMFNBOEFQPTJUT Tabungan Rupiah Savings Account - Rupiah 5BOEBNBUB 5BOEBNBUB 4JNQFEB 4JNQFEB 5BOEBNBUBBKJ 5BOEBNBUBBKJ 5BOEBNBUBPME 5BOEBNBUBPME 5BOEBNBUBJTOJT 5BOEBNBUBJTOJT 5BOEBNBUBFSKBOHLB 5BOEBNBUBFSKBOHLB 5BCVOHBO8BEJBI 5BCVOHBO8BEJBI 5BCVOHBO.VEIBSBCBI 5BCVOHBO.VEIBSBCBI 5BCVOHBO,V 5BCVOHBO,V 5BOEBNBUB1VSOBCBLUJ 5BOEBNBUB1VSOBCBLUJ 5BCVOHBOLVJ 5BCVOHBOLVJ 5BCVOHBO1FMBKBS 5BCVOHBO1FMBKBS 5BCVOHBO8BKJC,IVTVT 5BCVOHBO8BKJC,IVTVT 5BCVOHBOJOBTOTUBOTJ 5BCVOHBOJOBTOTUBOTJ 5BCVOHBO.BTZBSBLBU 5BCVOHBO.BTZBSBLBU 5BCVOHBO,PUBL 5BCVOHBO,PUBL 5BCVOHBO-BJOMBJO 5BCVOHBO-BJOMBJO 5BCVOHBO5BNBTZB 5BCVOHBO5BNBTZB 5BCVOHBOOBL4FLPMBI 5BCVOHBOOBL4FLPMBI 5BCVOHBO.VEIBSBCBI 5BCVOHBO.VEIBSBCBI 5BCVOHBOBKJ.VEIBSBCBI 5BCVOHBOBKJ.VEIBSBCBI 5BOEBNBUBPMMBS 5BOEBNBUBPMMBS +VNMBI5BCVOHBO 5PUBM4BWJOHTDDPVOU Deposito Berjangka Time Deposits 3VQJBI 3VQJBI .BUB6BOHTJOH PSFJHOVSSFODZ +VNMBIFQPTJUPFSKBOHLB 5PUBM5JNFFQPTJUT Jumlah 31.953.462 39.042.777 50.607.925 47.220.701 53.487.890 Total ARUS KAS SVT ,BT FSTJI ZBOH EJQFSPMFI EBSJ BLUJWJUBT PQFSBTJ CBOL bjb TFMBNB UBIVO NFODBQBJ 3Q USJMJVO SVT LBT UFSTFCVU UFSVUBNB EJHVOBLBO VOUVL QFOZBMVSBO LSFEJU EBO QFNCJBZBBO TZBSJBI TFCFTBS 3Q USJMJVO EJNBOB QFOZBMVSBOUFSTFCVUEJJNCBOHJPMFITJNQBOBOHJSPOBTBCBI TFCFTBS3Q USJMJVOJUBNCBIEFOHBOTJNQBOBOMBJOOZB ZBJUV5BCVOHBOTFCFTBS3QNJMJBSEBOFQPTJUPFSKBOHLB 3Q USJMJVO UPUBMTJNQBOBOOBTBCBINFODBQBJ3Q USJMJVO CASH FLOWS FUDBTInPXTGSPNPQFSBUJPOBMBDUJWJUJFTPGCBOL bjb EVSJOH BNPVOUFE UP 3Q USJMMJPO BTI nPXT XFSF NBJOMZ VTFEGPSDSFEJUEJTCVSTFNFOUBOETIBSJBmOBODJOHPG3Q USJMMJPO DPNQFOTBUFECZSFDFJQUPGDVSSFOUBDDPVOUEFQPTJUT GSPNDVTUPNFSTPG3QUSJMMJPO8JUIUIFBEEJUJPOPGPUIFS DVTUPNFSEFQPTJUT OBNFMZTBWJOHTBDDPVOUTPG3QCJMMJPO BOEUJNFEFQPTJUTPG3QUSJMMJPO UPUBMDVTUPNFSEFQPTJU BNPVOUFEUP3Q USJMMJPO FINANCIAL REVIEW 224 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO SVT ,BT FSTJI ZBOH EJQFSPMFI EBSJ BLUJWJUBT JOWFTUBTJ NFODBQBJ 3Q USJMJVO BUBV NFOHBMBNJ QFOVSVOBO EBSJ UBIVOZBOHNFODBQBJTFCFTBS3Q USJMJVO SVT,BTFSTJIZBOHEJHVOBLBOVOUVLBLUJWJUBTQFOEBOBBO EJ UBIVO NFODBQBJ 3Q USJMJVO EJNBOB QPSTJ UFSCFTBSEJHVOBLBOVOUVLQFNCBZBSBOFGFLFGFLZBOHEJKVBM EFOHBOKBOKJEJCFMJLFNCBMJTFCFTBS3QNJMJBSEBOEJWJEFO LBTTFCFTBS3QNJMJBS RASIO-RASIO Rasio Kecukupan Modal Capital Adequacy Ratio JUBIVO 1FSVTBIBBONFODBUBUSBTJPLFDVLVQBONPEBM LFXBKJCBO QFOZFEJBBO NPEBM NJOJNVN Capital Adequacy Ratio BUBV 3 CFSVCBI UJEBL TJHOJmLBO EJ BOHLB EJ EBSJ EJ UBIVO OHLB UFSTFCVU EJ BUBT LFXBKJCBO QFOZFEJBBO NPEBM NJOJNVN NFOVSVU ZBJUV TFCFTBS Rasio-rasio Keuangan Financial Ratios Uraian 2010 2011 2012 2013 2014 Description 3 3 30 30 30 30 . . 1-3044 1-3044 1-5 1-5 010 010 -3 -3 TFU1SPEVLUJGFSNBTBMBI5FSIBEBQ 5PUBMTFU1SPEVLUJG 1SPEVDUJWFPO1FSGPSNJOHTTFUTUP 5PUBMBSOJOHTTFUT TFU5FUBQ5FSIBEBQ.PEBM JYFETTFUTUPBQJUBM Marjin Pendapatan Bunga Bersih - Net Interest Margin NIM .BSKJOQFOEBQBUBOCVOHBCFSTJI1FSVTBIBBO . NFOHBMBNJ QFOVSVOBONFOKBEJ EJUBIVOEJCBOEJOHLBOUBIVO ZBJUVTFCFTBS EJUBIVO1FOVSVOBOUFSTFCVU UFSVUBNB EJTFCBCLBO BEBOZB LFOBJLBO cost of fund ZBOH TFNVMB EJUBIVONFOKBEJ EJUBIVO Imbal Hasil Rata-rata Ekuitas - Return On Equity Return On Equity 30 QBEB UBIVO NFOHBMBNJ QFOVSVOBO NFOKBEJ EJCBOEJOHLBO UBIVO TFCFMVNOZB TFCFTBS 1FOVSVOBO UFSTFCVU UFSVUBNB EJTFCBCLBO PMFIBEBOZBQFOVSVOBOMBCBCFSTJITFCFTBS EJUBIVO FU DBTI nPXT GSPN JOWFTUNFOU BDUJWJUJFT BNPVOUFE UP 3Q USJMMJPO EPXOGSPNUIFDPSSFTQPOEJOHBNPVOUJO PG3QUSJMMJPO FUDBTInPXTVTFEJOGVOEJOHBDUJWJUJFTJOBNPVOUFE UP3QUSJMMJPO XJUIUIFCVMLPGUIFBNPVOUSFQSFTFOUJOH QBZNFOU PG TFDVSJUJFT TPME VOEFS SFQVSDIBTF BHSFFNFOU JO UIF BNPVOU PG 3Q CJMMJPO BOE EJTUSJCVUJPO PG DBTI EJWJEFOETPG3QCJMMJPO RATIOS Capital Adequacy Ratio O UIFPNQBOZSFDPSEFEUIFBQJUBMEFRVBDZ3BUJP 3 UIBUEJEOPUDIBOHFTJHOJmDBOUMZJOUIFmHVSFJO GSPNJO5IJTmHVSFJTBCPWFUIFNJOJNVN DBQJUBMSFRVJSFNFOUBDDPSEJOHUP XIJDIJT Net Interest Margin NIM 5IFPNQBOZTOFUJOUFSFTUNBSHJO . EFDSFBTFEUP JODPNQBSFEUPJOUIFBNPVOUPGJO5IF EFDSFBTFXBTQSJNBSJMZEVFUPBOJODSFBTFJOUIFDPTUPGGVOET XIJDIXBTPSJHJOBMMZJOUPJO Return On Equity 3FUVSO 0O RVJUZ 30 JO EFDSFBTFE UP DPNQBSFEUPUIFQSFWJPVTZFBSXIJDIBNPVOUFEUP 5IFEFDSFBTFXBTQSJNBSJMZEVFUPBEFDSFBTFJOOFUJODPNF CZJO TINJAUAN KEUANGAN 225 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Imbal Hasil Aset - Return on Asset Return On Asset QBEBUBIVONFOVSVOTFCFTBS NFOKBEJ EJCBOEJOHLBOUBIVOTFCFMVNOZBZBOHTFCFTBS 1FOJOHLBUBOUFSTFCVUEJTFCBCLBOPMFILFOBJLBOMBCB CFSTJIZBOHMFCJISFOEBIEJCBOEJOHLBOLFOBJLBOKVNMBIBTFU INFORMASI KEUANGAN BANK BJB 2014 YANG MENGANDUNG KEJADIAN LUAR BIASA 4FMBNB UBIVO UJEBL UFSEBQBU LFKBEJBO MVBS CJBTB ZBOH CFSLBJUBOEFOHBOJOGPSNBTJLFVBOHBO PENCAPAIAN TARGET 2014 4FMBNB UBIVO QFODBQBJBO UBSHFU NFODBQBJ TFTVBJ EFOHBO IBSBQBO TBMBI TBUV concern 1FSTFSPBO ZBLOJ QFOJOHLBUBO OJMBJ 1- ZBOH EBNQBLOZB QBEB QFOVSVOBO -BCB1FSTFSPBO No. Uraian Target 2014 Rp miliar kecuali rasio- rasio keuangan Rp billion except ÀQDQFLDOUDWLRV Realisasi Realisation 2014 Rp miliar kecuali rasio- rasio keuangan Rp billion except ÀQDQFLDOUDWLRV Pencapaian Achievement 2014 Persentase Percentage Description 1FOEBQBUBOVOHB OUFSFTUODPNF 1FOEBQBUBO0QFSBTJPOBM4FMBJOVOHB 0QFSBUJPOBMODPNF0UIFS5IBOOUFSFTU Total Pendapatan Operasional 8.035 9.501 118,25 Total Operational Income FCBOVOHB OUFSFTUYQFOTFT FCBO6TBIBTFMBJOFCBOVOHB 0QFSBUJPOBMYQFOTFT0UIFS5IBOOUFSFTU Total Beban Usaha 6.774 8.241 121,66 Total Operational Expenses Pendapatan Usaha Bersih 1.261 1.260 99,92 Net Operational Income -BCB4FCFMVN1BKBL ODPNFFGPSF5BY -BCBFSTJI FUODPNF 3BTJP3BTJP,FVBOHBO JOBODJBM3BUJPT 30 30 30 30 . . JBZBBOB PTUPGVOE 3BTJPJBZBUFSIBEBQ1FOEBQBUBO PTUUPODPNF3BUJP 1-SPTT SPTT1- JBZB,SFEJU SFEJUPTU 3BTJP4 43BUJP 3 3 INFORMASI KEUANGAN MATERIAL LAINNYA Obligasi bank bjb yang Masih Beredar 0CMJHBTJ7CBOL bjb 5BIVOEFOHBOKVNMBIQPLPL PCMJHBTJTFCFTBS3Q TBUVUSJMJVOUVKVI SBUVTEVBQVMVIFNQBUNJMJBS3VQJBI 1FSJOHLBUJEEBSJ 1FmOEP UFSEJSJEBSJ FINANCIAL REVIEW Return on Asset 3FUVSO PO TTFUT JO EFDSFBTFE CZ UP DPNQBSFEUPUIFQSFWJPVTZFBSXIJDIBNPVOUFEUP5IF JODSFBTFXBTEVFUPBOJODSFBTFJOOFUJODPNFUIBUJTMPXFS UIBOUIFJODSFBTFJOUPUBMBTTFUT FINANCIAL INFORMATION OF BANK BJB CONTAINING UNUSUAL EVENTS VSJOH UIFSF XFSF OP VOVTVBM FWFOUT SFMBUFE UP UIF mOBODJBMJOGPSNBUJPO 2014 TARGET ACHIEVEMENT VSJOH UBSHFUBDIJFWFNFOUJTJOMJOFXJUIUIFFYQFDUBUJPOT POF PG UIF DPODFSOT PG UIF PNQBOZ JT UIF JODSFBTJOH 1- XIJDINBZSFEVDFUIFPNQBOZTQSPmUT OTHER MATERIAL FINANCIAL INFORMATION Outstanding bank bjb Bonds CBOL bjb POE7PGXJUIBUPUBMOPNJOBMWBMVFPG 3Q POF USJMMJPO TFWFO IVOESFE BOE UXFOUZ GPVS CJMMJPO 3VQJBI 3BOLFE JE GSPN 1FmOEP DPOTJTUJOHPG 226 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO t 4FSJ EFOHBO OJMBJ OPNJOBM TFCFTBS 3Q FOBNSBUVTTBUVNJMJBS3VQJBI 0CMJHBTJ JOJ NFNJMJLJ UJOHLBU CVOHB UFUBQ TFCFTBS QFSUBIVOZBOHBLBOKBUVIUFNQPQBEBUBOHHBM FCSVBSJ t 4FSJ EFOHBO OJMBJ OPNJOBM TFCFTBS 3Q TBUVUSJMJVOTFSBUVTEVBQVMVI UJHBNJMJBS3VQJBI 0CMJHBTJJOJNFNJMJLJUJOHLBUCVOHB UFUBQ TFCFTBS QFS UBIVO ZBOH BLBO KBUVI UFNQPQBEBUBOHHBMFCSVBSJ Kemampuan Membayar Obligasi +VNMBI0CMJHBTJZBOHUFSIVUBOHQFSFTFNCFSBEBMBI 3QNJMJBS QFSFTFNCFSCBOL bjb NFNQFSPMFI QFSJOHLBUJEEBSJ151FNFSJOHLBUGFLOEPOFTJB 1FmOEP 3JODJBOPCMJHBTJEBQBUEJMJIBUQBEBUBCMFCFSJLVU 0CMJHBTJ POET 0CMJHBTJ POE 4FSJ 4FSJFT PNJOBM 3QKVUB 3QNJMMJPO 5JOHLBUVOHB QFSUBIVO OUFSFTUQFSZFBS +BOHLB 8BLUV 1FSJPE 1FSJOHLBU 3BUJOH 5BOHHBM GFLUJG BQFQBN FGGFDUJWFBUF +BUVI5FNQP VFBUF 0CMJHBTJ7CBOL bjb 5BIVO POE7CBOL bjb :FBS 4FSJ 4FSJFT 3Q UBIVOZFBS JE 4FSJ 4FSJFT 3Q UBIVOZFBS JE 4FTVBJEFOHBOLFQVUVTBOEBSJ151FNFSJOHLBUGFLOEPOFTJB 10 ZBOHEJDBOUVNLBOQBEBTVSBUP1JS 9QBEBUBOHHBMPWFNCFS NFOFUBQLBOCBIXB CBOL bjb CFSBEBQBEB rating JE Double A Minus Negative Outlook VOUVLQFSJPEFPWFNCFSTBNQBJEFOHBO PWFNCFS 1FSJOHLBU JE NFNJMJLJ EFmOJTJ CBIXB PCMJHPSNFNJMJLJTFEJLJUQFSCFEBOEFOHBOQFSJOHLBUUFSUJOHHJ ZBOH EJCFSJLBO EBO NFNJMJLJ LFNBNQVBO ZBOH TBOHBU LVBU VOUVL NFNFOVIJ LPNJUNFO LFVBOHBO KBOHLB QBOKBOH SFMBUJG EJCBOEJOHLBO UFSIBEBQ PCMJHPS OEPOFTJB MBJOOZB FmOJTJUBOEBLVSBOH NFOVOKVLBOCBIXBQFSJOHLBUZBOH EJCFSJLBOSFMBUJGMFNBIEBOEJCBXBISBUBSBUBLBUFHPSJZBOH CFSTBOHLVUBO Permodalan Kebijakan atas Struktur Modal OHHBSBOEBTBSTFTVBJEFOHBOBLUB3614-OPNPSUBOHHBM +VMJMBCBQFSVTBIBBOEJHVOBLBOVOUVLDBEBOHBOEBO EJWJEFO ZBOH NBTJOHNBTJOH CFTBSBOOZB EJUFUBQLBO EBMBN 3614UBIVOBOEFOHBONFNQFSIBUJLBOQFSBUVSBOQFSVOEBOH VOEBOHBOZBOHCFSMBLV TINJAUAN KEUANGAN t 4FSJFTXJUIBOPNJOBMWBMVFPG3Q TJYIVOESFEBOEPOFCJMMJPO3VQJBI 5IJTCPOEIBTB mYFEJOUFSFTUSBUFPGQFSBOOVNBOEXJMMNBUVSF POFCSVBSZ t 4FSJFTXJUIBOPNJOBMWBMVFPG3Q POF USJMMJPO POF IVOESFE BOE UXFOUZ UISFF CJMMJPO 3VQJBI 5IJTCPOEIBTBmYFEJOUFSFTUSBUFPG QFSBOOVNBOEXJMMNBUVSFPOFCSVBSZ Bonds Paying Ability 5PUBM CPOET QBZBCMF BT PG FDFNCFS JT 3Q CJMMJPOCBOL bjb IBTPCUBJOFEBCPOESBUJOHPGJEGSPN 15 1FNFSJOHLBU GFL OEPOFTJB 1FmOEP BT TFFO JO UIF GPMMPXJOHUBCMF O BDDPSEBODF XJUI UIF EFDJTJPO PG 15 1FNFSJOHLBU GFL OEPOFTJB 10 TUBUFE PO UIF MFUUFS P 1JS 9EBUFEPWFNCFS EFUFSNJOFEUIBUCBOL bjb JT JOUIFSBUJOHPGJE PVCMF.JOVTFHBUJWF0VUMPPL GPS UIFPWFNCFSUPPWFNCFSQFSJPE5IFJE SBUJOHIBTBEFmOJUJPOUIBUUIFPCMJHPSIBTBTMJHIUEJGGFSFODF XJUIUIFIJHIFTUSBOLHJWFO BOEIBTBWFSZTUSPOHBCJMJUZUP NFFUUIFSFMBUJWFMPOHUFSNmOBODJBMDPNNJUNFOUTDPNQBSFE UPPUIFSOEPOFTJBOPCMJHPST5IFEFmOJUJPOPGUIFNJOVTTJHO JOEJDBUFTUIBUUIFSBUJOHTHJWFOJTSFMBUJWFMZXFBLBOECFMPX UIFBWFSBHFGPSUIFSFMFWBOUDBUFHPSZ Capitalization Policy on Capital Structure 5IF BSUJDMFT PG BTTPDJBUJPO JO BDDPSEBODF XJUI UIF . EFFE P EBUFE +VMZ TUBUFE UIBU UIF DPNQBOZT QSPmU JT VTFE GPS SFTFSWFT BOE EJWJEFOE XJUI UIF SFTQFDUJWFBNPVOUTFUPVUJOUIF.XJUIEVFSFHBSEUPUIF MFHJTMBUJPOTJOGPSDF 227 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BMBN IBM QFOHHVOBBO EBOB DBEBOHBO 1FSTFSPBO XBKJC NFOZJTJILBO KVNMBI UFSUFOUV EBSJ MBCB CFSTJI TFUJBQ UBIVO CVLVVOUVLDBEBOHBOTFCBHBJNPEBM1FOZJTJIBOMBCBCFSTJI VOUVL DBEBOHBO EJMBLVLBO TBNQBJ DBEBOHBO NFODBQBJ QBMJOH TFEJLJU EVB QVMVI QFSTFO EBSJ KVNMBI NPEBM EJUFNQBULBOEBOEJTFUPS +JLBKVNMBIDBEBOHBOUFMBINFMFCJIJKVNMBI EVBQVMVI QFSTFO EBSJ KVNMBI NPEBM EJUFNQBULBO EBO EJTFUPS 3614 EBQBU NFNVUVTLBO BHBS KVNMBI LFMFCJIBO EJHVOBLBO VOUVL LFQFSMVBOJOWFTUPS 1BEB3614UBIVOBOUBIVOCVLV KVNMBIEJWJEFOZBOH EJCBHJLBO BEBMBI TFCFTBS TFEBOHLBO EBSJ MBCB CFSTJIEJTJTJILBOTFCBHBJQFOBNCBIBONPEBM Struktur Modal .PEBMJOUJ1FSTFSPBOQBEBUBIVONFOHBMBNJQFOJOHLBUBO TFCFTBS QBEBQPTJTJ3Q USJMJVOCJMBEJCBOEJOHLBO EFOHBO UBIVO QBEB QPTJTJ 3Q USJMJVO BUBV BLUPS QFOBNCBI LFOBJLBO TFCFTBS BEBMBI EJBOUBSBOZB EJTFCBCLBOPMFIBEBOZBLFOBJLBODBEBOHBOVNVNTFCFTBS EBSJ3Q USJMJVONFOKBEJ3Q USJMJVO Pos - Pos Realisasi 31 Des 2013 Rp Juta Realisasi 31 Des 2014 Rp Million Accounts

I. KOMPONEN MODAL COMPONENTS OF CAPITAL

.0-5 5.737.833 0315- .PEBMJTFUPS 2.424.073 1BJE6QBQJUBM BEBOHBO5BNCBIBO.PEBM JTDMPTFE3FTFSWFT 3.635.346 4VQQMFNFOUBM3FTFSWFBQJUBM JTDMPTFE3FTFSWFT BLUPS1FOBNCBI 4.027.871 ODSFNFOUBMBDUPST BHJP4BIBN 823.423 HJP C.PEBM4VNCBOHBO BQJUBMPOUSJCVUJPO DBEBOHBO6NVN 2.652.671 FOFSBM3FTFSWFT EBEBOHBO5VKVBO 3FTFSWFT F-BCB5BIVOMBMV:BOHBQBUJQFSIJUVOHLBO -BTUZFBSFBSOJOHTBOPVOUT G -BCB5BIVOFSKBMBO:BOHBQBU JQFSIJUVOHLBO 551.777 VSSFOU:FBS1SPmUBOPVOUT H 4FMJTJI-FCJI,BSFOB1FOKBCBSBOMBQPSBO ,FVBOHBO YDFTTFDBVTF5SBOTMBUJPOPG JOBODJBM4UBUFNFOUT IBOB4FUPSBO.PEBM FQPTJUVOETBQJUBM J 8BSBO:BOHBQBUJUFSCJULBO 8BSSBOUTBO1VCMJTIFE K 0QTJ4BIBN:BOHBQBUJUFSCJULBOBMBN 3BOHLB1SPHSBN,PNQFOTBTJFSCBTJT4BIBN 4IBSF0QUJPOTBOF1VCMJTIFEJOUIFSBNFXPSL 1SPHSBNNFGPS4UPDLBTFEPNQFOTBUJPO BLUPS1FOHVSBOH 392.525 3FEVDUJPOGBDUPS BJTBHJP JTBHJP C3VHJ5BIVOUBIVO-BMV:BOHBQBU JQFSIJUVOHLBO :FBS-PTTOE8IBU:PVBOPVOUTZFBS FINANCIAL REVIEW OUIFDBTFPGUIFVTFPGUIFSFTFSWFTGVOE UIFPNQBOZJT PCMJHFEUPTFUBTJEFBDFSUBJOBNPVOUPGUIFOFUJODPNFGPS FBDI mTDBM ZFBS BT DBQJUBM SFTFSWFT FU QSPmU GPS SFTFSWFT TIBMMCFBUMFBTU UXFOUZQFSDFOU PGUIFUPUBMJTTVFEBOE QBJEVQDBQJUBM GUIFUPUBMSFTFSWFTFYDFFET UXFOUZQFSDFOU PGUIFUPUBM JTTVFE BOE QBJEVQ DBQJUBM UIF .4 NBZ EFDJEF UIBU UIF FYDFTTPGBNPVOUNBZCFVTFEGPSUIFOFFETPGJOWFTUPST UUIFOOVBMFOFSBM.FFUJOHPG4IBSFIPMEFSTPGUIFmTDBM ZFBS UIFEJWJEFOEEJTUSJCVUFEBNPVOUFEUP XIJMF PGUIFOFUQSPmUXBTTFUBTJEFBTBEEJUJPOBMDBQJUBM Capital Structure 5IFDPNQBOZTDPSFDBQJUBMJOJODSFBTFECZBU 3QUSJMMJPODPNQBSFEUPBU3QUSJMMJPO5IFGBDUPS UIBU JODSFBTF UIF OVNCFS CZ JT BNPOH PUIFST BO JODSFBTFJOUIFHFOFSBMSFTFSWFTBNPVOUJOHUPGSPN 3QUSJMMJPOUP3QUSJMMJPO 228 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Pos - Pos Realisasi 31 Des 2013 Rp Juta Realisasi 31 Des 2014 Rp Million Accounts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mOBODJBMJOTUSVNFOUTJOUIFUSBEJOH CPPL .PEBMOPWBUJG OOPWBUJWFBQJUBM 4VSBUFSIBSHB4VCPSEJOBTJ QFSQFUVBMOPO LVNVMBUJG 4VCPSEJOBUFE4FDVSJUJFT QFSQFUVBMOPODVNVMBUJWF 1JOKBNBO4VCPSEJOBTJ QFSQFUVBMOPOLVNVMBUJG 4VCPSEJOBUFEMPBOT QFSQFUVBMOPODVNVMBUJWF OTUSVNFONPEBMJOPWBUJGMBJOOZB 0UIFSJOOPWBUJWFDBQJUBMJOTUSVNFOUT BLUPS1FOHVSBOH.PEBMOUJ PSFBQJUBM3FEVDUJPOBDUPS PPEXJMM 321.586 PPEXJMM TTFU5JEBLFSXVKVEMBJOOZB OUBOHJCMFTTFUT0UIFS 1FOZFSUBBO ODMVTJPO ,FLVSBOHBO.PEBMQBEBQFSVTBIBBOBOBL BTVSBOTJ 321.586 4IPSUBHFPGDBQJUBMJOUIFJOTVSBODFTVCTJEJBSZ DPNQBOZ .0-1-,1 21.303 4611-.53:15- -FWFMUBT 6QQFS5JFS -FWFM6Q 6QQFS5JFS 4BIBN1SFGFSFO QFSQFUVBMLVNVMBUJG 342.889 1SFGFSSFE4UPDL DVNVMBUJWFQFSQFUVBM 4VSBUFSIBSHB4VCPSEJOBTJ QFSQFUVBMLVNVMBUJG 4VCPSEJOBUFE4FDVSJUJFT QFSQFUVBMDVNVMBUJWF 1JOKBNBO4VCPSEJOBTJ QFSQFUVBMLVNVMBUJG 4VCPSEJOBUFEMPBOT QFSQFUVBMDVNVMBUJWF .BOEBUPSZPOWFSUJCMFPOE .BOEBUPSZPOWFSUJCMFPOE .PEBMOPWBUJGZBOHUJEBLEJQFSIJUVOHLBOTFCBHBJ NPEBMJOUJ OOPWBUJWFDBQJUBMBSFOPUDPVOUFEBTDPSFDBQJUBM OTUSVNFONPEBMQFMFOHLBQBUBT VQQFSUJFS MBJOOZB 4VQQMFNFOUBSZDBQJUBMJOTUSVNFOUTBCPWF VQQFSUJFS 0UIFS 3FWBMVBTJTFUUFUBQ 3FWBMVBUJPOPGmYFEBTTFUT BEBOHBO6NVNTTFU1SPEVLUJG NBLT 5.3 342.889 FOFSBM3FTFSWFT1SPEVDUJWFTTFUT NBY38 1FOEBQBUBOLPNQFSFIFOTJGMBJO,FVOUVOHBOEBSJ QFOJOHLBUBOOJMBJ XBKBSBUBTQFOZFSUBBOEBMBNLBUFHPSJ5FSTFEJB 6OUVLJKVBM DPNQSFIFOTJWFJODPNFJODMVEFEWBOUBHFTPG UIFJODSFBTFJOWBMVFSFBTPOBCMFGPSJODMVTJPOJOUIF DBUFHPSZBWBJMBCMFGPSTBMF -FWFMBXBI -PXFS5JFS .BLTJNVN.PEBMOUJ -PXFS-FWFM -PXFS5JFS .BYJNVNPGPSFBQJUBM 3FEFFNBCMF1SFGFSFODFT4IBSF 1SFGFSFODFT3FEFFNBCMF4IBSF 1JOKBNBOBUBVPCMJHBTJTVCPSEJOBTJZBOH EBQBUEJQFSIJUVOHLBO -PBOPSTVCPSEJOBUFECPOETUIBUDBOCFDBMDVMBUFE OTUSVNFONPEBMQFMFOHLBQCBXBI MPXFSUJFS MBJOOZB OTUSVNFOUTVOEFSUIFTVQQMFNFOUBSZDBQJUBM MPXFSUJFS 0UIFS BLUPS1FOHVSBOH.PEBM1FMFOHLBQ 4VQQMFNFOUBSZBQJUBM3FEVDUJPOBDUPS 1FOZFSUBBO 321.586 ODMVTJPO ,FLVSBOHBONPEBMQBEBQFSVTBIBBOBOBL BTVSBOTJ 321.586 4IPSUBHFPGDBQJUBMPOJOTVSBODFTVCTJEJBSZDPNQBOZ ,503163.0-5.0- 1-,1 LTQPTVS4FLVSJUJTBTJ 65030.15-03 4611-.53:15- 4FDVSJUJ[BUJPOFYQPTVSFT .0-1-,15.:..6 134:35 5JFS 50-4611-.53:15-.5 3263.54 5JFS TINJAUAN KEUANGAN 229 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Pos - Pos Realisasi 31 Des 2013 Rp Juta Realisasi 31 Des 2014 Rp Million Accounts .0-1-,15.:-0,4, 656,.541434,0143 50-4611-.53:15---05 50515.3,534, 505-.0-51-,1 5.759.136 4611-.53:15-505-03 505-.0-5 1-,1.0- 1-,15.:-0,4, 656,.541434,0143 5.759.136 505-0315- 4611-.53: 50-4611-.53:15- --0550515.3,534, 7 445535..636534,0 5.3 656,34,0,35 27.431.126 34,85445 38 033534, 7 445535..636534,0 5.3 656,34,001340- 7.203.666 34,85445 38 0301350-34, 7 445535..636534,0 5.3 656,34,0143 1.183.223 34,85445 38 03.3,534, 7340,1..656,34,0,3534,0 01340- 77 16,63 3350033534,01350-34, 77 7340,1..656,34,0,3534,0 01340-34,0143 777 16,08 3350033534,01350-34, .3,534, 777 Ikatan Material untuk Investasi Barang Modal JUBIVO CBOL bjb UJEBLNFNJMJLJJLBUBOJOWFTUBTJEBMBN CBSBOHNPEBM LFDVBMJEBMBNCFOUVLTVSBUCFSIBSHB Surat Berharga Obligasi Tangga Date Valuta Currency Nominal Penempatan Nominal Placement Rate P.A Rate Penerbit Issuer Securities Bond TerbitIssued Jatuh Tempo Due Date ,46-657 3 ,46-65 ,46-657 51 3 51 51 ,.0 3 ,.0 ,.0 ,37 3 ,3 ,37 ,46-4- 3 ,46-4- ,46-4- ,46.65 3 ,46.65 ,46.65 ,36 3 ,36 ,36 , 3 , 463 3 ,3 463 51 3 51 51 ,-.16 3 ,-.16 ,-.16 ,1 3 ,1 ,1 ,41 3 041 ,41 5143 3 51 5143 . 3 . . ,13.5 3 ,13.5 ,13.5 .53 3 3 .53 5 3 5 5 5 3 5 5 1FOFNQBUBOEBOBQBEBCBOLMBJOEBMBNCFOUVLTVSBUCFSIBSHB PCMJHBTJOPOCBOLJOWFTUBTJQFSUBOHHBMFTFNCFS Material Commitments for Investment in Capital Goods O CBOL bjb EPFTOPUIBWFBOZJOWFTUNFOUDPNNJUNFOU JODBQJUBMHPPET FYDFQUJOUIFGPSNPGTFDVSJUJFT VOEQMBDFNFOUJOPUIFSCBOLTJOUIFGPSNPGCPOETTFDVSJUJFT OPOCBOLJOWFTUNFOUBTPGFDFNCFS FINANCIAL REVIEW 230 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Surat Berharga Obligasi TanggalDate Valuta Currency Nominal Penempatan Nominal Placement Rate P.A Rate Penerbit Issuer Securities Bond TerbitIssued Jatuh Tempo Due Date 1143 3 136. 1 1143 3,4 3 3,4 3,4 +4.3 3 +4.3 +4.3 11943 3 136. 1 11943 0-41. 3 1. 0-41. 5.43 3 ,5. 5.43 0457 3 045 0457 3,4 3 3,4 3,4 1 3 136. 1 1 463 3 1.35 463 463 3 1.35 463 463 3 1.35 463 03 3 1.35 03 03 3 1.35 03 03 3 1.35 03 43 3 1.35 43 43 3 1.35 43 43 3 1.35 43 41 3 1.35 41 41 3 1.35 41 414 3 1.35 414 414 3 1.35 414 Investasi Barang Modal yang Direalisasikan 5BIVO CBOL bjb UJEBL NFMBLVLBO USBOTBLTJ BQBQVO UFSLBJUOWFTUBTJBSBOH.PEBM Aset Bank yang Dijaminkan 5BIVOCBOL bjb UJEBLBEBTFUBOLZBOHEJKBNJOLBO Perubahan Penting yang Terjadi di Bank 4FMBNBUBIVOUFSEBQBUCFCFSBQBLFKBEJBOZBOHCFSTJGBU MVBS CJBTB ZBOH CFSEBNQBL QBEB LJOFSKB LFVBOHBO TBMBITBUVOZBQFSVCBIBOQFOHVSVTTFIJOHHBQBEB3614- QBEBUBOHHBMFTFNCFS TVTVOBOQFOHVSVTNFOKBEJ Dewan Komisaris ,PNJTBSJT6UBNB 5BVmFRVSBDINBO3VLJ ,PNJTBSJT .VIBEJ ,PNJTBSJT 8BXBO3JEXBO ,PNJTBSJTOEFQFOEFO DINBEBSBCB ,PNJTBSJTOEFQFOEFO ,MFNJ4VCJZBOUPSP ,PNJTBSJTOEFQFOEFO 3VEIZBOUP.PPEVUP ,PNJTBSJTOEFQFOEFO :BZBU4VUBSZBU Realized Capital Investment 5IFSF JT OJ NBUFSJBM USBOTBDUJPOT SFMBUFE UP BQJUBM PPET OWFTUNFOUPGCBOL bjb Bank Asset Used as Collateral OUIFSFXFSFBTTFUTPGCBOL bjb XIJDIXBTVUJMJ[FEBT DPMMBUFSBM Material Changes that Occured in the Bank VSJOH UIFSF XFSF TFWFSBM FYUSBPSEJOBSZ FWFOUT UIBU JNQBDUFEUIFmOBODJBMQFSGPSNBODFJO POFPGUIFNJT NBOBHFNFOUDIBOHF UIFSFGPSFBUUIF.POFDFNCFS UIFTUSVDUVSFPGUIFNBOBHFNFOUCFDBNF Board of Commissioners 1SFTJEFOUPNNJTJPOFS 5BVmFRVSBDINBO3VLJ PNNJTJPOFS .VIBEJ PNNJTJPOFS 8BXBO3JEXBO OEFQFOEFOUPNNJTTJPOFS DINBEBSBCB OEFQFOEFOUPNNJTTJPOFS ,MFNJ4VCJZBOUPSP OEFQFOEFOUPNNJTTJPOFS 3VEIZBOUP.PPEVUP OEFQFOEFOUPNNJTTJPOFS :BZBU4VUBSZBU TINJAUAN KEUANGAN 231 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Direksi JSFLUVS6UBNB INBESGBO JSFLUVS ;BFOBMSJQJO JSFLUVS HVTVOBXBO JSFLUVS FOOZ4BOUPTP JSFLUVS FSNJZBOUJ JSFLUVS JB,BOJB JSFLUVS 4VBSUJOJ Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan 5JEBL BEB JOGPSNBTJ EBO GBLUB NBUFSJBM ZBOH UFSKBEJ TFUFMBI UBOHHBM-BQPSBOLVOUBO Kebijakan dan Tanggal Dividen FSEBTBSLBO OHHBSBO BTBS 15 BOL 1FNCBOHVOBO BFSBI +BXB BSBU EBO BOUFO 5CL KVNMBI EJWJEFO ZBOH EJCBHJLBO ZBOH CFSBTBM EBSJ MBCB CFSTJI ZBOH CFTBSBOOZB EJUFUBQLBO EBMBN LFQVUVTBO 3614 5BIVOBO EFOHBO NFNQFSIBUJLBO QFSBUVSBO QFSVOEBOHVOEBOHBO ZBOH CFSMBLV ,FQVUVTBO VOUVL NFNCBZBSLBO EJWJEFO UFSHBOUVOH QBEB MBCB LPOEJTJ LFVBOHBO MJLVJEJUBT LFQBUVIBO UFSIBEBQ QFSBUVSBO QFSVOEBOHVOEBOHBO EBOGBLUPSGBLUPSMBJOZBOHEJBOHHBQSFMFWBOPMFIJSFLTJCBOL bjb TFUFMBINFNQFSPMFIQFSTFUVKVBO3614 FSEBTBSLBO IBTJM LFQVUVTBO 3614 5BIVOBO 5BIVO VLV ZBOHEJTFMFOHHBSBLBOQBEBUBOHHBM.BSFUMBMV KVNMBI EJWJEFO ZBOH EJCBHJLBO UBIVO BEBMBI TFCFTBS EBSJ-BCBFSTJI5BIVOVLV EBQVO EJWJEFO UVOBJ 5BIVO VLV QFS LBT TBIBN 3Q UVKVI QVMVI EFMBQBO LPNB TBUV SVQJBI EJCBHJLBO EFOHBOKBEXBMEBOUBUBDBSBTFCBHBJCFSJLVU JWJEFOZBOHUFMBIEJCBZBSLBOPMFICBOL bjb EBO Dividen Payout Ratio TFMBNBUBIVOUFSBLIJS 3VQJBI JWJEFOETQBJECZCBOLPG bjb BOEJWJEFOE1BZPVU3BUJPEVSJOHUIFMBTUZFBST 3VQJBI 5BIVOVLV 1FNFSJOUBIPWFSONFOU 1VCMJL1VCMJD 5PUBM 1BZPVU3BUJP Board of Directors 1SFTJEFOUJSFDUPS INBESGBO JSFDUPS ;BFOBMSJQJO JSFDUPS HVTVOBXBO JSFDUPS FOOZ4BOUPTP JSFDUPS FSNJZBOUJ JSFDUPS JB,BOJB JSFDUPS 4VBSUJOJ Material Fact and Information Subsequent to Reporting Date 5IFSFXFSFOPNBUFSJBMGBDUBOEJOGPSNBUJPOTVCTFRVFOUUPUIF 3FQPSUJOHBUF Dividend Policy and Date BTFEPOUIFSUJDMFTPGTTPDJBUJPOPG15BOL1FNCBOHVOBO BFSBI +BXB BSBU EBO BOUFO 5CL UIF BNPVOU PG EJWJEFOETEFSJWFEGSPNUIFOFUJODPNFJOXIJDIUIFBNPVOU JTEFUFSNJOFEJOUIFEFDJTJPOPGUIFOOVBM.4XJUISFHBSET UPUIFBQQMJDBCMFMFHJTMBUJPOT5IFEFDJTJPOUPQBZEJWJEFOET EFQFOETPOFBSOJOHT mOBODJBMDPOEJUJPO MJRVJEJUZ DPNQMJBODF XJUIMBXTBOESFHVMBUJPOTBOEPUIFSGBDUPSTEFFNFESFMFWBOU CZ UIF PBSE PG JSFDUPST PG CBOL bjb BGUFS PCUBJOJOH UIF BQQSPWBMPGUIF.4 BTFE PO UIF SFTVMUT JO JTDBM :FBST OOVBM .4 XIJDIXBTIFMEPO.BSDI UIFBNPVOUPGEJWJEFOET EJTUSJCVUFEJOBNPVOUFEUPPGUIFJTDBM:FBST FUODPNF BTIEJWJEFOEGPSUIFmOBODJBMZFBSJT3Q TFWFOUZ FJHIUQPJOUPOFEPMMBST QFSTIBSF EJTUSJCVUFEXJUIUIFGPMMPXJOH TDIFEVMFTBOEQSPDFEVSFT FINANCIAL REVIEW 232 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO +BEXBM1FNCBZBSBOJWJEFO5VOBJ5BIVOVLV BTIJWJEFOE1BZNFOU4DIFEVMFGPSUIFJTDBM:FBS Keterangan PasarMarket TanggalDate Description LIJSQFSJPEFQFSEBHBOHBOTBIBNEFOHBOIBLEJWJEFO 1BTBS3FHVMFSEBOFHPTJBTJ 3FHVMBS.BSLFUBOEFHPUJBUJPO 16 April 2014 VNJWJEFOE 1BTBS5VOBJ BTI.BSLFU 22 April 2014 XBMQFSJPEFQFSEBHBOHBOTBIBNUBOQBIBLEJWJEFO 1BTBS3FHVMFSEBOFHPTJBTJ 3FHVMBS.BSLFUBOEFHPUJBUJPO 17 April 2014 YJWJEFOE 1BTBS5VOBJ BTI.BSLFU 23 April 2014 5BOHHBMBGUBS1FNFHBOH4BIBN:BOHCFSIBL BUBTEJWJEFO 22 April 2014 3FDPSEJOHBUF 5BOHHBM1FNCBZBSBOJWJEFO5VOBJ 7 Mei 2014 1BZNFOUBUF 5BOHHBM1FOEJTUSJCVTJBOVLUJ1FNPUPOHBO1BKBL JWJEFO5VOBJ 21 Mei 2014 JTUSJCVUJPOPG5BY3FDFJQUT Program Kepemilikan Saham oleh Karyawan dan Manajemen PROGRAM EMSA 4FCBHBJNBOBZBOHEJTFQBLBUJCBIXBBMPLBTJKVNMBITBIBN VOUVL LBSZBXBO BEBMBI TFCBOZBL EBSJ KVNMBI TBIBN ZBOH EJUBXBSLBO LF QVCMJL BUBV TFCBOZBL MFNCBS TBIBN +VNMBI QSFTFOUBTJ TBIBN ZBOH EJUBXBSLBO LFQBEB QVCMJL 4FSJ BEBMBI EBSJ UPUBM LFTFMVSVIBO TBIBNCBOLEFOHBOSJODJBOUFMBIEJNJMJLJPMFIQFNFHBOH TBIBNTFSJBUBV1FNFSJOUBI1SPQJOTJ ,PUBEBO,BCVQBUFO +BXBBSBUEBOBOUFO FSEBTBSLBO IBTJM QFOBXBSBO BXBM bookbuilding KVNMBI QFNFTBOBO TBIBN .4 ZBOH EJTBNQBJLBO PMFI TFMVSVI LBSZBXBO CBOL bjb BEBMBI TFCFTBS 3Q BUBV EBSJ KVNMBI TBIBN ZBOH EJUBXBSLBOLFQVCMJLEFOHBOSJODJBOTFCBHBJCFSJLVU Jumlah CabangUnit Kerja Jumlah Saham VNCFSPG4IBSF -FNCBS4BIBN 4IBSFT Nominal Rp Jumlah Pemesan VNCFSPG 4VCTDSJCFST Total BranchBusiness Unit BCBOH,POWFOTJPOBM POWFOUJPOBMSBODI BCBOH4ZBSJBI 4IBSJBSBODI ,BSZBXBO,BOUPS1VTBU FBE0GmDFNQMPZFFT Jumlah 77.267.000 46.360.200.000 1.566 Total BSJ TFMVSVI QFNFTBOBO TBIBN QSPHSBN .4 UFSTFCVU EJ BUBT TFMVSVIOZBEBQBUEJQFOVIJPMFI Lead Underwriter 1SPHSBN .4 UFSTFCVU NFNJMJLJ KBOHLB XBLUV NBLTJNBM VMBO EFOHBO QFSTZBSBUBO ZBOH CFSIBL NFOHJLVUJ QSPHSBN JOJBEBMBILBSZBXBOUFUBQCBOL bjb EFOHBO excercise price 3Q TINJAUAN KEUANGAN Employee and Management Stock Ownership Program EMSA PROGRAM T BHSFFE UIBU UIF BMMPDBUJPO PG TIBSFT UP FNQMPZFFT JT BT NVDI BT PG UIF UPUBM TIBSFT PGGFSFE UP UIF QVCMJD PS BT NVDI BT TIBSFT 5IF OVNCFS PG TIBSF QFSDFOUBGFPGGFSFEUPUIFQVCMJD 4FSJF JTPGUIFUPUBM TIBSFT PG UIF CBOL XJUI EFUBJMT JT PXOFE CZ TFSJF TIBSFIPMEFSTPS1SPWJODJBM JUZBOEJTUSJDUPWFSONFOUTPG 8FTU+BWBBOEBOUFO BTFE PO UIF SFTVMUT PG UIF JOJUJBM PGGFSJOH CPPLCVJMEJOH UIF OVNCFS PG .4 TIBSF TVCTDSJQUJPO TVCNJUUFE CZ BMM FNQMPZFFT PG UIF CBOL bjb JT JO UIF BNPVOU PG 3Q PS PG UIF UPUBM TIBSFT PGGFSFE UP UIFQVCMJD8JUIUIFGPMMPXJOHEFUBJMT 0G UIF FOUJSF .4 TIBSF TVCTDSJQUJPO QSPHSBN NFOUJPOFE BCPWF DBOFOUJSFMZCFNFUCZUIF-FBE6OEFSXSJUFS 5IF.4QSPHSBNIBTBNBYJNVNQFSJPEPGNPOUITXJUI UIFFMJHJMJCJMJUZSFRVJSFNFOUGPSQFSNBOFOUFNQMPZFFTPGCBOL bjb XJUIUIFFYFSDJTFQSJDFPG3Q 233 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Penggunaan Dana Penawaran Umum FSEBTBSLBOLUB,FQVUVTBO3BQBU6NVN1FNFHBOH4BIBN -VBSJBTB15BOL1FNCBOHVOBOBFSBI+BXBBSBUEBO BOUFO 5CL PNPS UBOHHBM QSJM ZBOH UFMBI EJCFSJUBIVLBO EFOHBO ,FQVUVTBO .FOUFSJ VLVN EBO BL TBTJ .BOVTJB 3FQVCMJL OEPOFTJB TFCBHBJNBOB EJNBLTVE EBMBN 4VSBU 1FOFSJNBBO 1FNCFSJUBIVBO PNPS 6 UBOHHBM .FJ EBMBN 3614 UFMBI EJQVUVT B FOHBO TVBSB CVMBU TFDBSB NVTZBXBSBI VOUVL NVGBLBU NFNVUVTLBONFOZFUVKVJEJKBEXBMLBOLFNCBMJQSPTFT10 QBEBUBIVO C 1BTBMNFOHBUVSBOUBSBMBJO4BIBNCBOL bjb UFSEJSJEBSJ 4BIBN 4FSJ ZBOH ,IVTVT EJNJMJLJ 1FNFSJOUBI 1VTBU 1FNFSJOUBI 1SPQJOTJ ,PUB EBO ,BCVQBUFO EBO 4BIBN 4FSJ ZBOHEBQBUEJNJMJLJPMFIJSFLTJ FXBO,PNJTBSJT ,BSZBXBO CBOL bjb NBTZBSBLBU EBO QFNFSJOUBI 1FNFHBOH TBIBN TFSJ EBO NFNQVOZBJ IBL ZBOH TBNB D ,PNQPTJTJ CFTBSBO NPEBM VOUVL TFMVSVI TBIBN ZBOH EJUFNQBULBO BEBMBI EFOHBO LFUFOUVBO CBUBT NBLTJNVN TBIBN TFSJ BEBMBI EBO TFMFCJIOZB NFSVQBLBOTBIBNTFSJ Laporan Penggunaan Dana Hasil Penawaran Umum per 31 Desember 2014 3FQPSUPG1VCMJD0GGFSJOHVOET6UJMJ[BUJPOBTPGFDFNCFS No. Jenis Penawaran Umum Public Offering Type Nilai Realisasi Hasil Penawaran Umum Actual Use of Funds Rencana Penggunaan Dana Menurut Prospektus Planned Use of Funds According to the Prospectus Realisasi Penggunaan Dana Actual Use of Funds Sisa Dana Hasil Penawaran Umum Remaining Proceeds From Public Offering Tanggal Efektif Effective Date Jumlah Hasil Penawaran Umum Amount of Public Offering Biaya Penawaran Umum Cost of Public Offering Hasil Bersih Net Result Ekspansi Kredit Expansion of Loan Ekspansi Jaringan Kantor Expansion of Branch Network Ekspansi Teknologi Informasi Expansion of Information Technology Total Total Ekspansi Kredit Expansion of Loan Ekspansi Jaringan Kantor Expansion of Branch Network Ekspansi Teknologi Informasi Expansion of Information Technology Jumlah Total 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1FOBXBSBO6NVN 10 1VCMJD0GGFSJOH +VMJ +VNMBI 5PUBM JBZB1FOBXBSBO6NVNUFMBIEJTFTVBJLBOCFSEBTBSLBOCJBZBFNJTJZBOHUFMBIEJBVEJUPMFI,BOUPSLVOUBO1VCMJLPMJ BNCBOH 4VEBSNBOEKJ EBOBEBOH 4FMBNBUBIVOUJEBLBEBQFSVCBIBOQFOHHVOBBOEBOB10 1VCMJD0GGFSJOHPTUTIBWFCFFOBEKVTUFECBTFEPOUIFDPTUPGUIFFNJTTJPOUIBUIBWFCFFOBVEJUFECZUIF1VCMJDDDPVOUBOU0GmDFPMJ BNCBOH 4VEBSNBOEKJ BOEBEBOH VSJOHUIFSFXFSFOPDIBOHFTJOUIFVUJMJ[BUJPOPG10GVOET Informasi Transaksi Material yang Mengandung Benturan Kepentingan BMBNNFOKBMBOLBOLFHJBUBOVTBIBOZB CBOL bjb NFNQVOZBJ USBOTBLTJUSBOTBLTJEFOHBOQJIBLZBOHNFNQVOZBJIVCVOHBO JTUJNFXB ZBOHNFMJQVUJQFNCFSJBOLSFEJU QFOZFSUBBO TFSUB QFOFSJNBBOHJSP UBCVOHBOEBOEFQPTJUPCFSKBOHLB5SBOTBLTJ UFSTFCVUEJBUBTEJMBLTBOBLBOEFOHBOTZBSBUEBOLPOEJTJTFSUB KBOHLBXBLUVZBOHTBNBTFQFSUJLFQBEBQJIBLLFUJHB LFDVBMJ USBOTBLTJ QFNCFSJBO KBTB HJSP LFQBEB 1FNFSJOUBI 1SPWJOTJ FINANCIAL REVIEW Utilization of Public Offering Funds BTFEPOUIFFFEPGUIFYUSBPSEJOBSZFOFSBM.FFUJOHPG 4IBSFIPMEFSTPG15BOL1FNCBOHVOBOBFSBI+BXBBSBU EBO BOUFO 5CL P EBUFE QSJM XIJDI IBT CFFO OPUJmFE UP UIF .JOJTUFS PG +VTUJDF BOE VNBO 3JHIUT PG UIF 3FQVCMJD PG OEPOFTJB BT SFGFSSFE UP JO UIF -FUUFS PG DDFQUBODF PUJmDBUJPO P 6 EBUFE .BZ UIF.4IBTFTUBCMJTIFE B 6OBOJNPVTMZ JO EFMJCFSBUJPO EFDJEFE UP BQQSPWF UP SFTDIFEVMFUIF10QSPDFTTJO C SUJDMF SFHVMBUFT BNPOH PUIFST UIF TIBSFT PG CBOL bjb DPOTJTUTPGMBTT4IBSFT 4QFDJBMMZPXOFECZUIF FOUSBMPWFSONFOU 1SPWJODJBMPWFSONFOU UIFJUZBOE 3FHFODZ BOEMBTT4IBSFT XIJDIDBOCFPXOFECZ UIFPBSEPGJSFDUPST PBSEPGPNNJTTJPOFST CBOL bjb FNQMPZFFT QVCMJD BOE HPWFSONFOU PMEFS PG MBTT BOEMBTTTIBSFTIBWFUIFTBNFSJHIUT D 5IFDPNQPTJUJPOPGDBQJUBMGPSBMMJTTVFETIBSFTJT XJUIUIFNBYJNVNMJNJUQSPWJTJPOGPSMBTTTIBSFTJT BOEUIFSFTUJTMBTTTIBSFT ,QIRUPDWLRQ RQ 0DWHULDO 7UDQVDFWLRQ ZLWK RQÁLFWV RI Interest O DPOEVDUJOH JUT CVTJOFTT CBOL bjb IBT USBOTBDUJPOT XJUI BGmMJBUFT JODMVEJOHMFOEJOH JOWFTUNFOUT BOEBDDFQUBODFPG EFNBOE EFQPTJUT TBWJOHT BOE UJNF EFQPTJUT 4VDI BCPWF TUBUFEUSBOTBDUJPOTBSFJNQMFNFOUFEXJUIUIFTBNFUFSNTBOE DPOEJUJPOTBOEUIFTBNFUJNFGSBNFBTUPUIJSEQBSUJFT FYDFQU GPSUSBOTBDUJPOGFFTGPSUIFDVSSFOUBDDPVOUTUPUIFPWFSONFOU PG 8FTU +BWB QSPWJODF OBNFMZ B EJGGFSFODF PG IJHIFS 234 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO +BXBBSBUZBJUVUFSEBQBUQFSCFEBBO MFCJIUJOHHJEBSJ ZBOHEJCFSJLBOLFQBEBQJIBLLFUJHB1FNFSJOUBI+BXBBSBU EBO BOUFO JSP ,BTEB NFSVQBLBO OBTBCBI QFSVTBIBBO ZBOHNFNCFSJLBOLPOUSJCVTJZBOHCFTBSCBJLEBSJTJTJEBOB LSFEJUNBVQVOFLVJUBT4FMBJONFNJMJLJQPSUPGPMJPEBOBZBOH DVLVQ CFTBS EJ CBOL bjb NFNCFSJLBO LPOUSJCVTJ UFSIBEBQ QFSLFNCBOHBO LSFEJU LPOTVNUJG ZBOH CFTBS EJNBOB QBSB QFHBXBJOZB EBQBU NFOHBNCJM LSFEJU EFOHBO KBNJOBO HBKJ ZBOHUFMBIEJLFMPMBPMFICBOL bjb 1FNFSJOUBI1SPWJOTJ+BXB BSBU NFSVQBLBO 1FNFHBOH 4BIBN 1FOHFOEBMJ CBOL bjb ZBOH TFMBNB JOJ NFNCFSJLBO LPNJUNFO ZBOH TBOHBU UJOHHJ UFSIBEBQQFSLFNCBOHBOCBOL bjb FOHBOBEBOZBLPOUSJCVTJ ZBOHCFHJUVCFTBSUFSIBEBQCBOL bjb NBLBQFNCFSJBOKBTB HJSP UFSTFCVU UFMBI TFJNCBOH EJCBOEJOHLBO EFOHBO QJIBL LFUJHB5SBOTBLTJEFOHBOQJIBLZBOHNFNQVOZBJIVCVOHBO JTUJNFXBMBJOOZBBEBMBIQFNCFSJBOLSFEJULFQBEBLBSZBXBO EFOHBOUJOHLBUCVOHBZBOHLFDJMEJCBOEJOHLBOUJOHLBUCVOHB ZBOHEJLFOBLBOQBEBEFCJUVSMBJO UJOHLBUTVLVCVOHBSBUB SBUBTFCFTBS EFOHBOKBOHLBXBLUVCFSLJTBSBOUBSB TBNQBJEFOHBOUBIVO,SFEJUJOJEJCBZBSLFNCBMJNFMBMVJ QFNPUPOHBOHBKJTFUJBQCVMBO ,FUFOUVBO NFOHFOBJ CFOUVSBO LFQFOUJOHBO UFMBI EJ BUVS EBMBN t 4VSBU ,FQVUVTBO FXBO ,PNJTBSJT PNPS , TZBSBUJOEFQFOEFOTJBOHLB t 4VSBU,FQVUVTBOJSFLTJPNPS4,3 BC QFSJIBMTUBOEBSFUJLB QSJOTJQVNVNFUJLBBOL No. Pihak-pihak Berelasi 3FMBUFE1BSUJFT Sifat Hubungan Istimewa BUVSFPG3FMBUJPOTIJQ Transaksi 5SBOTBDUJPO 1FNFSJOUBI1SPWJOTJ+BXBBSBU 5IFPWFSONFOUPGUIF8FTU+BWB 1SPWJODF .BOBKFNFO,VODJ ,FZ.BOBHFNFOU 1FSTPOOFM 13EBO1-1, 13BOE1-1, 15TVSBOTJBOHVOTLSJEB 1FNFHBOHTBIBNQFOHFOEBMJ POUSPMMJOHTIBSFIPMEFST VCVOHBO1FOHFOEBMJBO,FHJBUBO1FSVTBIBO 3FMBUJPO 5ISPVHIPOUSPMJOUIFBOLT0QFSBUJPO VCVOHBO,FQFNJMJLBONFMBMVJ1FNFSJOUBI1SPWJOTJEBO ,BCVQBUFO 0XOFSTJQ3FMBUJPOUISPVHI1SPWJODFBOE 3FHJPOBMPWFSONFOU VCVOHBO,FQFNJMJLBONFMBMVJ1FNFSJOUBI1SPWJOTJEBO ,BCVQBUFO 0XOFSTJQ3FMBUJPOUISPVHI1SPWJODFBOE 3FHJPOBMPWFSONFOU B JSP FNBOEFQPTJUT C4JNQBOBOBTBCBI FQPTJUTGSPNVTUPNFST D,SFEJUZBOHEJCFSJLBO -PBOT B ,SFEJUZBOHJCFSJLBO -PBOT C 4JNQBOBOBTBCBI FQPTJUTGSPNVTUPNFST D ,SFEJUZBOHJCFSJLBO -PBOT B 1FOZFSUBBO4BIBN OWFTUNFOUJO4IBSFT C4JNQBOBOEBSJBOLMBJO FQPTJUTGSPN0UIFSB OLT BTVSBOTJTFU5FUBQJYFETTFUTOTVSBODF UIBOHJWFOUPBOZUIJSEQBSUZ5IFPWFSONFOUPG8FTU+BWB BOE BOUFO JSP ,BTEB JT UIF DPNQBOZT DVTUPNFS UIBU QSPWJEFT B HSFBU DPOUSJCVUJPO CPUI JO UFSNT PG GVOET MPBOT BOE FRVJUZ O BEEJUJPO UP UIF MBSHF GVOET QPSUGPMJP JO CBOL bjb DPOUSJCVUFE UP UIF EFWFMPQNFOU PG B MBSHF DPOTVNFS MPBO XIFSFJUTFNQMPZFFTNBZUBLFMPBOTXJUIUIFHVBSBOUFF PGTBMBSJFTUIBUIBWFCFFONBOBHFECZCBOL bjb 8FTU+BWB 1SPWJODJBMPWFSONFOUJTUIFPOUSPMMJOH4IBSFIPMEFSPGCBOL bjb XIJDIIBTCFFOFYUFOEJOHBWFSZIJHIDPNNJUNFOUUPUIF EFWFMPQNFOUPGCBOL bjb JWFOUIFMBSHFDPOUSJCVUJPOUPCBOL bjb UIF GFFT GPS UIF DVSSFOU BDDPVOUT IBE CFFO CBMBODFE DPNQBSFEUPUIFUIJSEQBSUZ5SBOTBDUJPOTXJUIPUIFSSFMBUFE QBSUZJT5IFQSPWJTJPOPGMPBOUPUIFFNQMPZFFTXJUIBTNBMM JOUFSFTUSBUFTDPNQBSFEUPUIFJOUFSFTUSBUFTJNQPTFEPOPUIFS EFCUPST JOUFSFTUSBUFTPOBWFSBHFQFSZFBSJOBOEJT POBWFSBHFPGUIFNPOUIMZBOOVJUZGPSBQFSJPESBOHJOH GSPN UP ZFBST 5IFTF MPBOT BSF QBJE UISPVHI NPOUIMZ QBZSPMMEFEVDUJPOT 1SPWJTJPOTPODPOnJDUTPGJOUFSFTUIBWFCFFOTUJQVMBUFEJO t 5IF PNNJTTJPOFST FDSFF P , JOEFQFOEFODZSFRVJSFNFOUTOVNCFS t 5IF JSFDUPST FDSFF P 4,3 IBQUFS SFHBSEJOHDPEFPGDPOEVDU UIFHFOFSBMQSJODJQMFTPGBOL FUIJDT TINJAUAN KEUANGAN 235 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data FINANCIAL REVIEW Transaksi dengan Pihak yang Mempunyai Hubungan Istimewa Related Party Transaction Keterangan 31 DesemberDecember 31 Description a. Transaksi dengan selain manajemen kunci Transactions except for key management ASET ASSET ,SFEJUZBOHEJCFSJLBOEBOQFNCJBZBBO -PBOTBOEmOBODJOH 1FOZFSUBBO4BIBN RVJUZQBSUJDJQBUJPO 5PUBMTFUEBSJQJIBLCFSFMBTJ 5PUBMBTTFUTGSPNSFMBUFEQBSUZ ,1 ,1 Total Aset dari pihak berelasi - neto 866.068 851.183 Total Assets from related party - net 1SFTFOUBTFUPUBMQJIBLCFSFMBTJUFSIBEBQBTFU 1FSDFOUBHFPGSFMBUFEQBSUZUPUPUBMBTTFUT LIABILITAS LIABILITIES 4JNQBOBOEBSJOBTBCBI VTUPNFSEFQPTJUT 4JNQBOBOEBSJCBOLMBJO FQPTJUTGSPNPUIFSCBOLT BOB4ZJSLBI5FNQPSFS 5FNQPSBSZ4ZJSLBIGVOET PINJAMAN YANG DITERIMA BORROWINGS 5PUBM-JBCJMJUBTLFQBEBQJIBLCFSFMBTJ 5PUBMMJBCJMJUJFTUPSFMBUFEQBSUZ 1SFTFOUBTFUPUBMQJIBLCFSFMBTJUFSIBEBQMJBCJMJUBT 1FSDFOUBHFPGSFMBUFEBQSUZUPUPUBMMJBCJMJUJFT PENDAPATAN BUNGA DAN BAGI HASIL INTEREST INCOME AND PROFIT SHARING ,SFEJUZBOHEJCFSJLBOEBOQFNCJBZBBO -PBOTBOEmOBODJOH 1FOZFSUBBO4BIBN RVJUZQBSUJDJQBUJPO 5PUBMQFOEBQBUBOCVOHBEBOCBHJIBTJMQJIBLCFSFMBTJ 5PUBMSFMBUFEQBSUZJOUFSFTUJODPNFBOEQSPmUTIBSJOH 1SFTFOUBTFUFSIBEBQUPUBMQFOEBQBUBOCVOHBEBOCBHJ IBTJM 1FSDFOUBHFPGSFMBUFEQBSUZUPUPUBMJOUFSFTUJODPNFBOE QSPmUTIBSJOH BEBAN BUNGA DAN BONUS INTEREST EXPENSE AND BONUS 4JNQBOBOEBSJOBTBCBI VTUPNFSEFQPTJUT 4JNQBOBOEBSJCBOLMBJO FQPTJUTGSPNPUIFSCBOLT 5PUBMFCBOCVOHBEBOCPOVTEBSJQJIBLCFSFMBTJ 5PUBMSFMBUFEQBSUZJOUFSTUFYQFOTFBOECPOVT 1FSTFOUBTFUFSIBEBQUPUBMCPOVTEBOCFCBOCVOHB 1FSDFOUBHFPGSFMBUFEQBSUZUPUPUBMJOUFSFTUFYQFOTF BOECPOVT

b. Transaksi dengan manajemen Kunci Transactions with key management personnel

ASET ASSETS LSFEJUZBOHEJCFSJLBOEBOQJVUBOHQFNCJBZBBOTZBSJBI -PBOTBOETIBSJBImOBODJOHSFDFJWBCMFT BEBOHBOLFSVHJBOQFOVSVOBOOJMBJ MMPXBODFGPSJNQBJSNFOUSFTFSWFT 5PUBMLSFEJUZBOHEJCFSJLBO 5PUBMMPBOTEJTCVSTFNFOU 1FSTFOUBTFUFSIBEBQUPUBMBTFU 1FSDFOUBHFUPUPUBMBTTFUT LIABILITAS LIABILITIES 4JNQBOBOEBSJOBTBCBI VTUPNFSEFQPTJUT 1FSTFOUBTFUFSIBEBQUPUBMMJBCJMJUBT 1FSDFOUBHFUPUPUBMMJBCJMJUJFT PENDAPATAN BUNGA DAN BAGI HASIL INTEREST INCOME AND PROFIT SHARING ,SFEJUZBOHEJCFSJLBOEBOQJVUBOHQFNCJBZBBOTZBSJBI -PBOTBOETIBSJBImOBODJOHSFDFJWBCMFT 1FSTFOUBTFUFSIBEBQQFOEBQBUBOCVOHB 1FSDFOUBHFUPJOUFSFTUJODPNF 236 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Transaksi dengan Pihak yang Mempunyai Hubungan Istimewa Related Party Transaction Keterangan 31 DesemberDecember 31 Description BEBAN BUNGA INTEREST EXPENSE 4JNQBOBOEBSJOBTBCBI VTUPNFSEFQPTJUT 1FSTFOUBTFUFSIBEBQCFCBOCVOHB 1FSDFOUBHFUPOUFSFTUYQFOTF FSJLVUBEBMBISJODJBOUSBOTBLTJZBOHNFOHBOEVOHCFOUVSBO LFQFOUJOHBOCBJLLFQBEBNBOBKFNFOQFSVTBIBBO QFNFHBOH TBIBN NBVQVO BOBL QFSVTBIBBOBTPTJBTJBmMJBTJ TFMBNB UBIVO No Nama Name Individu Individual Nama Grup Group Name Hubungan dengan Bank Relation- ship with the Bank Status Hubungan keterkaitan dengan Bank Relationship Status linkages with the Bank Jenis Penyediaan Dana Type Provision of Funds Jangka Waktu Time Frame Jumlah penyediaan Dana The amount of the provision of funds Awal Start Jatuh Tempo Due Date Rupiah Valas Forex INBESGBO OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU ;BFOBMSJmO3 .TJ OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU JB,BOJB OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU FOOZ4BOUPTP OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU FSNJZBOUJ OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU 4VBSUJOJ OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU 7 HVTVOBXBO OEJWJEV OEJWJEVBM .BOBKFNFO .BOBHFNFOU 7 Total Terkait 1 64.480.000.000 113-1,4BLFUJ SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 4FSBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 4FSBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 4FSBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 8BSVOHLPOEBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 8BSVOHLPOEBOH SVQ SPVQ mMJBTJ GmMJBUFE 7 113-1, 8BSVOHLPOEBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 8BSVOHLPOEBOH SVQ SPVQ mMJBTJ GmMJBUFE 113-1, 8BSVOHLPOEBOH SVQ SPVQ mMJBTJ GmMJBUFE 13-1,JQBUVKBI SVQ SPVQ mMJBTJ GmMJBUFE 13-1,JQBUVKBI SVQ SPVQ mMJBTJ GmMJBUFE 13-1,JQBUVKBI SVQ SPVQ mMJBTJ GmMJBUFE 113JNFSBL SVQ SPVQ mMJBTJ GmMJBUFE 113-1, SBIBO,JEVM SVQ SPVQ mMJBTJ GmMJBUFE 113-1,,SPZB SVQ SPVQ mMJBTJ GmMJBUFE 113-1,4VLSB SVQ SPVQ mMJBTJ GmMJBUFE 113-1, BMPOHBO SVQ SPVQ mMJBTJ GmMJBUFE FSFBSFUIFEFUBJMTPGUIFUSBOTBDUJPOUIBUDPOUBJOTBDPOnJDU PGJOUFSFTUCPUIUPDPSQPSBUFNBOBHFNFOU TIBSFIPMEFSTBOE TVCTJEJBSJFTBTTPDJBUFTBGmMJBUFTEVSJOH TINJAUAN KEUANGAN 237 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No Nama Name Individu Individual Nama Grup Group Name Hubungan dengan Bank Relation- ship with the Bank Status Hubungan keterkaitan dengan Bank Relationship Status linkages with the Bank Jenis Penyediaan Dana Type Provision of Funds Jangka Waktu Time Frame Jumlah penyediaan Dana The amount of the provision of funds Awal Start Jatuh Tempo Due Date Rupiah Valas Forex 113-1, BOUJHJ SVQ SPVQ mMJBTJ GmMJBUFE 13-1,POHBT 1 SVQ SPVQ mMJBTJ GmMJBUFE 113-1,+BMBO BHBLJTBMBL SVQ SPVQ mMJBTJ GmMJBUFE 113-1,+BMBO BHBLJTBMBL SVQ SPVQ mMJBTJ GmMJBUFE 113-1,+BMBO BHBLJTBMBL SVQ SPVQ mMJBTJ GmMJBUFE 113-1,+BMBO BHBLJTBMBL SVQ SPVQ mMJBTJ GmMJBUFE 13-1,BSVU ,PUB,BOUPS1VTBU SVQ SPVQ mMJBTJ GmMJBUFE 13JCJUVOH5+ 3BZB SVQ SPVQ mMJBTJ GmMJBUFE 25 Total Grup Group Total 1 62.750.000.000 4FMVSVI USBOTBLTJ QFOZFEJBBO EBOB EJ BUBT UFMBI EJMBLVLBO TFDBSB XBKBS TFTVBJ EFOHBO QFEPNBO QFSLSFEJUBO QFSVTBIBBO4FMVSVIQFOZFEJBBOEBOBEJUBSJLTFDBSBQFOVI MBOHTVOHEBOUJEBLNFOKBEJ TUBOECZMPBO 4FUJBQ USBOTBLTJ ZBOH EJMBLVLBO BLBO EJ SFWJFX VOUVL NFNBTUJLBOCBIXBQFOZFEJBBOEBOBUFSTFCVUUFMBINFNFOVIJ QFSBUVSBO ZBOH CFSMBLV EBO UFMBI TFTVBJ EFOHBO QFEPNBO QFSLSFEJUBOQFSVTBIBBO Transaksi-transaksi material mengenai investasi, ekspansi, divestasi, penggabunganpeleburan usaha, akuisisi atau restrukturisasi utangmodal lainnya GDODPMXPODKVLJQLÀNDQ J UBIVO CBOL bjb UJEBL NFNJMJLJ USBOTBLTJUSBOTBLTJ NBUFSJBMUFSLBJUJOWFTUBTJ FLTQBOTJ EJWFTUBTJ QFOHHBCVOHBO QFMFCVSBO VTBIB BLVJTJTJ BUBV SFTUSVLUVSJTBTJ VUBOHNPEBM MBJOOZBEBMBNKVNMBITJHOJmLBO Perubahan Peraturan Perundang-undangan dan Dampaknya 4FQBOKBOH UBIVO BOL OEPOFTJB UFMBI NFOFSCJULBO TFKVNMBI BUVSBO QFSCBOLBO ZBOH NFNQFOHBSVIJ LJOFSKB 1FSTFSPBOTFDBSBMBOHTVOHNBVQVOUJEBLMBOHTVOH MM PG UIF USBOTBDUJPOT UP QSPWJEF GVOET BCPWF IBWF CFFO DPOEVDUFE GBJSMZ JO BDDPSEBODF XJUI UIF PNQBOZT DSFEJU HVJEFMJOFT5IFFOUJSFQSPWJTJPOPGGVOETJTXJUIESBXOJOGVMM EJSFDUBOEEPFTOPUCFDPNFBTUBOECZMPBO BDI USBOTBDUJPO QFSGPSNFE XJMM CF SFWJFXFE UP FOTVSF UIBU UIF QSPWJTJPO PG GVOET IBT NFU UIF BQQMJDBCMF SFHVMBUJPOT BOE HVJEFMJOFT JO BDDPSEBODF XJUI UIF PNQBOZT DSFEJU HVJEFMJOFT 2WKHU PDWHULDO WUDQVDFWLRQ ZLWK VLJQLÀFDQW DPRXQW concerning investment, expansion, divestment, acquisition, debtcapital restructuring O UIFSFXFSFOPPUIFSNBUFSJBMUSBOTBDUJPODPODFSOJOH JOWFTUNFOU FYQBOTJPO EJWFTUNFOU BDRVJTJUJPO EFCUDBQJUBM SFTUSVDUVSJOHXJUITJHOJmDBOUBNPVOUBUCBOL bjb Changes in the Legislations and the Impacts 5ISPVHIPVU BOL OEPOFTJB IBT JTTVFE B OVNCFS PG CBOLJOH SFHVMBUJPOT UIBU BGGFDU UIF QFSGPSNBODF PG UIF PNQBOZ EJSFDUMZPSJOEJSFDUMZ FINANCIAL REVIEW 238 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Nomor Peraturan Regulation Number Deskripsi Description Alasan Reason Dampak Impact 1FSBUVSBO1FSBUVSBO 0UPSJUBT+BTB,FVBOHBO PNPS10+, JOBODJBM4FSWJDFTVUIPSJUZ 3FHVMBUJPO P10+, 1FOFSBQBO5BUB,FMPMB 5FSJOUFHSBTJBHJ ,POHMPNFSBTJ,FVBOHBO NQMFNFOUBUJPOPG OUFHSBUFEPWFSOBODFPS JOBODJBMPOHMPNFSBUF 4FJSJOHEFOHBOQFSLFNCBOHBOHMPCBMJTBTJ UFLOPMPHJ JOGPSNBTJ EBOJOPWBTJQSPEVLTFSUBBLUJWJUBT -FNCBHB+BTB,FVBOHBO -+, UFMBINFODJQUBLBO TJTUFNLFVBOHBOZBOHLPNQMFLT EJOBNJT EBO TBMJOHUFSLBJUBOUBSNBTJOHNBTJOHTFLUPSLFVBOHBO CBJLEBMBNQSPEVLEBOLFMFNCBHBBO NBVQVO LFQFNJMJLBO.FOHIBEBQJLPOEJTJUFSTFCVU -+, QFSMVNFOFSBQLBOUBUBLFMPMBZBOHCBJLQBEB-+, EBO,POHMPNFSBTJ,FVBOHBO MPOHXJUIUIFEFWFMPQNFOUPGHMPCBMJ[BUJPO JOGPSNBUJPOUFDIOPMPHZ BOEJOOPWBUJPOPGQSPEVDUT BTXFMMBTUIFBDUJWJUJFTPGUIFJOBODJBM4FSWJDFT OTUJUVUJPOT -+, IBWFDSFBUFEBmOBODJBMTZTUFN UIBUJTDPNQMFY EZOBNJD BOEJOUFSDPOOFDUFE CFUXFFOFBDIPGUIFm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bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Nomor Peraturan Regulation Number Deskripsi Description Alasan Reason Dampak Impact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m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erubahan Kebijakan Akuntansi yang diterapkan perusahaan pada tahun buku terakhir dan dampaknya terhadap laporan keuangan 5JEBL BEB 1FSVCBIBO ,FCJKBLBO LVOUBOTJ ZBOH EJUFSBQLBO QFSVTBIBBO QBEB UBIVO CVLV UFSBLIJS EBO EBNQBLOZB UFSIBEBQMBQPSBOLFVBOHBO Changes in Accounting Policies implemented E\ WKH FRPSDQ\ LQ WKH ODVW ÀVFDO \HDU DQG WKH LPSDFWVRQWKHÀQDQFLDOVWDWHPHQWV 5IFSFXFSFOPIBOHFTJODDPVOUJOH1PMJDJFTJNQMFNFOUFE CZUIFDPNQBOZJOUIFMBTUmTDBMZFBSBOEUIFJNQBDUTPOUIF mOBODJBMTUBUFNFOUT FINANCIAL REVIEW 240 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO PROSPEK USAHA BUSINESS PROSPECTS 241 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data PROSPEK 2015 1FSTFSPBO NFZBLJOJ EBQBU NFOHBUBTJ UBOUBOHBO UBIVO XBMBVQVOTFKVNMBIUBOUBOHBOUBIVOBLBONBTJI NFNCBZBOHJ FCFSBQB EJ BOUBSBOZB BEBMBI EBNQBL EBSJ LFCJKBLBO QFNFSJOUBI ZBOH LFOBJLBO IBSHB CBIBO CBLBS NJOZBLEJBLIJSUBIVO EBNQBLJOnBTJ TFSUBLFNVOHLJOBOOJMBJ UVLBSSVQJBIZBOHCFMVNQVMJI 0QUJNJTNFJOJEJQFOHBSVIJPMFITFKVNMBIIBM CBJLFLTUFSOBM NBVQVOJOUFSOBMBSJTJTJFLTUFSOBMNJTBMOZB EJEPSPOHPMFI PQUJNJTNF QFNFSJOUBI TFQFSUJ UFSHBNCBS NFMBMVJ TFKVNMBI BTVNTJEBTBS1 1FSUVNCVIBOFLPOPNJEJUBSHFULBOTFCFTBS MFCJIUJOHHJ EBSJ UBSHFU EBO SFBMJTBTJ UBIVO ZBOH NBTJOHNBTJOH EBO 4FNFOUBSBJOnBTJ QFNFSJOUBINBOBSHFULBO TFCFTBS KBVIMFCJILFDJMEBSJSFBMJTBTJUBIVOZBOH NFODBQBJ 4FEBOHLBOOJMBJUVLBSSVQJBIUFSIBEBQEPMBS4EJQFSLJSBLBO 3Q QFS EPMBS 4 MFCJI LVBU EJCBOEJOHLBO OJMBJ UFSUJOHHJ UBIVO ZBOH BEB EJ LJTBSBO 3Q 5BSHFU ZBOHEJUFUBQLBOPMFIQFNFSJOUBIUFSTFCVUNBTJICFSQPUFOTJ NFNCVBU IBSHB KVBM LFOEBSBBO CFSNPUPS UFUBQ UJOHHJ NFOHJOHBUNBTJICBOZBLOZBCBIBOCBLVZBOHEJEBUBOHLBO EBSJJNQPS BSJ TJTJ JOUFSOBM IJOHHB CFSBLIJSOZB UBIVO CVLV PSHBOJTBTJ LFQFOHVSVTBO 1FSTFSPBO UFMBI MFOHLBQ BM JOJ BLBO TBOHBU NFNCBOUV 1FSTFSPBO EBMBN NFSFBMJTBTJLBO SFODBOBTUSBUFHJZBOHTVEBIEJUFUBQLBO RENCANA STRATEGIS BISNIS FOHBONFNQFSIBUJLBOLPOEJTJLJOFSKBCBOL bjb UBIVO TFSUBGBLUPSGBLUPSMBJOZBOHCFSQPUFOTJNFNQFOHBSVIJLJOFSKB JOEVTUSJ QFSCBOLBO 1FSTFSPBO UFMBI NFOZVTVO SFODBOB TUSBHJT KBOHLB QBOKBOH 4FTVBJ EFOHBO SFODBOB UFSTFCVU QBEB UBIVO JOJ CBOL bjb EJIBSBQLBO NFNJMJLJ LJOFSKB MFCJICBJLEJCBOEJOHLBOUBIVO FSEBTBSLBOTLFOBSJPKBOHLBQBOKBOH CBOL bjb QBEBUBIVO BLBOGPLVTVOUVLNFNCBOHVOGPOEBTJZBOHLVBUBMBN XVKVEQSPHSBNTUSBUFHJ SFODBOBUFSTFCVUUFSHBNCBSNFMBMVJ TFKVNMBIUBSHFU ZBJUV 2015 PROSPECT 5IFPNQBOZJTDPOmEFOUUIBUJUXJMMCFBCMFUPPWFSDPNFUIF DIBMMFOHFTPG BMUIPVHITFWFSBMDIBMMFOHFTXJMMTUJMM CFMPPNJOH4PNFPGUIFTFJODMVEFUIFJNQBDUPGHPWFSONFOU QPMJDJFTXIJDIJODSFBTFTUIFGVFMQSJDFTBUUIFFOEPGUIFZFBS UIFJNQBDUPGJOnBUJPO BTXFMMBTUIFQPTTJCJMJUZPGUIFSVQJBI FYDIBOHFSBUFXIJDIIBTOPUCFFOSFDPWFSFE 5IJT PQUJNJTN JT JOnVFODFE CZ B OVNCFS PG UIJOHT CPUI FYUFSOBM BOE JOUFSOBM SPN UIF FYUFSOBM TJEF GPS FYBNQMF FODPVSBHFECZUIFHPWFSONFOUTPQUJNJTNBTJMMVTUSBUFECZB OVNCFSPGCBTJDBTTVNQUJPOTPGUIF4UBUFVEHFU DPOPNJD HSPXUI JT UBSHFUFE BU IJHIFS UIBO UIF UBSHFU BOE SFBMJ[BUJPO JO XIJDI XBT BOE SFTQFDUJWFMZTGPSJOnBUJPO UIFHPWFSONFOUJTUBSHFUJOH GBSMFTTUIBOUIFSFBMJ[BUJPOJOUIBUSFBDIFE 8IJMFUIFWBMVFPGUIFSVQJBIBHBJOTUUIF64EPMMBSJTFYQFDUFE UP CF 3Q QFS 64 EPMMBS TUSPOHFS UIBO UIF IJHIFTU WBMVFJOXIJDIXBTJOUIFSBOHFPG3Q5IFUBSHFU EFUFSNJOFECZUIFHPWFSONFOUTUJMMIBTUIFQPUFOUJBMUPNBLF UIFTFMMJOHQSJDFPGNPUPSWFIJDMFTUPSFNBJOIJHI UBLJOHJOUP BDDPVOUUIBUNBOZPGUIFSBXNBUFSJBMTDPNFGSPNJNQPSUT SPNUIFJOUFSOBMTJEF VQUPUIFFOEPGUIFmTDBMZFBS UIF PNQBOZT NBOBHFNFOU PSHBOJ[BUJPO IBT CFFO DPNQMFUFE 5IJTXJMMHSFBUMZBTTJTUUIFPNQBOZJOSFBMJ[JOHUIFTUSBUFHJD QMBOTXIJDIIBWFCFFOFTUBCMJTIFE BUSINESS STRATEGY PLAN BWJOH SFHBSE UP UIF QFSGPSNBODF DPOEJUJPO PG CBOL bjb JO BT XFMM BT PUIFS GBDUPST UIBU DPVME QPUFOUJBMMZ BGGFDU UIF QFSGPSNBODF PG UIF CBOLJOH JOEVTUSZ UIF PNQBOZ IBT EFWFMPQFE B MPOHUFSN TUSBUFHJD QMBO O BDDPSEBODF XJUI UIF QMBO JO CBOL bjb JT FYQFDUFE UP IBWF CFUUFS B QFSGPSNBODFDPNQBSFEUP BTFEPOUIFMPOHUFSNTDFOBSJP JOCBOL bjb XJMMGPDVTPO CVJMEJOHBTUSPOHGPVOEBUJPOOUIFGPSNPGTUSBUFHZQSPHSBN UIFQMBOJTJMMVTUSBUFECZBOVNCFSPGUBSHFUT OBNFMZ 242 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

A. Aset

.FNQFSIBUJLBO LPOEJTJ FLPOPNJ NBLSP EBO VQBZB TUBCJMJTBTJ FLPOPNJ ZBOH EJQFSLJSBLBO NBTJI BLBO CFSMBOHTVOH IJOHHB TFSUB CFSEBTBSLBO QSPZFLTJ QFSUVNCVIBO FLPOPNJ OEPOFTJB EJ LJTBSBO NBLBUBSHFUQFSUVNCVIBOBTFUEJUBSHFULBO 1FSUVNCVIBOBTFU 1BOHTBQBTBS

B. Dana Pihak Ketiga

BOB 1JIBL LFUJHB CBOL bjb QBEB UBIVO TFCFTBS 3QUSJMJVOEFOHBOSBUBSBUBQFSUVNCVIBO1,CBOL bjb TFMBNBUJHBUBIVOUFSBLIJSTFCFTBS MFCJILFDJMEBSJ SBUBSBUBQFSUVNCVIBO1,QFSCBOLBOOBTJPOBMTFCFTBS 1SPZFLTJ 1, UBIVO EJQFSLJSBLBO 3Q USJMJVO6OUVLUBIVO EJUFUBQLBO 1FSUVNCVIBO FSEBTBSLBOQSPEVL B JSP C 5BCVOHBO D FQPTJUP 1BOHTBQBTBS

C. Penyaluran Kredit

1PTJTJLSFEJUCBOL bjb QBEBUBIVOTFCFTBS3Q USJMJVO EFOHBO SBUBSBUB QFSUVNCVIBO LSFEJU TFMBNB UJHB UBIVOUFSBLIJSTFCFTBS 1FSPMFIBOUFSTFCVUNBTJI EJBUBTSBUBSBUBLSFEJUQFSCBOLBOOBTJPOBMQBEBQFSJPEF TBNB ZBOH TFCFTBS 4FEBOHLBO SFBMJTBTJ LSFEJU UBIVO NFOHBMBNJ QFSMBNCBUBO TFJSJOH EFOHBO TFNBLJONFOJOHLBUOZBSBTJPLSFEJUCFSNBTBMBI 4FKBMBO EFOHBO TUSBUFHJ UBIVO ZBOH MFCJI GPLVT LFQBEB VQBZB QFSCBJLBO TFSUB QFOHVBUBO build strong foundation NBLB VOUVL NFOKBHB QSPmUBCJMJUBT NBUB UBSHFUQFSUVNCVIBOLSFEJUEBOLPOEJTJLSFEJUCFSNBTBMBI BEBMBI ,SFEJUZBOHJCFSJLBO 1FSUVNCVIBO FSEBTBSLBO4FHNFOUBTJ B ,SFEJU,PNFSTJBM C ,SFEJU.JLSP D ,SFEJU,POTVNFS E ,SFEJU,13 PROSPEK USAHA

A. Assets

8JUIEVFPCTFSWBODFUPUIFNBDSPFDPOPNJDDPOEJUJPOT BOEFDPOPNJDTUBCJMJ[BUJPOFGGPSUTUIBUBSFFYQFDUFEUPMBTU VOUJM BOECBTFEPOUIFQSPKFDUFEFDPOPNJDHSPXUI JOOEPOFTJBJOUIFSBOHFPG UIFUBSHFUGPSBTTFU HSPXUI TTFUHSPXUI .BSLFUTIBSF

B. Third Party Funds

5IJSE 1BSUZ VOET PG CBOL bjb JO BNPVOUFE UP 3QUSJMMJPOXJUIUIFBWFSBHFEFQPTJUPGCBOL bjb EVSJOH UIF MBTU UISFF ZFBST BNPVOUFE UP MFTT UIBO UIF BWFSBHF EFQPTJU HSPXUI PG OBUJPOBM CBOL PG 5IF QSPKFDUFEEFQPTJUTJOJTFTUJNBUFEBU3Q USJMMJPO PS JUXBTEFUFSNJOFE SPXUI BTFEPOQSPEVDU B VSSFOUDDPVOU C 4BWJOHTDDPVOU D 5JNFFQPTJUT .BSLFUTIBSF

C. Lending

5IFDSFEJUQPTJUJPOPGCBOL bjb JOBNPVOUFE3Q USJMMJPO XJUI BO BWFSBHF MPBO HSPXUI PWFS UIF QBTU UISFF ZFBST BNPVOUFE UP 5IJT BDIJFWFNFOU JT TUJMM BCPWFUIFOBUJPOBMCBOLJOHMFOEJOHBWFSBHFJOUIFTBNF QFSJPE XIJDI BNPVOUFE UP .FBOXIJMF MPBO EJTCVSTFNFOUTJOFYQFSJFODFEBTMPXEPXO JOMJOF XJUIUIFJODSFBTJOHSBUJPPGOPOQFSGPSNJOHMPBOT O MJOF XJUI UIF TUSBUFHZ UIBU GPDVTFT NPSF PO JNQSPWFNFOUBOETUSFOHUIFOJOH CVJMETUSPOHGPVOEBUJPO UPNBJOUBJOQSPmUBCJMJUZ UIFUBSHFUTGPSMPBOHSPXUIUBSHFU BOEUIFDPOEJUJPOPGOPOQFSGPSNJOHMPBOTBSF -PBOT SPXUI BTFEPO4FHNFOUBUJPO B PNNFSDJBM-PBOT C .JDSP-PBOT D POTVNFS-PBOT E .PSUHBHF 243 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data 1BOHTBQBTBS ,PNQPTJTJFSEBTBSLBO+FOJT1FOHHVOBBO B ,SFEJU,POTVNTJ C ,SFEJU1SPEVLUJG ,SFEJUFSNBTBMBI 1-SPTT

E. Likuiditas

-3 BUBUBO Market Share TFUEJIJUVOHEBSJQSPZFLTJBTFUCBOL bjb UBIVOEJCBHJQSPZFLTJBTFUQFSCBOLBOOBTJPOBM UBIVO Market Share BOB1JIBL,FUJHBEJIJUVOHEBSJQSPZFLTJ BOB 1JIBL ,FUJHB CBOL bjb UBIVO EJCBHJ QSPZFLTJBOB1JIBL,FUJHBQFSCBOLBOOBTJPOBMUBIVO Market Share ,SFEJUEJIJUVOHEBSJQSPZFLTJ,SFEJUCBOL bjb UBIVO EJCBHJ QSPZFLTJ ,SFEJU QFSCBOLBO OBTJPOBMUBIVO STRATEGI DAN KEBIJAKAN PENCAPAIAN TARGET 5FSLBJU EFOHBO QFOJOHLBUBO EBOB QJIBL LFUJHB SFODBOB LFCJKBLBOTUSBUFHJTZBOHBLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB .FMBLVLBO cross selling EBOBMJBOTJQSPEVLQFSCBOLBOEJ MJOHLVOHBOCBOL bjb VOUVLNFOJOHLBULBOLPNQPTJTJEBOB NVSBI4 Current Account Saving Account .FOJOHLBULBO JOGSBTUSVLUVS QFOKVBMBO sales force, sales tracking sales rewarding TFSUBLFSKBTBNB Business to Government .FMBLVLBO FWBMVBTJ UFSIBEBQ QSPEVL QFSCBOLBO ZBOH TVEBIBEBUFSLBJUEFOHBOOJMBJQSPEVLUFSTFCVUBHBSMFCJI EBQBUEJUFSJNBPMFIOBTBCBINBVQVODBMPOOBTBCBI .FSVNVTLBOBLUJWJUBTQFNBTBSBOTFSUBNFOZFEJBLBOTVLV CVOHBZBOHLPNQFUJUJGCBHJOBTBCBIEBODBMPOOBTBCBI TFQBOKBOHEBMBNLPSJEPSLFUFOUVBOIVLVNZBOHCFSMBLV 5FSLBJUEFOHBOQFOJOHLBUBOLVBMJUBTLSFEJU SFODBOBLFCJKBLBO TUSBUFHJTZBOHBLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB PLVTQBEBQFSCBJLBOLSFEJUCFSNBTBMBI Non-Performing Loan 1- NFOJOHLBULBO QFOBHJIBO EBO QFOFSBQBO TJTUFNEFUFLTJEJOJ early warning system NFNQFSDFQBU FLTFLVTJ BHVOBO NFMBMVJ MFMBOH ,1,-CBMBJ MFMBOH BUSINESS PROSPECTS .BSLFUTIBSF PNQPTJUJPOBTFEPO6TBHF B POTVNQUJWF-PBOT C 1SPEVDUJWF-PBOT PO1FSGPSNJOH-PBO 1- 1-SPTT

E. Liquidity

-3 PUF .BSLFU4IBSFPGTTFUTJTDBMDVMBUFEGSPNUIFTTFUT QSPKFDUJPOPGCBOL bjb JOEJWJEFECZUIFQSPKFDUFE TTFUTPGOBUJPOBMCBOLJOHJO .BSLFU4IBSFPG5IJSE1BSUZVOETJTDBMDVMBUFEGSPN UIF5IJSE1BSUZVOETQSPKFDUJPOPGCBOL bjb JO EJWJEFECZUIFQSPKFDUFE5IJSE1BSUZVOETPGOBUJPOBM CBOLJOHJO .BSLFU 4IBSF PG -PBOT JT DBMDVMBUFE GSPN UIF -PBOT QSPKFDUJPOPGCBOL bjb JOEJWJEFECZUIFQSPKFDUFE -PBOTPGOBUJPOBMCBOLJOHJO STRATEGY AND POLICY OF TARGET ACHIEVEMENT TTPDJBUFE XJUI BO JODSFBTF JO UIJSE QBSUZ GVOET TUSBUFHJD QPMJDZQMBOUIBUXJMMCFJNQMFNFOUFEJODMVEF POEVDUDSPTTTFMMJOHBOEBMMJBODFPGCBOLQSPEVDUTXJUIJO CBOL bjb UPJODSFBTFUIFDPNQPTJUJPOPGUIFMPXDPTU4 VSSFOUDDPVOU4BWJOHTDDPVOU GVOET NQSPWF TBMFT JOGSBTUSVDUVSF TBMFT GPSDF TBMFT USBDLJOH TBMFT SFXBSEJOH BT XFMM BT VTJOFTT UP PWFSONFOU DPPQFSBUJPOT WBMVBUF UIF FYJTUJOH CBOLJOH QSPEVDUT SFMBUFE UP UIF WBMVFPGUIFQSPEVDUUPNBLFJUNPSFBDDFQUBCMFCZUIF DVTUPNFSTBOEQSPTQFDUJWFDVTUPNFST PSNVMBUF NBSLFUJOH BDUJWJUJFT BT XFMM BT QSPWJEJOH DPNQFUJUJWFJOUFSFTUSBUFTGPSDVTUPNFSTBOEQSPTQFDUJWF DVTUPNFSTBMPOHUIFDPSSJEPSPGUIFBQQMJDBCMFMBX TTPDJBUFE XJUI DSFEJU RVBMJUZ JNQSPWFNFOU TUSBUFHJD QPMJDZ QMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF PDVTPOSFTPMWJOHOPOQFSGPSNJOHMPBOT 1- JNQSPWF CJMMJOH BOE JNQMFNFOUBUJPO PG BO FBSMZ EFUFDUJPO TZTUFN FBSMZ XBSOJOH TZTUFN BDDFMFSBUF UIF FYFDVUJPO PG DPMMBUFSBM UISPVHI ,1,- BVDUJPOQSJWBUF BVDUJPO 244 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TXBTUBQFOKVBMBO TVLBSFMB UFSNBTVL QFOKBKBLBO IBQVT CVLVEBOIBQVTUBHJI LMBJNBTVSBOTJEBO lawyer PLVTQBEBQFOJOHLBUBOFLTQBOTJLSFEJUZBOHCFSLVBMJUBT EFOHBONFNQFSIBUJLBOBTBT prudential banking 1FOZFNQVSOBBOQSPTFTEBONPEFMCJTOJTEJCJEBOHLSFEJU TFTVBJEFOHBOLPOTFQ four eyes principle .FNQFSLVBU Risk Management EJ CJEBOH ,SFEJU EBO ENJOJTUSBTJ LSFEJU JTOJT -FHBM VOUVL NFO support QFODBQBJBOFLTQBOTJLSFEJU .F review TVLV CVOHB LSFEJU TFJSJOH EFOHBO LFCJKBLBO 0UPSJUBT+BTB,FVBOHBO 0+, QFSJIBMQFOVSVOBOCJBZB EBOBQJIBLLFUJHB .FNQFSDFQBU Service Level Agreement 4- QFSLSFEJUBO TFTVBJEFOHBOTFHNFOLSFEJU .FNQFSMVBT EBO NFOJOHLBULBO QFOZBMVSBO LSFEJU QSPHSBN CBJLTFDBSBMBOHTVOHNBVQVONFMBMVJMFNCBHB linkage EFOHBO QPMB executing TFSUB NFOHPQUJNBMLBO GVOHTJ CBOL TFMBLV QFOBUB VTBIB LSFEJU QSPHSBN QPMB channeling 1FOJOHLBUBO QFOZBMVSBO LSFEJU TFLUPS QSPEVLUJG UFSVUBNB VOUVLTLBMBVTBIBNJLSP LFDJMNFOFOHBIEFOHBOUFUBQ NFNQFSIBUJLBOQSJOTJQLFIBUJIBUJBO 1FOZBMVSBO LSFEJU QBEB TFHNFO OBTBCBI BUBV TFLUPS FLPOPNJ JOEVTUSJ ZBOH CFSLFTJOBNCVOHBO EBO NFNCFSJLBOJNCBMIBTJM yield ZBOHPQUJNBM 5FSLBJUEFOHBOQFSNPEBMBO SFODBOBLFCJKBLBOTUSBUFHJTZBOH BLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB .FNCFOUVLHVHVTUVHBTBUBV task force VOUVLQFSTJBQBO QFOJOHLBUBO NPEBM NFMBMVJ NFLBOJTNF QBTBS NPEBM TFQFSUJ right issue .FMBLVLBO TPTJBMJTBTJ LFQBEB 1FNFHBOH 4BIBN 4FSJ EBMBNSBOHLBQFSTJBQBO right issue UBIVO 5FSLBJUEFOHBOQFOJOHLBUBOMBZBOBO KBSJOHBO EBOUFLOPMPHJ JOGPSNBTJ VOUVL NFOEVLVOH QSPmUBCJMJUBT CBOL SFODBOB LFCJKBLBOTUSBUFHJTZBOHBLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB .FOHJNQMFNFOUBTJLBO LVBMJUBT MBZBOBO EJ TFNVB MFWFM VOUVLNFOEPSPOHLJOFSKBCJTOJT .FMBLVLBOFWBMVBTJEBOPQUJNBMJTBTJKBSJOHBOLBOUPS .FOJOHLBULBO MBZBOBO CFSCBTJT FMFLUSPOJL TFSUB QFOHFNCBOHBOUFLOPMPHJJOGPSNBTJZBOHEJBSBILBOVOUVL NFOZFEJBLBOMBZBOBOQFSCBOLBOZBOHBNBO DFQBU EBO NVEBITFSUB customer oriented PROSPEK USAHA WPMVOUBSZTBMF JODMVEJOHBTTFTTJOHXSJUFPGGBOEFSBTJOH UIFQSJODJQBMT JOTVSBODFBOEMBXZFSDMBJNT PDVT PO JNQSPWJOH UIF RVBMJUZ PG DSFEJU FYQBOTJPO XJUI SFHBSEUPUIFQSJODJQMFPGQSVEFOUJBMCBOLJOH PNQMFUJPO PG QSPDFTTFT BOE CVTJOFTT NPEFMT JO UIF mFMEPGMFOEJOHJOBDDPSEBODFXJUIUIFGPVSFZFTQSJODJQMF DPODFQU 4USFOHUIFOJOH3JTL.BOBHFNFOUJOUIFmFMEPGSFEJUBOE SFEJU ENJOJTUSBUJPO -FHBM VTJOFTT UP TVQQPSU UIF BDIJFWFNFOUPGDSFEJUFYQBOTJPO 3FWJFX UIF MFOEJOH SBUFT JO MJOF XJUI UIF QPMJDZ PG UIF JOBODJBM4FSWJDFTVUIPSJUZ 0+, SFHBSEJOHBEFDSFBTF JOUIFDPTUPGUIJSEQBSUZGVOET DDFMFSBUF 4FSWJDF -FWFM HSFFNFOU 4- PG DSFEJU JO BDDPSEBODFXJUIUIFDSFEJUTFHNFOU YQBOEBOEJNQSPWFUIFMPBOEJTCVSTFNFOUQSPHSBN CPUI EJSFDUMZ BOE UISPVHI MJOLBHF JOTUJUVUJPOT XJUI FYFDVUJOH QBUUFSOBTXFMMBTPQUJNJ[JOHUIFGVODUJPOPGUIFCBOLBT UIFDSFEJUCVTJOFTTBENJOJTUSBUPSPGUIFDIBOOFMJOHQBUUFSO QSPHSBN ODSFBTFE MPBO EJTCVSTFNFOU UP QSPEVDUJWF TFDUPS QBSUJDVMBSMZUPNJDSP TNBMM BOENFEJVNTDBMFFOUFSQSJTFT XJUIEVFSFHBSEUPUIFQSVEFODFQSJODJQMF -FOEJOH UP UIF DVTUPNFS TFHNFOUT PS TFDUPST PG UIF JOEVTUSJBM FDPOPNZ UIBU BSF TVTUBJOBCMF BOE QSPWJEF PQUJNBMZJFME TTPDJBUFE XJUI DBQJUBM TUSBUFHJD QPMJDZ QMBO XIJDI XJMM CF JNQMFNFOUFEJODMVEF TUBCMJTIBUBTLGPSDFUPQSFQBSFGPSUIFJODSFBTFJODBQJUBM UISPVHIUIFDBQJUBMNBSLFUNFDIBOJTNT TVDIBTUIFSJHIUT JTTVF 4PDJBMJ[BUJPOUPUIF4FSJFT4IBSFIPMEFSTJOQSFQBSBUJPOPG UIFSJHIUTJTTVFJO TTPDJBUFE XJUI BO JODSFBTF JO TFSWJDFT OFUXPSLT BOE JOGPSNBUJPO UFDIOPMPHZ UP TVQQPSU UIF CBOLT QSPmUBCJMJUZ TUSBUFHJDQPMJDZQMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF NQMFNFOURVBMJUZPGTFSWJDFBUBMMMFWFMTUPESJWFCVTJOFTT QFSGPSNBODF WBMVBUFBOEPQUJNJ[FUIFPGmDFOFUXPSL NQSPWJOHFMFDUSPOJDCBTFETFSWJDFTBTXFMMBTEFWFMPQJOH JOGPSNBUJPO UFDIOPMPHZ EJSFDUFE UP QSPWJEF CBOLJOH TFSWJDFTUIBUJTTBGF GBTU BOEFBTZBTXFMMBTDVTUPNFS PSJFOUFE 245 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data .FOJOHLBULBO LFUFSLFOBMBO awareness QSPEVL TFSUB MBZBOBOEJCBOL bjb EJMJOHLVOHBOOBTBCBILPSQPSBTJ .FMBLVLBO QFOHFNCBOHBO EBO JNQMFNFOUBTJ QBEB TJTUFN TFIJOHHBNFOKBEJMFCJIUFSQBEVTFSUBNFMBLVLBO QFOFSBQBO LFCJKBLBO EBO QSPTFEVS ZBOH MFCJI GPLVT LFQBEB end user 5FSLBJU EFOHBO QFOHFNCBOHBO PSHBOJTBTJ 4. TFSUB QFOEJEJLBOEBOQFMBUJIBO SFODBOBLFCJKBLBOTUSBUFHJTZBOH BLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB 1FOZFTVBJBO EBO QFOZFNQVSOBBO TUSVLUVS PSHBOJTBTJ TFIVCVOHBO EFOHBO QFOBNCBIBO KVNMBI JSFLTJ TFSUB NFMBLVLBOQFOZFTVBJBOLFCJKBLBOEBOQSPTFEVS 1FOJOHLBUBOLPNQFUFOTJ4.EBMBNSBOHLBNFOEVLVOH LFHJBUBOCJTOJT WBMVBTJ UFSIBEBQ QFOJOHLBUBO TUBOEBS LFMBZBLBO IJEVQ QFHBXBJ EBMBN SBOHLB NFNQFSUBIBOLBO EBO NFOJOHLBULBONPUJWBTJQFHBXBJ 1FOJOHLBUBO reward and punishment EJCJEBOH4. 1FOJOHLBUBO QSPHSBN QFOEJEJLBO EBO QFMBUJIBO ZBOH NFOEVLVOH LFHJBUBO CJTOJT CBOL TFDBSB UFSTUSVLUVS EBO CFSLFTJOBNCVOHBO .FOEPSPOH UFSDJQUBOZB QSPTFT LFSKB ZBOH FmTJFO EBO FGFLUJGEJCJEBOHUSBOTGPSNBTJNBOBKFNFOQFSVCBIBO NQMFNFOUBTJ OJMBJOJMBJ corporate values EBMBN QSPTFT CJTOJTEBOPQFSBTJPOBMCBOL 5FSLBJU EFOHBO QFOHFNCBOHBO KBTB LFVBOHBO SFODBOB LFCJKBLBOTUSBUFHJTZBOHBLBOEJJNQMFNFOUBTJLBOEJBOUBSBOZB 1FOJOHLBUBOUSBOTBLTJSFNJUUBODF USBEFmOBODF EBOKBTB 1FOJOHLBUBO KBTB LVTUPEJBO TFSUB MBZBOBO KBTB XBMJ BNBOBU 1FOJOHLBUBO QFOKVBMBO QSPEVL wealth management NFMBMVJ QFOHFNCBOHBO TUSBUFHJ QFNBTBSBO TFDBSB UFSQBEV 1FOHFNCBOHBO MBZBOBO QSPEVL LBSUV LSFEJU TFDBSB co- branding TFSUBLBSUVWJTBFCJU 1FOHFNCBOHBO delivery channel CBOL bjb VOUVL QFOJOHLBUBOMBZBOBOUSBOTBLTJ e-Banking CBHJOBTBCBI 0QUJNBMJTBTJ JOTUSVNFO QBTBS NPEBM OJMBJ UVLBS EBO EFSJWBUJG .FNQFSMVBT EBO NFOHFNCBOHLBO KBSJOHBO TFSUB LFSKB TBNB EFOHBO CBOL LPSFTQPOEFO NBVQVO JOTUJUVTJ LFVBOHBO OPOCBOL VOUVL NFOEVLVOH QFOHFNCBOHBO CJTOJTCBOL bjb BUSINESS PROSPECTS ODSFBTJOHBXBSFOFTTJOCBOL bjb QSPEVDUTBOETFSWJDFT JOUIFDPSQPSBUFDVTUPNFSFOWJSPONFOU POEVDUEFWFMPQNFOUBOEJNQMFNFOUBUJPOUPUIFTZTUFN FOBCMJOHJUCFDPNFTNPSFJOUFHSBUFEBTXFMMBTQFSGPSNJOH QPMJDJFTBOEQSPDFEVSFTUIBUBSFNPSFGPDVTFEUPUIFFOE VTFS TTPDJBUFE UP UIF EFWFMPQNFOU PG UIF PSHBOJ[BUJPO IVNBO SFTPVSDFT BTXFMMBTFEVDBUJPOBOEUSBJOJOH TUSBUFHJDQPMJDZ QMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF EKVTUNFOU BOE JNQSPWFNFOU PG UIF PSHBOJ[BUJPOBM TUSVDUVSF JO SFMBUJPOT UP UIF JODSFBTJOH UIF OVNCFS PG JSFDUPST BT XFMM BT NBLJOH BEKVTUNFOUT UP UIF QPMJDJFT BOEQSPDFEVSFT NQSPWJOHUIFDPNQFUFODFPGIVNBOSFTPVSDFTJOPSEFSUP TVQQPSUCVTJOFTTBDUJWJUJFT WBMVBUJPOPOUIFJODSFBTFPGFNQMPZFFTTUBOEBSEPGMJWJOH JOPSEFSUPNBJOUBJOBOEJNQSPWFFNQMPZFFTNPUJWBUJPO ODSFBTJOHSFXBSEBOEQVOJTINFOUJOUIFmFMEPG3 NQSPWJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNTUIBUTVQQPSU UIF CBOLT CVTJOFTT BDUJWJUJFT JO B TUSVDUVSFE BOE TVTUBJOBCMFNBOOFS ODPVSBHFUIFDSFBUJPOPGBNPSFFGmDJFOUBOEFGGFDUJWF XPSL QSPDFTTFT JO UIF mFME PG USBOTGPSNBUJPODIBOHF NBOBHFNFOU NQMFNFOUBUJPOPGDPSQPSBUFWBMVFTJOUIFCBOLTCVTJOFTT QSPDFTTFTBOEPQFSBUJPOT TTPDJBUFE XJUI UIF EFWFMPQNFOU PG mOBODJBM TFSWJDFT TUSBUFHJDQPMJDZQMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF ODSFBTJOH SFNJUUBODF USBEF mOBODF BOE TFSWJDFT USBOTBDUJPOT ODSFBTJOHDVTUPEJBMTFSWJDFTBTXFMMBTUSVTUFFTFSWJDFT ODSFBTFPGXFBMUINBOBHFNFOUQSPEVDUTBMFTUISPVHIUIF EFWFMPQNFOUPGBOJOUFHSBUFENBSLFUJOHTUSBUFHZ FWFMPQNFOU PG DSFEJU DBSE QSPEVDU TFSWJDFT CZ DP CSBOEJOHBTXFMMBTFCJUWJTBDBSE FWFMPQNFOU PG CBOL bjb EFMJWFSZ DIBOOFM UP JNQSPWF FCBOLJOHUSBOTBDUJPOTFSWJDFTGPSDVTUPNFST 0QUJNJ[BUJPO PG DBQJUBM NBSLFU JOTUSVNFOUT GPSFJHO FYDIBOHFBOEEFSJWBUJWFT YQBOEBOEEFWFMPQOFUXPSLTBTXFMMBTDPPQFSBUJPOXJUI DPSSFTQPOEFOUCBOLTBOEOPOCBOLmOBODJBMJOTUJUVUJPOTUP TVQQPSUUIFCVTJOFTTEFWFMPQNFOUPGCBOL bjb 246 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 5FSLBJU EFOHBO QFOHFNCBOHBO CJEBOH QFMBQPSBO EBO QFOHFOEBMJBOCJBZB SFODBOBLFCJKBLBOTUSBUFHJTZBOHBLBO EJJNQMFNFOUBTJLBOEJBOUBSBOZB 4UBOEBSEJTBTJQFOZVTVOBOMBQPSBOLFVBOHBOZBOHEBQBU NFNFOVIJVOTVSLFBLVSBUBOEBOUFQBUXBLUV 1FOJOHLBUBO BLVSBTJ EBUB EBO JOGPSNBTJ QFSGPSNB CBOL bjb CBHJNBOBKFNFO mTJFOTJCJBZBPQFSBTJPOBM 1FOJOHLBUBO GVOHTJ Cost Center TFCBHBJ NPOJUPSJOH QFOHFMVBSBOCJBZBNBTJOHNBTJOHJWJTJ6OJU,FSKBVOUVL NFOEVLVOHQFOHFOEBMJBOCJBZB 5FSLBJU EFOHBO .BOBKFNFO 3JTJLP EBO Credit Risk Review SFODBOBLFCJKBLBOTUSBUFHJTZBOHBLBOEJJNQMFNFOUBTJLBOEJ BOUBSBOZB 1FOHFNCBOHBOEBOQFOHFMPMBBOLFCJKBLBOEBOQSPTFEVS .BOBKFNFO3JTJLPTFSUBNFOZVTVOEBONFOHFNCBOHLBO QSPmMSJTJLPCBOL .FMBLTBOBLBO GVOHTJ four eyes principles EBMBN QSPTFT QFNCFSJBOLSFEJU .FOHFMPMB EBO NFOHFNCBOHLBO TUBOEBSTUBOEBS QFOHVLVSBOSJTJLPLSFEJU 5FSLBJU EFOHBO 1FOHBXBTBO OUFSOBM VLVN EBO ,FQBUVIBO BOL SFODBOB LFCJKBLBO TUSBUFHJT ZBOH BLBO EJJNQMFNFOUBTJLBOEJBOUBSBOZB .FNCFSJLBO assurance BUBT UFSDJQUBOZB LFUBBUBO QFSVTBIBBO UFSIBEBQ LFUFOUVBO JOUFSOBM EBO LFQBUVIBO CBOLUFSIBEBQLFUFOUVBOFLTUFSOBM 1FOJOHLBUBO QFSBO VEJU OUFSOBM TFCBHBJ strategic business partner CBHJ NBOBKFNFO EBO TFMVSVI KBKBSBO CBOLEBMBNSBOHLBNFODBQBJUVKVBO .FNBTUJLBOQSPEVLEBOLFHJBUBOPQFSBTJPOBMCBOLTFTVBJ EFOHBOLFUFOUVBOZBOHCFSMBLV 1FOJOHLBUBOPQUJNBMJTBTJ QFMBZBOBO QFNCFSJBO CBOUVBO IVLVN LPOTVMUBTJEBOQFOEBNQJOHBO .FXVKVELBO UFSMBLTBOBOZB CVEBZB LFQBUVIBO QBEB TFNVB UJOHLBUBO PSHBOJTBTJ UFSNBTVL LFTBEBSBO BUBT SJTJLP Risk Awareness PROSPEK USAHA TTPDJBUFEXJUIUIFEFWFMPQNFOUPGSFQPSUJOHBOEDPTUDPOUSPM TUSBUFHJDQPMJDZQMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF 4UBOEBSEJ[F UIF QSFQBSBUJPO PG mOBODJBM TUBUFNFOUT UIBU DBONFFUUIFBDDVSBDZBOEUJNFMZFMFNFOU ODSFBTF BDDVSBDZ PG EBUB BOE JOGPSNBUJPO PG CBOL bjb QFSGPSNBODFGPSUIFNBOBHFNFOU 0QFSBUJPOBMDPTUFGmDJFODZ ODSFBTJOHUIFGVODUJPOPGUIFPTUFOUFSBTUIFTVQFSWJTPS PGFYQFOEJUVSFTPGFBDIJWJTJPO8PSL6OJUUPTVQQPSUDPTU DPOUSPM TTPDJBUFE XJUI 3JTL .BOBHFNFOU BOE SFEJU 3JTL 3FWJFX TUSBUFHJDQPMJDZQMBOXIJDIXJMMCFJNQMFNFOUFEJODMVEF FWFMPQNFOU BOE NBOBHFNFOU PG 3JTL .BOBHFNFOU QPMJDJFTBOEQSPDFEVSFTBTXFMMBTUPQSFQBSFBOEEFWFMPQ UIFCBOLTSJTLQSPm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bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BUSINESS PROSPECTS 5FSLBJU EFOHBO VCVOHBO EFOHBO OWFTUPS ,PNVOJLBTJ EBO 1SPNPTJ SFODBOB LFCJKBLBO TUSBUFHJT ZBOH BLBO EJJNQMFNFOUBTJLBOEJBOUBSBOZB 1FOJOHLBUBOLPNVOJLBTJ LFSKBTBNBEBOMBZBOBOLFQBEB DBMPOJOWFTUPSEBOJOWFTUPS .FOJOHLBULBO Brand Awareness CBOL bjb LFQBEB NBTZBSBLBU 5FSLBJUEFOHBOFOUJUBTBOBL SFODBOBLFCJKBLBOTUSBUFHJTZBOH BLBO EJJNQMFNFOUBTJLBO EJ BOUBSBOZB BEBMBI NFOEPSPOH NFNCJOBEBONFOJOHLBULBOLJOFSKBBOBLQFSVTBIBBO TTPDJBUFE XJUI OWFTUPS 3FMBUJPOT PNNVOJDBUJPOT BOE 1SPNPUJPO TUSBUFHJD QPMJDZ QMBO XIJDI XJMM CF JNQMFNFOUFE JODMVEF NQSPWFE DPNNVOJDBUJPO DPMMBCPSBUJPO BOE TFSWJDFT UP QSPTQFDUJWFJOWFTUPSTBOEJOWFTUPST ODSFBTJOHSBOEXBSFOFTTPGCBOL bjb UPUIFQVCMJD TTPDJBUFEXJUITVCTJEJBSJFT TUSBUFHJDQPMJDZQMBOXIJDIXJMM CFJNQMFNFOUFEBSFUPFODPVSBHF UPEFWFMPQBOEUPJNQSPWF UIFQFSGPSNBODFPGTVCTJEJBSJFT 248 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TINJAUAN PENDUKUNG BISNIS SUPPORTING BUSINESS REVIEW 249 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data BMBN NFOKBMBOLBO VTBIBOZB CBOL bjb UJEBL UFSMFQBT EBSJ LFUFSTFEJBBO TVNCFS EBZB NBOVTJB ZBOH NFNBEBJ CBJL EBSJTFHJKVNMBINBVQVOLVBMJUBTOZBFOHBOTVNCFSEBZB NBOVTJB ZBOH IBOEBM EBO LPNQFUFO TFSUB EJEVLVOH PMFI QFOHVBTBBOUFLOPMPHJUFSCBSVEBONPEFSO BLUJWJUBTQFLFSKBO 1FSTFSPBO EBQBU CFSKBMBO EFOHBO MFCJI FGFLUJG EBO FmTJFO TFIJOHHBQFODBQBJBOUBSHFULJOFSKBTFDBSBLFTFMVSVIBOEBQBU EJSBJIEFOHBOCBJL6OUVLEBQBUNFNFOVIJLFCVUVIBOUFSTFCVU EJQFSMVLBO QSPTFT ZBOH UFSFODBOB EBO CFSLFTJOBNCVOHBO TFIJOHHB OBOUJOZB EBQBU EJIBTJMLBO JOTBOJOTBO ZBOH UJEBL IBOZBNFNJMJLJLFDBLBQBOZBOHIBOEBMOBNVOKVHBNFNJMJLJ attitude ZBOH CBJL FOHBO EFNJLJBO LFHJBUBO PQFSBTJPOBM 1FSTFSPBOEBQBUCFSKBMBOTFDBSBMBODBS LVBMJUBTMBZBOBOZBOH EJCFSJLBOCBOL bjb QVOEBQBUUFSKBHBLFTJOBNCVOHBOOZB 1FODBQBJBOQFSUVNCVIBOZBOHTFNBLJOCFTBS KVHBCFSBLJCBU QBEBTFNBLJOCFTBSOZB customer base ZBOHEJNJMJLJBOL FOHBO CFSBHBN KVNMBI OBTBCBI EBO CFSBOFLB SBHBN LFCVUVIBONFSFLBZBOHLJBOLPNQMFLTIBSVTCJTBEJUBOHBOJ EFOHBOLFOZBNBOBOEBOLFDFQBUBOZBOHTFUBSBLVBMJUBTOZB ,FCFSBEBBO UFLOPMPHJ JOGPSNBTJ ZBOH UFQBU HVOB TBOHBU NFNFHBOH QFSBOBO QFOUJOH 5FSTFEJBOZB CFSCBHBJ TJTUFN UFLOPMPHJEFOHBOTFHBMBLFMFCJIBOOZBIBSVTCJTBEJDFSNBUJ TFDBSB CBJL BOL IBSVT NBNQV NFOFUBQLBO TJTUFN UFLOPMPHJ JOGPSNBTJ ZBOH TFTVBJ EFOHBO LFCVUVIBOOZB OGSBTUSVLUVS EJCBOHVO CFSEBTBSLBO LFQFSMVBO TFIJOHHB QFOHFNCBOHBOOZBLFEFQBOEBQBUEJMBLVLBOTFDBSBFmTJFO EBOUJEBLNFOHHBOHHVPQFSBTJPOBMBOL O DPOEVDUJOH JUT CVTJOFTT UIF CBOL bjb OPU JOEFQFOEFOU PG UIF BWBJMBCJMJUZ PG BEFRVBUF IVNBO SFTPVSDFT CPUI JO UFSNT PG RVBOUJUZ BOE RVBMJUZ 8JUI UIF IVNBO SFTPVSDFT UIBUBSFSFMJBCMFBOEDPNQFUFOU BOETVQQPSUFECZUIFMBUFTU UFDIOPMPHZ BOE NPEFSO NBTUFSZ KPC SFUFOUJPO BDUJWJUJFT PG UIFPNQBOZDBOCFSVONPSFFGGFDUJWFMZBOEFGmDJFOUMZ TP UIBUUIFPWFSBMMBDIJFWFNFOUPGQFSGPSNBODFUBSHFUTDBOCF BDIJFWFE XJUI FJUIFS 5P NFFU UIFTF OFFET UIF OFDFTTBSZ QSPDFTT PG QMBOOFE BOE TVTUBJOBCMF TP UIBU MBUFS DBO CF HFOFSBUFECFJOHTXIPOPUPOMZIBWFUIFTLJMMTUIBUBSFSFMJBCMF CVU BMTP IBT B HPPE BUUJUVEF DDPSEJOHMZ UIF PNQBOZT PQFSBUJPOTDBOSVOTNPPUIMZ UIFRVBMJUZPGTFSWJDFTQSPWJEFE CBOL bjb DPOUJOVJUZDBOCFNBJOUBJOFE 5IFBDIJFWFNFOUPGHSFBUFSHSPXUI IBTBMTPSFTVMUFEJOUIF HSPXJOH DVTUPNFS CBTF IFME CZ UIF BOL 8JUI B EJWFSTF DVTUPNFSCBTFBOEEJWFSTFOFFETPGUIFJSDPNQMFYTIPVMECF IBOEMFEXJUIUIFDPOWFOJFODFBOETQFFEPGFRVJWBMFOURVBMJUZ 5IFFYJTUFODFPGBQQSPQSJBUFJOGPSNBUJPOUFDIOPMPHZQMBZTBO JNQPSUBOU SPMF 5IF BWBJMBCJMJUZ PG B XJEF SBOHF PG TZTUFNT UFDIOPMPHZXJUIBMMUIFCFOFmUTTIPVMECFFYBNJOFEBTXFMM BOLT NVTU CF BCMF UP FTUBCMJTI JOGPSNBUJPO UFDIOPMPHZ TZTUFNTUIBUmUUIFJSOFFETOGSBTUSVDUVSFJTCVJMUPOQVSQPTF TPUIBUGVUVSFEFWFMPQNFOUDBOCFDBSSJFEPVUFGmDJFOUMZBOE EPFTOPUJOUFSGFSFXJUIPQFSBUJPOTPGUIFBOL FUNCTIONAL REVIEW TINJAUAN FUNGSIONAL 250 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO SUMBER DAYA MANUSIA HUMAN RESOURCES 251 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Perencanaan SDM BMBN NFOHIBEBQJ QFSTBJOHBO +BTB 1FSCBOLBO ZBOH TFNBLJOLFUBUEJQFSMVLBOTVBUVQFSTJBQBOEBOQFSFODBOBBO ZBOH NBUBOH UFSLBJU EFOHBO QFOJOHLBUBO LPNQFUFOTJ QFHBXBJ VOUVL NFOKBEJ TFNBLJO CFSLVBMJUBT QSPGFTJPOBM FOHBO UVKVBO NFODJQUBLBO MBZBOBO ZBOH UFSCBJL LFQBEB TFUJBQOBTBCBI CBOL bjb NFNQPTJTJLBOQFOJOHLBUBOLVBMJUBT 4VNCFS BZB .BOVTJB TFCBHBJ TBMBI TBUV QSJPSJUBT VUBNB VOUVLNFOVOKBOHLFHJBUBOPQFSBTJPOBMQFSVTBIBBO BMJOJEJMBLVLBOVOUVLNFNQFSPMFISBTBQFSDBZBEBOMPZBMJUBT OBTBCBIUFSIBEBQQFSVTBIBBO6OUVLJUVCBOL bjb TFOBOUJBTB NFNQSJPSJUBTLBO VQBZBVQBZB QFOJOHLBUBO LPNQFUFOTJ EBO LFBIMJBOCBHJTFMVSVILBSZBXBOOZBBHBSEBQBUCFSQFSBOBLUJG EBMBNQFSUVNCVIBOCJTOJTQFSVTBIBBO 6QBZBQFSFODBOBBOEBOQFOHFMPMBBO4VNCFSBZB.BOVTJB EJMBLVLBO NFMBMVJ QSPHSBN ZBOH CFSLFTJOBNCVOHBO EJNVMBJ EBSJ QSPTFT SFLSVUNFO IJOHHB QFHBXBJ CFSLBSZB EBO NFNBTVLJTFUJBQUBIBQBOKFOKBOHLBSJSEJCBOL bjb 1FSFODBOBBO 4VNCFS BZB .BOVTJB EJEVLVOH PMFI LFCJKBLBO EBO QFMBLTBOBBO recruitment, career path EBO job grading TFSUB EJEVLVOH PMFI QSPHSBN 1FOEJEJLBO 1FMBUJIBOZBOHNFOEVLVOHCJTOJTBOLTFDBSBUFSBUVSEBO CFSLFTJOBNCVOHBO 1FSFODBOBBO 4VNCFS BZB .BOVTJB CFSTJOFSHJ EFOHBO TJTUFN QFOEJEJLBO EBO QFMBUJIBO QFHBXBJ EBO EJTFTVBJLBO EFOHBO LPOEJTJ NBVQVO LFNBNQVBO QFSVTBIBBO TFSUB UVOUVUBOQFSLFNCBOHBOJMNVQFOHFUBIVBOEBOUFLOPMPHJZBOH EJCVUVILBOBOLTBBUJOJNBVQVONBTBZBOHBLBOEBUBOH Human Resources Planning O GBDJOH BO JODSFBTJOHMZ mFSDF DPNQFUJUJPO PG BOLJOH 4FSWJDFT BDBSFGVMQSFQBSBUJPOBOEQMBOOJOHBTTPDJBUFEXJUI JODSFBTJOHFNQMPZFFDPNQFUFODFUPCFDPNFNPSFRVBMJmFE BOEQSPGFTTJPOBMJTSFRVJSFE8JUIUIFHPBMPGDSFBUJOHUIFCFTU TFSWJDFUPFWFSZDVTUPNFS CBOL bjb QPTJUJPOTUIFJNQSPWFNFOU PG VNBO 3FTPVSDFT RVBMJUZ BT POF PG UIF UPQ QSJPSJUJFT UP TVQQPSUUIFPQFSBUJPOBMBDUJWJUJFTPGUIFDPNQBOZ 5IJT JT DPOEVDUFE UP HBJO B TFOTF PG DVTUPNFST USVTU BOE MPZBMUZ UPXBSET UIF DPNQBOZ 5IFSFGPSF CBOL bjb BMXBZT QSJPSJUJ[FFGGPSUTUPJNQSPWFUIFDPNQFUFODFBOEFYQFSUJTFPG BMM PG JUT FNQMPZFFT UP CF BCMF UP QMBZ BO BDUJWF SPMF JO UIF HSPXUIPGUIFDPNQBOZTCVTJOFTT VNBOO 3FTPVSDFT QMBOOJOH BOE NBOBHFNFOU FGGPSUT BSF DBSSJFEPVUUISPVHIBDPOUJOVPVTQSPHSBNCFHJOOJOHGSPNUIF SFDSVJUNFOU QSPDFTT VOUJM UIF FNQMPZFF XPSLT BOE FOUFSJOH FBDIDBSFFSTUBHFBUCBOL bjb VNBO 3FTPVSDF 1MBOOJOH JT TVQQPSUFE CZ QPMJDJFT BOE JNQMFNFOUBUJPOPGSFDSVJUNFOU DBSFFSQBUIT BOEKPCHSBEJOH BTXFMMBTTVQQPSUFECZUIFEVDBUJPO5SBJOJOHQSPHSBNT UIBUTVQQPSUUIFBOLTCVTJOFTTSFHVMBSMZBOEDPOUJOVPVTMZ VNBO 3FTPVSDF 1MBOOJOH JT JO TZOFSHZ XJUI UIF TZTUFN PG FNQMPZFF FEVDBUJPO BOE USBJOJOH BOE BEBQUFE UP UIF DPOEJUJPOT BOE UIF BCJMJUZ PG UIF DPNQBOZ BT XFMM BT UIF EFNBOETPGTDJFOUJmDBOEUFDIOPMPHJDBMEFWFMPQNFOUTGPSUIF BOLTDVSSFOUBOEGVUVSFSFRVJSFNFOUT 252 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO SUMBER DAYA MANUSIA Rekrutmen 3FLSVUNFO CBOL bjb TFCBHBJ QSPTFT QFOHBEBBO 4VNCFS BZB .BOVTJB 4. EJMBLVLBO TFDBSB UFSFODBOB EFNJ NFOEBQBULBO4.CFSLVBMJUBTEBOQSPGFTJPOBMBMJUVTFKBMBO EFOHBOLFCVUVIBOBLBOQFSUVNCVIBOCBOL bjb ZBOHCFHJUV QFTBU 1SPHSBNSFLSVUNFOEJUBIVOBEBMBITFCBHBJCFSJLVU t 3FLSVUNFO fresh graduate 3FLSVUNFO JOJ NFSVQBLBO UFOBHB LFSKB CBSV MVMVT QFSHVSVBOUJOHHJEFOHBOTUBUVTQFHBXBJOPOQFOEJEJLBO 4FMBNB UBIVO JWJTJ 4. UFMBI NFOHBEBLBO SFLSVUNFO UFOBHB fresh graduate EBO NFOKBSJOH UFOBHB 5FSNBTVL EJ BOUBSBOZB UFOBHB BMJI EBZB CBOL bjb ZBOH EJBOHLBU NFOKBEJ DBMPO QFHBXBJ UFUBQ NFMBMVJKBMVSSFLSVUNFOJOUFSOBMCBOL bjb t 3FLSVUNFO Individual Hire 3FLSVUNFO JOJ NFSVQBLBO QFOHBEBBO UFOBHB CFSQFOHBMBNBO QBEB CJEBOH QFLFSKBBO UFSUFOUV ZBOH EJTFMBSBTLBOEFOHBOLFCVUVIBOQFODBQBJBOLJOFSKBCBOL bjb 3FLSVUNFO UBIVO UFMBI NFOKBSJOH UFOBHB individual hire Pengelolaan Kinerja 1FSTFSPBO TFOBOUJBTB NFMBLVLBO monitoring UJOHLBU QFODBQBJBOBUBVLFCFSIBTJMBOQFHBXBJBUBVJOEJLBUPSJOEJLBUPS TBTBSBOLFSKB goal setting ZBOHEJTVTVOHVOBNFOEVLVOH QFODBQBJBO TUSBUFHJ CBOL QFOJOHLBUBO QSPEVLUJWJUBT LFSKB TFSUB QFOHFNCBOHBO LBSJS QFHBXBJ EBO QFOHFMPMBBO SJTJLP UFSLBJU EFOHBO QSPTFT LFSKB QBEB TFUJBQ KBCBUBO QFHBXBJ 1FMBLTBOBBO FWBMVBTJ LJOFSKB QFHBXBJ EJMBLTBOBLBO TFDBSB QFSJPEJLQBEBTFUJBQUSJXVMBO Budaya kerja BMBNSBOHLBNFOEVLVOHQFODBQBJBOWJTJEBONJTJCBOL bjb NFOKBEJCBOLUFSCFTBSEBOCFSLJOFSKBCBJLEJOEPOFTJB CBOL bjb UFMBINFMBLVLBOCFCFSBQBQFSVCBIBO TBMBITBUVOZB QFSVCBIBOCVEBZBQFSVTBIBBOVEBZBQFSVTBIBBOUFSTFCVU NFODFSNJOLBO TFNBOHBU CBOL bjb EBMBN NFOHIBEBQJ QFSTBJOHBO QFSCBOLBO ZBOH TFNBLJO LFUBU EBO EJOBNJT JMBJOJMBJCVEBZBQFSVTBIBBO corporate values ZBOHUFMBI EJSVNVTLBO ZBJUV 0 4135 ZBOH NFSVQBLBO QFSXVKVEBO EBSJ Service Excellence Professionalism Integrity, Respect, Intelligence, Trust ZBOHEJKBCBSLBOEBMBNQFSJMBLVVUBNB Recruitment CBOL bjb SFDSVJUNFOUBTUIFQSPDFTTPGQSPDVSFNFOUPGIVNBO SFTPVSDFT 3 JTDPOEVDUFEJOBQMBOOFENBOOFSJOPSEFSUP HFURVBMJUZBOEQSPGFTTJPOBMIVNBOSFTPVSDFT5IJTJTJOMJOF XJUICBOL bjb TSBQJEOFFEGPSHSPXUI 5IFSFDSVJUNFOUQSPHSBNJTBTGPMMPXT t SFTISBEVBUF3FDSVJUNFOU 5IJT SFDSVJUNFOU JT UIF QSPWJTJPO PG OFX FNQMPZFFT SFDFOUMZ HSBEVBUFE GSPN VOJWFSTJUZ XJUI OPOFEVDBUJPO FNQMPZFFT TUBUVT VSJOH UIF VNBO 3FTPVSDFT JWJTJPODPOEVDUFEUIFSFDSVJUNFOUPGGSFTIHSBEVBUFTBOE SFDSVJUFE QFSTPOOFMTNPOHUIFN QFSTPOOFM XFSF PVUTPVSDJOH QFSTPOOFMT XIP XFSF TFMFDUFE UP CFDPNFQFSNBOFOUFNQMPZFFTUISPVHICBOL bjb TJOUFSOBM SFDSVJUNFOU t OEJWJEVBMJSF3FDSVJUNFOU 5IJTSFDSVJUNFOUJTUIFQSPWJTJPOPGFYQFSJFODFEFNQMPZFFT JO DFSUBJO KPC mFMET BMJHOFE XJUI CBOL bjb T OFFET UP BDIJFWF QFSGPSNBODF O CBOL bjb SFDSVJUFE JOEJWJEVBMIJSFFNQMPZFFT Performance Management 5IFPNQBOZDPOUJOVFTUPNFBTVSFUIFMFWFMPGBDIJFWFNFOU PS TVDDFTT PG FNQMPZFFT PS HPBM TFUUJOH JOEJDBUPST UIBU BSF EFWFMPQFEUPTVQQPSUUIFBDIJFWFNFOUPGUIFCBOLTTUSBUFHZ JODSFBTF JO XPSL QSPEVDUJWJUZ BT XFMM BT FNQMPZFF DBSFFS EFWFMPQNFOUBOESJTLNBOBHFNFOUBTTPDJBUFEXJUIUIFXPSL QSPDFTT BU FWFSZ FNQMPZFF QPTJUJPO 5IF JNQMFNFOUBUJPO PG FNQMPZFF QFSGPSNBODF FWBMVBUJPO JT DPOEVDUFE QFSJPEJDBMMZ POBRVBSUFSMZCBTJT Work Culture OPSEFSUPTVQQPSUUIFBDIJFWFNFOUPGUIFWJTJPOBOENJTTJPO PG CBOL bjb UP CFDPNF UIF CJHHFTU CBOL XJUI HPPE QFSGPSNBODFJOOEPOFTJB CBOL bjb IBTVOEFSUBLFOTFWFSBM DIBOHFT POF PG XIJDI JT UIF DIBOHF JO DPSQPSBUF DVMUVSF 5IFDPSQPSBUFDVMUVSFSFnFDUTUIFTQJSJUPGCBOL bjb JOGBDJOH CBOLJOH DPNQFUJUJPO XIJDI JT HFUUJOH UPVHIFS BOE NPSF EZOBNJD5IFDPSQPSBUFWBMVFTXIJDIIBWFCFFOGPSNVMBUFE OBNFMZ 0 4135 XIJDI JT UIF FNCPEJNFOU PG 4FSWJDF YDFMMFODF 1SPGFTTJPOBMJTN OUFHSJUZ 3FTQFDU OUFMMJHFODF 5SVTU UIBUBSFEFTDSJCFEJONBKPSCFIBWJPST 253 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data HUMAN RESOURCES Perilaku UtamaPrimary Behaviour Penjelasan Description

1. Ramah, tulus, kekeluargaan

Friendly, sincere, familiarity Merupakan ciri khas bank bjb dalam berkomunikasi dengan pihak lain, baik dengan nasabah, shareholder, masyarakat maupun antar pegawai. Seluruh jajaran organisasi berkomunikasi secara ramah dan santun, membantu dengan tulus dan ikhlas, serta menjalin hubungan dengan baik dan kekeluargaan. SF DIBSBDUFSJTUJD CKC CBOL JO DPNNVOJDBUJOH XJUI PUIFST CPUI XJUI DVTUPNFST TIBSFIPMEFST DPNNVOJUJFT BOE BNPOH FNQMPZFFT 5IF XIPMFSBOHFPGPSHBOJ[BUJPOTDPNNVOJDBUFGSJFOEMZBOEQPMJUF IFMQJOH XJUIUIFTJODFSFBOEIPOFTU BOEHPPESFMBUJPOTIJQTXJUIGBNJMZ

2. Selalu memberikan pelayanan prima

Always provide excellent service Senantiasa memberikan pelayanan yang terbaik kepada nasabah dengan cara memahami dan menerapkan standar pelayanan bank bjb dengan baik dalam setiap aktivitas operasional. MXBZT QSPWJEF UIF CFTU TFSWJDF UP DVTUPNFST CZ VOEFSTUBOEJOH BOE JNQMFNFOUJOHTFSWJDFTUBOEBSET bjb CBOLXFMMJOBOZPQFSBUJPOBMBDUJWJUZ

3. Cepat, tepat, akurat

Fast, precise, accurate Sebagai bankir yang professional, setiap pekerjaan dilakukan dengan cepat sesuai dengan time schedule, menggunakan carametode yang tepat sesuai dengan tujuan dan peruntukannya, serta meminimalisir tingkat kesalahan baik dalam proses pekerjaan maupun hasil pekerjaan melalui ketelitian. TBQSPGFTTJPOBMCBOLFS FWFSZKPCEPOFRVJDLMZJOBDDPSEBODFXJUIUIF UJNFTDIFEVMF VTJOHUIFNFBOTNFUIPETBQQSPQSJBUFUPUIFPCKFDUJWFT BOEQVSQPTFT BTXFMMBTUPNJOJNJ[FUIFFSSPSSBUFCPUIJOUIFQSPDFTTPG XPSLBOEUIFXPSLUISPVHISJHPS

4. Kompeten dan bertanggung jawab

Competent and responsible Setiap pekerjaan, baik itu pekerjaan besar ataupun kecil, sulit ataupun mudah, selalu dikerjakan dengan memanfaatkan kompetensi yang ada di dalam diri masing-masing secara optimal dan dengan penuh rasa tanggung jawab. WFSZKPC XIFUIFSTNBMMPSMBSHFKPC EJGmDVMUPSFBTZ JTBMXBZTEPOF CZMFWFSBHJOHFYJTUJOHDPNQFUFODJFTXJUIJOFBDIPQUJNBMMZBOEXJUIB TFOTFPGSFTQPOTJCJMJUZ

5. Memahami dan melaksanakan

ketentuan perusahaan Understand and implement the provisions of the company Memahami dan melaksanakan seluruh pedoman dan ketentuan yang berlaku dengan baik sehingga setiap pekerjaan dilaksanakan sesuai dengan prosedur dan tidak melanggar peraturan. 6OEFSTUBOEBOEJNQMFNFOUBMMUIFHVJEFMJOFTBOEDPOEJUJPOTBQQMJDBCMF UP UIF HPPE TP UIBU BOZ XPSL JT DBSSJFE PVU JO BDDPSEBODF XJUI UIF QSPDFEVSFBOEEPFTOPUWJPMBUFUIFSVMFT

6. Konsisten, disiplin dan penuh

semangat Consistent , disciplined and passionate Selalu bekerja dengan disiplin, konsisten dalam melaksanakan setiap ketentuan bank dan penuh semangat dalam menghadapi tantangan. MXBZTXPSLXJUIEJTDJQMJOF DPOTJTUFOUJODBSSZJOHPVUBOZQSPWJTJPOPG CBOLBOEWJHPSPVTMZJOUIFGBDFPGDIBMMFOHFT

7. Menjaga citra Bank melalui perilaku

terpuji dan menjunjung tinggi etika .HHSLQJWKHDQN¶VLPDJHWKURXJK commendable behavior and ethics Setiap pegawai berperilaku terpuji, tidak melanggar norma dan ketentuan yang berlaku dan menjunjung tinggi kode etik perbankan. WFSZFNQMPZFFBDUUSVUIGVMMZ EJEOPUWJPMBUFUIFOPSNTBOESFHVMBUJPOT BOEVQIPMEUIFDPEFPGDPOEVDUCBOLJOH

8. Fokus pada nasabah

Focus on customers Menghormati dan perhatian kepada nasabah, senantiasa menjadikan nasabah sebagai mitra utama yang perlu diberikan layanan prima dan membantu memberikan solusi kepada nasabah. 3FTQFDU BOE DBSF GPS DVTUPNFST BMXBZT SFHBSE DVTUPNFST BT NBJO QBSUOFS XIP TIPVME CF HJWFO FYDFMMFOU TFSWJDFT BOE IFMQ QSPWJEJOH TPMVUJPOTUPDVTUPNFST

9. Peduli pada lingkungan

Care for the environment Memberikan kontribusi positif kepada lingkungan baik kepada masyarakat maupun kepada lingkungan hidup. Setiap pegawai memberikan perhatian terhadap masalah yang terjadi di lingkungan dan memberikan kontribusi positif dengan cara membantu memecahkan masalah. .BLF B QPTJUJWF DPOUSJCVUJPO UP UIF FOWJSPONFOU UP UIF DPNNVOJUZ PS UPUIFFOWJSPONFOUWFSZFNQMPZFFQBZBUUFOUJPOUPUIFQSPCMFNTUIBU PDDVSJOUIFFOWJSPONFOUBOENBLFBQPTJUJWFDPOUSJCVUJPOCZIFMQJOHUP TPMWFUIFQSPCMFN

10. Selalu memberikan solusi yang terbaik

Always provide the best solution Senantiasa bekerja dan berpikir untuk memecahkan masalah menggunakan akal pikiran yang sehat sehingga diperoleh solusi terbaik. MXBZTXPSLJOHBOEUIJOLJOHUPTPMWFQSPCMFNTVTJOHIFBMUIZNJOETJO PSEFSUPPCUBJOUIFCFTUTPMVUJPO

11. Berkeinginan kuat untuk

mengembangkan diri Strong desire to develop themselves Selalu berusaha memperluas wawasan, pengetahuan dan keterampilan kerja sebagai kontribusi terbaik demi kemajuan bank bjb MXBZT USZJOH UP CSPBEFO IPSJ[POT LOPXMFEHF BOE XPSL TLJMMT BT UIF CFTUDPOUSJCVUJPOUPUIFQSPHSFTTPGCBOLT bjb 12. Menyukai perubahan yang positif Liked positive change Selalu bersifat terbuka terhadap perubahan yang muncul dan berpikiran positif positif thinking MXBZTCFPQFOUPDIBOHFTUIBUBSJTFBOEQPTJUJWFUIJOLJOH

13. Menumbuhkan Transparansi, Kebersamaan dan

Kerja sama yang sehat Fostering Transparency , Mutual Cooperation and healthy Senantiasa jujur, saling percaya, saling mendukung dan membangun kerja sama tim yang kuat dan sehat. MXBZTIPOFTU NVUVBMUSVTU NVUVBMTVQQPSUBOECVJMETUSPOHUFBNXPSL BOEIFBMUIZ

14. Menjaga rahasia bank dan perusahaan

0DLQWDLQWKHFRQÀGHQWLDOLW\RIEDQNV and companies Memahami dan melaksanakan semua ketentuan yang berkaitan dengan rahasia bank, rahasia perusahaan dan rahasia jabatan. 6OEFSTUBOE BOE JNQMFNFOU BMM UIF QSPWJTJPOT SFMBUFE UP CBOL DPOmEFOUJBMJUZ DPSQPSBUFDPOmEFOUJBMJUZBOEQSPGFTTJPOBMDPOmEFOUJBMJUZ EBQVOQBOEVBOVOUVLQFMBLTBOBBOCVEBZBQFSVTBIBBOJOJ UFMBIUFSTVTVOEBMBN1FEPNBOVEBZB1FSVTBIBBOCBOL bjb CBOL bjb UFMBINFMBLVLBOCFCFSBQBMBOHLBITFCBHBJVQBZB TPTJBMJTBTJ corporate values ZBOHCFSBEBEJCBXBILPPSEJOBTJ JWJTJ IBOHF .BOBHFNFOU 0GmDF 1SPTFT TPTJBMJTBTJ UFSTFCVU EJCBOUV QVMB PMFI Change Leaders EBO Change Agents ZBOHUFMBIEJUVOKVLEJTFMVSVIVOJULFSKBVOUVLEBQBU NFOTPTJBMJTBTJLBO QFSVCBIBO CVEBZB LFQBEB VOJU LFSKBOZB 5IFHVJEFMJOFTGPSUIFJNQMFNFOUBUJPOPGUIFDPSQPSBUFDVMUVSF IBTCFFOBSSBOHFEJOUIFCBOL bjb PSQPSBUFVMUVSFPEF CBOL bjb IBTQFSGPSNFETFWFSBMTUFQTJOBOFGGPSUGPSDPSQPSBUF WBMVFT TPDJBMJ[BUJPO VOEFS UIF DPPSEJOBUJPO PG UIF IBOHF .BOBHFNFOU0GmDFJWJTJPO5IFTPDJBMJ[BUJPOQSPDFTTJTBMTP BTTJTUFE CZ UIF IBOHF -FBEFST BOE IBOHF HFOUT XIP IBWFCFFOBQQPJOUFEJOBMMXPSLVOJUTUPCFBCMFUPTPDJBMJ[F DVMUVSBMDIBOHFTUPFBDIXPSLVOJU5IFQSPHSBNTUIBUIBWF 254 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO NBTJOHNBTJOH 1SPHSBNQSPHSBN ZBOH UFMBI EJMBLTBOBLBO PMFIJWJTJIBOHF.BOBHFNFOU0GmDFBOUBSBMBJO t 1FNCFOUVLBO UJN JOUFSOBMJTBTJ CVEBZB ZBOH UFSEJSJ EBSJ change sponsors DIBOHF MFBEFST change agents EBO change targets TFSUBJWJTJIBOHF.BOBHFNFOU0GmDF TFCBHBJ EJWJTJ ZBOH CFSUBOHHVOH KBXBC EBMBN QSPTFT JOUFSOBMJTBTJCVEBZBTFDBSBLFTFMVSVIBO t Training EBO TPTJBMJTBTJ LFQBEB Change Leaders Change Agents Batch EBO t 1FODFUBLBONFEJBTPTJBMJTBTJCFSVQB X banner sign wall CVLVTBLV CVLVQFEPNBO 1 EBO,BSUVPMPHSBN t 1SPHSBN QFNCBIBTBO LFUFOUVBO QFSVTBIBBO UFSNBTVL UFOUBOHCVEBZBQFSVTBIBBO EJTFMVSVIVOJULFSKBTFDBSB QFSJPEJL NJOJNBMCVMBOTFLBMJ t 4VSWFJ CVEBZB QFSVTBIBBO VOUVL NFOHFUBIVJ EBO NFOHFWBMVBTJ UJOHLBU QFOHFUBIVBO QFNBIBNBO QFSTFQTJ LFQFOUJOHBO EBO LFZBLJOBO QBSB QFHBXBJ UFSIBEBQ QSPTFT USBOTGPSNBTJ PSHBOJTBTJ EBO CVEBZB QFSVTBIBBO HBS corporate values UFSTFCVUEBQBUEJJNQMFNFOUBTJLBOPMFI TFMVSVI KBKBSBO PSHBOJTBTJ CBOL bjb EBMBN TFUJBQ BLUJWJUBT TFIBSJIBSJ NBLBBLBOEJMBLVLBOVQBZBJOUFSOBMJTBTJOJMBJOJMBJ CVEBZBNFMBMVJQSPHSBNQSPHSBNCVEBZBBOUBSBMBJO t Training MBOKVUBOCBHJ change agents EBO change leaders t Workshop Cristalizing Concept SFGPSNVMBTJ TUSBUFHJ USBOTGPSNBTJCBOL bjb t .FOEPSPOH TFUJBQ VOJU LFSKB VOUVL NFNJMJLJ QSPHSBN CVEBZB t .FOHJOUFHSBTJLBOOJMBJOJMBJCVEBZBEBMBN3TZTUFN 1SPTFTQFSVCBIBOCVEBZBCVLBOMBITVBUVIBMZBOHNVEBI OBNVO EFOHBO BEBOZB LPNJUNFO ZBOH LVBU EBSJ TFMVSVI KBKBSBOPSHBOJTBTJCBOL bjb UFSVUBNB top management NBLB CBOL bjb PQUJNJTEBQBUNFMBLVLBOUSBOTGPSNBTJEBONFODBQBJ WJTJEBONJTJOZB Strategi Ketentuan Remunerasi Karyawan 4USBUFHJ LFUFOUVBO SFNVOFSBTJ LBSZBXBO CBOL bjb TBBU JOJ EJBUVS EBMBN 4, JSFLTJ P 4,34. UBOHHBM 0LUPCFS UFOUBOH 1FSVCBIBO UBT 4VSBU ,FQVUVTBO JSFLTJ 15 BOL 1FNCBOHVOBO BFSBI +BXB BSBU EBO BOUFO PNPS 4,34. UFOUBOH 1FEPNBO 1FOHFMPMBBO1FOHIBTJMBOEBOBTJMJUBT,FQFHBXBJBO EBO4, JSFLTJP4,34.UBOHHBM0LUPCFS UFOUBOH1FEPNBOSBEJOH4ZTUFNEBO4JOHMF4BMBSZ CFFO JNQMFNFOUFE CZ UIF IBOHF .BOBHFNFOU 0GmDF JWJTJPOBSF BNPOHPUIFST t 5IF GPSNBUJPO PG DVMUVSBM JOUFSOBMJ[BUJPO UFBN DPOTJTUJOH PG DIBOHF TQPOTPST DIBOHF MFBEFST DIBOHF BHFOUT BOEDIBOHFUBSHFUT BTXFMMBTUIFIBOHF.BOBHFNFOU 0GmDFJWJTJPOBTUIFEJWJTJPOSFTQPOTJCMFGPSUIFPWFSBMM DVMUVSBMJOUFSOBMJ[BUJPOQSPDFTT t 5SBJOJOHBOETPDJBMJ[BUJPOUPIBOHF-FBEFSTIBOHF HFOUT BUDI BOE t 1SJOUJOH PG TPDJBMJ[BUJPO NFEJB JO UIF GPSNT PG 9 CBOOFS TJHOXBMM CPPLMFUT NBOVBMT 1 BOEPMPHSBNBSE t JTDVTTJPO QSPHSBN PO UIF DPNQBOZT QSPWJTJPOT JODMVEJOHPODPSQPSBUFDVMUVSF JOBMMXPSLVOJUTQFSJPEJDBMMZ BUMFBTUNPOUI t PSQPSBUF DVMUVSF TVSWFZ UP EFUFSNJOF BOE FWBMVBUF UIF MFWFM PG LOPXMFEHF VOEFSTUBOEJOH JOUFSFTU QFSDFQUJPO BOECFMJFGTPGUIFFNQMPZFFTUPXBSETUIFPSHBOJ[BUJPOBM USBOTGPSNBUJPOQSPDFTTBOEDPSQPSBUFDVMUVSF PS UIF DPSQPSBUF WBMVFT UP CF BCMF UP CF JNQMFNFOUFE UISPVHIPVU UIF CBOL bjb PSHBOJ[BUJPO JO BMM EBJMZ BDUJWJUZ DVMUVSBMWBMVFTJOUFSOBMJ[BUJPOFGGPSUTXJMMCFDPOEVDUFEUISPVHI DVMUVSBMQSPHSBNT BNPOHPUIFST t EWBODFEUSBJOJOHGPSDIBOHFBHFOUTBOEDIBOHFMFBEFST t 8PSLTIPQ SJTUBMJ[JOH PODFQU SFGPSNVMBUJOH UIF USBOTGPSNBUJPOTUSBUFHZPGCBOL bjb t ODPVSBHFBMMXPSLVOJUTUPIBWFBDVMUVSFQSPHSBN t OUFHSBUJOHDVMUVSBMWBMVFTJOUIF3TZTUFN 5IF DVMUVSBM DIBOHF QSPDFTT JT OPU B USJWJBM NBUUFS CVU XJUI B TUSPOH DPNNJUNFOU GSPN BMM MFWFMT PG UIF PSHBOJ[BUJPO FTQFDJBMMZ UIF UPQ NBOBHFNFOU PG CBOL bjb CBOL bjb JT PQUJNJTUJDUIBUJUXJMMCFBCMFUSBOGPSNBOEBDIJFWFJUTWJTJPO BOENJTTJPO Employee Remuneration Determination Strategy CBOL bjb T TUSBUFHJFT UP EFUFSNJOF FNQMPZFFT SFNVOFSBUJPO JT DVSSFOUMZ SFHVMBUFE JO UIF 0 FDSFF P 4,3 4.EBUFE0DUPCFSPOUIFNFOENFOUUPUIF FDSFFPGUIF0PG15BOL1FNCBOHVOBOBFSBI+BXB BSBUEBOBOUFOP4,34.POUIFVJEFMJOFT GPSODPNFBOEBDJMJUZ.BOBHFNFOUPG1FSTPOOFM BOE0 FDSFFP4,34.EBUFE0DUPCFSPO UIFVJEFMJOFTPGSBEJOH4ZTUFNBOE4JOHMF4BMBSZ SUMBER DAYA MANUSIA 255 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Competence Development FWFMPQNFOUPGUIFBCJMJUZPGFNQMPZFFTJTBLFZQSPWJTJPOPG SFMJBCMFIVNBOSFTPVSDFTUPNFFUUIFDIBMMFOHFTPGWBSJPVT QPTJUJPOTBOEGPSUIFBDIJFWFNFOUPGBEZOBNJDQFSGPSNBODF DVMUVSF JO UIF CBOL bjb VNBO 3FTPVSDFT JWJTJPO IBT JNQMFNFOUFEBQSPHSBNBTTFTTNFOUDPOEVDUFEQFSJPEJDBMMZ 5IF QVSQPTF PG UIJT QSPHSBN JODMVEJOH UP NFBTVSF UIF m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bjb KOMPENSASI BENEFIT COMPENSATION AND BENEFIT • Evaluasi Struktur Gaji Salary Structure Evaluation • Kenaikan Gaji Berkala Periodic Salary Adjustments • Tunjangan Kendaraan Car Allowance • Fasilitas Kesehatan Medical Allowance EMPLOYEE ENGAGEMENT • Keterikatan Emosional Emotional Engagement • Dedikasi Dedication • Konsentrasi Concentration ATRAKTIF DAN KOMPETITIF ATTRACITIVE AND COMPETITIVE • Motivasi Kerja Motivation • Mempertahankan Daya Beli Maintain Purchasing Power • Standar Hidup Layak Proper Living Standard • Sesuai Ketentuan Perundang-undangan Comply with Regulation • Kemampuan Perusahaan Company Capability BUDAYA PERUSAHAAN CORPORATE CULTURE Pengembangan Kompetensi 1FOHFNCBOHBO LFNBNQVBO LBSZBXBO NFSVQBLBO LVODJ UFSTFEJBOZB TVNCFS EBZB NBOVTJB ZBOH IBOEBM VOUVL NFOKBXBCUBOUBOHBOCFSCBHBJKBCBUBOEBOCBHJUFSDBQBJOZB CVEBZB LJOFSKB ZBOH EJOBNJT EJ CBOL bjb JWJTJ 4. UFMBI NFMBLTBOBLBO QSPHSBN assessment ZBOH EJMBLTBOBLBO TFDBSBCFSLBMB 5VKVBO EBSJ QSPHSBN JOJ EJ BOUBSBOZB VOUVL NFOHVLVS LFTFTVBJBO BOUBSB LPNQFUFOTJ ZBOH EJCVUVILBO VOUVL MFWFM KBCBUBOUFSUFOUVEFOHBOLJOFSKBZBOHEJUBNQJMLBOEBSJQFHBXBJ CFSTBOHLVUBO BTJM BOBMJTB LFTFOKBOHBO BOUBSB LFCVUVIBO EFOHBO BQB ZBOH EJUBNQJMLBO NFOKBEJ CBIBO SFLPNFOEBTJ ZBOH LFNVEJBO EJTBNQBJLBO LFQBEB JWJTJ 1FOEJEJLBO 1FMBUJIBO EBMBN NFOZVTVO TJMBCVT HVOB NFOHFNCBOHLBO LPNQFUFOTJZBOHEJCVUVILBOEBSJQFHBXBJ 4FMBJO JUV IBTJM assessment KVHB EBQBU EJKBEJLBO TFCBHBJ TBMBITBUVBMBULFQVUVTBOVOUVLNFOFUBQLBOQFOHFNCBOHBO LBSJSQFHBXBJ1FHBXBJZBOHEJOJMBJNFNJMJLJLPNQFUFOTJVOUVL NFOFNQBUJ QPTJTJ NBOBKFSJBM EJVTVMLBO VOUVL NFOFNQBUJ KBCBUBOZBOHTFTVBJEFOHBOLFNBNQVBOZBOHEJNJMJLJOZB 4FMBNBUBIVO JWJTJ4.UFMBINFOHBEBLBO assessment VOUVL job target assistant EBO senior assistant 4FMBJOLFHJBUBO UFSTFCVU EJ BUBT QBEB UBIVO UFMBI EJMBLTBOBLBO KVHB assessment talent mapping UFSIBEBQ QFHBXBJ ZBOH EJMBLVLBO EBMBN SBOHLB QFNFUBBO LFTFTVBJBO QPUFOTJ QFHBXBJ UFSIBEBQ SVNQVO KBCBUBO ZBOH EJOJMBJ NFSVQBLBO critical job EBMBNQSPTFTCJTOJTCBOL bjb HUMAN RESOURCES 256 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Kesetaraan dalam Kesempatan Berkarir dan Pengembangan Kompetensi JTFMVSVIMFWFMPSHBOJTBTJCBOL bjb TFUJBQQFHBXBJNFNJMJLJ LFTFNQBUBO ZBOH TFUBSB EBMBN QSPTFT QFOHFNCBOHBO LBSJS TFTVBJ EFOHBO LJOFSKB LPNQFUFOTJ QFOHBMBNBO EBO LSJUFSJB MBJOOZB ZBOH EJUFUBQLBO TFSUB LFTFNQBUBO EBMBN NFOEBQBULBOQFOEJEJLBOEBOQFMBUJIBO 1FOHFNCBOHBO LBSJS QFHBXBJ EBQBU EJJEFOUJmLBTJ NFMBMVJ NFUPEF assessment ZBOH EJKBEJLBO TFCBHBJ TBMBI TBUV QBSBNFUFSEBMBNQSPTFTQFOFNQBUBOQFHBXBJNFMBMVJQSPTFT NVUBTJ 4FUJBQ QFSHFSBLBO LBSJS EFOHBO UVKVBO QFOHFNCBOHBO QFHBXBJNFNQFSIBUJLBOLFTJBQBOLFDBLBQBOEBOLVBMJmLBTJ TFTVBJEFOHBOUVOUVUBOTJGBUKBCBUBOZBOHEJCVUVILBOEBMBN SBOHLBNFODBQBJUVKVBOTUSBUFHJTBOL Pendidikan dan Pelatihan JWJTJ1FOEJEJLBOEBO1FMBUJIBOUFSVTCFSLPSEJOBTJEFOHBOJWJTJ 4.EBOVOJULFSKBUFSLBJUEBMBNNFOJOHLBULBOLPNQFUFOTJ QFHBXBJQFHBXBJ EJ CBOL bjb 4FTVBJ EFOHBO 1FEPNBO 1FSTZBSBUBO1FMBUJIBO1FHBXBJCBOL bjb EBOTFTVBJ4JTUFN Grading LBNJNFNCBHJQFMBUJIBONFOKBEJUJHBLBUFHPSJ 1FMBUJIBO VUBNB ZBOH NFOKBEJ TZBSBU LFOBJLBO grade TFPSBOHQFHBXBJCBOL bjb 1FMBUJIBO UFLOJLBM CFSEBTBSLBO LPNQFUFOTJ TFTVBJ VOJU LFSKB ZBOH EJIBSBQLBO EBQBU NFOJOHLBULBO LPNQFUFOTJ TFPSBOH QFHBXBJ TFTVBJ EFOHBO job description QFLFSKBBOOZBEJMBQBOHBO 1FMBUJIBO soft skill ZBOHEJBSBILBOVOUVLQFOHFNCBOHBO EJSJQFHBXBJ WBMVBTJZBOHEJMBLVLBOPMFIJWJTJ1FOEJEJLBOEBO1FMBUJIBO BEBMBI VOUVL NFMBLVLBO quality assurance EBSJ QSPTFT QFOHFNCBOHBOTVNCFSEBZBNBOVTJBJWJTJ1FOEJEJLBOEBO 1FMBUJIBONFMBLVLBOTFCVBIQSPTFTFWBMVBTJZBOHTJTUFNBUJT BUBT QFOJOHLBUBO LPNQFUFOTJ TVNCFS EBZB NBOVTJB EJ MJOHLVOHBOCBOL bjb 1SPTFTFWBMVBTJQFOHFNCBOHBOTVNCFS EBZBNBOVTJBZBOHEJMBLVLBOJWJTJ1FOEJEJLBOEBO1FMBUJIBO UFSEJSJEBSJFNQBUUJOHLBUMFWFMZBJUVMFWFM MFWFM MFWFMEBO MFWFMZBOHEJNBOBLFFNQBUMFWFMUFSTFCVUBEBMBI reaction, learning, behavior EBO result Equality in Career Opportunity and Development of Competence UBMMMFWFMTPGUIFPSHBOJ[BUJPOPGCBOLCKC FWFSZFNQMPZFF IBTBOFRVBMPQQPSUVOJUZJOUIFDBSFFSEFWFMPQNFOUQSPDFTT JOBDDPSEBODFXJUIUIFQFSGPSNBODF DPNQFUFODF FYQFSJFODF BOEPUIFSDSJUFSJBTFUGPSUIBTXFMMBTUIFPQQPSUVOJUZUPPCUBJO FEVDBUJPOBOEUSBJOJOH NQMPZFFDBSFFSEFWFMPQNFOUDBOCFJEFOUJmFEUISPVHIUIF BTTFTTNFOU NFUIPE UIBU TFSWFT BT POF PG UIF QBSBNFUFST JO UIF QSPDFTT PG TUBGG QMBDFNFOUT UISPVHI UIF QSPDFTT PG NVUBUJPO BDIDBSFFSNPWFNFOUXJUIUIFHPBMPGFNQMPZFFEFWFMPQNFOU QBZT BUUFOUJPO UP TLJMMT BOE RVBMJmDBUJPOT SFBEJOFTT JO BDDPSEBODFXJUIUIFEFNBOETPGUIFPGmDFQPTJUJPOUIBUBSF SFRVJSFE JO PSEFS UP BDIJFWF UIF TUSBUFHJD PCKFDUJWFT PG UIF BOL Education and training 5IFEVDBUJPOBOE5SBJOJOHJWJTJPODPOUJOVFTUPDPPSEJOBUF XJUIUIFVNBO3FTPVSDFTJWJTJPOBOESFMBUFEXPSLJOHVOJUT JOJNQSPWJOHCBOL bjb FNQMPZFFTDPNQFUFODJFTDDPSEJOHUP UIFVJEFMJOFTGPSCBOL bjb NQMPZFF5SBJOJOH3FRVJSFNFOUT UISPVHI UIF SBEJOH 4ZTUFN XF DBUFHPSJ[FE USBJOJOHT JOUP UISFFDBUFHPSJFT 5IF NBJO USBJOJOH XIJDI JT B QSFSFRVJTJUF GPS HSBEF QSPNPUJPOPGCBOL bjb TFNQMPZFFT 5FDIOJDBMUSBJOJOHCBTFEPODPNQFUFODFJOBDDPSEBODF XJUI UIF XPSLJOH VOJU XIJDI JT FYQFDUFE UP JNQSPWF UIF DPNQFUFODF PG BO FNQMPZFF JO BDDPSEBODF UP UIF KPC EFTDSJQUJPOXJUIJOUIFSFMBUFEmFME 4PGUTLJMMTUSBJOJOHGPSUIFTFMGEFWFMPQNFOUPGFNQMPZFFT WBMVBUJPOTDPOEVDUFECZUIFEVDBUJPOBOE5SBJOJOHJWJTJPO JT UP QFSGPSN RVBMJUZ BTTVSBODF GSPN UIF IVNBO SFTPVSDF EFWFMPQNFOU QSPDFTT 5IF EVDBUJPO BOE 5SBJOJOH JWJTJPO DPOEVDU B TZTUFNBUJD FWBMVBUJPO QSPDFTT GPS JNQSPWJOH UIF DPNQFUFODFPGIVNBOSFTPVSDFTJOCBOL bjb 5IFFWBMVBUJPO QSPDFTTPGIVNBOSFTPVSDFEFWFMPQNFOUVOEFSUBLFOCZUIF EVDBUJPOBOE5SBJOJOHJWJTJPODPOTJTUTPGGPVSMFWFMT OBNFMZ MFWFM MFWFM MFWFMBOEMFWFMJOXIJDIUIFTFGPVSMFWFMTBSF SFBDUJPO MFBSOJOH CFIBWJPSBOESFTVMU SUMBER DAYA MANUSIA 257 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data

a. Evaluasi Training Level 1: Reaction

WBMVBTJ MFWFM JOJ NFOHVLVS UJOHLBU LFQVBTBO QFTFSUB TFUFMBI NFOHJLVUJ training 4FMBJO JUV VOUVL NFOHFUBIVJ PQJOJ EBSJ QBSB QFTFSUB NFOHFOBJ training ZBOH EJJLVUJOZB BSB ZBOH CJBTB EJMBLVLBO BEBMBI NFNJOUB QBSB QFTFSUB VOUVL NFOHJTJ TFCVBI LVFTJPOFS ZBOH CFSJTJ QFSUBOZBBOQFSUBOZBBO UFOUBOH SFBLTJ EBO LFTBO NFSFLB BUBT QFOZFMFOHHBSBBO training UFSTFCVU BMIBM ZBOHEJFWBMBTJQBEBMFWFMJOJBOUBSBMBJONFOHFOBJNBUFSJ training JOTUSVLUVS trainer GBTJMJUBTZBOHEJTFEJBLBO XBLUV QFOZFMFOHHBSBBO TFSUBNFUPEFZBOHEJHVOBLBO 4FKBVI JOJ QSPTFT FWBMVBTJ MFWFM EJMBLVLBO PMFI JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO QBEB TFUJBQ QFMBUJIBO ZBOH EJTFMFOHHBSBLBO PMFI JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO CBJL ZBOH EJTFMFOHHBSBLBO EBMBN CFOUVL in house training NBVQVOQFMBUJIBO public training EBMBNEBOMVBS OFHFSJ,IVTVTVOUVLQFOHVLVSBOQBEBQFMBUJIBOQVCMJL EJMBLVLBO EFOHBO NFOHHVOBLBO QFOEFLBUBO vendor assesment ZBJUVQFOHVLVSBOLVBMJUBT trainer NBUFSJEBO GBTJMJUBT QFMBUJIBO ZBOH EJTFMFOHHBSBLBO PMFI WFOEPS WFOEPSQFMBUJIBOEJNBOBJWJTJ1FOEJEJLBOEBO1FMBUJIBO NFOHJLVUTFSUBLBOQFHBXBJCBOL bjb EBMBNQFMBUJIBOZBOH EJTFMFOHHBSBLBOPMFI vendor-vendor QFMBUJIBOUFSTFCVU

b. Evaluasi Training Level 2: Learning

5VKVBO FWBMVBTJ UBIBQ JOJ BEBMBI NFOHVLVS TBNQBJ TFKBVI NBOB NBUFSJ ZBOH EJCFSJLBO TFMBNB QFMBUJIBO UFMBI EJQBIBNJ EJIBZBUJ EBO EJJOHBU PMFI QBSB QFTFSUB 1FOHVLVSBO CJBTBOZB EJMBLTBOBLBO EBMBN CFOUVL UFT ZBOHEJMBLVLBOTFCFMVNEBOTFTVEBI training 5JHBEPNBJOLPNQFUFOTJ knowledge, skills EBO attitudes NFSVQBLBOIBMIBMZBOHEBQBUEJCFSJLBOEBOEJVLVSEBMBN TVBUVQFMBUJIBO0MFILBSFOBOZB FWBMVBTJQBEBMFWFMJOJ KVHB NFOFLBOLBO QBEB TFCFSBQB KBVI QFNCFMBKBSBO learning QFTFSUB BUBT NBUFSJ training EBMBN LPOUFLT NFOJOHLBULBOLPNQFUFOTJNFSFLB 6OUVL NFOHFUBIVJ BQBLBI TFPSBOH QFTFSUB UFMBI NFNBIBNJ EFOHBO CBJL NBUFSJ training ZBOH EJJLVUJOZB EJMBLVLBOQFOHVKJBOTFCFMVNEBOTFTVEBI training pre- test EBO post-test EFOHBONBUFSJZBOHTBNBBUBVUJEBLKBVI CFSCFEBTFIJOHHBIBTJMOZBEBQBUEJQFSCBOEJOHLBO+JLB UFSEBQBU QFOJOHLBUBO TLPS IBTJM post-test EJCBOEJOHLBO pre-test NBLB EJZBLJOJ CBIXB QFTFSUB UFSTFCVU UFMBI NFNJMJLJ QFNBIBNBO ZBOH MFCJI CBJL TFCBHBJ EBNQBL NFOHJLVUJ training

a. Evaluation of Training Level 1: Reaction

5IJTMFWFMPGFWBMVBUJPONFBTVSFTUIFMFWFMPGTBUJTGBDUJPO PGUIFQBSUJDJQBOUTBGUFSUIFUSBJOJOHEEJUJPOBMMZ UPPCUBJO UIF PQJOJPO PG UIF QBSUJDJQBOUT SFHBSEJOH UIF USBJOJOH QBSUJDJQBUFE5IFVTVBMXBZJTUPBTLUIFQBSUJDJQBOUTUP mMM PVU B RVFTUJPOOBJSF DPOUBJOJOH RVFTUJPOT BCPVU UIFJS SFBDUJPOT BOE JNQSFTTJPOT PO UIF JNQMFNFOUBUJPO PG UIF USBJOJOH 5IJOHT UIBU DBO CF FWBMVBUFE BU UIJT MFWFM BSF BNPOH PUIFST USBJOJOH NBUFSJBMT JOTUSVDUPSTUSBJOFST GBDJMJUJFT QSPWJEFE JNQMFNFOUBUJPO UJNF BT XFMM BT UIF NFUIPETVTFE 4P GBS UIF MFWFM FWBMVBUJPO QSPDFTT JT DPOEVDUFE CZ UIF EVDBUJPO BOE 5SBJOJOH JWJTJPO PO BOZ USBJOJOH DPOEVDUFE CZ UIF EVDBUJPO BOE 5SBJOJOH JWJTJPO CPUI PSHBOJ[FE JO UIF GPSN PG JOIPVTF USBJOJOH BT XFMM BT QVCMJD USBJOJOH BU IPNF BOE PWFSTFBT 1BSUJDVMBSMZ GPS UIFBTTFTTNFOUPGQVCMJDUSBJOJOHJTDPOEVDUFECZVTJOH UIF WFOEPS BTTFTTNFOU BQQSPBDI OBNFMZ NFBTVSJOH UIF RVBMJUZ PG USBJOFST NBUFSJBMT BOE USBJOJOH GBDJMJUJFT PSHBOJ[FECZUBJOJOHWFOEPSTJOXIJDIUIFEVDBUJPOBOE 5SBJOJOHJWJTJPOJODMVEFCBOL bjb FNQMPZFFTJOUSBJOJOHT PSHBOJ[FECZUIFUSBJOJOHWFOEPST

b. Evaluation of Training Level 2: Learning

5IF PCKFDUJWF PG UIJT FWBMVBUJPO TUBHF JT UP NFBTVSF UIF FYUFOU UIF NBUFSJBM QSPWJEFE EVSJOH UIF USBJOJOH IBT CFFO VOEFSTUPPE JOUFSOBMJ[FE BOE SFNFNCFSFE CZ UIF QBSUJDJQBOUT5IFBTTFTTNFOUJTVTVBMMZDBSSJFEPVUJOUIF GPSNPGUFTUTQFSGPSNFECFGPSFBOEBGUFSUIFUSBJOJOH 5ISFF EPNBJOT PG DPNQFUFODF LOPXMFEHF TLJMMT BOE BUUJUVEFT BSF NBUUFST UIBU DBO CF QSPWJEFE BOE NFBTVSFEJOBUSBJOJOH5IFSFGPSF FWBMVBUJPOBUUIJTMFWFM BMTP FNQIBTJ[FT UIF FYUFOU PG MFBSOJOH PG QBSUJDJQBOUT PO UIF USBJOJOH NBUFSJBM JO UIF DPOUFYU PG JNQSPWJOH UIFJS DPNQFUFODF 5P EFUFSNJOF XIFUIFS B QBSUJDJQBOU IBT B HPPE VOEFSTUBOEJOH PO UIF USBJOJOH NBUFSJBMT UIBU IF TIF QBSUJDJQBUFE JO QSFUFTU BOE QPTUUFTU XJUI UIF TBNF PS TJNJMBS NBUFSJBM BSF DPOEVDUFE TP UIBU SFTVMUT DBO CF DPNQBSFE G UIFSF JT BO JODSFBTF JO UIF UIF QPTUUFTU TDPSFT SFTVMUT PG DPNQBSFE UP UIF QSFUFTU SFTVMUT JU JT CFMJFWFEUIBUUIFQBSUJDJQBOUIBTBCFUUFSVOEFSTUBOEJOH BTBOJNQBDUPGUIFUSBJOJOH HUMAN RESOURCES 258 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO JWJTJ1FOEJEJLBOEBO1FMBUJIBOTFMBMVNFMBLVLBOFWBMVBTJ EJ MFWFM JOJ QBEB TFUJBQ QFMBUJIBO ZBOH EJTFMFOHHBSBLBO TFDBSB in house +FOJTQFMBUJIBOZBOHUFMBINFOFSBQLBO FWBMVBTJ MFWFM BEBMBI QFMBUJIBOQFMBUJIBO ZBOH EJLMBTJmLBTJLBO TFCBHBJ QFMBUJIBO UFLOJLBM QFOEVLVOH QFLFSKBBO EBO QFMBUJIBO XBKJC 5FSEBQBU CFCFSBQB NFUPEFFWBMVBTJZBOHTFSJOHEJHVOBLBOVOUVLNFMBLVLBO QFOHVLVSBO IBTJM QFMBUJIBO .FUPEF FWBMVBTJ ZBOH EJHVOBLBO CJBTBOZB CFSCFOUVL UFT UFSUVMJT pre test EBO post test BQBCJMB QFMBUJIBO UFSTFCVU MFCJI NFOFLBOLBO QBEBQFOJOHLBUBOQFNBIBNBOQFTFSUBNFOHFOBJTVBUV NBUFSJ QBCJMB TFCVBI QFMBUJIBO MFCJI NFOFLBOLBO QFOUJOHOZB QFOHVBTBBO TFCVBI skills LFUFSBNQJMBO UFSUFOUV NFUPEFFWBMVBTJEJMBLVLBOEBMBNCFOUVL role play TJNVMBTJNBVQVOUFTQSBLUJL4FMBJOJUVJWJTJ1FOEJEJLBO EBO 1FMBUJIBO KVHB NFOHHVOBLBO NFUPEF PDVT SPVQ JTDVTTJPO EBO 4UVEJ ,BTVT VOUVL NFOHVKLVS FGFLUJWJUBT TFTJ QFMBUJIBO ZBOH NFOJUJLCFSBULBO QBEB QFOJOHLBUBO LPNQFUFOTJ problem solving QBEBQBSBQFTFSUBOZB

c. Evaluasi Training Level 3: Behavior

WBMVBTJ MFWFM EJMBLVLBO VOUVL NFOHFUBIVJ TFCFSBQB KBVI QFSVCBIBO ZBOH UFSKBEJ QBEB EJSJ QFTFSUB QBEB TBBU QFTFSUB LFNCBMJ LF MJOHLVOHBO QFLFSKBBOOZB TFUFMBI NFOHJLVUJ training LIVTVTOZB QFSVCBIBO QBEB behavior LFUJHB EPNBJO LPNQFUFOTJ knowledge skills EBO attitudes 1FOHVLVSBO ZBOH EJMBLVLBO QBEB MFWFM JOJ MFCJI EJUJUJLCFSBULBO LFQBEB QFSVCBIBOQFSVCBIBO EBMBN job behavior BQBTBKBZBOHUFSKBEJTFUFMBITFPSBOH QFHBXBJ NFOHJLVUJ training UFSUFOUV FOHBO LBUB MBJO FWBMVBTJ MFWFM JOJ UBL DVLVQ IBOZB TFLFEBS NFOHVLVS QFSVCBIBO ZBOH UFSKBEJ QBEB behavior QFTFSUB TFUFMBI NFOHJLVUJQFMBUJIBO OBNVOMFCJIKBVIMBHJQFSMVEJFWBMVBTJ QVMBTFKBVINBOBQFSVCBIBOZBOHUFSKBEJUFSTFCVUEBQBU EJUFSBQLBOEBMBNQSBLUJLLFSKBTFIBSJIBSJOZBWBMVBTJJOJ QFSMVEJMBLVLBOLBSFOBCJTBTBKBQFSVCBIBOZBOHEJBMBNJ PMFIQFTFSUB training CFSVQBNFOJOHLBUOZBQFOHFUBIVBO CFSUBNCBIOZB LFUFSBNQJMBO BUBV CFSVCBIOZB QFSJMBLV EBMBN LJOFSKB QBEB LFOZBUBBOZB UJEBL EBQBU NFNCBXB QFOHBSVI CFTBS LFUJLB EJDPCB VOUVL EJUFSBQLBO EBMBN QFLFSKBBOOOZB IBM NBOB EJTFCBCLBO PMFI BEBOZB GBLUPSGBLUPS non training ZBOH NFOKBEJ QFOHIBNCBU NJTBMOZB TJTUFN PQFSBTJPOBM ZBOH LVSBOH NFOEVLVOH MJOHLVOHBOLFSKBZBOHLVSBOHLPOEVTJGEBOTFCBHBJOZB CBILBO business process ZBOH UJEBL CFSKBMBO EFOHBO TFCBHBJNBOBNFTUJOZB 5IF EVDBUJPO BOE 5SBJOJOH JWJTJPO BMXBZT QFSGPSNT BOFWBMVBUJPOBUUIJTMFWFMPOBOZUSBJOJOHDPOEVDUFEJO IPVTF 5IF UZQFT PG USBJOJOH UIBU IBWF JNQMFNFOU UIF MFWFMFWBMVBUJPOBSFUSBJOJOHTDMBTTJmFEBTXPSLUFDIOJDBM TVQQPSUUSBJOJOHBOENBOEBUPSZUSBJOJOH5IFSFBSFTFWFSBM FWBMVBUJPO NFUIPET UIBU BSF PGUFO VTFE UP NFBTVSF UIF USBJOJOH SFTVMUT 5IF VTVBMMZ VTFE FWBMVBUJPO NFUIPE JT JOUIFGPSNPGBXSJUUFOUFTU QSFUFTUBOEQPTUUFTU JGUIF USBJOJOHQVUTNPSFFNQIBTJTPOJNQSPWJOHUIFQBSUJDJQBOUT VOEFSTUBOEJOH PG UIF NBUFSJBM G B USBJOJOH FNQIBTJ[FT NPSFPOUIFJNQPSUBODFPGNBTUFSZPGBTLJMMTQFDJmDTLJMMT UIFFWBMVBUJPONFUIPEJTQFSGPSNFEJOUIFGPSNPGSPMFQMBZ TJNVMBUJPO BOE QSBDUJDF UFTUT O BEEJUJPO UIF EVDBUJPO BOE5SBJOJOHJWJTJPOBMTPVTFTPDVTSPVQJTDVTTJPO BOEBTF4UVEJFTUPNFBTVSFUIFFGGFDUJWFOFTTPGUSBJOJOH TFTTJPOT UIBU GPDVT PO JNQSPWJOH UIF DPNQFUFODF PG QSPCMFNTPMWJOHUPJUTQBSUJDJQBOUT

c. Evaluation of Training Level 3: Behavior

5IFMFWFMFWBMVBUJPOJTDPOEVDUFEUPEFUFSNJOFIPXGBS UIF DIBOHFT IBWF PDDVSFE UP UIF QBSUJDJQBOUT XIFO UIF QBSUJDJQBOUT SFUVSOFE UP UIF XPSL FOWJSPONFOU BGUFS UIF USBJOJOH QBSUJDVMBSMZUPUIFCFIBWJPSTPGUIFUISFFEPNBJOT PG DPNQFUFODJFT LOPXMFEHF TLJMMT BOE BUUJUVEFT WBMVBUJPO QFSGPSNFE BU UIJT MFWFM FNQIBTJ[FT NPSF PO DIBOHFTJOKPCCFIBWJPS XIBUIBQQFOTBGUFSBOFNQMPZFF QBSUJDJQBUFJOBTQFDJm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bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO UFMBI NFMBLVLBO QFOHVLVSBOQBEBMFWFMJOJVOUVLQFMBUJIBOQFMBUJIBOZBOH TJGBUOZB UFLOJLBM QFOEVLVOH QFLFSKBBO 1FNJMJIBO KFOJT QFMBUJIBO JOJ EJMBUBSCFMBLBOHJ PMFI UJOHLBU LFQFOUJOHBO QFMBUJIBO EBMBN NFOJOHLBULBO LPNQFUFOTJ QFHBXBJ EBMBN QFLFSKBBO TFIBSJIBSJ EJNBOB QFHBXBJ EBQBU TFDBSB MBOHTVOH NFOFSBQLBO NBUFSJ QFMBUJIBO EBMBN QFLFSKBBOTFIBSJIBSJ4FMBJOJUVQFNJMJIBOKFOJTQFMBUJIBO UFLOJLBM KVHB MFCJI EJTFCBCLBO PMFI QFSJMBLV LFSKB QBEB LPNQFUFOTJ ZBOH EJUJOHLBULBO NFMBMVJ QFMBUJIBO KFOJT JOJ NFSVQBLBOQFSJMBLVLFSKBZBOH over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in house

d. Evaluasi Training Level 4: Business Impact

WBMVBTJ MFWFM NFSVQBLBO FWBMVBTJ ZBOH NFOHVLVS TFKBVINBOB training ZBOHEJMBLVLBONFNCFSJLBOEBNQBL IBTJM result UFSIBEBQ QFOJOHLBUBO LJOFSKB QBSB QFTFSUB IBTJM QFMBUJIBO VOJU LFSKB NBVQVO QFSVTBIBBO TFDBSB LFTFMVSVIBO ,BSFOB SFTVMU ZBOH EJQFSPMFI TFSJOHLBMJ NFSVQBLBOTFTVBUVZBOHTBOHBUTVMJUVOUVLEJLVBOUJm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

d. Evaluation of Training Level 4: Business Impact

5IFMFWFMFWBMVBUJPOJTBOFWBMVBUJPOUPNFBTVSFUIFFYUFOU PGUSBJOJOHDPOEVDUFEUPQSPWJEFBOJNQBDUSFTVMUUPXBSET UIF JODSFBTF PG QFSGPSNBODF PG UIF USBJOJOH QBSUJDJQBOUT XPSL VOJUT BOE UIF DPNQBOZ BT B XIPMF FDBVTF UIF SFTVMUPCUBJOFEJTPGUFOTPNFUIJOHUIBUJTWFSZEJGmDVMUUP RVBOUJmFE TVDIBTJNQSPWFERVBMJUZPGXPSL JODSFBTJOH QSPEVDUJWJUZ JODSFBTF KPC TBUJTGBDUJPO DPNNVOJDBUJPO HUMAN RESOURCES 260 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TFNBLJO NFOJOHLBU QFOJOHLBUBO LFQVBTBO LFSKB FGFLUJWJUBT LPNVOJLBTJ QFOVSVOBO UJOHLBU LFTBMBIBO QFOJOHLBUBOLFSKBTBNBBOUBSQFHBXBJ EBOTFCBHBJOZB 1FOHVLVSBO QBEB MFWFM JOJ SFODBOBOZB BLBO NVMBJ EJMBLVLBO PMFI JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO QBEB 5SJXVMBO7UBIVO 5BIVO 1FOEJEJLBO EBO 1FMBUJIBO ZBOH UFMBI EJTFMFOHHBSBLBOPMFI1FSTFSPBOVOUVLQFOHFNCBOHBO4. BEBMBI TFCBOZBL KFOJT 1FOEJEJLBO EBO 1FMBUJIBO ZBOH EJJLVUJPMFIQFTFSUB JWJTJ QFOEJEJLBO EBO QFMBUJIBO UFMBI NFOZVTVO QSPHSBN QFMBUJIBO EBMBN CFOUVL Training Program Academy ZBOH NFOHBUVS QSPHSBN QFMBUJIBO QFHBXBJ CBOL bjb ZBOH EJTFTVBJLBO EFOHBO LFUFOUVBO TJTUFN grading ZBOH UFMBI EJUFUBQLBO PMFI JWJTJ 4VNCFS BZB .BOVTJB CFSEBTBSLBO LPNQFUFOTJKBCBUBO competency based 1SPHSBNQFMBUJIBO UFSTFCVUUFMBIEJBUVSEBMBN4VSBU,FQVUVTBOJSFLTJP 4,31-5UBOHHBM0LUPCFSUFOUBOH1FEPNBO 1FSTZBSBUBO 1FMBUJIBO 1FHBXBJ CBOL bjb 4FTVBJ 4JTUFN Grading EJNBOB QSPHSBN QFSTZBSBUBO QFMBUJIBO EJTVTVO VOUVLTFUJBQ grade ZBOHEJCBHJEBMBN 1FMBUJIBO6UBNB 1FMBUJIBO1JMJIBO 5FLOJLBM Softskill EBO4FSUJmLBTJ FSJLVU BEBMBI CFCFSBQB KFOJT QFMBUJIBO ZBOH TVEBI EJTFMFOHHBSBLBOTFMBNBUBIVO No. Diklat Grade 1 DDPVOU0GmDFS,POTVNFS DDPVOU0GmDFS.JLSP DDPVOUJOHOBMZTJT3FQPSUJOH DDPVOUJOHFTU1SBDUJDFT DDPVOUJOHPODFQUPSSFEJUOBMZTJT ENJOJTUSBTJ,SFEJU 7 EWBODFE5SBJOJOH5P44 LVOUBOTJBOLBTBS LVOUBOTJFSJWBUJGBOOTUSVNFO,FVBOHBO-BJOOZB LVOUBOTJ1SPEVLFWJTB NB[JOH1VCMJD4QFBLJOH OBMJT,13 OBMJT,SFEJU,PNFSTJBM OBMJTB1FNCJBZBBO,SFEJUOWFTUBTJPUFM OBMJTJTOWFTUBTJBO1PSUGPMJP QQSBJTBM1SPQFSUZ 16115 No. Diklat Grade 1 TQFLVLVN,FQBJMJUBO TTFU-JBCJMJUJFT.BOBHFNFOU -. VEJU-FOHLBQUBT5FLOPMPHJ4JTUFNOGPSNBTJ BOLVTUPNFS1SPmUBCJMJUZOBMZTJT BTFM III .PEBM-JLVJEJUBT BTJD-. BTJDVEJU5FDIOJRVFT5PPMTGPSFXVEJUPS BTJD-JGF4VQQPSU BTJD4UBUJTUJDBOEBUBOBMZTJT BTJD5SBEFJOBODF BTJD5SFBTVSZGPSOUFSOBMVEJUPS BTJD5SFBTVSZ.BOBHFNFOU FBVUZMBTTCBOL bjb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bjb FNQMPZFFUSBJOJOHQSPHSBNTUBJMPSFEUPUIFQSPWJTJPOT PGUIFHSBEJOHTZTUFNFTUBCMJTIFECZUIFJWJTJPOPGVNBO 3FTPVSDFT BOE CBTFE PO KPC DPNQFUFODZ DPNQFUFODZ CBTFE 5IF USBJOJOH QSPHSBN JT SFHVMBUFE JO UIF FDSFF PG UIF0P4,31-5EBUFE0DUPCFS PO UIFVJEFMJOFTGPSCBOL bjb NQMPZFF5SBJOJOH3FRVJSFNFOUT UISPVHIUIFSBEJOH4ZTUFN XIFSFUIFUSBJOJOHSFRVJSFNFOUT QSPHSBNJTTUSVDUVSFEGPSFBDIHSBEFBOEEJWJEFEJOUP .BJO5SBJOJOH 4FMFDUJWF5SBJOJOH 5FDIOJDBM 4PGUTLJMM BOEFSUJmDBUJPO 5IFGPMMPXJOHBSFTFWFSBMUZQFTPGUSBJOJOHXIJDIIBWFCFFO PSHBOJ[FEEVSJOH 261 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 1 PPTU:PVS1PUFOUJBMPNNVOJDBUJPO4LJMM SBODIMFTTBOLJOH3FWPMVUJPO.FOZBNCVUSB-BZBOBO-BLV 1BOEBJ VTJOFTTOBMZTJTPVOEBUJPO VTJOFTT-FHBMBOEPOUSBDUSBGUJOH BEBOHBO,FSVHJBO1FOVSVOBOJMBJ BMPO1FHBXBJSPOUMJOFS BSB-JHBU.FMBLTBOBLBO1,5BOQB,POnJL BTI.BOBHFNFOU BTI.BOBHFNFOU5SFBTVSZ.BOBHFNFOU FSUJmFEOWFTUPS3FMBUJPOT IBOHFHFOU IBSBDUFSVJMEJOH PNQMBJOU.BOBHFNFOU PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH PNQSFIFOTJWFSFEJUOBMZTJTFSCBTJT3JTJLP POTVMUBUJWF4FMMJOHGPSBOLJOH POUSBDU.BOBHFNFOU PPSEJOBUJPOBOE5FBNXPSL5FMMFS PSQPSBUFVMUVSF PSQPSBUFWFOU.BOBHFNFOU PSQPSBUF-BX PTUOEFOFmUOBMZTJT PTUFOFm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nJDUU8PSLQMBDF PX5PSFBUF-4.,8JUI93- No. Diklat Grade 1 1405FLOJL.FNFOBOHLBO5FOEFS1FOHBEBBOBSBOH+BTB 34 VLVN,FQBJMJUBO VLVN,FUFOBHBLFSKBBOVCVOHBOOEVTUSJBM VLVN,POUSBL,POTUSVLTJ VLVN1FSLSFEJUBO1FSCBOLBO EFOUJmLBTJ1FSNBTBMBIBOBMBN.FMBLVLBO4FMGTTFTTNFOUUBT 5JOHLBU,FTFIBUBOBOL4FSUB.FLBOJTNF,POTPMJEBTJ-BQPSBO5LTBOL ,POWFOTJPOBM NQMFNFOUBTJVEJUOUFSOBOLFSCBTJT3JTJLP 3 NQMFNFOUBTJ43 NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB NQMFNFOUBTJ5ISFF-JOFTPGFGFODF NQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF NQSPWJOHPNQFUFODZPSVEJUJOH5SBEJOH OGPSNBUJPO5FDIOPMPHZVEJUJOH OOPWBUJWFBSLFUJOH4USBUFHZ OUFSNFEJBUFBOLJOH OUFSOBUJPOBMBOLVBSBOUFF OWFTUJHBTJSBVE1BEBJTOJT.PCJMFBOLJOHBO1FODFHBIBOOZB FOHBO1FOFSBQBO.BOBKFNFO3JTJLP I 51FSCBOLBO +PCWBMVBUJPOOEFWFMPQNFOU4BMBSZ ,FJLVUTFSUBBO1PSUGPMJP.JLSP4FDBSBFQBUBONBO ,FTFLSFUBSJBUBO ,FXBTQBEBBOBO5BOUBOHBOBOLJJEBOH1FOHBXBTBOBO 1FOHFOEBMJBO ,,1 ,VQBT5VOUBT1FOFSBQBO1TBL ,VQBT5VOUBT1QIBEBOBO,PSFLTJJTLBM -FHBMVEJUOE-FHBM0QJOJPOSBGUJOH -FHBMSBGUJOHOE8SJUJOH -JRVJEJUZ3JTL.BOBHFNFOU -PBO.POJUPSJOH4VQFSWJTJPO .BDSPDPOPNJDOBMZTJT .BOBHFNFOUBSFFS .BOBHJOH4FSWJDFYDFMMFOU .BOBHJOH4USFTUPS1SBDUJDBM1VSQPTF .BOBKFNFOENJOJTUSBTJ1FSLBOUPSBO.PEFSO .BOBKFNFO,PQFSBTJ .BOBKFNFO1FSQVTUBLBBO .BOBKFNFO1FSVCBIBO .BOBKFNFO4USBUFHJTBO1FOHBNCJMBO,FQVUVTBOFOHBO.FUPEF1 1 .BOBKFNFO6NVNBOB1FOTJVO .BSLFU0VUMPPLOWFTUNFOU .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN .FOUBMJUZPPTUFS5SBJOJOH .FUPEF1FOFHBLBO,FQBUVIBO1BEBOUFSOBM1FSCBOLBO .FUPEF1FOZVTVOBOQT1FSVTBIBBO .PCJMFQQMJDBUJPOFWFMPQNFOUPSOESPJE .PUJWBUJPO4UBGGPSYDFMMFOU FFETOBMZTJT PO1FSGPSNJOH-PBO.BOBHFNFOUPS,SFEJU6TBIB3BLZBU 0GmDFIBOOFMJOH 0QFSBTJPOBMBOLBTBS 0QFSBUJPO3JTL.BOBHFNFOU 0QFSBUJPOBM3JTL.BOBHFNFOU HUMAN RESOURCES 262 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 1 0QUJNJ[JOHOE.PUJWBUJOHBSFFS8PNBO 0QUJNJ[JOH0GmDFS4LJMMT 0VUCPOEBCBOHBMBSBKB 1BZNFOUOEBTI.BOBHFNFOU 1FEPNBO5FLOJT1FOZVTVOBOBO1FOFUBQBO4QFTJmLBTJBO14 1FMBUJIBOJHJUBM.BSLFUJOH PMMFDUJOH7FSJmDBUJPOOEBUBENJOJTUSBUJPO 1FMBUJIBOPSQPSBUF-FHBMBOLJOH4IPSUPVSTF 1FNCJOBBO1FUVHBT,,FCBLBSBO5JQF 1FNFSJLTBBO1BKBL 5BUBDBSB1FOHBKVBO1FOZFMFTBJBO,FCFSBUBOBO ,FXBKJCBO1FSQBKBLBOVMBOBO5BIVOBO4FSUB5BUBDBSB1FOHJTJBO415 5BIVOBO 118101BEBO5BIVO1BKBLPSNBUBSV 1FOEJEJLBOBO1FMBUJIBOBMPO1FHBXBJOHLBUBO 1FOEJEJLBOBTBS1FOJMBJBO1SPQFSUJ 11 1FOHBEBBOBSBOHBO+BTB 1FOHFNCBOHBOJUVS5.JVOJB1FSCBOLBO 1FOHFOBMBOBO1FOHFNCBOHBO5. 1FOHVLVSBOmTJFOTJ,BOUPSBCBOHFOHBO.FUPEF 1FOJMBJBOTFUBO1FOJMBJBO6TBIB 1FOJMBJBOBO1FOJOHLBUBO4FSWJDF2VBMJUZFOHBO4JY4JHNB.FUIPEF 6OUVL,FQVBTBO 1FOJMBJBOmTJFOTJ,JOFSKBBCBOH 1FOJOHLBUBO.VUVBO,FUFSBNQJMBO4FSUBBUIFSJOHBHJ,BTJS5FMMFS 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FOZVTVOBO401 1FSBOBOL.FODFHBIBO.FNCFSBOUBT5QQVBO5JOEBL,FKBIBUBO 1FSCBOLBO 1FSBOBOL,VTUPEJBOBMBN1BTBS.PEBMOEPOFTJB 1FSQBKBLBOi111BTBMM6QEBUF 415FOUVLBSV 4155BIVO 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1FSTPOBMENJOJTUSBUJPOFWFMPQNFOU1SPHSBN 1PXFSGVMM4LJMMPS.BSLFUJOHPNNVOJDBUJPO 116QEBUF 1SJOTJQ1SJOTJQ.FOHFOBMBTBCBI 1SPDVSFNFOU1VSDIBTJOH.BOBHFNFOU 1SPEVDU,OPXMFEHF3FLTBEBOB 1SPGFTTJPOBM5SBJOJOHPPSEJOBUPS 1VCMJD4QFBLJOHOE1SFTFOUBUJPO4LJMM 3FDSVJUNFOUOE4FMFDUJPO 3FGSFTINFOU,FUFOUVBOBO,FQBUVIBO1FSCBOLBO 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3FNFEJBMOBMJTB,SFEJU,PNFSTJBM 3FUVSO0O5SBJOJOHOWFTUNFOU 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 4BMFT4FSWJDFIBNQJPOPSPTUVNFS4FSWJDF 4BT1SPHSBNNJOH 4DIPPM0GPOETOEJYFEODPNF 4FMMJOH5FDIOJRVFPSBOLJOH1SPEVDU 4FMMJOH8JUIIBSBDUFS4FDPOE-FWFM 4FNJOBSOEPOFTJBZCFSSJNF4VNNJU 4FNJOBS.BLJOH5IF:FBS0GDPOPNJDTVTTJOFTPOmEFODF 4FNJOBSBTJPOBM,POTFQTJQMJLBTJ1SPHSBN1+4,FTFIBUBO5FOBHB ,FSKB 4FNJOBS1PXFS1SPTQFDUJOH5FDIOJRVFT5P5SJQMF4BMFT 4FNJOBS4FDSFUBSZ0G1TIZDPMPHZU8PSL 4FNJOBS4VSBUFSIBSHB .POFZ.BSLFU BO-JRVJEJUZ.BOBHFNFOU No. Diklat Grade 1 4FNJOBS5FOBHB,FSKBBO1+4 4FSUJm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mLBTJ1FOHBEBBOBSBOHBO+BTB 6KJBO4UBOEBS1SPGFTJBQFO 6KJBO8BQFSE 6OEFSTUBOEJOH5IFFX-JRVJEJUZ3FRVJSFNFOUOBTFM III 5IF-JRVJEJUZ PWFSBHF3BUJP -3 OEFU4UBCMFVOEJOH3BUJP 43 7JTVBM1SPHSBNNJOHVOEBNFOUBM 8BQFSE 8FBMUI.BOBHFNFOUOEJOBODJBM1MBOOJOH 8FCFWFMPQNFOU6TJOH5.-44OE+BWBTDSJQU ,FTBMBIBO6UBNBBMBN1FNCJBZBBO6LNBO4USBUFHJBMBN LTQBOTJ6,. ENJOJTUSBTJOBMJT,SFEJU OBMJTB-BQPSBO,FVBOHBO OBMZTJTNQMFNFOUBUJPO8JUIYDFMPS3PO3 JNUFL1FSQFTP5I+PQFSQSFTP5I5FOUBOH 1FOHBEBBOBSBOH+BTB1FNFSJOUBI POE.BSLFUOTUSVNFOU FHBIFOEB-BQPSBOBOL6NVN SFEJUVEJU SFEJU3JTLOBMZTJT LTFLVTJ+BNJOBOVUBOH.JMJOH1FSCBOLBO FOFSBUJPO:O5IF8PSLQMBDF PX5PBOEMFPNQMBJOU1SPGFTTJPOBMMZ 4JNVMBTJ-FOHLBQNQMFNFOUBTJJWJTJ6OJU,SFEJU.JLSP .FBTVSJOH1SPNPUJPOGGFDUJWFOFTT SUMBER DAYA MANUSIA 263 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 1 .FOZVTVO,FSBOHLB4USBUFKJL3FODBOBJTOJTBOLBO.FOHVKJTVNTJ .FMBMVJJOBODJBM.PEFMMJOH BTJPOBMTQFLVLVNLTFLVTJUBT+BNJOBO,SFEJU BTJPOBM1SPTFEVSBO5FLIOJLVEJU4. BTJPOBM4FLSFUBSJT 1BOEVBO.FODBQBJ1FSJOHLBUBO6KJ4USBUFHJ.FMBMVJ3PPU BVTFE1BEB3JTL0XOFS 1BTBS.PEBM 1FOHFOEBMJBOSBUJmLBTJ8IJTUMFCMPXJOH 1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO 1PXFSGVMM4LJMMTPS.BSLFUJOHPNNVOJDBUJPOT 2VBMJUZTTVSBODF 2VBMJUZTTVSBODF4FCBHBJ5FIOJL1FOHVBUBOOUFSOBMPOUSPMBO .FNJUJHBTJ3JTJLP0QFSBTJPOBM4FKBMBOFOHBO1CJP1CJ 4FMVLFMVL5SBEFJOBODFBMBN3BOHLB.FOJOHLBULBOFFBTFE ODPNF 4JNVMBTJNQMFNFOUBTJ14,BO1FSIJUVOHBO1FSQBKBLBOBMBN 5SBOTBLTJBOB1JIBL,FUJHBBOL No. Diklat Grade 2 PDVNFOUPOUSPMOEJMMJOH4ZTUFN 3171SPHSBNNJOHBTJD5PEWBODF 0VUCPOE No. Diklat Grade 3 DDPVOU0GmDFS,POTVNFS ENJOJTUSBTJ,SFEJU ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM LVOUBOTJBOLBTBS OBMJTB,SFEJU,PNFSTJBM DDPVOU0GmDFS.JLSP 7 QQSBJTBM1SPQFSUZ BTJD5SBEFJOBODF FBVUZMBTTCBOL bjb BCBOH,BSBXBOH JTOJT-FHBM VEBZB1FSVTBIBBOBHJ1FHBXBJ1FMBLTBOB IBOHFHFOU IBSBDUFSVJMEJOH POTVMUBUJWF4FMMJOHPSBOLJOH SFEJU3FWJFXFS.JLSP JOBODJBM.PEFMMJOHPSBOLT SBQIPOPNZ ,FTFLSFUBSJBUBO .FOUBMJUZPPTUFS5SBJOJOH .JDSPTPGUYDFMEWBODFEPSVTJOFTT DDPVOUJOHOE.BOBHFNFOU 0QFSBTJPOBMBOLBTBS 0VUCPOE PSQPSBUF-FHBMBOLJOH4IPSUPVSTF .BOBHFNFOUBSFFS 4FMMJOH5FDIOJRVFPSBOLJOH1SPEVDU No. Diklat Grade 3 1VCMJD4QFBLJOHOE1SFTFOUBUJPO4LJMM 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3FMBUJPOTIJQ0GmDFS,13 3FMBUJPOTIJQ0GmDFS,PNFSTJBM 4BMFT4FSWJDFIBNQJPOPSPTUVNFS4FSWJDF 4FMMJOH5FDIOJRVFPSBOLJOH1SPEVDU 4FMMJOH8JUIIBSBDUFS4FDPOE-FWFM 4FNJOBS.BLJOH5IF:FBS0GDPOPNJDTVTJOFTTPOmEFODF 4FNJOBS1FSFLPOPNJBO.JEEMFODPNF5SBQ 4FSWJDF4FMMJOH4LJMMOHLBUBO 4FSWJDFYDFMMFODF4UBOEBS-BZBOBOT 4LOCJ 5IF E OEPOFTJB.BSLFUFFSTFTUJWBM 5054BMFTNBOTIJQPS4FSWJDF1FPQMF 5SBJOJOHVTJOFTT-FHBMOEPOUSBDUSBGUJOH 5SBJOJOH401 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO8BQFSE 8PSLTIPQ .FOZVTVO ,FSBOHLB 4USBUFKJL 3FODBOB JTOJT BOL BO .FOHVKJTVNTJ.FMBMVJJOBODJBM.PEFMMJOH 8PSLTIPQ1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO No. Diklat Grade 4 DDPVOUJOHFTU1SBDUJDFT DDPVOU0GmDFS,POTVNFSOHLBUBO BTJD5SBEFJOBODFOHLBUBO IBOHFHFOU GGFDUJWF.BSLFUJOHPNNVOJDBUJPO GGFDUJWF5JNF.BOBHFNFOU 7 JOBODJBMDDPVOUJOH4ZTUFNFWFMPQNFOU JOBODJBMPOUSPM.BOBHFNFOU JOBODJBM1MBOOJOH PSFDBTUJOH VEHFUJOH6TJOH.TYDFM FOFSBM GGBJST 1SPGFTTJPOBM 1SPHSBN PODFQU 4USBUFHZ OE NQMFNFOUBUJPO PX5PSFBUF-4.,8JUI93- VLVN,POUSBL,POTUSVLTJ ,VQBT5VOUBT1FOFSBQBO14, 0VUCPOE LVOUBOTJ1SPEVLFWJTB GGFDUJWFPNNVOJDBUJPOOUFSQFSTPOBM4LJMMT ,FJLVUTFSUBBO1PSUGPMJP.JLSP4FDBSBFQBUBONBO .BOBKFNFO,PQFSBTJ 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1PXFSGVMM4LJMMPS.BSLFUJOHPNNVOJDBUJPO 30,PNFSTJBMOHLBUBO HUMAN RESOURCES 264 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 4 30,13OHLBUBO 4USFTT.BOBHFNFOU 5FNVBO1FSNBTBMBIBO1TBL BO1TBL 5IF OE OEPOFTJB.BSLFUFFSTFTUJWBM 5051SPHSBN15, 8BQFSE 8PSLTIPQPX5PBOEMFPNQMBJOU1SPGFTTJPOBMMZ No. Diklat Grade 5 JHJUBM.BSLFUJOH DDPVOU0GmDFS,POTVNFS DDPVOUJOHFTU1SBDUJDFT ENJOJTUSBTJ,SFEJU ENJOJTUSBTJ,SFEJU LVOUBOTJBOLBTBS 7 NB[JOH1VCMJD4QFBLJOH OBMJT,13 OBMJT,SFEJU,PNFSTJBM 0,POTVNFS 0.JLSP QQSBJTBM1SPQFSUZ TQFLVLVN1FNCJBZBBO1FSVNBIBO4FLVSJUJTBTJ,13JOEPOFTJB BTJDFSJWBUJWF BTJD-JGF4VQQPSU BTJD5SBEFJOBODF BTJD5SFBTVSZ.BOBHFNFOU JTOJT-FHBM PPTU:PVS1PUFOUJBMPNNVOJDBUJPO4LJMM BTI.BOBHFNFOU5SFBTVSZ.BOBHFNFOU IBOHFHFOU PBDIJOHOEPVOTFMMJOH PBDIJOHOEPVOTFMMJOH4LJMM PNQMBJOU.BOBHFNFOU PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH POTVMUBUJWF4FMMJOHPSBOLJOH PSQPSBUFVMUVSF PTUOEFOFmUOBMZTJT SFEJU3FWJFXFS.JLSP SFEJU3JTL.BOBHFNFOU BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU FUFLTJ3JTJLP0QFSBTJPOBMBO4USFTT5FTU.PEFM PDVNFOUPOUSPMOEJMMJOH4ZTUFN GGFDUJWFPNNVOJDBUJPO4LJMM GGFDUJWF.BSLFUJOHPNNVOJDBUJPO GGFDUJWF5JNF.BOBHFNFOU No. Diklat Grade 5 WBMVBTJ,JOFSKB4, YFDVUJWFPSQPSBUF-BX JOBODJBM.PEFMMJOHPSBOLT BUIFSJOHBO4IBSJOHOGPSNBTJ4FSUB4PTJBMJTBTJ,MJSJOHFOFSBTJ II IT 1SPKFDU.BOBHFNFOUBTFE0O1NCPL IT 3JTL.BOBHFNFOU ,FTFLSFUBSJBUBO ,OPX:PVSVTUPNFSOEOUJ.POFZ-BVOESZ ,OPXJOH:PVSTFMG .BOBKFNFO,PQFSBTJ .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN .FBTVSFNFOUQQSPBDI . .PEFMJOH .FOUBMJUZPPTUFS5SBJOJOH PO1FSGPSNJOH-PBO.BOBHFNFOUPS,SFEJU6TBIB3BLZBU 01 0GmDFIBOOFMJOH 0GmDFS1SPHSBN 0QFSBTJPOBMBOLBTBS 0QFSBUJPOBM3JTL.BOBHFNFOU 0VUCPOEBCBOHBMBSBKB 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB 1FNFSJLTBBO1BKBL 5BUBDBSB1FOHBKVBO1FOZFMFTBJBO,FCFSBUBOBO ,FXBKJCBO1FSQBKBLBOVMBOBO5BIVOBO4FSUB5BUBDBSB1FOHJTJBO415 5BIVOBO 118101BEBO5BIVO1BKBLPSNBUBSV 1FOHBEBBOBSBOHBO+BTB 1FOJMBJBO BO 1FOJOHLBUBO 4FSWJDF 2VBMJUZ FOHBO 4JY 4JHNB .FUIPEF 6OUVL,FQVBTBO 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1PXFSGVMMBUBOBMZTJTOE3FQPSUJOH8JUIYDFM 1SPEVDU,OPXMFEHF3FLTBEBOB 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3FMBUJPOTIJQ0GmDFS,13OHLBUBO 30,PNFSTJBM 30,13 4FMMJOH8JUIIBSBDUFS4FDPOE-FWFM 4FNJOBS.BLJOH5IF:FBS0GDPOPNJDTVTJOFTTPOmEFODF 4LOCJ 4PTJBMJTBTJ1SPHSBN6V.BUB6BOH1FUVHBT,MJSJOH 4USBUFHJ 1FOZFMBNBUBO 1FOZFMFTBJBO QM 4FSUB 3FTUSVLUVSJTBTJ ,SFEJU 1FSCBOLBO4XBTUB 6.6. 4USBUFHZ.FNCBOHVO4PQ,1FSCBTJT4 4USFTT.BOBHFNFOU 4USVDUVSFE5SBEFJOBODF 77 5IFOEOEPOFTJB.BSLFUFFSTFTUJWBM 5IF1SPQIFUJD8JTEPN4FSJVI4BOH7JTJPOFS SUMBER DAYA MANUSIA 265 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 5 5JNF.BOBHFNFOU 5JNF.BOBHFNFOU 5054BMFTNBOTIJQPS4FSWJDF1FPQMF 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO 5SBJOJOH401 5SFBTVSZPS0QFSBUJPO 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO8BQFSE 8PSLTIPQ,FTBMBIBO6UBNBBMBN1FNCJBZBBO6,.BO4USBUFHJ BMBNLTQBOTJ6,. 8PSLTIPQBSB+JUV.FOHFMPMBBO.FOHVLVS3JTJLPVLVN1FSCBOLBO 8PSLTIPQBO6BOH4BLVBTJPOBMBSJFOHBO5FNB,SFEJU4JOEJLBTJ 8PSLTIPQ,SFEJU.JLSP4JNVMBTJ-FOHLBQNQMFNFOUBTJJWJTJ6OJU,SFEJU .JLSP 8PSLTIPQ.FBTVSFNFOUQQSPBDI . .PEFMJOH 8PSLTIPQ.FBTVSJOH1SPNPUJPOGGFDUJWFOFTT 8PSLTIPQ .FOZVTVO ,FSBOHLB 4USBUFKJL 3FODBOB JTOJT BOL BO .FOHVKJTVNTJ.FMBMVJJOBODJBM.PEFMMJOH 8PSLTIPQBTJPOBMTQFLVLVNLTFLVTJUBT+BNJOBO,SFEJU 8PSLTIPQ 1FSTJBQBO NQMFNFOUBTJ 5FLOPMPHJ ,BUV IJQ 44 EWBODF 8PSLTIPQ2VBMJUZTTVSBODF 8PSLTIPQ4FMVLFMVL5SBEFJOBODFBMBN3BOHLB.FOJOHLBULBOFF BTFEODPNF No. Diklat Grade 6 DDPVOU0GmDFS,POTVNFS DDPVOU0GmDFS.JLSP ENJOJTUSBTJ,SFEJU ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM LVOUBOTJFSJWBUJGBOOTUSVNFO,FVBOHBO-BJOOZB LVOUBOTJ1SPEVLFWJTB 7 OBMJT,13 OBMJTB,SFEJU,PNFSTJBM 16115 TTFU-JBCJMJUJFT.BOBHFNFOU -. TTFU-JBCJMJUZ.BOBHFNFOU JYFEODPNFOE.JOJ3FQP BTJDVTUPEZ5SBJOJOH BTJDFSJWBUJWF BTJD-JGF4VQQPSU BTJD5SBEFJOBODF BTJD5SFBTVSZ.BOBHFNFOU FBVUZMBTTCBOL bjb BCBOH,BSBXBOH JNCJOHBO5FLOJT.BOBKFNFO-PHJTUJL JTOJT-FHBM PPTU:PVS1PUFOUJBMPNNVOJDBUJPO4LJMM BTI.BOBHFNFOU No. Diklat Grade 6 BTI.BOBHFNFOU5SFBTVSZ.BOBHFNFOU FSUJmFEOWFTUPS3FMBUJPOT IBOHFHFOU PBDIJOHOEPVOTFMMJOH PBDIJOHOEPVOTFMMJOH4LJMM PNQFIFOTJWFPSSFTQPOEFOU PNQMBJOU.BOBHFNFOU PNQMJBODF.BOBHFNFOU POUSPM0CKFDUJWFPSOGPSNBUJPOOE3FMBUFE5FDIOPMPHZPVOEBUJPO PSQPSBUFVMUVSF PSQPSBUFWFOU.BOBHFNFOU SFEJU3FWJFXFS.JLSP VTUPNFSVSUVSJOH VTUPNFS3FMBUJPOTIJQ.BOBHFNFOU BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU GGFDUJWFSBGPOPNJ ,:OUJ.POFZ-BVOEFSJOH GGFDUJWF.BSLFUJOHPNNVOJDBUJPO GGFDUJWF5JNF.BOBHFNFOU NPOFZ WBMVBTJ1FMBLTBOBBOBOLOEPOFTJB4JTUFN-BZBOBO,BT 4-, WBMVBTJ1FMBLTBOBBO0QFSBTJPOBM1FSLBTBO PSFOTJDDDPVOUJOHOEOWFTUJHBUFVEJUJOH SBVEVEJUJOH SBVEVEJUJOH SBVEVEJUJOH VOE5SBOTGFS1SJDJOH VOEBNFOUBMT0GPSQPSBUFJOBODF PX5PSFBUF-4.,8JUI93- VLVN,FQBJMJUBO VLVN,POUSBL,POTUSVLTJ EFOUJmLBTJ 1FSNBTBMBIBO BMBN .FMBLVLBO 4FMG TTFTTNFOU UBT 5JOHLBU,FTFIBUBOBOL4FSUB.FLBOJTNF,POTPMJEBTJ-BQPSBO5LTBOL ,POWFOTJPOBM NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB OUFSOBUJPOBM5SBEFJOBODJOH OUSPEVDUJPO5PTTFU-JBCJMJUZ.BOBHFNFOU OWFTUJHBTJ SBVE 1BEB JTOJT .PCJMF BOLJOH BO 1FODFHBIBOOZB FOHBO1FOFSBQBO.BOBKFNFO3JTJLP IT 1FSCBOLBO OWFTUPSPNNVOJDBUJPO4IBSFPMEFS.BOBHFNFUPS1VCMJDPNQBOZ 40 IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, IT 3JTL.BOBHFNFOU +PCWBMVBUJPOOEFWFMPQNFOU4BMBSZ ,FTFLSFUBSJBUBO ,FXBTQBEBBO BO 5BOUBOHBO BOL J JEBOH 1FOHBXBTBO BO 1FOHFOEBMJBO ,,1 HUMAN RESOURCES 266 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 6 ,OPXJOH:PVSTFMG ,VQBT5VOUBT1FOFSBQBO14, -FHBMSBGUJOHOE8SJUJOH -PBO.POJUPSJOH4VQFSWJTJPO .BDSPDPOPNJDOBMZTJT .BOBHJOH IT 3JTLo4FSJFT 3507 .BOBHJOH IT 3JTLo4FSJFT 3507 .BOBKFNFO,PQFSBTJ .BOBKFNFO3JTJLP .BOBKFNFO4USBUFHJTBO1FOHBNCJMBO,FQVUVTBOEFOHBO.FUPEF1 1 .FBTVSFNFOUQQSPBDI . .PEFMJOH .FOUBMJUZPPTUFS5SBJOJOH .FUPEF1FOFHBLBO,FQBUVIBO1BEBOUFSOBM1FSCBOLBO 77 .JDSPTPGUYDFMEWBODFEPSVTJOFTT DDPVOUJOHOE.BOBHFNFOU .PCJMFQQMJDBUJPOFWFMPQNFOUPSOESPJE 0GmDFS1SPHSBN 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFS 0QFSBUJPOBM3JTL.BOBHFNFOU 0QUJNJ[JOH0GmDFS4LJMMT 0VUCPOEBCBOHBMBSBKB 1FOEJEJLBO1SPGFTJ-BOKVUBO8BQFSE 1FOHBEBBOBSBOHBO+BTB IT 1FSCBOLBO 1FOJMBJBOTFUBO1FOJMBJBO6TBIB 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FSIJUVOHBO,FTFIBUBOBOL 1FSQBKBLBOý111BTBM6QEBUF 415FOUVLBSV 4155BIVOý 1PXFSGVMMBUBCBTFOBMZTJTBTICPBSE3FQPSUJOH8JUIYDFM 1PXFSGVMMBUBCBTFOBMZTJTBTICPBSE3FQPSUJOH8JUIYDFM 1PXFSGVMM4LJMMPS.BSLFUJOHPNNVOJDBUJPO 1QO6QEBUF 1SJDFPSFDBTUJOHOE5SFBTVSZ3JTLPOUSPM 1SJPSJUZBOLJOHOE8FBMUI.BOBHFNFOU 1SPEVDU,OPXMFEHF3FLTBEBOB 1SPGFTTJPOBMJOBODJBM.PEFMMFS 1. 1SPKFDU.BOBHFNFOU0GmDF 1SPKFDU.BOBHFNFOU0GmDF 1SPQIFUJD8JTEPNOSJDIJOHIBSBDUFS 1VCMJD4QFBLJOHOE1SFTFOUBUJPO4LJMM 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3FMBUJPOTIJQ0GmDFS,13 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 3JTLBTFEVEJU ,POTFQBONQMFNFOUBTJ 3JTL.BOBHFNFOU No. Diklat Grade 6 30,PNFSTJBM 30,13 3171SPHSBNNJOHBTJD5PEWBODF 3171SPHSBNNJOHSPNBTJD5PEWBODF8PSLTIPQ 4BMFT1SFTFOUBUJPO4LJMM 4BMFT1SFTFOUBUJPO4LJMM 4DIPPM0GPOETOEJYFEODPNF 4FMMJOH8JUIIBSBDUFS4FDPOE-FWFM 4FNJOBSOEPOFTJBZCFSSJNF4VNNJU 4FNJOBS1-5 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJm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mLBTJ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM SUMBER DAYA MANUSIA 267 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 6 6KJBO8BQFSE 6OEFSTUBOEJOH90QUJPOVTJOFTT1SBDUJDF 8FBMUI.BOBHFNFOUOEJOBODJBM1MBOOJOH 8PSLTIPQOBMZTJTNQMFNFOUBUJPO8JUIYDFMPS3PO3 8PSLTIPQVEJU,IVTVT6OUVL1FOHVOHLBQBO,FDVSBOHBOOUFSOBM 8PSLTIPQBSB+JUV.FOHFMPMBBO.FOHVLVS3JTJLPVLVN1FSCBOLBO 8PSLTIPQPSQPSBUFJOBODF 8PSLTIPQSFEJUVEJU 8PSLTIPQBO6BOH4BLVBTJPOBMBSJFOHBO5FNB,SFEJU4JOEJLBTJ 8PSLTIPQFOFSBUJPO:O5IF8PSLQMBDF 8PSLTIPQ1 8PSLTIPQNQMFNFOUBTJ1SJOTJQ 8PSLTIPQ ,FQBJMJUBO BNQBLOZB 5FSIBEBQ BOL 4FMBLV ,SFEJUVS PWFNCFS 8PSLTIPQ.FBTVSFNFOUQQSPBDI . .PEFMJOH 8PSLTIPQ.FBTVSJOH1SPNPUJPOGGFDUJWFOFTT 8PSLTIPQ1BOEVBO.FODBQBJDH1FSJOHLBUBO6KJ4USBUFHJ.FMBMVJ 3PPUBVTFE1BEB3JTL0XOFS 8PSLTIPQ1FOZFMFTBJBOVCVOHBOOEVTUSJBM1FSVTBIBBO 8PSLTIPQ 1FOZVTVOBO -BQPSBO FXBO ,PNJTBSJT :BOH ,PNQSFIFOTJG BOGFLUJG 8PSLTIPQ1FOZVTVOBO-FHBMSBGUJOH8SJUJOH1FSVTBIBBO 8PSLTIPQ1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO 8PSLTIPQ1PXFSGVMM4LJMMTPS.BSLFUJOHPNNVOJDBUJPOT 8PSLTIPQ2VBMJUZTTVSBODF4FCBHBJ5FIOJL1FOHVBUBOOUFSOBMPOUSPM BO .FNJUJHBTJ 3JTJLP 0QFSBTJPOBM 4FKBMBO FOHBO 1 P 1 8PSLTIPQ 4JNVMBTJ NQMFNFOUBTJ 1TBL BO 1FSIJUVOHBO 1FSQBKBLBO BMBN5SBOTBLTJBOB1JIBL,FUJHBBOL 8PSLTIPQ4USBUFHJ1FOVSVOBO1-,SFEJU,POTVNFS,SFEJU3FUBJM6OUVL .FOKBHBTTFUBOL 8PSLTIPQ5SBOTBLTJ1FOJMBJBOHVOBO,SFEJU No. Diklat Grade 7 TQFLVLVN,FQBJMJUBO TQFLVLVN1FNCJBZBBO1FSVNBIBO4FLVSJUJTBTJ,13JOEPOFTJB IBOHFHFOU PBDIJOHOEPVOTFMMJOH PBDIJOHOEPVOTFMMJOH4LJMM PTUFOFmUOBMZTJT 7 SFEJU3FWJFXFS.JLSP VOE5SBOTGFS1SJDJOH NQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF NQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF OWFTUPSPNNVOJDBUJPO4IBSFPMEFS.BOBHFNFUPS1VCMJDPNQBOZ 40 .BOBHJOH IT 3JTL .BOBKFNFO,PQFSBTJ No. Diklat Grade 7 .BOBKFNFO3JTJLP .BOBKFNFO3JTJLP .BTUFSJOHU1SPKFDU.BOBHFNFOUBTFE0O1NCPL 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFS 0VUCPOE 1FMBUJIBONPOFZ 1FOHBEBBOBSBOHBO+BTB IT 1FSCBOLBO 1FOHFOBMBOBO1FOHFNCBOHBO5. 1FOJMBJBOTFUBO1FOJMBJBO6TBIB 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1SPQIFUJD8JTEPNOSJDIJOHIBSBDUFS 4BMFT1SFTFOUBUJPO4LJMM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4,OHLBUBO 4USFTT.BOBHFNFOU 5JNF.BOBHFNFOU 5JNF.BOBHFNFOU 5PU1SPHSBN15, 5SBJOPS5SBJOFS 505 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 8PSLTIPQ14FMVSVIOEPOFTJBBMBN3BOHLB1FOJOHLBUBO,BQBTJUBT 1FNCJBZBBO1FSVNBIBO 8PSLTIPQBL5BOHHVOHBO JOBODJBM.PEFMMJOHPSBOLT BUIFSJOHBO4IBSJOHOGPSNBTJ4FSUB4PTJBMJTBTJ,MJSJOHFOFSBTJJ IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, IT 3JTL.BOBHFNFOU ,FTFLSFUBSJBUBO ,OPX:PVSVTUPNFSOEOUJ.POFZ-BVOESZ ,OPXJOH:PVSTFMG .BOBKFNFO,PQFSBTJ .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN .FBTVSFNFOUQQSPBDI NB .PEFMJOH .FOUBMJUZPPTUFS5SBJOJOH PO1FSGPSNJOH-PBO.BOBHFNFOUPS,SFEJU6TBIB3BLZBU 01 0GmDFIBOOFMJOH 0GmDFS1SPHSBN 0QFSBTJPOBMBOLBTBS 0QFSBUJPOBM3JTL.BOBHFNFOU 0VUCPOEBCBOHBMBSBKB 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB HUMAN RESOURCES 268 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 7 1FNFSJLTBBO1BKBL 5BUBDBSB1FOHBKVBO1FOZFMFTBJBO,FCFSBUBOBO ,FXBKJCBO1FSQBKBLBOVMBOBO5BIVOBO4FSUB5BUBDBSB1FOHJTJBO415 5BIVOBO 118101BEBO5BIVO1BKBLPSNBUBSV 1FOHBEBBOBSBOHBO+BTB 1FOJMBJBO BO 1FOJOHLBUBO 4FSWJDF 2VBMJUZ FOHBO 4JY 4JHNB .FUIPEF 6OUVL,FQVBTBO 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1PXFSGVMMBUBOBMZTJTOE3FQPSUJOH8JUIYDFM 1SPEVDU,OPXMFEHF3FLTBEBOB 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3FMBUJPOTIJQ0GmDFS,13OHLBUBO 30,PNFSTJBM 30,13 4FMMJOH8JUIIBSBDUFS4FDPOE-FWFM 4FNJOBS.BLJOH5IF:FBS0GDPOPNJDTVTJOFTTPOmEFODF 4, 4PTJBMJTBTJ1SPHSBN6V.BUB6BOH1FUVHBT,MJSJOH 4USBUFHJ 1FOZFMBNBUBO 1FOZFMFTBJBO 1- 4FSUB 3FTUSVLUVSJTBTJ ,SFEJU 1FSCBOLBO4XBTUB 6.6. 4USBUFHZ.FNCBOHVO401,1FSCBTJT4 4USFTT.BOBHFNFOU 4USVDUVSFE5SBEFJOBODF 77 5IFOEOEPOFTJB.BSLFUFFSTFTUJWBM 5IF1SPQIFUJD8JTEPN4FSJVI4BOH7JTJPOFS 5JNF.BOBHFNFOU 5JNF.BOBHFNFOU 5054BMFTNBOTIJQPS4FSWJDF1FPQMF 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO 5SBJOJOH401 5SFBTVSZPS0QFSBUJPO 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO8BQFSE 8PSLTIPQ ,FTBMBIBO 6UBNB BMBN 1FNCJBZBBO 6LN BO 4USBUFHJ BMBNLTQBOTJ6LN 8PSLTIPQBSB+JUV.FOHFMPMBBO.FOHVLVS3JTJLPVLVN1FSCBOLBO 8PSLTIPQBO6BOH4BLVBTJPOBMBSJFOHBO5FNB,SFEJU4JOEJLBTJ 8PSLTIPQ,SFEJU.JLSP4JNVMBTJ-FOHLBQNQMFNFOUBTJJWJTJ6OJU,SFEJU .JLSP 8PSLTIPQ.FBTVSFNFOUQQSPBDI . .PEFMJOH 8PSLTIPQ.FBTVSJOH1SPNPUJPOGGFDUJWFOFTT 8PSLTIPQ .FOZVTVO ,FSBOHLB 4USBUFKJL 3FODBOB JTOJT BOL BO .FOHVKJTVNTJ.FMBMVJJOBODJBM.PEFMMJOH 8PSLTIPQBTJPOBMTQFLVLVNLTFLVTJUBT+BNJOBO,SFEJU 8PSLTIPQ 1FSTJBQBO NQMFNFOUBTJ 5FLOPMPHJ ,BUV IJQ 44 EWBODF 8PSLTIPQ2VBMJUZTTVSBODF No. Diklat Grade 7 8PSLTIPQ4FMVLFMVL5SBEFJOBODFBMBN3BOHLB.FOJOHLBULBOFF BTFEODPNF No. Diklat Grade 8 DDPVOUJOHPODFQUPSSFEJUOBMZTJT ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM LVOUBOTJBOL-BOKVUBO LVOUBOTJBOL-BOKVUBOOHLBUBO LVOUBOTJ1SPEVLFWJTB -. 7 NB[JOH1VCMJD4QFBLJOH OBMJT,SFEJU,PNFSTJBM OBMJTBFCBO,FSKBBO1FOZVTVOBO,1 OBMJTB,SFEJU,PNFSTJBM 0,POTVNFS 16115 16115 TTFU-JBCJMJUJFT.BOBHFNFOU MNB BTJD4UBUJTUJDOEBUBOBMZTJT BTJD5SBEFJOBODF BTJD5SFBTVSZPSOUFSOBMVEJUPS BTJD5SFBTVSZ.BOBHFNFOU FBVUZMBTTCBOL bjb BCBOH,BSBXBOH JTOJT-FHBMOHLBUBO VJMEJOH:PVSVNBOBQJUBMPNQFUJUJWFOFT5ISPVHI34 BTI.BOBHFNFOU FSUJmFEVNBO3FTPVSDFT.BOBHFNFOU1SPGFTTJPOBM IBOHFHFOU PSQPSBUFVMUVSF PSQPSBUF-FHBMBOLJOH4IPSUPVSTF PTUFOFmUOBMZTJT SFEJU3FWJFXFS.JLSPOHLBUBO VTUPNFSVSUVSJOH VTUPNFS3FMBUJPOTIJQ.BOBHFNFOU VTUPNJ[FE7OFU41OFU BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU GGFDUJWFSBGPOPNJ ,ZDOUJ.POFZ-BVOEFSJOH GGFDUJWF.BSLFUJOHPNNVOJDBUJPO GGFDUJWF1SFTFOUBUJPO4LJMM OUFSQSJTF3JTL.BOBHFNFOU YFDVUJWFPSQPSBUF-BX SBVEVEJUJOH VOE5SBOTGFS1SJDJOH VOEBNFOUBMT0GPSQPSBUFJOBODF VBSBOUFF SUMBER DAYA MANUSIA 269 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 8 PX5PSFBUF-4.,8JUI93- 1405FLOJL.FNFOBOHLBO5FOEFSBSBOH+BTB VLVN,FQBJMJUBO ZQOPTFMMJOH NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB OUSPEVDUJPO5PTTFU-JBCJMJUZ.BOBHFNFOU OUSPEVDUJPO5P4XJGUO5IF1BZNFOU.BSLFU ,FXBTQBEBBO BO 5BOUBOHBO BOL J JEBOH 1FOHBXBTBO BO 1FOHFOEBMJBO ,,1 ,OPXJOH:PVSTFMG ,POUSPMOUFSOBMBCBOH -FHBMVEJUOE-FHBM0QJOJPOSBGUJOH -FHBMSBGUJOH8SJUJOH -FHBMSBGUJOHOE8SJUJOH .BOBHFNFOUBSFFS .BOBHJOH IT 3JTL .BOBKFNFO,PQFSBTJ .BOBKFNFO3JTJLP .BOBKFNFO4USBUFHJTBO1FOHBNCJMBO,FQVUVTBOFOHBO.FUPEF1 1 .BOBKFS-JOJ1FSUBNB .BSLFU0VUMPPLOWFTUNFOU .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN .BTUFSJOH IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, .FOUBMJUZPPTUFS5SBJOJOH .JDSPTPGUYDFMEWBODFEPSVTJOFTT DDPVOUJOHOE.BOBHFNFOU 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFS 0QFSBTJPOBM3JTL.BOBHFNFOU 0VUCPOE 1FOEJEJLBO1SPGFTJ-BOKVUBO8BQFSE 1FOHFNCBOHBOJUVS5.JVOJB1FSCBOLBO 1FOHHVOBBO1SPEVLBMBNFHFSJBO5BUBBSB1FSIJUVOHBO5JOHLBU ,PNQPOFO -. 3 5, 4PTJBMJTBTJ1SPHSBN6V.BUB6BOH1FUVHBT,MJSJOH 77 1FOJMBJBOTFUBO1FOJMBJBO6TBIB 1FOJMBJBOTTFUQSBJTBM1FSVTBIBBO 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 11-8BQFSE 1SJPSJUZBOLJOHOE8FBMUI.BOBHFNFOU 1SPDVSFNFOU1VSDIBTJOH.BOBHFNFOU 1SPEVDU,OPXMFEHF3FLTBEBOB 1SPQIFUJD8JTEPNOSJDIJOHIBSBDUFS 1VCMJD4QFBLJOHOE1SFTFOUBUJPO4LJMM No. Diklat Grade 8 2VBMJUZTTVSBODF4FCBHBJ5FIOJL1FOHVBUBO1FOFSBQBOOUFSOBMPOUSPM 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 30,PNFSTJBM 30,13 4BMFT1MBO 4BMFT1SFTFOUBUJPO4LJMM 4BMFT1SFTFOUBUJPO4LJMM 4FNJOBSOEPOFTJBZCFSSJNF4VNNJU 4FNJOBS1PXFS1SPTQFDUJOH5FDIOJRVFT5P5SJQMF4BMFT 4FNJOBS3JTL.BOBHFNFOU6OUVL-FNCBHB,FVBOHBOPOBOL 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSWJDFYDFMMFOU4UBOEBS-BZBOBOBHJ1FNJNQJO,1OHLBUBO 4FSWJDF-FBEFSTIJQ 4, 4, BO0VUJOH,PNVOJUBT,MJSJOH+BLBSUB 4USBUFHJOUJSBVEBOLJOH 4USBUFHJ1FOBHJIBO1JVUBOH.BDFU 4USBUFHJ1FOZFMFTBJBO,SFEJUFSNBTBMBIFOHBO5FLIOJL3FNFEJBMBO 5FLIOJL-JUJHBTJ 4USBUFHZ.FNCBOHVO4PQ,QJFSCBTJT4 4USFTT.BOBHFNFOU 4USFTT5FTUJOH0OBOLJOH3JTLYQPTVSF 4USVDUVSFE5SBEFJOBODF 4UVEJ,FMBZBLBOOWFTUBTJ 5FLOJL.FUPEF140UBT1FOHBEBBOBSBOH+BTB 5FLOJLOBMJTB5SBOTBLTJ,FVBOHBO.FODVSJHBLBO 5IFOEOEPOFTJB.BSLFUFFSTFTUJWBM 5IF1SBDUJDBM6TF0GJEJDPOUSBDU 5JNF.BOBHFNFOU 5JNF.BOBHFNFOU 5PU4BMFTNBOTIJQPS4FSWJDF1FPQMF 5PU1SPHSBNOQULJ 5SBJOPS5SBJOFS 505 VTUVNFS3FMBUJPOTIJQ.BOBHFNFOUPSBOLJOHOEVTUSZ NQIBUJD1SFTFOUJOH4IBSQFOFS NQSPWJOHPNQFUFODZPSVEJUJOH5SBEJOH IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, FFETOBMZTJT 401 HUMAN RESOURCES 270 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 8 5SFBTVSZPS0QFSBUJPO 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 5SFBTVSZ.BOBHFNFOU 6KJBO4FSUJmLBTJ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 8BQFSE 8FBMUI.BOBHFNFOUOEJOBODJBM1MBOOJOH 8PSLTIPQOBMZTJTNQMFNFOUBUJPO8JUIYDFMPS3PO3 VEJU,IVTVT6OUVL1FOHVOHLBQBO,FDVSBOHBOOUFSOBM JNUFL 1FSQFT P 5I +PQFSQSFT P 5I 5FOUBOH 1FOHBEBBOBSBOH+BTB1FNFSJOUBI BL5BOHHVOHBO PX5PBOEMFPNQMBJOU1SPGFTTJPOBMMZ 0QJOJPOTOE-FBEJOHPVSUBTFT .FOJOHLBULBO1FOHFMPMBBO3JTJLP,SFEJU .FOZVTVO,FSBOHLB4USBUFKJL3FODBOBJTOJTBOLBO.FOHVKJTVNTJ .FMBMVJJOBODJBM.PEFMMJOH 1FOHFOEBMJBOSBUJmLBTJ8IJTUMFCMPXJOH 1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO 2VBMJUZTTVSBODF 4JNVMBTJ NQMFNFOUBTJ 14, BO 1FSIJUVOHBO 1FSQBKBLBO BMBN 5SBOTBLTJBOB1JIBL,FUJHBBOL 4USBUFHJ1FOVSVOBOQM,SFEJU,POTVNFS,SFEJU3FUBJM6OUVL.FOKBHB TTFUBOL 5SBOTBLTJ1FOJMBJBOHVOBO,SFEJU No. Diklat Grade 9 ,FTBMBIBO 6UBNB BMBN 1FNCJBZBBO 6,. BO 4USBUFHJ BMBN LTQBOTJ6,. JHJUBM.BSLFUJOH ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM LVOUBOTJTVSBOTJ6QEBUF4FTVBJ14, 14,BO14, LVOUBOTJBOL-BOKVUBO LVOUBOTJ1SPEVLFWJTB 7 OBMJTB1FNCJBZBBO,SFEJUOWFTUBTJPUFM 16115 16115 TTFU-JBCJMJUJFT.BOBHFNFOU -. BOLBSBOTJ4VSFUZPOE4UBOECZ- BTJD5SFBTVSZ.BOBHFNFOU PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH PTUFOFmUOBMZTJT VTUPNFSVSUVSJOH GGFDUJWF.BSLFUJOHPNNVOJDBUJPO LTFLVTJ+BNJOBOVUBOH.JMJL1FSCBOLBO WBMVBTJBO1FOFOUVBO-PLBTJ+BSJOHBO No. Diklat Grade 9 JOBODJBM.PEFMMJOHPSBOLT JOBODJBM.PEFMMJOHPSPSQPSBUFVEHFUJOHPOTPMJEBUJPO JOBODJBM.PEFMMJOHVOEBNFOUBMOE4FOTJUJWJUZ4DFOBSJP VOE5SBOTGFS1SJDJOH VLVN,FUFOBHBLFSKBBOVCVOHBOOEVTUSJBM ZQOPTFMMJOH 0QJOJPOTOE-FBEJOHPVSUBTFT NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB ,SFEJU.JLSP4JNVMBTJ-FOHLBQNQMFNFOUBTJJWJTJ6OJU,SFEJU.JLSP -FHBMSBGUJOH8SJUJOH -FHBMSBGUJOHOE8SJUJOH -JRVJEJUZ.BOBKFNFO .BOBKFNFO4USBUFHJTBO1FOHBNCJMBO,FQVUVTBOFOHBO.FUPEF1 1 .BOBKFS-JOJ1FSUBNB .JDSPTPGUYDFMEWBODFEPSVTJOFTT DDPVOUJOHOE.BOBHFNFOU 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFSOHLBUBO 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFSOHLBUBO 0QFSBTJPOBM1FSCBOLBOBHJ0GmDFSOHLBUBO 0VUCPOE 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB 1FOEJEJLBO1SPGFTJ-BOKVUBO8BQFSE 1FOHHVOBBO 1SPEVL BMBN FHFSJ BO 5BUB BSB 1FSIJUVOHBO 5JOHLBU ,PNQPOFOBMBNFHFSJ 5, 1FOHVLVSBOmTJFOTJ,BOUPSBCBOHFOHBO.FUPEF 1FOJMBJBOTTFUQSBJTBM1FSVTBIBBO 1FOZVTVOBO401 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO 1SPCMFN4PMWJOHOEFDJTJPO.BLJOH 1SPGFTTJPOBMJOBODJBM.PEFMMFS 1. 1SPQIFUJD8JTEPNOSJDIJOHIBSBDUFS 3FGSFTINFOU.BOBKFNFO3JTJLP 30,PNFSTJBMOHLBUBO 4BMFT1SFTFOUBUJPO4LJMM 4BMFT1SFTFOUBUJPO4LJMM 441SPHSBNNJOH 4FNJOBS5SBEJOHSBVETOO6ODFSUBJODPOPNJDMJNBUF 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSWJDFYDFMMFOU4UBOEBS-BZBOBOBHJ1FNJNQJO,DQOHLBUBO 4FSWJDF-FBEFSTIJQ 4,OHLBUBO 4,OHLBUBO SUMBER DAYA MANUSIA 271 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 9 4NBSUOEZQOPTFMMJOH 4USBUFHJOUJSBVEBOLJOH 4USBUFHJ1FOBHJIBO1JVUBOH.BDFU 4USBUFHJ 1FOZFMBNBUBO 1FOZFMFTBJBO 1- 4FSUB 3FTUSVLUVSJTBTJ ,SFEJU 1FSCBOLBO4XBTUB 6.6. 4UVEJ,FMBZBLBOOWFTUBTJ 4VQQMZIBJO 5FLOJL1FOZVTVOBO401 5IFOEOEPOFTJB.BSLFUFFSTFTUJWBM 5JNF.BOBHFNFOU 5JNF.BOBHFNFOU 5051SPHSBN15, 5SBJOPS5SBJOFS 5PU 5SBJOJOHVTUVNFS3FMBUJPOTIJQ.BOBHFNFOUPSBOLJOHOEVTUSZ 5SBJOJOHNQIBUJD1SFTFOUJOH4IBSQFOFS 5SBJOJOHPS5SBJOFST 77 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ8BQFSE No. Diklat Grade 10 ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM -. 16115 BTJDVEJU5FDIOJRVFT5PPMTPSFXVEJUPS BTJD-JGF4VQQPSU BTJD5SBEFJOBODF 7 FBVUZMBTTCBOL bjb BCBOH,BSBXBOH BSB-JHBU.FMBLTBOBLBO1IL5BOQB,POnJL BTI.BOBHFNFOU FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH PSQPSBUFVMUVSF VTUPNFS3FMBUJPOTIJQ.BOBHFNFOU GGFDUJWFFHPUJBUJPO4LJMM GGFDUJWF1SFTFOUBUJPO4LJMM OUFSQSJTF3JTL.BOBHFNFOU JOBODJBM.PEFMMJOHPSBOLT PPEPSQPSBUFPWFSOBODF ZQOPTFMMJOH NQMFNFOUBTJ5ISFF-JOFT0GFGFODF OUFSNFEJBUFSFEJUOBMZTJT IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, ,OPXJOH:PVSTFMG -FHBMSBGUJOH8SJUJOH No. Diklat Grade 10 -JRVJEJUZ.BOBKFNFO .BOBKFS-JOJ1FSUBNB .BOHFS-JOJ1FSUBNB .-1 .FOUBMJUZPPTUFS5SBJOJOH 0VUCPOE 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB 16115 TTFU-JBCJMJUJFT.BOBHFNFOU -. FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS POUSPM0CKFDUJWFPSOGPSNBUJPOOE3FMBUFE5FDIOPMPHZPVOEBUJPO NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB ,POUSPMOUFSOBMBCBOHOHLBUBO ,POUSPMOUFSOBMBCBOHOHLBUBO PO1FSGPSNJOH-PBO.BOBHFNFOUPS,SFEJU6TBIB3BLZBU 1FSIJUVOHBO,FTFIBUBOBOL 1SPCMFN4PMWJOHFDJTJPO.BLJOH 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4USBUFHJ1FOZFMFTBJBO,SFEJUFSNBTBMBIFOHBO5FLIOJL3FNFEJBMBO 5FLIOJL-JUJHBTJ 5SBJOPS5SBJOFS 505 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1SPCMFN4PMWJOHOEFDJTJPO.BLJOH 1SPEVDU,OPXMFEHF3FLTBEBOB 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 4BMFT1MBO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSWJDFYDFMMFOU4UBOEBS-BZBOBOBHJ1FNJNQJO,DQ 4FSWJDF-FBEFSTIJQ 4LOCJOHLBUBO 4PTJBMJTBTJ1SPHSBN6V.BUB6BOH1FUVHBT,MJSJOH 4USBUFHJOUJSBVEBOLJOH 4USFTT.BOBHFNFOU 5FLOJL.FUPEF140UBT1FOHBEBBOBSBOH+BTB 5PU4BMFTNBOTIJQPS4FSWJDF1FPQMF 5SBJOJOHVTUVNFS3FMBUJPOTIJQ.BOBHFNFOUPSBOLJOHOEVTUSZ 5SBJOJOH1TJLPMPHJBO5FLOJL,PNVOJLBTJVEJU 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ8BQFSE 6KJBO8BQFSE 8BQFSE HUMAN RESOURCES 272 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 10 PSQPSBUFJOBODF FOFSBUJPO:O5IF8PSLQMBDF .FOJOHLBULBO1FOHFMPMBBO3JTJLP,SFEJU BTJPOBMTQFLVLVNLTFLVTJUBT+BNJOBO,SFEJU 1FSGPSNBODFPBDIJOH-FBEFSODUJPO 1PXFSGVMPNNVOJDBUJPOOE4NBSUFHPUJBUJPO No. Diklat Grade 11 UPT,FSKB1SPGFTJPOBM DDPVOUJOHPODFQUPSSFEJUOBMZTJT ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM EWBODFPPEPSQPSBUFPWFSOFODF PSBOLJOH -. 16115 7 TQFLVLVN,FQBJMJUBO TTFU-JBCJMJUJFT.BOBHFNFOU -. VEJU-FOHLBQUBT5FLOPMPHJ4JTUFNOGPSNBTJ BTJDVEJU5FDIOJRVFT5PPMTPSFXVEJUPS JNCJOHBO5FLOJT-FHBMSBGUJOH PPTU:PVS1PUFOUJBMPNNVOJDBUJPO4LJMM VJMEGGFDUJWFPNNVOJDBUJPO5PNQSPWF15 BTI.BOBHFNFOU PSQPSBUF-BX PTUFOFmUOBMZTJT VTUPNFS3FMBUJPOTIJQ.BOBHFNFOU BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU GGFDUJWFFHPUJBUJPO4LJMM GGFDUJWF1SFTFOUBUJPO4LJMM PSFOTJDDDPVOUJOHOEOWFTUJHBUFVEJUJOH SBQIPOPNZ 1405FLOJL.FNFOBOHLBO5FOEFSBSBOH+BTB ZQOPTFMMJOH OUFSNFEJBUFBOLJOH OUFSOBUJPOBMBOLVBSBOUFF OWFTUPSPNNVOJDBUJPO4IBSFPMEFS.BOBHFNFUPS1VCMJDPNQBOZ IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, ,FXBTQBEBBO BO 5BOUBOHBO BOL J JEBOH 1FOHBXBTBO BO 1FOHFOEBMJBO ,,1 ,OPXJOH:PVSTFMG -FHBMVEJUOE-FHBM0QJOJPOSBGUJOH -FHBMSBGUJOHOE8SJUJOH .BTUFSJOHTTFU-JBCJMJUZ.BOBHFNFOU .FOUBMJUZPPTUFS5SBJOJOH FHPUJBUJPO4LJMMTPSBOLFST 0VUCPOE No. Diklat Grade 11 1BZNFOUOEBTI.BOBHFNFOU 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB 1FMBUJIBOLVOUBOTJBOL-BOKVUBOOHLBUBO 1FMBUJIBONB[JOH1VCMJD4QFBLJOH 1FMBUJIBO16115 1FMBUJIBOTTFU-JBCJMJUJFT.BOBHFNFOU -. 1FMBUJIBOBOLBSBOTJ4VSFUZPOE4UBOECZ- 1FMBUJIBONQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB 1FMBUJIBOOUSPEVDUJPO5P4XJGUO5IF1BZNFOU.BSLFU ,POUSPMOUFSOBMBCBOH .BOBHFSJBMDDPVOUJOH .BOBKFNFO,PQFSBTJ PO1FSGPSNJOH-PBO.BOBHFNFOUPS,SFEJU6TBIB3BLZBU 01 1SPCMFN4PMWJOHFDJTJPO.BLJOH 4FSUJmLBTJJSFLTJ13OHLBUBO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ1FOHBEBBOBSBOHBO+BTB 4USBUFHJ1FOZFMFTBJBO,SFEJUFSNBTBMBIFOHBO5FLIOJL3FNFEJBMBO 5FLIOJL-JUJHBTJ 5IF3JHIU8BZ0GPJOH1PXFSGVM.BSLFUJOH3FTFBSDI 5SBJOPS5SBJOFS 505 1FOEJEJLBO1SPGFTJ-BOKVUBO8BQFSE 1FOJMBJBOTTFUQSBJTBM1FSVTBIBBO 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1SJOTJQ1SJOTJQ.FOHFOBMBTBCBI 1SPCMFN4PMWJOHOEFDJTJPO.BLJOH 1SPEVDU,OPXMFEHF3FLTBEBOB 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 4BMFT1MBO 4DIPPM0GPOETOEJYFEODPNF 4FNJOBS FXFS JHHFS PMEFS SPN .JOEMFTT YQBOTJPO 5P PDVTFE SPXUI 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSWJDFYDFMMFOU4UBOEBS-BZBOBOBHJ1FNJNQJO,DQ 4USBUFHJ1FOBHJIBO1JVUBOH.BDFU 5JNF.BOBHFNFOU 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO 77 5SBJOJOHVTUVNFS3FMBUJPOTIJQ.BOBHFNFOUPSBOLJOHOEVTUSZ SUMBER DAYA MANUSIA 273 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 11 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ1FOHBEBBOBSBOHBO+BTB 6KJBO4FSUJmLBTJ8BQFSE 6KJBO8BQFSE 8BQFSE 8PSLTIPQ,FTBMBIBO6UBNBBMBN1FNCJBZBBO6,.BO4USBUFHJ BMBNLTQBOTJ6,. 8PSLTIPQOBMZTJTNQMFNFOUBUJPO8JUIYDFMPS3PO3 8PSLTIPQBO6BOH4BLVBTJPOBMBSJFOHBO5FNB,SFEJU4JOEJLBTJ 8PSLTIPQFOFSBUJPO:O5IF8PSLQMBDF 8PSLTIPQBL5BOHHVOHBO 8PSLTIPQ ,FQBJMJUBO BNQBLOZB 5FSIBEBQ BOL 4FMBLV ,SFEJUVS PWFNCFS 8PSLTIPQ ,POUSBL 1FSCBOLBO BO 1FOZFMFTBJBO 4FOHLFUB .FMBMVJ SCJUSBTFBO1FOZFMFTBJBO4FOHLFUB 8PSLTIPQ 1FOHFOBMBO MUFSOBUJG 1FOZFMFTBJBO 4FOHLFUB J 4FLUPS +BTB ,FVBOHBO 8PSLTIPQ2VBMJUZTTVSBODF4FCBHBJ5FIOJL1FOHVBUBOOUFSOBMPOUSPM BO .FNJUJHBTJ 3JTJLP 0QFSBTJPOBM 4FKBMBO FOHBO 1 P 1 8PSLTIPQ4USBUFHJ1FOVSVOBO1-,SFEJU,POTVNFS,SFEJU3FUBJM6OUVL .FOKBHBTTFUBOL No. Diklat Grade 12 ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM 16115 FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS PSQPSBUFVEHFUJOH GGFDUJWFFMFHBUJPOOE5BTL.BOBHFNFOU 7 GGFDUJWF5SBJOJOHFTJHO VOE5SBOTGFS1SJDJOH NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB OUFSNFEJBUFBOLJOH OUFSOBUJPOBMBOLVBSBOUFF OWFTUPSPNNVOJDBUJPO4IBSFPMEFS.BOBHFNFUPS1VCMJDPNQBOZ IT 1SPKFDU.BOBHFNFOUBTFE0O1.0, -FBEFSTIJQ.BOBHJOH1FPQMF .BOBKFNFO,PQFSBTJ .BOHFS-JOJ1FSUBNB .-1 0QFSBUJPOBM3JTL.BOBHFNFOU 0QUJNJ[JOHOE.PUJWBUJOHBSFFS8PNBO 0VUCPOE 1FEPNBOLVOUBOTJ1FSCBOLBOOEPOFTJB 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FSGPSNBODF.FBTVSFNFOUOEBOLJOH.BOBHFNFOU6OJUFE,JOHEPN 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH No. Diklat Grade 12 1SPCMFN4PMWJOHFDJTJPO.BLJOH 1SPCMFN4PMWJOHOEFDJTJPO.BLJOH 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 4BMFT1MBO 4DIPPM0GBQJUBM.BSLFUPOE 4FNJOBS FXFS JHHFS PMEFS SPN .JOEMFTT YQBOTJPO 5P PDVTFE SPXUI 4FNJOBSBTJPOBM14 4FNJOBSBTJPOBM,POTFQTJQMJLBTJ1SPHSBN1+4,FTFIBUBO5FOBHB ,FSKB 4FSUJmLBTJJSFLTJQSOHLBUBO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ1SPGFTJBQFO 4018SJUJOHNQSPWFNFOU 4USBUFHJOUJSBVEBOLJOH 4USBUFHJ1FOZFMFTBJBO,SFEJUFSNBTBMBIFOHBO5FLIOJL3FNFEJBMBO 5FLIOJL-JUJHBTJ 4USBUFHJD.BOBHFNFOU 4USFTT.BOBHFNFOU 4ZOEJDBUFE-PBO 5IF3JHIU8BZ0GPJOH1PXFSGVM.BSLFUJOH3FTFBSDI 5PU1SPHSBN15, 5SBJOPS5SBJOFS 505 5SBJOJOHFFEOBMZTJT 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ1SPGFTJBQFO 8BQFSE ,FTBMBIBO 6UBNB BMBN 1FNCJBZBBO 6,. BO 4USBUFHJ BMBN LTQBOTJ6,. QE4FMVSVIOEPOFTJBBMBN3BOHLB1FOJOHLBUBO,BQBTJUBT1FNCJBZBBO 1FSVNBIBO FSUJmFEFIBWJPS1SPmMMJOHFSUJmFEBOEXSJUJOHOBMZTJT BL5BOHHVOHBO NQMFNFOUBTJ1SJOTJQ ,POUSBL 1FSCBOLBO BO 1FOZFMFTBJBO 4FOHLFUB .FMBMVJ SCJUSBTF BO 1FOZFMFTBJBO4FOHLFUB ,SFEJU.JLSP4JNVMBTJ-FOHLBQNQMFNFOUBTJJWJTJ6OJU,SFEJU.JLSP 1FOZVTVOBO-BQPSBOFXBO,PNJTBSJT:BOH,PNQSFIFOTJGBOGFLUJG 1FOZVTVOBO-FHBMSBGUJOH8SJUJOH1FSVTBIBBO 1FSGPSNBODFPBDIJOH-FBEFSODUJPO 1FSTJBQBONQMFNFOUBTJ5FLOPMPHJ,BUVIJQ 44 EWBODF 2B4FCBHBJ5FLOJL1FOHVBUBO1FOFSBQBOOUFSOBMPOUSPM No. Diklat Grade 13 MPCBM5BYPOGFSFODFTJB1BTJmD HUMAN RESOURCES 274 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 13 ENJOJTUSBTJ,SFEJUBOJTOJT-FHBM EWBODFPPEPSQPSBUFPWFSOFODF PSBOLJOH -. 16115 BTFMJJ.PEBM-JLVJEJUBT 7 VJMEGGFDUJWFPNNVOJDBUJPO5PNQSPWF15 BTI.BOBHFNFOU PNQMJBODF.BOBHFNFOU PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH SFEJU3JTL.BOBHFNFOU GGFDUJWFFMFHBUJPOOE5BTL.BOBHFNFOU GGFDUJWF1SFTFOUBUJPO4LJMM GGFDUJWF5SBJOJOHFTJHO JOBODJBMPOUSPM.BOBHFNFOU VOE5SBOTGFS1SJDJOH 1405FLOJL.FNFOBOHLBO5FOEFS1FOHBEBBOBSBOH+BTB VLVN,POUSBL,POTUSVLTJ OUFSNFEJBUFBOLJOH OUFSOBUJPOBMBOLVBSBOUFF ,FXBTQBEBBO BO 5BOUBOHBO BOL J JEBOH 1FOHBXBTBO BO 1FOHFOEBMJBO ,,1 ,OPXJOH:PVSTFMG ,VQBT5VOUBT1FOFSBQBO1TBL -FBEFSTIJQ.BOBHJOH1FPQMF -FBO4JY4JHNBVOEBNFOUBM5SBJOJOH -FHBMSBGUJOHOE8SJUJOH .BOBKFNFO1FSQVTUBLBBO .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN FHPUJBUJPO4LJMMTPSBOLFST 0QUJNJ[JOHOE.PUJWBUJOHBSFFS8PNBO 0VUCPOE 1FEPNBO5FLOJT1FOZVTVOBOBO1FOFUBQBO4QFTJmLBTJBO14 QQSBJTBM1SPQFSUZ PSQPSBUFVEHFUJOH VTUPNJ[FE7OFU41OFU NPOFZ NQMFNFOUBTJ43 NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB .BOBKFNFOENJOJTUSBTJ1FSLBOUPSBO.PEFSO .BOBKFNFO,PQFSBTJ 1BTBS.PEBM4ZBSJBI 1FOHBEBBOBSBOHBO+BTB 1FOZVTVOBO401 1SPKFDU.BOBHFNFOU0GmDF 4FSUJmLBTJJSFLTJ13OHLBUBO No. Diklat Grade 13 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4USBUFHJD.BOBHFNFOU 5IF3JHIU8BZ0GPJOH1PXFSGVM.BSLFUJOH3FTFBSDI 5SBJOPS5SBJOFS 505 5VSBSPVOE4USBUFHZ 8PSLTIPQVTJOFTTPOUSBDUSBGUJOH 1FOEJEJLBO1SPGFTJ-BOKVUBO8BQFSE 1FOZFMFTBJBO4FOHLFUB.FMBMVJ+BMVS-JUJHBTJ 1FSBO BOL .FODFHBI BO .FNCFSBOUBT 5116 BO 5JOEBL 1JEBOB ,FKBIBUBO1FSCBOLBO 1FSTJBQBO6KJBO4FSUJmLBTJ8BQFSE MFBSOJOH 1SPKFDU.BOBHFNFOU0GmDF 3FGSFTINFOU,FUFOUVBOBO,FQBUVIBO1FSCBOLBO 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU1SPEVDU,OPXMFEHF3FLTBEBOB 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 4BMFT1MBO 4FNJOBSYUSFNF1SPEVDUJWJUZ-FBEFSTIJQ 4FNJOBSOEPOFTJBZCFSSJNF4VNNJU 4FNJOBSBTJPOBM,POTFQTJQMJLBTJ1SPHSBNQKT,FTFIBUBO5FOBHB ,FSKB 4,OHLBUBO 4UBOEBSE0QFSBUJOH1SPDFEVSF 5BY4VNNJU 5FLOJLGFLUJG1FOHBNBOBOBTBCBI1FSCBOLBO5FSIBEBQZCFSSJNF 5IFEOEPOFTJB.BSLFUFFSTFTUJWBM 505BSUB,FLBZBBOFHBSB -,1 5051SPHSBN15, 5SBJOJOH.BOBHFNFOU0GPO1FSGPSNJOH-PBOT 5SBJOJOHFFEOBMZTJT 5SBJOJOH401 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 8BQFSE 77 ,FTBMBIBO 6UBNB BMBN 1FNCJBZBBO 6,. BO 4USBUFHJ BMBN LTQBOTJ6,. OBMZTJTNQMFNFOUBUJPO8JUIYDFMPS3PO3 BSBJKBL.FMBLTBOBLBO1,5BOQB,POmL FSUJmFEFIBWJPS1SPmMMJOHFSUJmFEBOEXSJUJOHOBMZTJT SFEJU3JTLOBMZTJT BTJPOBM.POFZ-BVOESZ 1FSTJBQBONQMFNFOUBTJ5FLOPMPHJ,BUVIJQ TJDDT EWBODF 2VBMJUZTTVSBODF 4USBUFHJ1FOVSVOBOQM,SFEJU,POTVNFS,SFEJU3FUBJM6OUVL.FOKBHB TTFUBOL 5SBOTBLTJ1FOJMBJBOHVOBO,SFEJU SUMBER DAYA MANUSIA 275 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. Diklat Grade 14 EWBODFPPEPSQPSBUFPWFSOFODF PSBOLJOH LVOUBOTJ1SPEVLFWJTB OBMJTBFCBO,FSKBBO1FOZVTVOBO,1 BTJDFSJWBUJWF JNCJOHBO5FLOJT.BOBKFNFO-PHJTUJL PPTU:PVS1PUFOUJBMPNNVOJDBUJPO4LJMM 7 SBODI.BOBHFSFWFMPQNFOU1SPHSBN BMPOTTFTPSJEBOH1FSCBOLBO FSUJmFEFIBWJPS1SPmMMJOHFSUJmFEBOEXSJUJOHOBMZTJT FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS IBOHF-FBEFSTIJQ PSQPSBUFVEHFUJOH SFEJU3JTL.BOBHFNFOU BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU FUFLTJ3JTJLP0QFSBTJPOBMBO4USFTT5FTU.PEFM GGFDUJWFFMFHBUJPOOE5BTL.BOBHFNFOU GGFDUJWF1SFTFOUBUJPO4LJMM YFDVUJWFPNNFSDJBMBOLJOH JOBODJBM.PEFMMJOHPSBOLT VOE5SBOTGFS1SJDJOH BL5BOHHVOHBO NQMFNFOUBTJ5ISFF-JOFT0GFGFODF OUFHSBUFEFX1SPEVDU OUFSNFEJBUFBOLJOH OUFSOBUJPOBMBOLVBSBOUFF 40 ,FXBTQBEBBO BO 5BOUBOHBO BOL J JEBOH 1FOHBXBTBO BO 1FOHFOEBMJBO ,,1 ,OPX:PVSVTUPNFSOEOUJ.POFZ-BVOESZ ,OPXJOH:PVSTFMG ,POGFSFOTJBTJPOBM7JLBUBOVEJUPSOUFSOBOL -FBO4JY4JHNBVOEBNFOUBM5SBJOJOH .BOBKFNFO1FSVCBIBO .BTUFSJOHYDFMPS0GmDFBUB1SPDFTTJOH4ZTUFN .FDIBOJTN-FUUFS0GSFEJU .FOUBMJUZPPTUFS5SBJOJOH BTJPOBMLTFLVTJ+BNJOBOVUBOH.JMJL1FSCBOLBOBSJ1FSTQFLUJG-FMBOH FHPUJBUJPO4LJMMTPSBOLFST 0VUCPOE 1FOEJEJLBOBTBS1FOJMBJBO 11 JTOJT 1FOEJEJLBOBTBS1FOJMBJBO II 1SPQFSUJ 1FOEJEJLBO-BOKVUBO1FOJMBJBO 1-1 1SPQFSUJ 1SPTQFLOWFTUBTJBOB1FOTJVO-FNCBHB,FVBOHBO 24FCBHBJ5FLOJL1FOHVBUBO1FOFSBQBOOUFSOBMPOUSPM 3FGSFTINFOU.BOBKFNFO3JTJLP No. Diklat Grade 14 3FGSFTINFOU.BOBKFNFO3JTJLPBOL5SBOTGFS1SJDJOH 3FGSFTINFOU.BOBKFNFO3JTJLP1FMBUJIBO5JOHLBULBO-3BO1SPmUBOL 3JTLBTFEVEJUOBMJTB5FNVBO,SFEJU 4FNJOBS FXFS JHHFS PMEFS SPN .JOEMFTT YQBOTJPO 5P PDVTFE SPXUI 4FNJOBSBTJPOBMQETJ 4FNJOBS0VUXBSE1PMJUJDBMFGFODF1PTJTJ1PMJUJLLPOPNJBOLOEPOFTJB BO0+, 4FNJOBS3JTL.BOBHFNFOU6OUVL-FNCBHB,FVBOHBOPOBOL 4FNJOBS5FOBHB,FSKBBO1+4 4FNJOBS5SBEJOHSBVETOO6ODFSUBJODPOPNJDMJNBUF 4FSUJmLBTJJSFLTJ13 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4USBUFHJOUJSBVEBOLJOH 4USBUFHJD.BOBHFNFOU 4VQQMZIBJO 4ZOEJDBUFE-PBO 5FLOJLOBMJTB5SBOTBLTJ,FVBOHBO.FODVSJHBLBO 5IF6TF0GTMBNJTJOBODFOTUSVNFOUOFWFMPQNFOUJOBODF 5SBJOPS5SBJOFS 505 5SBJOJOH401 5VSBSPVOE4USBUFHZ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM No. Diklat Grade 15 FBVUZMBTTCBOL bjb BCBOH,BSBXBOH PNQSFIFOTJWFPSSFTQPOEFOUBOLJOH GGFDUJWF1SFTFOUBUJPO4LJMM NPOFZ YFDVUJWFPNNFSDJBMBOLJOH OOPWBUJWF.BSLFUJOH4USBHUFHZ 7 ,OPXJOH:PVSTFMG .BTUFSJOHTTFU-JBCJMJUZ.BOBHFNFOU 0VUCPOE 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 1FMBUJIBO4USBUFHJD.BOBHFNFOU 4USVDUVSFE5SBEFJOBODF 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU.BOBKFNFO3JTJLP1FMBUJIBO5JOHLBULBO-3BO1SPmUBOL 4FNJOBS.FOJOHLBULBO1FSBOBO,JOFSKBBOB1FOTJVO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 5VSBSPVOE4USBUFHZ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM HUMAN RESOURCES 276 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. Diklat Grade 16 FODINBSLJOH4FTQJCBOLOHLBUBO GGFDUJWFFMFHBUJPOOE5BTL.BOBHFNFOU GGFDUJWF1SFTFOUBUJPO4LJMM YFDVUJWFPNNFSDJBMBOLJOH .BTUFSJOHTTFU-JBCJMJUZ.BOBHFNFOU 0VUCPOEBCBOHFLBTJ 7 3FGSFTINFOU.BOBKFNFO3JTJLP 4FNJOBS FXFS JHHFS PMEFS SPN .JOEMFTT YQBOTJPO 5P PDVTFE SPXUI 441, 8PSLTIPQ.BOBKFNFOTTFUFSCBTJT5FLOPMPHJ 1FMBUJIBO4USBUFHJD.BOBHFNFOU 4USVDUVSFE5SBEFJOBODF 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU.BOBKFNFO3JTJLP1FMBUJIBO5JOHLBULBO-ESBO1SPmUBOL 4FNJOBS.FOJOHLBULBO1FSBOBO,JOFSKBBOB1FOTJVO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 5VSBSPVOE4USBUFHZ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM No. Diklat Grade 17 FODINBSLJOH4FTQJCBOL .BOBKFNFOOWFTUBTJBOB1FOTJVO 0VUCPOEBCBOH6UBNBBOEVOH 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 3FGSFTINFOU.BOBKFNFO3JTJLP 4FSUJmLBTJ.BOBKFNFO6NVNBOB1FOTJVO 7 4FTQJCBOL 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 0VUCPOE 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 1FMBUJIBO4USBUFHJD.BOBHFNFOU 4USVDUVSFE5SBEFJOBODF 3FGSFTINFOU.BOBKFNFO3JTJLP 3FGSFTINFOU.BOBKFNFO3JTJLP1FMBUJIBO5JOHLBULBO-ESBO1SPmUBOL 4FNJOBS.FOJOHLBULBO1FSBOBO,JOFSKBBOB1FOTJVO 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 5VSBSPVOE4USBUFHZ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM No. Diklat Grade 18 0VUCPOE 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM No. Diklat Grade 18 5PU -BOKVUBO 1JMPUJOH 1FNCFOUVLBO 5VOBT OUFHSJUBT BO 1FNCBOHVOBO 4JTUFNOUFHSJUBT0SHBOJTBTJ 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM No. Diklat Grade 19 MPCBM5BYPOGFSFODFTJB1BTJmD EWBODFPPEPSQPSBUFPWFSOFODF DH PSBOLJOH LVOUBOTJTVSBOTJ6QEBUF1TBL QQSBJTBM1SPQFSUZ TQFLVLVN,FQBJMJUBO WPJEJOHPOnJDU0GOUFSFTUOOUFSOBUJPOBMPNNFSDJBMSCJUSBUJPOOE .FEJBUJPO 7 BMPOTTFTPSJEBOH1FSCBOLBO PNQMJBODF.BOBHFNFOU SFEJU3JTL.BOBHFNFOU SNBBMJOUFSOBUJPOBM4FNJOBS0OOUFSQSJDF3JTL.BOBHFNFOU SNBBMJOUFSOBUJPOBM4FNJOBS0OOUFSQSJTF3JTL.BOBHFNFOU YFDVUJWFPSQPSBUF-BX FOFSBUJPO:O5IF8PSLQMBDF NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB OUFSOBM2NTVEJUPS5SBJOJOH OUFSOBUJPOBMPOGFSFODF0OSPXUI4USBUFHJFTPS3JTJOHOEPOFTJB ,OPXJOH:PVSTFMG ,POGFSFOTJBTJPOBM7JLBUBOVEJUPSOUFSOBOL BJC 0VUCPOE 1FOFSBQBODH4FCBHBJ-BOEBTBO.FXVKVELBOQE3FHJPOBMIBNQJPOT 1FSGPSNBODF.FBTVSFNFOUOEBOLJOH.BOBHFNFOU 3FGSFTINFOU.BOBKFNFO3JTJLP 4FNJOBS FXFS JHHFS PMEFS SPN .JOEMFTT YQBOTJPO 5P PDVTFE SPXUI 4FNJOBS BJ TFBO OUFHSBUFE DDPVOUJOH 1SPGFTTJPO PS 4VTUBJOBCMF DPOPNJDSPXUI 4FNJOBSBTJPOBMQETJ 4FNJOBS0VUXBSE1PMJUJDBMFGFODF1PTJTJ1PMJUJLLPOPNJBOLOEPOFTJB BO0KL 4FNJOBS1FSFLPOPNJBO.JEEMFODPNF5SBQ 4FNJOBS1SPTQFLOWFTUBTJBOB1FOTJVOSB1FNFSJOUBIBOBSV 4FNJOBS5FOBHB,FSKBBOQKT 4FNJOBS5SBEJOHSBVETOO6ODFSUBJODPOPNJDMJNBUF 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM 4FTQJCBOL 4USVDUVSFE5SBEFJOBODF 4VQQMZIBJO 5PUBSUB,FLBZBBOFHBSB -ILQO 5PU -BOKVUBO 1JMPUJOH 1FNCFOUVLBO 5VOBT OUFHSJUBT BO 1FNCBOHVOBO 4JTUFNOUFHSJUBT0SHBOJTBTJ .BOBHFNFOU0GPO1FSGPSNJOH-PBOT SUMBER DAYA MANUSIA 277 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Unit Penunjang Layanan SDM 1FOHFMPMBBO PQFSBTJPOBM EBO TUSBUFHJT EJMBLTBOBLBO PMFI ,BOUPS1VTBUDRJWJTJ4VNCFSBZB.BOVTJB1FOHFMPMBBO PQFSBTJPOBM EJMBLTBOBLBO QVMB QBEB TFUJBQ 6OJU ,FSKB PMFI 1FHBXBJZBOHNFMBLTBOBLBOVOHTJ4VNCFSBZB.BOVTJB 6OUVL NFOEVLVOH QFOHFMPMBBO 4. ZBOH CBJL JWJTJ 4. TBBU JOJ UFMBI NFOHHVOBLBO BQMJLBTJ Human Resource Information System 34 EBMBN QFOHFMPMBBO QFHBXBJOZB 4JTUFN JOJ EJCVBU TFNVEBI NVOHLJO BHBS EBQBU EJHVOBLBO PMFI QFHBXBJ EJNBOB EBMBN TJTUFN JOJ QFHBXBJ EBQBU NFMBLVLBOTFHBMBTFTVBUVEFOHBO self service QMJLBTJ 34 UFSTFCVU OBOUJOZB EBQBU NFOHBLPNPEBTJ CFSCBHBJ NBDBN IBM ZBOH CFSIVCVOHBO EFOHBO 4. EJ BOUBSBOZB KBMVS LBSJS QFOJMBJBO LJOFSKB talent pool EBO MBJO TFCBHBJOZBQMJLBTJJOJBLBOUFSVTEJMBLVLBOQFOZFNQVSOBBO TFTVBJEFOHBOLFCVUVIBONBOBKFNFO Kesempatan Kerja yang Sama disetiap Level Organisasi 4FUJBQQFHBXBJNFOEBQBULBOLFTFNQBUBOLFSKBZBOHTBNB 5FSLBJU EFOHBO LFOBJLBO KBCBUBO TFUJBQ QFHBXBJ ZBOH UFMBI NFNFOVIJ QFSTZBSBUBO NFNJMJLJ IBL ZBOH TBNB VOUVL NFOEVEVLJKBCBUBOZBOHMFCJIUJOHHJEFOHBONFNQFSIBUJLBO LVBMJmLBTJ LPNQFUFOTJ EBO QFOHBMBNBO TFSUB LJOFSKB EBO QFSJMBLVQFHBXBJ ,VBMJmLBTJQFHBXBJVOUVLQSPNPTJLFUJOHLBUZBOHMFCJIUJOHHJ EJUFUBQLBO CFSEBTBSLBO QBSBNFUFS LSJUFSJB EBO NFLBOJTNF QFOJMBJBO ZBOH KFMBT EBO PCKFLUJG ,FQVUVTBOOZB NFOKBEJ XFXFOBOHNBOBKFNFO Jumlah Karyawan 4BNQBJ EFOHBO FTFNCFS UPUBM 4. 1FSTFSPBO BEBMBITFCBOZBLPSBOHLBSZBXBO EFOHBOLFUFSBOHBO TFCBHBJCFSJLVU +VNMBILBSZBXBOCFSEBTBSLBOJSFLUPSBU SBEF 5PUBMPGNQMPZFFTCBTFEPOSBEJOH-FWFM Grade 2012 2013 2014 Grading Level 4784 304 774 405 502 HR Services Support Unit 0QFSBUJPOBM BOE TUSBUFHJD NBOBHFNFOU JT DPOEVDUFE CZ UIF FBE 0GmDF VNBO 3FTPVSDFT JWJTJPO 0QFSBUJPOBM NBOBHFNFOU JT BMTP DBSSJFE PVU PO FBDI 8PSL 6OJU CZ NQMPZFFTUIBUNQMFNFOUUIFVNBO3FTPVSDFTVODUJPO 5P TVQQPSU HPPE IVNBO SFTPVSDFT NBOBHFNFOU UIF 3 JWJTJPO DVSSFOUMZ VTFT UIF VNBO 3FTPVSDF OGPSNBUJPO 4ZTUFN 34 BQQMJDBUJPOJOUIFNBOBHFNFOUPGFNQMPZFFT 5IJTTZTUFNXBTDSFBUFEBTFBTZBTQPTTJCMFGPSUIFVTFPG FNQMPZFFT XIFSFXJUIUIJTTZTUFN FNQMPZFFTDBODPOEVDU TFMGTFSWJDFT 5IF 34 BQQMJDBUJPO XJMM BDDPNNPEBUF B XJEF SBOHF PG NBUUFST SFMBUFE UP IVNBO SFTPVSDFT JODMVEJOH DBSFFS QBUIT QFSGPSNBODFBQQSBJTBM UBMFOUQPPM BOETPGPSUI5IF BQQMJDBUJPOXJMMDPOUJOVFUPCFJNQSPWFEJOBDDPSEBODFXJUI UIFOFFETPGUIFNBOBHFNFOU Equal Employment Opportunities in every Organizational level MMFNQMPZFFTIBWFFRVBMFNQMPZNFOUPQQPSUVOJUJFT3FMBUFE UPQSPNPUJPO FNQMPZFFTXIPIBWFGVMmMMFEUIFSFRVJSFNFOUT IBWF FRVBM SJHIUT UP PDDVQZ IJHIFS QPTJUJPOT CZ UBLJOH JOUP BDDPVOUUIFDPNQFUFODFRVBMJmDBUJPOTBTXFMMBTFYQFSJFODF QFSGPSNBODFBOECFIBWJPSPGUIFFNQMPZFFT 2VBMJmDBUJPOTGPSUIFQSPNPUJPOUPIJHIFSMFWFMTBSFTQFDJmFE CBTFE PO DMFBS BOE PCKFDUJWF QBSBNFUFST DSJUFSJB BOE BTTFTTNFOUNFDIBOJTN5IFEFDJTJPOCFDPNFTUIFBVUIPSJUZ PGUIFNBOBHFNFOU Number of Employees TPGFDFNCFSUIFDPNQBOZTUPUBMIVNBOSFTPVSDFT JT FNQMPZFFT XJUIUIFGPMMPXJOHEFTDSJQUJPO HUMAN RESOURCES 278 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Grade 2012 2013 2014 Grading Level 119 77 103 7 6 24 Jumlah 4.881 6.395 7.021 Total +VNMBI,BSZBXBOFSEBTBSLBO-FWFM+BCBUBO 5PUBMPGNQMPZFFTCBTFEPO1PTJUJPO-FWFM Jenjang Manajemen 2010 2011 2012 2013 2014 Management Level .BOBKFNFO1VODBL 30 5PQ.BOBHFNFOU .BOBKFNFO.BEZB 218 4FOJPS.BOBHFNFOU .BOBKFNFO-JOJ 1.677 +VOJPS.BOBHFNFOU 4UBGEBO-BJOOZB 5.096 4UBGGBOE0UIFST Jumlah 2.048 2.121 4.881 6.395 7.021 Total +VNMBI,BSZBXBOFSEBTBSLBO.BTB,FSKB 5PUBMPGNQMPZFFTCBTFEPO8PSLJOH1FSJPE Masa Kerja 2010 2011 2012 2013 2014 Working Period 5BIVO 5.822 :FBST 5BIVO 521 :FBST W 343 :FBST 5BIVO 248 :FBST 5BIVO 87 :FBST Jumlah 2.048 2.121 4.881 6.395 7.021 Total +VNMBI,BSZBXBOFSEBTBSLBO6TJB 5PUBMPGNQMPZFFTCBTFEPOHF Jenjang Usia 2010 2011 2012 2013 2014 Age Level 5BIVO 5.494 :FBST 5BIVO 1.023 :FBST 5BIVO 429 :FBST -FCJIEBSJ5BIVO 75 -FCJIEBSJ:FBST Jumlah 2.048 2.121 4.881 6.395 7.021 Total +VNMBI,BSZBXBOFSEBTBSLBO1FOEJEJLBO 5PUBMPGNQMPZFFTCBTFEPOEVDBUJPO-FWFM Jenjang Pendidikan 2010 2011 2012 2013 2014 Educational Level 4 2 PDUPSBM 1BTDB4BSKBOB4 282 1PTUSBEVBUF 4BSKBOBEBO4FEFSBKBU 5.341 6OEFSHSBEVBUF JQMPNB 1.376 JQMPNB 4FLPMBI-BOKVUBO5JOHLBUUBT EBO4FEFSBKBU 17 4FOJPSJHI4DIPPM 4FLPMBI.FOFOHBI5JOHLBU 1FSUBNB 1 +VOJPSJHI4DIPPM 4FLPMBIBTBS 7 2 MFNFOUBSZ4DIPPM Jumlah 2.052 2.121 4.881 6.395 7.021 Total SUMBER DAYA MANUSIA 279 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data +VNMBI,BSZBXBOFSEBTBSLBO4UBUVT 5PUBMPGNQMPZFFTCBTFEPO4UBUVT-FWFM 4UBUVT 2010 2011 2012 2013 2014 4UBUVT 5FUBQ 5.655 1FSNBOFOU BMPO1FHBXBJ 1.366 1SPTQFDUJWF Jumlah 2.048 2.121 4.881 6.395 7.021 Total .BOBKFNFO1VODBL 5PQ.BOBHFNFOU .BOBKFNFO.BEZB 4FOJPS.BOBHFNFOU .BOBKFNFO-JOJ +VOJPS.BOBHFNFOU 4UBGEBO-BJOOZB 4UBGGBOE0UIFST Jumlah Karyawan Berdasarkan Level Jabatan 5PUBMPGNQMPZFFTCBTFEPO1PTJUJPO-FWFM 72,58 .BOBKFNFO1VODBL 5PQ.BOBHFNFOU .BOBKFNFO.BEZB 4FOJPS.BOBHFNFOU .BOBKFNFO-JOJ +VOJPS.BOBHFNFOU 4UBGEBO-BJOOZB 4UBGGBOE0UIFST Jumlah Karyawan Berdasarkan Level Jabatan 5PUBMPGNQMPZFFTCBTFEPO1PTJUJPO-FWFM 5BIVO :FBST 5BIVO :FBST 5BIVO :FBST -FCJIEBSJ5BIVO .PSFUIBO:FBST Jumlah Karyawan Berdasarkan 6TJB 5PUBMPGNQMPZFFTCBTFEPOHF 78,25 5BIVO :FBST 5BIVO :FBST 5BIVO :FBST -FCJIEBSJ5BIVO .PSFUIBO:FBST Jumlah Karyawan Berdasarkan 6TJB 5PUBMPGNQMPZFFTCBTFEPOHF 5FUBQ 1FSNBOFOU BMPO1FHBXBJ 1SPTQFDUJWF Jumlah Karyawan Berdasarkan Status 5PUBMPGNQMPZFFTCBTFEPO4UBUVT-FWFM 80,54 5FUBQ 1FSNBOFOU BMPO1FHBXBJ 1SPTQFDUJWF Jumlah Karyawan Berdasarkan Status 5PUBMPGNQMPZFFTCBTFEPO4UBUVT-FWFM HUMAN RESOURCES 280 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Biaya Pengembangan Kompetensi Karyawan selama tahun 2014 OHHBSBOQFOEBOBBOZBOHEJQFSHVOBLBOVOUVLNFOEVLVOH UFSMBLTBOBOZB QFMBUJIBO EFOHBO CBJL EJTFTVBJLBO EFOHBO QSPHSBNQFSVTBIBBOEFOHBOUFUBQNFNQFSIBUJLBOLFUFOUVBO ZBOH CFSMBLV +VNMBI BOHHBSBO EBOB QFMBUJIBO EJEBTBSLBO QBEBLFUFOUVBO4VSBUEBSBOBOLOEPOFTJBP611 QFSJIBM1FOZFEJBBOBOBVOUVL1FOHFNCBOHBO4VNCFSBZB .BOVTJB BOL 6NVN EBO 4VSBU ,FQVUVTBO BOL OEPOFTJB OPNPS ,13 UBOHHBM .BSFU UFOUBOH 1FOZFEJBBO BOB VOUVL 1FOHFNCBOHBO 4VNCFS BZB BOL6NVNCBIXBQFOZFEJBBOEBOBQFOEJEJLBOTFLVSBOH LVSBOHOZBEBSJBOHHBSBOQFOHFMVBSBO4. QBCJMB EBOB 1FMBUJIBO UFSTFCVU NBTJI UFSTJTB NBLB CBOL EBQBU NFOBNCBILBO EBOB QFMBUJIBO UFSTFCVU LF BOHHBSBO EBOB QFMBUJIBO UBIVO CFSJLVUOZB FSJLVU BEBMBI EBTBS QFSIJUVOHBOBOHHBSBO1FMBUJIBOUBIVO No. Keterangan Total Rp Description OHHBSBO5BIVO 3Q 72.000.000.000 VEHFU 3Q 3FBMJTBTJQFSFTFNCFS 3Q 54.055.554.975 3FBMJ[BUJPOBTQFSFDFNCFS 3Q 1SFTFOUBTF 75,08 1FSDFOUBHF FOHBOEFNJLJBO BOHHBSBOQFMBUJIBOZBOHEBQBUEJHVOBLBO PMFI JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO UBIVO TFCBOZBL 3Q NJMJBS 5PUBM CJBZB LFHJBUBO QFOEJEJLBO EBO QFMBUJIBO ZBOHEJLFMVBSLBOPMFIJWJTJ1FMBUJIBOTBNQBJFTFNCFS TFCFTBS3Q NJMJBS +VNMBI UFSTFCVU TFUBSB EFOHBO EBSJ QSPZFLTJ CJBZB QFMBUJIBO UBIVO UBOQB EJUBNCBI TJTB LVNVMBUJG UBIVO UBIVOTFCFMVNOZB4FEBOHLBOBQBCJMBEJUBNCBIEFOHBOTJTB BOHHBSBOUBIVOUFSDBQBJ Rencana dan Strategi Pendidikan dan Pelatihan dalam mengembangkan SDM bank bjb BMBN SBOHLB QFOHFNCBOHBO EBO QFOJOHLBUBO LVBMJUBT 4VNCFS BZB .BOVTJB QFSMV EJMBLVLBO QFOBUBBO TJTUFN QFOEJEJLBO EBOBUBV QFMBUJIBO QFHBXBJ ZBOH EBMBN JNQMFNFOUBTJOZBEJTFTVBJLBOEFOHBOLPOEJTJEBOLFNBNQVBO QFSVTBIBBOTFSUBUVOUVUBOQFSLFNCBOHBOJMNVQFOHFUBIVBO EBOUFLOPMPHJZBOHEJCVUVILBOBOLTBBUJOJEBONBTBZBOH BLBO EBUBOH JNBOB 7JTJ EBO .JTJ JWJTJ 1FOEJEJLBO EBO 1FMBUJIBOBEBMBI Expenses of Employee Competence Development during 2014 VOEJOH VTFE UP TVQQPSU UIF JNQMFNFOUBUJPO PG USBJOJOHT JT BEKVTUFE UP UIF PNQBOZT QSPHSBNT XJUI SFHBSE UP UIF BQQMJDBCMFSFHVMBUJPOT5IFUPUBMUSBJOJOHCVEHFUCBTFEPOUIF QSPWJTJPOTPGBOLOEPOFTJBJSDVMBS-FUUFSP611 POUIF1SPWJTJPOPGVOEGPSVNBO3FTPVSDFTFWFMPQNFOU PGPNNFSDJBMBOLTBOEBOLOEPOFTJBFDSFFP ,13EBUFE.BSDIPOUIF1SPWJTJPOPGVOEGPS UIFFWFMPQNFOUPGVNBO3FTPVSDFTPGPNNFSDJBMBOLT XIFSFFEVDBUJPOGVOEPGBUMFBTUTIPVMECFQSPWJEFEGSPN UIFVNBO3FTPVSDFTCVEHFUFYQFOEJUVSF 5IFSFNBJOEFSPGUSBJOJOHGVOEDBOCFBEEFEUPOFYUZFBST USBJOJOHCVEHFUFMPXJTUIFCBTJDDBMDVMBUJPOPGUIFUSBJOJOH CVEHFUJO 5IVT JOUIFUSBJOJOHCVEHFUUIBUXBTBCMFUPCFVTFE CZUIFEVDBUJPOBOE5SBJOJOHJWJTJPOXBT3QCJMMJPO5IF UPUBM DPTU PG FEVDBUJPO BOE USBJOJOH BDUJWJUJFT JTTVFE CZ UIF 5SBJOJOHJWJTJPOVOUJMFDFNCFSXBT3QCJMMJPO 5IJTBNPVOUJTFRVJWBMFOUUPPGUIFQSPKFDUFEDPTUPG UIF USBJOJOH JO XJUIPVU CFJOH BEEFE CZ UIF DVNVMBUJWF SFNBJOEFSGSPNUIFQSFWJPVTZFBST.FBOXIJMF XIFOBEEFE XJUIUIFSFNBJOEFSPGUIFCVEHFU UIFOVNCFSSFBDIFE Plans and Strategy of the Education and Training Division in Developing bank EME·V +XPDQ Resources O PSEFS UP EFWFMPQ BOE JNQSPWF UIF RVBMJUZ PG VNBO 3FTPVSDFT JUJTOFDFTTBSZUPSFGPSNUIFTZTUFNPGFEVDBUJPO BOEPSUSBJOJOHPGFNQMPZFFTJOJUTJNQMFNFOUBUJPOUBJMPSFEUP UIFDPOEJUJPOTBOEUIFBCJMJUZPGUIFDPNQBOZBTXFMMBTUIF EFNBOETPGUIFEFWFMPQNFOUPGTDJFODFBOEUFDIOPMPHZGPS UIFDVSSFOUBOEGVUVSFSFRVJSFNFOUTPGUIFBOL5IF7JTJPO BOE.JTTJPOPGUIFJWJTJPOPGEVDBUJPOBOE5SBJOJOHBSF SUMBER DAYA MANUSIA 281 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Visi i.FOKBEJ Centre of Learning Organization EBMBN.FOEPSPOH ,FHJBUBOJTOJTBOLw Misi 4FCBHBJ QVTBU LFQFNJNQJOBO Centre of Leadership ZBJUV UFNQBU NFOHFNCBOHLBO EBO NFODJQUBLBO LBEFS LBEFS QFNJNQJO NBTB EFQBO CBOL bjb ZBOH NVNQVOJ EBOWJTJPOFSEBMBNNFOHFNCBOHLBOLFHJBUBOCJTOJTCBOL bjb 4FCBHBJ QVTBU QFOHFNCBOHBO LPNQFUFOTJ Centre of Competency ZBJUVNFODJQUBLBOQFHBXBJBOLLPNQFUFO NFMBMVJQFOHFNCBOHBO attitude, knowledge EBO skill 4FCBHBJ QVTBU TFSUJmLBTJ FOUSF PG FSUJmDBUJPO ZBJUV NFODJQUBLBO QFHBXBJ BOL ZBOH NFNQVOZBJ TUBOEBS LPNQFUFOTJZBOHEJBLVJBUBVUFSTFSUJmLBTJ 4FMVSVILFHJBUBOJLMBUEJBSBILBOVOUVLQFOJOHLBUBOLVBMJUBT LPNQFUFOTJTFIJOHHBEBQBUEJDBQBJ 5FSTFEJBOZB4.ZBOHCFSLVBMJUBTEBOQSPGFTJPOBMHVOB NFOVOKBOHLFHJBUBOKBTBMBZBOBOCJTOJTEBOPQFSBTJPOBM BOL 5FSTFEJBOZB 4. ZBOH NFNJMJLJ LPNQFUFOTJ EBMBN NFNFOVIJ QFSTZBSBUBO KBCBUBO ZBOH TFEBOH NBVQVO ZBOHBLBOEJKBCBU .FOJOHLBULBOQFOHFUBIVBO LFUFSBNQJMBOEBOXBXBTBO TFMVSVIQFOHVSVTEBOBUBVQFHBXBJ FOHBO EFNJLJBO TUSBUFHJ JWJTJ 1FOEJEJLBO EBO 1FMBUJIBO ZBOHUFSUVBOHEBMBN3FODBOBJTOJTCBOLZBOHNFOEVLVOH WJTJEBONJTJEJNBLTVE ZBJUV .FSBODBOH QSPHSBN QFOEJEJLBO EBO QFMBUJIBO ZBOH NFOEVLVOH LFHJBUBO CJTOJT CBOL TFDBSB UFSTUSVLUVS EBO CFSLFTJOBNCVOHBO TFTVBJ EFOHBO Training Program Academy ZBOHCFSTJGBUUFLOJLBM .FSBODBOH QSPHSBN 1FOEJEJLBO EBO 1FMBUJIBO ZBOH NFOEVLVOH LFHJBUBO CJTOJT CBOL TFDBSB UFSTUSVLUVS EBO CFSLFTJOBNCVOHBO TFTVBJ EFOHBO Training Program Academy ZBOHCFSTJGBU softskill. .FSBODBOH QSPHSBN 1FOEJEJLBO EBO QFMBUJIBO ZBOH NFOEVLVOHQFOHFNCBOHBOCJTOJTCBOLTFDBSBUFSTUSVLUVS EBOCFSLFTJOBNCVOHBOTFTVBJEFOHBO Training Program Academy .FSBODBOH QSPHSBN 1FOEJEJLBO EBO 1FMBUJIBO ZBOH NFOEVLVOH LPNQFUFOTJ NBOBKFSJBM EBO LFQFNJNQJOBO CBOL TFDBSB UFSTUSVLUVS EBO CFSLFTJOBNCVOHBO TFTVBJ EFOHBO Training Program Academy. Vision i5PCFDPNFUIFFOUSFPG-FBSOJOH0SHBOJ[BUJPOJO1SPNPUJOH UIFBOLTVTJOFTTDUJWJUJFTw Mission DU BT FOUSF PG -FBEFSTIJQ OBNFMZ UIF DFOUFS GPS UIF DSFBUJPOBOEEFWFMPQNFOUPGRVBMJmFEBOEWJTJPOBSZDBESF PGGVUVSFMFBEFSTUPGVSUIFSEFWFMPQCBOL bjb TCVTJOFTT BDUJWJUJFT T FOUSF PG PNQFUFODZ DSFBUJOH DPNQFUFOU CBOL FNQMPZFF UISPVHI BUUJUVEF LOPXMFEHF BOE TLJMM EFWFMPQNFOU T FOUSF PG FSUJmDBUJPO DSFBUJOH BOL FNQMPZFFT XJUIDPNQFUFODFTUBOEBSETUIBUBSFBDLOPXMFEHFEBOE DFSUJmFE MMUSBJOJOHBOEFEVDBUJPOBDUJWJUJFTBSFBJNFEUPJNQSPWFUIF RVBMJUZPGDPNQFUFODFJOPSEFSUPBUUBJO 5IFQSPWJTJPOPGRVBMJmFEBOEQSPGFTTJPOBMIVNBOSFTPVSDF UPTVQQPSUUIFBOLTCVTJOFTTBOEPQFSBUJPOBMBDUJWJUJFT 5IFQSPWJTJPOPGDPNQFUFOUIVNBOSFTPVSDFJOGVMmMMJOHUIF DVSSFOUBOEGVUVSFQPTJUJPOSFRVJSFNFOUT 5IFJNQSPWFNFOUPGLOPXMFEHF TLJMMBOEQFSTQFDUJWFPGBMM NBOBHFNFOUBOEPSFNQMPZFF 5IFSFGPSF UIFTUSBUFHZPGUIFEVDBUJPOBOE5SBJOJOHJWJTJPO BTTFUGPSUIJOUIFVTJOFTT1MBOUIBUTVQQPSUTUIFWJTJPOBOE NJTTJPOPGUIFCBOL OBNFMZ FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNTUIBUTVQQPSU UIF BOLT CVTJOFTT BDUJWJUJFT JO B TUSVDUVSFE BOE DPOUJOVPVT NBOOFS JO BDDPSEBODF XJUI UIF UFDIOJDBM BTQFDUPGUIF5SBJOJOH1SPHSBNDBEFNZ FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNTUIBUTVQQPSU UIF BOLT CVTJOFTT BDUJWJUJFT JO B TUSVDUVSFE BOE DPOUJOVPVT NBOOFS JO BDDPSEBODF XJUI UIF TPGU TLJMM BTQFDUPGUIF5SBJOJOH1SPHSBNDBEFNZ FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNTUIBUTVQQPSU UIF BOLT CVTJOFTT BDUJWJUJFT JO B TUSVDUVSFE BOE DPOUJOVPVT NBOOFS JO BDDPSEBODF XJUI UIF 5SBJOJOH 1SPHSBNDBEFNZ FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNTUIBUTVQQPSU UIFBOLTNBOBHFSJBMBOEMFBEFSTIJQDPNQFUFODF JOB TUSVDUVSFEBOEDPOUJOVPVTNBOOFS JOBDDPSEBODFXJUIUIF 5SBJOJOH1SPHSBNDBEFNZ HUMAN RESOURCES 282 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO .FSBODBOH QSPHSBN 1FOEJEJLBO EBO 1FMBUJIBO ZBOH NFOEVLVOHLPNQFUFOTJDBMPOQFHBXBJCBSVCBOL bjb. .FSBODBOH QSPHSBN 1FOEJEJLBO EBO 1FMBUJIBO ZBOH NFOEVLVOHLPNQFUFOTJTVQQPSUJOHQFHBXBJEJCJEBOH5 .FOHVTVMLBO QFOEJEJLBO EBO QFMBUJIBO ZBOH UJEBL UFSEBQBUEBMBN Training Program Academy .FSBODBOH QSPHSBN 1FOEJEJLBO EBO 1FMBUJIBO VOUVL supporting-Control .FSBODBOH QSPHSBN QFOEJEJLBO EBO QFMBUJIBO VOUVL QFOHFNCBOHBONFOUBMEBO3PIBOJQFHBXBJ Biaya yang Dikeluarkan JBZB ZBOH UFMBI EJLFMVBSLBO PMFI CBOL bjb UFSLBJU EFOHBO QFOHFMPMBBO 4. IJOHHB BLIJS UBIVO BEBMBI TFCFTBS 3Q USJMJVO EFOHBOSJODJBOTFCBHBJCFSJLVU Jenis Biaya Tenaga Kerja Nominal JutaMillion Type of Employee Expenses BKJEBO6QBI 4BMBSJFTBOE8BHFT Total 1.320.129 Total Penghasilan Berdasarkan Jabatan 1SPHSBN LFTFKBIUFSBBO CBHJ LBSZBXBO UFSVT EJUJOHLBULBO TFJSJOH EFOHBO QFSUVNCVIBO ZBOH EJDBQBJ PMFI CBOL 1FOFUBQBOOZB EJMBLVLBO CFSEBTBSLBO BOBMJTB UFSIBEBQ JOEVTUSJ EBO EJTFTVBJLBO EFOHBO UJOHLBU LFNBNQVBO 1FSTFSPBO 4JTUFN LPNQFOTBTJ EBO CFOFmU TFCBHBJ JNQMFNFOUBTJ EBMBN SBOHLB NFOEVLVOH UVKVBO TUSBUFHJT CBOL bjb TFDBSB LFTFMVSVIBO EJSBODBOH BHBS CFSTJGBU BUSBLUJG EBO LPNQFUJUJG TFIJOHHBEBQBUNFOJOHLBULBONPUJWBTJLFSKB1FHBXBJEFOHBO UVKVBO NFODJQUBLBO employee engagement ZBOH CFSNVBSB QBEBQFODBQBJBOUVKVBOTUSBUFHJTCBOL Reward Punishment Reward EJCFSJLBOTFCBHBJCFOUVLQFOHIBSHBBOQFSVTBIBBO LFQBEB QFHBXBJ BUBT EFEJLBTJ ZBOH EJCFSJLBO LFQBEB QFSVTBIBBO 4JTUFN reward EJTVTVO BHBS EBQBU NFNPUJWBTJ QFHBXBJBHBSCFSLJOFSKBMFCJICBJLMBHJLFEFQBOOZB Reward ZBOHEJCFSJLBOQFSVTBIBBOBOUBSBMBJO 1FOHIBSHBBO.BTB,FSKB ZBOHEJQFSVOUVLLBOUFSIBEBQ 1FHBXBJ ZBOH UFMBI NFNJMJLJ NBTB LFSKB UBIVO EBO UBIVO TFSUB NFNFOVIJ LSJUFSJB UFSUFOUV ZBOH UFMBI EJUFUBQLBO EJCFSJLBO reward UFSTFCVU IBM JOJ TFCBHBJ BQSFTJBTJ EBSJ QFSVTBIBBO LFQBEB QFHBXBJ BUBT QFOHBCEJBOOZBEFEJLBTJ ZBOH EJCFSJLBO TFMBNB XBLUV UFSUFOUV FTJHOJOHEVDBUJPOBOE5SBJOJOHQSPHSBNTUIBUTVQQPSU UIFDPNQFUFODFPGUIFCBOL bjb TOFXSFDSVJU FTJHOJOHEVDBUJPOBOE5SBJOJOHQSPHSBNTUIBUTVQQPSU UIFTVQQPSUJOHDPNQFUFODFPGUIF5QFSTPOOFM 1SPQPTJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNOPUJODMVEFEJO UIF5SBJOJOH1SPHSBNDBEFNZ FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNGPSTVQQPSUJOH oPOUSPM FTJHOJOHFEVDBUJPOBOEUSBJOJOHQSPHSBNGPSFNQMPZFFT NFOUBMBOETQJSJUVBMEFWFMPQNFOU Costs Incurred PTUTJODVSSFECZCBOL bjb SFMBUFEUP3NBOBHFNFOUVOUJM UIF FOE PG SFBDIFE 3Q USJMMJPO XJUI UIF GPMMPXJOH EFUBJMT Position Based Income NQMPZFF XFMGBSF QSPHSBNT DPOUJOVFE UP CF JODSFBTFE BMPOHXJUIUIFHSPXUIBDIJFWFECZUIFBOLUTEFUFSNJOBUJPO JT CBTFE PO UIF JOEVTUSJBM BOBMZTJT BOE BEKVTUFE UP UIF PNQBOZTDBQBCJMJUZ 5IFDPNQFOTBUJPOBOECFOFmUTTZTUFN BTUIFJNQMFNFOUBUJPO JOPSEFSUPTVQQPSUUIFCBOL bjb TPWFSBMMTUSBUFHJDPCKFDUJWFT JTEFTJHOFEUPCFCPUIBUUSBDUJWFBOEDPNQFUJUJWFJOPSEFSUP JODSFBTFFNQMPZFFNPUJWBUJPOUPXPSLXJUIUIFBJNPGDSFBUJOH FNQMPZFFFOHBHFNFOUXIJDIMFBETUPUIFBDIJFWFNFOUPGUIF CBOLTTUSBUFHJDPCKFDUJWFT Reward Punishment 3FXBSEJTHJWFOBTBUPLFOPGBQQSFDJBUJPOGPSUIFEFEJDBUJPO PG UIF FNQMPZFF UP UIF PNQBOZ 5IF SFXBSE TZTUFN JT FTUBCMJTIFEJOPSEFSUPNPUJWBUFFNQMPZFFTUPQFSGPSNCFUUFS JOUIFGVUVSF 3FXBSEHJWFOCZUIFDPNQBOZJODMVEFT 8PSL5FOVSFXBSE XIJDIJTBQQMJFEUPFNQMPZFFTXJUI XPSLQFSJPEPGZFBSTBOEZFBSTBOENFFUDFSUBJO DSJUFSJB UIBU IBWF CFFO FTUBCMJTIFE 5IJT SFXBSE JT UIF BQQSFDJBUJPO PG UIF PNQBOZ UP UIF FNQMPZFF GPS IJT TFSWJDFEFEJDBUJPOPWFSBDFSUBJOUJNF SUMBER DAYA MANUSIA 283 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data +BTB 1SPEVLTJ EJCFSJLBO BUBT LJOFSKB QFHBXBJ TFMBNB TBUV UBIVOQFOVIBUBTMBCBQFSVTBIBBOTFMBNBUBIVO OEFLT 1SFTUBTJ ,JOFSKB QFHBXBJ ZBOH EJCFSJLBO UJHB LBMJ EBMBN TFUBIVO CFSEBTBSLBO MBCB ZBOH EJQFSPMFI QFSVTBIBBOQBEBUSJXVMBOUFSUFOUV Punishment EJCFSJLBO LFQBEB QBSB QFHBXBJ ZBOH UFMBI NFMBLVLBO fraud LFMBMBJBO EBO QFOZJNQBOHBO BUVSBO 1FSCVBUBOZBOHTFDBSBVNVNEJLFOBLBO4BOLTJENJOJTUSBUJG BEBMBIQFSCVBUBOQFSCVBUBOTFCBHBJCFSJLVU FOHBO TFOHBKB BUBV LBSFOB LFMBMBJBO NFMBLVLBO QFSCVBUBO ZBOH CFSUFOUBOHBO EFOHBO 1FSBUVSBO EBO LFUFOUVBOQFSVOEBOHVOEBOHBO FOHBO TFOHBKB BUBV LBSFOB LFMBMBJBO NFOJOHHBMLBO UVHBTBUBVLFXBKJCBOBUBVUJEBLNFMBLVLBOQFSJOUBIEJOBT KBCBUBOZBOHEJCFSJLBOLFQBEB1FHBXBJ FOHBO TFOHBKB BUBV LBSFOB LFMBMBJBO NFMBLTBOBLBO UVHBTBUBVLFXBKJCBOUBOQBLFKVKVSBO LFTVOHHVIBOIBUJ UFMJUJBUBVUFSUJC FOHBO TFOHBKB BUBV LBSFOB LFMBMBJBO NFMBLTBOBLBO UVHBT BUBV LFXBKJCBO UBOQB NFNQFSIBUJLBO QSJOTJQ QSJOTJQ Good Corporate Governance LFIBUJIBUJBO NJUJHBTJSJTJLPEBOLFXBKBSBO BOUBSBMBJOUFSLBJUMJNJU OJMBJ EBOBUBVXBLUV EBMBNQSPTFTPQFSBTJPOBM 4FEBOHLBO QFSCVBUBO QFHBXBJ ZBOH EJLFOBLBO UVOUVUBO HBOUJLFSVHJBOBEBMBIQFSCVBUBOQFSCVBUBOTFCBHBJCFSJLVU 1FSCVBUBO 1FHBXBJ ZBOH NFOHBLJCBULBO LFSVHJBO 1FSTFSPBO 1FHBXBJ CFSUBOHHVOH KBXBC BUBT LFSVHJBO 1FSTFSPBO ZBOH EJTFCBCLBO LBSFOB QFSCVBUBOOZB TFCBHBJNBOB EJNBLTVE FSEBTBSLBO4VSBU,FQVUVTBOJSFLTJ15BOL1FNCBOHVOBO BFSBI +BXB BSBU EBO BOUFO 5CL P 4,3 4.UBOHHBM0LUPCFSUFOUBOH1FEPNBO4BOLTJ ,FQFHBXBJBOCBIXBUJOHLBUEBOKFOJTTBOLTJBEBMBITFCBHBJ CFSJLVU 5JOHLBU4BOLTJENJOJTUSBUJG3JOHBO KFOJTOZBUFSEJSJEBSJ B 1FSJOHBUBO C 1FSJOHBUBO D 1FSJOHBUBOEBO E 1FSOZBUBBOUJEBLQVBT 5JOHLBU4BOLTJENJOJTUSBUJG4FEBOH KFOJTOZBUFSEJSJEBSJ B 1FOVOEBBOLFOBJLBOHBKJCFSLBMBVOUVLQBMJOHMBNB TBUV UBIVO 1SPEVDUJPO.FSJUHJWFOUPPOFNQMPZFFTVQPOUIFJSZFBS QFSGPSNBODFPWFSUIFPNQBOZTQSPmUXJUIJOZFBS NQMPZFFT1FSGPSNBODFDIJFWFNFOUOEFYHJWFOUISFF UJNFTBZFBSCBTFEPOQSPmUTPCUBJOFECZUIFPNQBOZ JOBQBSUJDVMBSRVBSUFS 1VOJTINFOUJTHJWFOUPFNQMPZFFTXIPIBWFDPOEVDUFEGSBVE OFHMJHFODF BOE WJPMBUJPOT UPXBSET UIF BQQMJDBCMF SVMFT DUJPOTHFOFSBMMZJNQPTFEUPENJOJTUSBUJWF4BODUJPOTBSFBT GPMMPXT OUFOUJPOBMMZ PS OFHMJHFOUMZ DPNNJUT BDUT DPOUSBSZ UP UIF SVMFTBOESFHVMBUJPOT OUFOUJPOBMMZ PS OFHMJHFOUMZ MFBWF EVUJFT PS PCMJHBUJPOT PS EP OPU QSBDUJDF PGmDF QPTJUJPO NBOEBUFT HJWFO UP UIF FNQMPZFF OUFOUJPOBMMZPSOFHMJHFOUMZDBSSJFTPVUEVUJFTPSPCMJHBUJPOT XJUIPVUIPOFTUZ TJODFSJUZ DPOTDJFOUJPVTPSPSEFSMZ OUFOUJPOBMMZPSOFHMJHFOUMZDBSSJFTPVUEVUJFTPSPCMJHBUJPOT XJUIPVU SFHBSE UP UIF QSJODJQMFT PG PPE PSQPSBUF PWFSOBODF QSVEFODF SJTLNJUJHBUJPOBOEGBJSOFTT BNPOH PUIFST SFMBUFE UP MJNJU WBMVF BOEPS UJNF JO UIF PQFSBUJPOBMQSPDFTT .FBOXIJMFUIFBDUTPGBOFNQMPZFFTVCKFDUFEUPUIFDMBJNGPS EBNBHFTBSFBTGPMMPXT 1FSTPOOFMBDUJPOTSFTVMUJOHJOMPTTFTGPSUIFPNQBOZ NQMPZFFTBSFSFTQPOTJCMFGPSCBOL bjb TMPTTFTTDBVTFE CZUIFJSBDUJPOTBTSFGFSSFEUP BTFE PO UIF FDSFF PG UIF PBSE PG JSFDUPST PG 15 BOL 1FNCBOHVOBOBFSBI+BXBBSBUEBOBOUFO5CLP 4,34. EBUFE 0DUPCFS PO UIF VJEFMJOFT GPSNQMPZNFOU4BODUJPOT UIFMFWFMBOEUZQFPGQFOBMUJFTBSF BTGPMMPXT -JHIUENJOJTUSBUJWF4BODUJPO DPOTJTUJOHPG B 8BSOJOH C 8BSOJOH D 8BSOJOHBOE E 6OTBUJTmFE4UBUFNFOU .FEJVNENJOJTUSBUJWF4BODUJPO DPOTJTUJOHPG B FMBZPGQFSJPEJDTBMBSZJODSFBTFGPSBNBYJNVNPG POF ZFBS HUMAN RESOURCES 284 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO C 1FOVOEBBO LFOBJLBO QBOHLBU grade QBMJOH MBNB TBUV UBIVOEBO D 1FOVSVOBO HBKJ TFCFTBS TBUV LBMJ LFOBJLBO HBKJ CFSLBMBVOUVLQBMJOHMBNB TBUV UBIVO 5JOHLBU4BOLTJENJOJTUSBUJGFSBU KFOJTOZBUFSEJSJEBSJ B 1FOVSVOBOQBOHLBU grade QBEBQBOHLBU grade ZBOH TFUJOHLBUMFCJISFOEBI C 1FOVSVOBO+BCBUBO D 1FNCFSIFOUJBOEFOHBOIPSNBUUJEBLBUBTQFSNJOUBBO TFOEJSJTFCBHBJQFHBXBJEBO E 1FNCFSIFOUJBO UJEBL EFOHBO IPSNBU UJEBL BUBT QFSNJOUBBOTFOEJSJTFCBHBJQFHBXBJ Penerapan Reward Punishment Serta Ketentuannya 1FOFSBQBO reward punishment ZBOH CFSMBLV TBBU JOJ BEBMBIEFOHBOQFOJMBJBOLJOFSKBQFHBXBJZBOHEJMBLTBOBLBO PMFI BOL QBEB TFUJBQ USJXVMBO TFMBNB UBIVO Reward Punishment JOJBLBOCFSQFOHBSVIUFSIBEBQJOTFOUJGZBOHBLBO EJUFSJNBPMFIQFHBXBJCFSTBOHLVUBOTFMBNBUBIVO Penilaian Kinerja BSC dan KPI 4USBUFHJ ZBOH EJUFUBQLBO VOUVL QFODBQBJBO TBTBSBO QFSVTBIBBOIBSVTNFMBMVJTJTUFNNBOBKFNFOTUSBUFHJZBOH CBJL LBSFOBBLBONFOKBEJUPMPLVLVSEBSJQFSGPSNBLJOFSKB QFSVTBIBBO J EBMBN NFOFUBQLBO TUSBUFHJ QFSVTBIBBO IBSVT NFNQFSIBUJLBO TBTBSBO objective ZBOH UFMBI EJUFUBQLBO EBO IBSVT EBQBU UFSVLVS measurable 1BEB VNVNOZBCBHJBOZBOHTFMBMVEJVLVSBEBMBICBHJBOLFVBOHBO LBSFOB CFSCJDBSB NFOHFOBJ BOHLB TFTVBUV IBM ZBOH NVEBI VOUVL EJIJUVOH EBO EJBOBMJTB LBO UFUBQJ EFOHBO QFSLFNCBOHBO JMNV NBOBKFNFO EBO LFNBKVBO UFLOPMPHJ JOGPSNBTJ TJTUFNQFOHVLVSBOLJOFSKBQFSVTBIBBOZBOHIBOZB NFOHBOEBMLBOBTQFLQFSTQFLUJGLFVBOHBOEJSBTBLBOCBOZBL NFNJMJLJ LFMFNBIBO EBO LFUFSCBUBTBO 4FTVOHHVIOZB BEB TFCVBIBTQFLQFSTQFLUJGZBOHUJEBLLBMBIQFOUJOHEBOEBQBU EJHVOBLBOEBMBNNFOHVLVSLJOFSKBQFSVTBIBBOZBJUVBTQFL QFSTQFLUJGOPOLFVBOHBO,FOZBUBBOJOJMBIZBOHNFOKBEJBXBM UFSDJQUBOZBLPOTFQBMBODFE4DPSFDBSE 4 1FOHFMPMBBO LJOFSKB CFSCBTJT Balanced Scorecard UFMBI TBNQBJUBIBQBONFOHBUVSNFOHFOBJQFOFUBQBOQFOHFMPMBBO LJOFSKB QFOZVTVOBO EBO QFSVCBIBO QFUB TUSBUFHJ Strategy Map Key Performance Indicator ,1 EBO UBSHFU TFSUB QFMBQPSBO QFODBQBJBO LJOFSKB USJXVMBOBO EBMBN UBIBQ monitoring EBOFWBMVBTJLJOFSKB C FMBZ PG MFWFM HSBEF QSPNPUJPO GPS B NBYJNVN PG POF ZFBSBOE D 5IFEFDSFBTFJOTBMBSZPG POF UJNFPGUIFQFSJPEJD TBMBSZJODSFBTFGPSBNBYJNVNPG POF ZFBS FBWZENJOJTUSBUJWF4BODUJPO DPOTJTUJOHPG B FHSBEBUJPOUPPOFMFWFMPGMPXFSHSBEFSBOL C FHSBEBUJPOPG1PTJUJPO D POPSBCMF EJTDIBSHF BT FNQMPZFF OPU VQPO FNQMPZFFTPXOSFRVFTUBOE E JTDIBSHF XJUIPVU IPOPS BT FNQMPZFF OPU VQPO FNQMPZFFTPXOSFRVFTU Implementation of Reward Punishment And Its Provisions 5IF DVSSFOU JNQMFNFOUBUJPO PG SFXBSE BOE QVOJTINFOU JO GPSDF JT UISPVHI FNQMPZFF QFSGPSNBODF BTTFTTNFOU XIJDI JT DPOEVDUFE CZ UIF BOL PO B RVBSUFSMZ CBTJT EVSJOH UIF ZFBS3FXBSEBOEQVOJTINFOUXJMMBGGFDUUIFJODFOUJWFTUPCF SFDFJWFECZUIFSFTQFDUJWFFNQMPZFFEVSJOHUIFZFBS Performance Assessment BSC dan KPI 4USBUFHJFTTFUGPSUIFBDIJFWFNFOUPGDPSQPSBUFHPBMTTIPVME HP UISPVHI HPPE TUSBUFHZ NBOBHFNFOU TZTUFN CFDBVTF TUSBUFHJFT CFDPNF UIF CFODINBSL PG UIF PNQBOZT QFSGPSNBODF O GPSNVMBUJOH TUSBUFHJFT UIF PNQBOZ NVTU QBZ BUUFOUJPO UP UIF QSFEFUFSNJOFE UBSHFUT PCKFDUJWFT BOE TIPVME CF NFBTVSBCMF O HFOFSBM UIF mOBODJBM BTQFDU IBT BMXBZT CFDPNF UIF BTQFDU NFBTVSFE EVF UP JUT SFMBUJPOT XJUI OVNCFST BO BTQFDU FBTZ UP DBMDVMBUF BOE BOBMZ[F PXFWFS XJUIUIFEFWFMPQNFOUPGLOPXMFEHFJONBOBHFNFOU BOE BEWBODFT JO JOGPSNBUJPO UFDIOPMPHZ UIF PNQBOZT QFSGPSNBODF NFBTVSFNFOU TZTUFN XIJDI SFMJFT TPMFMZ PO UIF mOBODJBM BTQFDU QFSTQFDUJWF JT QFSDFJWFE UP CF XFBL BOE MJNJUFE 8IFSFBT JOGBDU UIFSF JT BO BTQFDU QFSTQFDUJWF XIJDIJTOPMFTTJNQPSUBOUBOEDBOCFVTFEJONFBTVSJOHUIF QFSGPSNBODFPGUIFPNQBOZ OBNFMZUIFOPOmOBODJBMBTQFDU QFSTQFDUJWF5IJTGBDUCFDBNFUIFCBTJTPGUIFDSFBUJPOPGUIF BMBODFE4DPSFDBSE 4 DPODFQU 8JUIJO UIF BMBODFE 4DPSFDBSECBTFE QFSGPSNBODF NBOBHFNFOU UIFPNQBOZIBTSFBDIFEUIFTUBHFTTFUUJOH QFSGPSNBODF NBOBHFNFOU GPSNVMBUJPO BOE DIBOHFT PG 4USBUFHZ.BQ ,FZ1FSGPSNBODFOEJDBUPS ,1 BOEUBSHFUT BTXFMMBTRVBSUFSMZQFSGPSNBODFBDIJFWFNFOUSFQPSUJOHJOUIF QFSGPSNBODFNPOJUPSJOHBOEFWBMVBUJPOQIBTF SUMBER DAYA MANUSIA 285 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data CBOL bjb NFOHHVOBLBOFNQBUTUBOEBSQFSTQFLUJG4ZBJUV mOBODJBM DVTUPNFS internal business process EBO learning and growth B 1FSTQFLUJG Financial 4 EJCBOHVO EBSJ TUVEJ QFOHVLVSBO LJOFSKB EJ TFLUPS CJTOJT TFIJOHHB ZBOH EJNBLTVE QFSTQFLUJG mOBODJBM EJ TJOJ BEBMBI UFSLBJU EFOHBO mOBODJBM TVTUBJOBCJMJUZ 1FSTQFLUJG JOJ EJHVOBLBO PMFI shareholder EBMBN SBOHLB NFMBLVLBO QFOJMBJBO LJOFSKB PSHBOJTBTJ QBCJMB EJOBSBTJLBO BLBO CFSCVOZJ wPSHBOJTBTJ IBSVT NFNFOVIJ TFCBHBJNBOB IBSBQBO TIBSFIPMEFS BHBS EJOJMBJ CFSIBTJM PMFI shareholder w C 1FSTQFLUJG customer 1FSTQFLUJG customer BEBMBI QFSTQFLUJG ZBOH CFSPSJFOUBTJ QBEB QFMBOHHBO LBSFOB NFSFLBMBI QFNBLBJ QSPEVL KBTB ZBOH EJIBTJMLBO PSHBOJTBTJ FOHBO LBUB MBJO PSHBOJTBTJIBSVTNFNQFSIBUJLBOBQBZBOHEJJOHJOLBOPMFI QFMBOHHBO D 1FSTQFLUJGJOUFSOBM Business Process 1FSTQFLUJGJOUFSOBM business process BEBMBITFSBOHLBJBO BLUJWJUBT ZBOH BEB EBMBN PSHBOJTBTJ VOUVL NFODJQUBLBO QSPEVLKBTBEBMBNSBOHLBNFNFOVIJIBSBQBOQFMBOHHBO 1FSTQFLUJG JOJ NFOKFMBTLBO QSPTFT CJTOJT ZBOH EJLFMPMB VOUVL NFNCFSJLBO MBZBOBO EBO OJMBJOJMBJ LFQBEB stakeholder EBO customer E 1FSTQFLUJG Learning Growth 1FSTQFLUJG learning growth BEBMBI QFSTQFLUJG ZBOH NFOHHBNCBSLBOLFNBNQVBOPSHBOJTBTJVOUVLNFMBLVLBO QFSCBJLBOEBOQFSVCBIBOEFOHBONFNBOGBBULBOTVNCFS EBZBJOUFSOBMPSHBOJTBTJ,FTJOBNCVOHBOTVBUVPSHBOJTBTJ EBMBNKBOHLBQBOKBOHTBOHBUCFSHBOUVOHQBEBQFSTQFLUJG JOJ 1FMBLTBOBBO BUBV JNQMFNFOUBTJ TUSBUFHJ EJMBLVLBO EFOHBO DBSB NFOKBMBOLBO TUSBUFHJ JOJTJBUJG BUBV QSPHSBN LFSKB PMFI NBTJOHNBTJOH VOJU LFSKB EBO EJCBUBTJ EFOHBO XBLUV QFMBLTBOBBOOZBTFMBNBQFSJPEFUFSUFOUV HBS QFMBLTBOBBO TUSBUFHJ EBQBU UFSMBLTBOB EFOHBO CBJL NBLB TFUFMBI QFUB TUSBUFHJ EJTVTVO TFMBOKVUOZB QFSMV EJUFUBQLBO Key Performance Indicator ,1 VOUVLTFUJBQ40 Strategic Objective ,1 NFSVQBLBO TFQFSBOHLBU VLVSBO QBSBNFUFS VUBNB CBJL mOBOTJBM NBVQVO OPO mOBOTJBM VOUVL NFOHVLVSLFCFSIBTJMBOQFODBQBJBOLJOFSKBEBOQFMBLTBOBBO TUSBUFHJEBMBNNFODBQBJTBTBSBOEJTFMVSVIMJOJVOJULFSKB CBOL bjb VTFT GPVS 4 QFSTQFDUJWFT TUBOEBSET OBNFMZ mOBODJBM DVTUPNFS JOUFSOBMCVTJOFTTQSPDFTT BOEMFBSOJOH BOEHSPXUI B JOBODJBM1FSTQFDUJWF 4JTCVJMUGSPNBTUVEZPGQFSGPSNBODFNFBTVSFNFOUJO UIF CVTJOFTT TFDUPS UIVT UIF mOBODJBM QFSTQFDUJWF IFSF JT SFMBUFE UP mOBODJBM TVTUBJOBCJMJUZ 5IJT QFSTQFDUJWF JT VTFECZTIBSFIPMEFSTJOPSEFSUPBTTFTTUIFQFSGPSNBODF PG UIF PSHBOJ[BUJPO G OBSSBUFE iUIF PSHBOJ[BUJPO NVTU NFFUUIFFYQFDUBUJPOTPGTIBSFIPMEFSTUPCFBTTFTTFEBT TVDDFTTGVMCZUIFTIBSFIPMEFSTw C VTUPNFS1FSTQFDUJWF VTUPNFS QFSTQFDUJWF JT UIF DVTUPNFSPSJFOUFE QFSTQFDUJWFCFDBVTFUIFZBSFUIFVTFSTPGUIFQSPEVDUT TFSWJDFTQSPEVDFECZUIFPSHBOJ[BUJPOOPUIFSXPSET UIF PSHBOJ[BUJPO TIPVME QBZ BUUFOUJPO UP XIBU UIF DVTUPNFS XBOUT D OUFSOBMVTJOFTT1SPDFTT1FSTQFDUJWF 5IF OUFSOBM VTJOFTT 1SPDFTT 1FSTQFDUJWF JT B TFU PG BDUJWJUJFTJOUIFPSHBOJ[BUJPODPOEVDUFEUPDSFBUFQSPEVDUT TFSWJDFT JO PSEFS UP NFFU DVTUPNFS FYQFDUBUJPOT 5IJT QFSTQFDUJWFEFTDSJCFTUIFCVTJOFTTQSPDFTTFTNBOBHFE UP QSPWJEF TFSWJDFT BOE WBMVFT UP UIF TUBLFIPMEFST BOE DVTUPNFST E -FBSOJOHSPXUI1FSTQFDUJWF -FBSOJOH BOE SPXUI 1FSTQFDUJWF JT UIF QFSTQFDUJWF UIBU JMMVTUSBUFT UIF BCJMJUZ PG UIF PSHBOJ[BUJPO UP QFSGPSN JNQSPWFNFOUT BOE DIBOHFT CZ VUJMJ[JOH UIF JOUFSOBM SFTPVSDFT PG UIF PSHBOJ[BUJPO 5IF TVTUBJOBCJMJUZ PG UIF PSHBOJ[BUJPO JO UIF MPOH SVO JT WFSZ EFQFOEFOU PO UIJT QFSTQFDUJWF 5IFFYFDVUJPOPSJNQMFNFOUBUJPOPGUIFTUSBUFHJFTJTDPOEVDUFE CZ QFSGPSNJOH TUSBUFHJD JOJUJBUJWFT PS XPSL QSPHSBNT CZ FBDI XPSLJOH VOJUT BOE JT MJNJUFE UP B DFSUBJO QFSJPE PG JNQMFNFOUBUJPOUJNF OPSEFSGPSUIFTUSBUFHJFTUPCFJNQMFNFOUFEXFMM BGUFSUIF 4USBUFHZ .BQ JT GPSNVMBUFE UIF ,FZ 1FSGPSNBODF OEJDBUPS ,1 JTEFUFSNJOFEGPSFBDI4USBUFHJD0CKFDUJWF 40 ,1JT BTFUPGNBJOQBSBNFUFST CPUImOBODJBMBOEOPOmOBODJBMUP NFBTVSF UIF TVDDFTT PG QFSGPSNBODF BDIJFWFNFOU BOE UIF TVDDFTTPGTUSBUFHZJNQMFNFOUBUJPOUPBDIJFWFUIFUBSHFUTJO UIFFOUJSFXPSLJOHMJOFVOJUT HUMAN RESOURCES 286 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO ,1 NFSVQBLBO BMBU VLVS CBHJ QFODBQBJBO 40 Strategic Objective ,1 EJCFEBLBO NFOKBEJ ,1 lagging EBO ,1 leading ,1 lagging BEBMBI,1ZBOHCFSTJGBU outcomeoutput BUBVZBOHNFOHVLVSIBTJM VNVNOZBEJMVBSLFOEBMJVOJUZBOH CFSTBOHLVUBO,1 leading BEBMBI,1ZBOHCFSTJGBUQSPTFT ZBOH NFOEPSPOH QFODBQBJBO ,1 lagging 6NVNOZB ,1 leading CFSBEBEJCBXBILFOEBMJVOJUPSHBOJTBTJ Divisi SDM Peran Jabatan Pemimpin Divisi SDM t .FSBODBOH NFMBLTBOBLBO EBO NFOHBXBTJ SFODBOB TUSBUFHJTQFMBLTBOBBOQFSUVNCVIBOEBOQFOHFNCBOHBO 4. VOUVL NFOEPSPOH LJOFSKB CJTOJT EJ TFMVSVI MJOJ PSHBOJTBTJ t .FNJNQJO NBOBKFNFO QFSVCBIBO SBODBOHBO PSHBOJTBTJPOBMTFSUBJOJTJBUJGUSBOTGPSNBTJMBJOOZB t .FOEPSPOHLJOFSKBCJTOJTNFMBMVJQFOHFMPMBBO manpower planning ZBOHFGFLUJGEBOFmTJFO QFOHFMPMBBOLPNQFOTBTJ EBO CFOFmU ZBOH NFOBSJL EBO EBQBU NFNQFSUBIBOLBO 4. QFOHFMPMBBO LPNQFUFOTJ QFOHFMPMBBO LJOFSKB JOEJWJEV TFSUB QFOHFMPMBBO EJTJQMJO QFSJMBLV EBO FUJLB QFHBXBJ t .FOHFNCBOHLBO TUSBUFHJ LFCJKBLBO EBO QSBLUJL QFOHFMPMBBOTVNCFSEBZBNBOVTJB human capital ZBOH CFSMBLVEJTFMVSVIMJOJPSHBOJTBTJ t .FOEBNQJOHJ EBO NFNCFSJLBO LPOTVMUBTJ LFQBEB QJIBL NBOBKFNFO TFOJPS NFOHFOBJ NBTBMBINBTBMBI LFQFHBXBJBO human capital t .FOZVTVO QSPHSBN LFSKB EBO BOHHBSBO JWJTJ 4VNCFS BZB.BOVTJB t .FOHFMPMB QFMBQPSBO UFSLBJU EFOHBO CJEBOH LFSKB JWJTJ 4VNCFSBZB.BOVTJB t .FMBLVLBOLPPSEJOBTJEFOHBOFXBO,PNJTBSJT JSFLTJ 1FNJNQJO JWJTJVOJU LFSKB 1FNJNQJO 8JMBZBI EBO 1FNJNQJOBCBOH t .FOKBEJ KVSV CJDBSB VUBNB CBHJ JWJTJ 4VNCFS BZB .BOVTJB Tugas Dan Tanggung Jawab Utama Pemimpin Divisi SDM t .FOHFNCBOHLBO EBO NFOFSBQLBO TUSBUFHJ QFOHFNCBOHBO4.VOUVLNFOEPSPOHLJOFSKBCJTOJT t .FOZVTVO TUSBUFHJ EBO LFCJKBLBO QFOHFMPMBBO 4. EJ QFSVTBIBBO CFSEBTBSLBO TUSBUFHJ KBOHLB QFOEFL EBO KBOHLB QBOKBOH ZBOH UFMBI EJUFUBQLBO TFTVBJ EFOHBO ,1 JT B NFBTVSFNFOU UPPM GPS UIF BDIJFWFNFOU PG UIF 40 4USBUFHJD 0CKFDUJWF ,1 JT EJWJEFE JOUP ,1 MBHHJOH BOE ,1MFBEJOH,1MBHHJOHJTUIFPVUDPNFPVUQVUPSPVUDPNF NFBTVSF XIJDI JT HFOFSBMMZ CFZPOE UIF DPOUSPM PG UIF SFMFWBOU VOJU ,1 MFBEJOH JT UIF QSPDFTT XIJDI FODPVSBHFT UIFBDIJFWFNFOUPG,1MBHHJOHFOFSBMMZUIFMFBEJOH,1JT VOEFSUIFDPOUSPMPGUIFPSHBOJ[BUJPOBMVOJU HR Division The Role of the Head of HR Division t 1MBO JNQMFNFOUBOENPOJUPSUIFTUSBUFHJDQMBOGPSHSPXUI BOEIVNBOSFTPVSDFTEFWFMPQNFOUJOPSEFSUPCPPTUUIF CVTJOFTT QFSGPSNBODF BDSPTT UIF FOUJSF PSHBOJ[BUJPOBM MJOFT t -FBE UIF DIBOHF NBOBHFNFOU PSHBOJ[BUJPOBM QMBO BT XFMMBTPUIFSUSBOTGPSNBUJPOJOJUJBUJWFT t NQSPWF CVTJOFTT QFSGPSNBODF UISPVHI FGGFDUJWF BOE FGmDJFOUNBOBHFNFOUPGNBOQPXFSQMBOOJOH NBOBHFNFOU PGBUUSBDUJWFDPNQFOTBUJPOBOECFOFmUTUPNBJOUBJOIVNBO SFTPVSDFT DPNQFUFODZ NBOBHFNFOU NBOBHFNFOU PG JOEJWJEVBM QFSGPSNBODF BOE NBOBHFNFOU PG EJTDJQMJOF CFIBWJPS BOEFUIJDTPGUIFFNQMPZFFT t FWFMPQ TUSBUFHJFT QPMJDJFT BOE QSBDUJDFT PG IVNBO SFTPVSDFT NBOBHFNFOU IVNBO DBQJUBM UIBU BQQMJFT BDSPTTUIFPSHBOJ[BUJPOBMMJOFT t VJEFBOEQSPWJEFDPOTVMUBUJPOUPUIFTFOJPSNBOBHFNFOU SFHBSEJOHFNQMPZNFOUNBUUFST IVNBODBQJUBM t PSNVMBUF UIF XPSL QSPHSBN BOE CVEHFU PG UIF VNBO 3FTPVSDFTJWJTJPO t .BOBHF UIF SFQPSUJOH SFMBUFE UP UIF mFME PG XPSL PG UIF VNBO3FTPVSDFTJWJTJPO t PPSEJOBUF XJUI UIF PBSE PG PNNJTTJPOFST PBSE PG JSFDUPST FBET PG JWJTJPOT8PSLJOH 6OJUT 3FHJPOBM FBETBOEFBETPGUIFSBODI0GmDFT t FDPNF UIF MFBEJOH TQPLFTQFSTPO GPS UIF VNBO 3FTPVSDFTJWJTJPO Main Duties and Responsibilities of the Head of the HR Division t FWFMPQBOEJNQMFNFOUUIFIVNBOSFTPVSDFTEFWFMPQNFOU TUSBUFHJFTJOPSEFSUPJNQSPWFCVTJOFTTQFSGPSNBODF t FWFMPQUIFTUSBUFHJFTBOEQPMJDJFTPGIVNBOSFTPVSDFT NBOBHFNFOUPGUIFDPNQBOZCBTFEPOUIFQSFEFUFSNJOFE TIPSUUFSN BOE MPOHUFSN TUSBUFHJFT BDDPSEJOH UP UIF SUMBER DAYA MANUSIA 287 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data QFSBUVSBOQFNFSJOUBIZBOHCFSMBLVBHBSEJQFSPMFI4. EFOHBOLJOFSKB LBQBCJMJUBTEBOLPNQFUFOTJZBOHTFTVBJ EFOHBOZBOHEJJOHJOLBOQFSVTBIBBO t .FOEFTBJO NFOHFNCBOHLBO EBO NFOFSBQLBO JOJTJBUJG QFOHFNCBOHBO4. NFNCBOUVBOLEBMBNNFODBQBJ QPTJTJZBOHLPNQFUJUJGEJQBTBS t .FOHPOUSPM EBO NFNBTUJLBO QFMBLTBOBBO GVOHTJ 4. EJ TFMVSVI QFSVTBIBBO TVEBI TFTVBJ EFOHBO TUSBUFHJ LFCJKBLBO TJTUFNEBOSFODBOBLFSKBZBOHUFMBIEJTVTVO t .FOHFMPMB QFODBQBJBO UJOHLBU FGFLUJWJUBT BLUJWJUBT PQFSBTJPOBM PMFI TVNCFS EBZB NBOVTJB ZBOH BEB EJ TFMVSVIMJOJPSHBOJTBTJNFMBMVJLFTFQBLBUBO Service Level Agreement 4- JOEJWJEVBM t 4FDBSB UFSBUVS NFOHLBKJ EBNQBL EBSJ LFCJKBLBO EBO QSPTFEVSUFSNBTVLKVHBLJOFSKB4- t .FOHFMPMBTJTUFN manpower planning EBOGPSNBTJ4. PSHBOJTBTJ TFDBSB FmTJFO EBO FGFLUJG VOUVL NFOVOKBOH TUSBUFHJ CJTOJT QFSVTBIBBO UFSNBTVL EJBOUBSBOZB EBMBN NFOHFWBMVBTJ EFTBJO KBCBUBO QFSFODBOBBO 4. TJTUFN SFLSVUNFO TFMFLTJ QFOHFNCBOHBO LPNQFUFOTJ QFHBXBJTFSUBQFSFODBOBBOTVLTFTJKBCBUBO EJTFMVSVIMJOJ PSHBOJTBTJ t .FOHFMPMB TJTUFN QFSHFSBLBO LBSJS QFHBXBJ EBMBN SBOHLBNFNFOVIJ manpower PSHBOJTBTJUFSNBTVLEBMBN NFOHJEFOUJmLBTJ EBO NFOBSJL LBOEJEBU ZBOH NFNJMJLJ QPUFOTJCBLBUUFSCBJL t .FOHFMPMB EBO NFOHFWBMVBTJ TUSVLUVS QFOHHBKJBO EBO GBTJMJUBTGBTJMJUBT LFQFHBXBJBO UFSNBTVL QFNCFSJBO reward CPOVT QSPHSBN QFSMJOEVOHBO LFSKB QSPHSBN QFOTJVO EBO IBSJ UVB EBO QSPUFLTJ LFTFIBUBO QFHBXBJ TFTVBJEFOHBOLFNBNQVBOmOBOTJBMQFSVTBIBBO LPOEJTJ LFCVUVIBO IJEVQ MBZBL CFSEBTBSLBO QFSLFNCBOHBO LPOEJTJFLPOPNJEBOQFSLFNCBOHBOTUSVLUVSSFNVOFSBTJ EJJOEVTUSJUFSLBJU t .FOHFMPMB QFMBLTBOBBO QFSIJUVOHBO LFCVUVIBO 4. TUBmOHNPEFM CFSEBTBSLBONFUPEFBOBMJTBCFCBOLFSKB workload analysis EBOBUBVNFUPEFMBJOOZB t .FNBTUJLBO QFNFOVIBO UFOBHB LFSKB PSHBOJTBTJ TFDBSB UFQBU TFTVBJ LFCVUVIBO EBMBN IBM KVNMBI NBVQVO QFNFOVIBO LVBMJmLBTJ LPNQFUFOTJ .FOZVTVO LFCJKBLBO EBOQFOHFMPMBBOQFHBXBJ outsourcing TFSUBNFNBTUJLBO LVBMJmLBTJ LPNQFUFOTJ QFHBXBJ outsourcing ZBOH EJUFNQBULBO t .FMBLVLBO FWBMVBTJ EBO QFOHFOEBMJBO UFSLBJU QFSLFNCBOHBOCJBZBTVNCFSEBZBNBOVTJB BQQMJDBCMF PWFSONFOU SFHVMBUJPOT JO PSEFS UP PCUBJO IVNBO SFTPVSDFT XJUI QFSGPSNBODF DBQBCJMJUJFT BOE DPNQFUFODJFT JO BDDPSEBODF XJUI UP UIF PNQBOZT EFTJSF t FTJHO EFWFMPQ BOE JNQMFNFOU IVNBO SFTPVSDFT EFWFMPQNFOU JOJUJBUJWFT BTTJTU UIF BOL JO BDIJFWJOH B DPNQFUJUJWFQPTJUJPOJOUIFNBSLFU t POUSPM BOE FOTVSF UIF JNQMFNFOUBUJPO PG 3 GVODUJPOT BDSPTT UIF PNQBOZ BSF JO BDDPSEBODF XJUI UIF QSFEFUFSNJOFE TUSBUFHJFT QPMJDJFT TZTUFN BOE XPSL QMBOT t .BOBHF UIF BDIJFWFNFOU PG FGGFDUJWFOFTT XJUIJO UIF PQFSBUJPOBM BDUJWJUJFT DPOEVDUFE CZ UIF FYJTUJOH IVNBO SFTPVSDFT BDSPTT UIF FOUJSF PSHBOJ[BUJPOBM MJOFT UISPVHI JOEJWJEVBM4FSWJDF-FWFMHSFFNFOU t 3FHVMBSMZBTTFTTUIFJNQBDUTPGQPMJDJFTBOEQSPDFEVSFT BTXFMMBT4-QFSGPSNBODF t .BOBHFUIFNBOQPXFSQMBOOJOHTZTUFNBOEUIFGPSNBUJPO PGBOFGmDJFOUBOEFGGFDUJWFIVNBOSFTPVSDFTPSHBOJ[BUJPO UPTVQQPSUUIFPNQBOZTCVTJOFTTTUSBUFHJFT JODMVEJOH FWBMVBUJOHUIFQPTJUJPOEFTJHO IVNBOSFTPVSDFTQMBOOJOH SFDSVJUNFOUBOETFMFDUJPOTZTUFN FNQMPZFFDPNQFUFODZ EFWFMPQNFOUBOEQPTJUJPOTVDDFTTJPOQMBOOJOHBDSPTTUIF FOUJSFPSHBOJ[BUJPOBMMJOFT t .BOBHFUIFFNQMPZFFDBSFFSNPWFNFOUTZTUFNJOPSEFS UPGVMmMMPSHBOJ[BUJPOBMNBOQPXFSJODMVEJOHJEFOUJGZJOHBOE BUUSBDUJOHDBOEJEBUFTXJUICFTUQPUFOUJBMUBMFOU t .BOBHFBOEFWBMVBUFUIFTBMBSZTUSVDUVSFBOEFNQMPZFF GBDJMJUJFT JODMVEJOH UIF QSPWJTJPO PG SFXBSETCPOVT MBCPS QSPUFDUJPO QSPHSBNT QFOTJPO BOE SFUJSFNFOU QMBOT BOE FNQMPZFF IFBMUI QSPUFDUJPO JO BDDPSEBODF XJUI UIF PNQBOZT mOBODJBM BCJMJUZ EFDFOU MJWJOH DPOEJUJPOT CBTFE PO UIF EFWFMPQNFOU PG FDPOPNJD DPOEJUJPOT BOE UIF EFWFMPQNFOU PG UIF SFNVOFSBUJPO TUSVDUVSF JO UIF SFMBUFEJOEVTUSZ t .BOBHF UIF JNQMFNFOUBUJPO PG 3 OFFET DBMDVMBUJPO TUBGmOHNPEFM CBTFEPOUIFXPSLMPBEBOBMZTJTNFUIPE BOEPSPUIFSNFUIPET t OTVSF UIF GVMmMNFOU PG UIF PNQBOZT 3 OFFET BQQSPQSJBUFMZBOEBTSFRVJSFEJOUFSNTPGRVBOUJUZBTXFMM BTUIFGVMmMMNFOUPGDPNQFUFODFRVBMJmDBUJPOTPSNVMBUF QPMJDJFTBOENBOBHFPVUTPVSDFEFNQMPZFFTBOEFOTVSF UIFGVMmMNFOUPGDPNQFUFODFRVBMJmDBUJPOPGUIFPVUTPVSDFE FNQMPZFFT t WBMVBUF BOE DPOUSPM DPTUT SFMBUFE UP IVNBO SFTPVSDFT EFWFMPQNFOU HUMAN RESOURCES 288 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO t .FMBLVLBO FWBMVBTJ EBO QFOHBXBTBO BUBT QFOHFMPMBBO EBUBBENJOJTUSBTJQFSTPOBMLFQFHBXBJBOEBOTJTUFN34 TFSUB NFOHBXBTJ QFMBQPSBO SFHVMBS BUBT QFOHFMPMBBO 4.LFQBEBQJIBLNBOBKFNFONBVQVOJOTUJUVTJMBJOZBOH UFSLBJULFUFOBHBLFSKBBO t .FMBLVLBO QFNCJOBBO UFSLBJU EJTJQJMJO QFSJMBLV EBO FUJLB QFHBXBJ TFSUB NFOKBEJ GBTJMJUBUPS EBMBN IVCVOHBO QFSVTBIBBOEFOHBOQFHBXBJEBOQJIBLLFUJHBCFSLFOBBO NBTBMBILFQFHBXBJBO t .FMBLVLBO FWBMVBTJ BUBT TJTUFN QFOHFMPMBBO LJOFSKB JOEJWJEV QFHBXBJ EBMBN IBM QFSFODBOBBO LJOFSKB QFOJMBJBO LJOFSKB FWBMVBTJ LJOFSKB EBO QFOHFNCBOHBO LJOFSKBJOEJWJEVQFHBXBJ t .FMBLVLBOFWBMVBTJBUBTTJTUFNQFOHFMPMBBOLPNQFUFOTJ QFHBXBJ ZBOHNFMJQVUJQFOHVLVSBOBTFTNFOLPNQFUFOTJ QFNFUBBBOLPNQFUFOTJ EBOQFOHFNCBOHBOLPNQFUFOTJ JOEJWJEVQFHBXBJ t .FOHFMPMB EBO NFOHFWBMVBTJ BUBT TJTUFN QFOHFMPMBBO LBSJS QFHBXBJ CFSEBTBSLBO NPEFM EBO IBTJM BTFTNFO LPNQFUFOTJTFSUBLJOFSKBQFHBXBJ t .FOTFMBSBTLBOTJTUFNQFOHFMPMBBOLBSJSQFHBXBJEFOHBO QFOHFMPMBBOQSPNPTJEBONVUBTJQFHBXBJ t .FNCJOB IVCVOHBO EFOHBO QJIBL LFUJHB UFSLBJU QFOHFNCBOHBOQFOHFMPMBBO4.EBOQFNCFSJBOGBTJMJUBT LFQFHBXBJBO UFSNBTVL EFOHBO JOTUJUVTJ LPOTVMUBO 4. EBOQFOZFMFOHHBSBQSPHSBNQFOTJVOEBOIBSJUVB t .FNCFSJLBOJOGPSNBTJZBOHEJCVUVILBOQJIBLNBOBKFNFO TFOJPS NFOHFOBJ NBTBMBI UFSUFOUV ZBOH TJHOJmLBO EBO CFSJTJLP CBHJ QFODBQBJBO UVKVBO ZBOH CFMVN EJUBOHBOJ TFQFOVIOZBEJUJOHLBUNBOBKFSJBM t .FOHJEFOUJmLBTJ QFSTZBSBUBO IVLVN TFSUB SFHVMBTJ QFNFSJOUBI EBMBN QFMBQPSBO UFSLBJU GVOHTJ 4. EBO NFOHBSBILBO QFOZVTVOBO MBQPSBO ZBOH EJNBLTVE BUBV EJNJOUBTFCBHBJCVLUJLFQBUVIBO t FSUJOEBL TFCBHBJ QJIBL ZBOH EJIVCVOHJ QFSUBNB EBMBN IBM LFUFOBHBLFSKBBO EJ QFSVTBIBBO TFSUB TBBU CFSIVCVOHBOEFOHBOJOTUBOTJUFOBHBLFSKBQFNFSJOUBI t .FMJOEVOHJ LFQFOUJOHBO QBSB QFLFSKB EBO QFSVTBIBBO TFTVBJ EFOHBO LFCJKBLBO 4. EBO KVHB IVLVN TFSUB BUVSBO ZBOH CFSMBLV EBO NFOHLBKJ SFLPNFOEBTJ VOUVL QFNVUVTBO IVCVOHBO LFSKB EBOBUBV QFNCFMBBO EJSJ LBSZBXBO NFMBMVJQSPTFEVSQFOHBKVBOLFMVIBO t .FOZVTVO NFOHFNCBOHLBO EBO NFOHBQMJLBTJLBO LFCJKBLBOEBOBUBVQBOEVBOVOUVLNFOEVLVOHLFMBODBSBO QSPTFTQFOHFMPMBBOJWJTJ4VNCFSBZB.BOVTJB t WBMVBUF BOE TVQFSWJTF UIF NBOBHFNFOU PG FNQMPZFF BENJOJTUSBUJPOEBUBBOE34TZTUFN BTXFMMBTNPOJUPS UIFNBOBHFNFOUPGSFHVMBSSFQPSUJOHPOUIFNBOBHFNFOU PGIVNBOSFTPVSDFTUPUIFNBOBHFNFOUPSPUIFSSFMFWBOU JOTUJUVUJPOTSFMBUFEUPFNQMPZNFOU t POEVDU HVJEBODF SFMBUFE UP EJTDJQMJOF CFIBWJPVS BOE FUIJDTPGUIFFNQMPZFFTBTXFMMBTCFDPNFUIFGBDJMJUBUPSJO UIFPNQBOZTSFMBUJPOTIJQXJUIUIFFNQMPZFFTBOEUIJSE QBSUJFTSFHBSEJOHFNQMPZNFOUJTTVFT t POEVDUFWBMVBUJPOPOJOEJWJEVBMQFSGPSNBODFNBOBHFNFOU TZTUFN PG FNQMPZFFT JO UFSNT PG QFSGPSNBODF QMBOOJOH QFSGPSNBODFBTTFTTNFOU QFSGPSNBODFFWBMVBUJPOBOEUIF EFWFMPQNFOUPGJOEJWJEVBMQFSGPSNBODFPGUIFFNQMPZFFT t POEVDU FWBMVBUJPO PO FNQMPZFF DPNQFUFODZ NBOBHFNFOU TZTUFN XIJDI JODMVEFT UIF NFBTVSFNFOU BTTFTTNFOU PG DPNQFUFODF DPNQFUFODZ NBQQJOH BOE JOEJWJEVBMDPNQFUFODZEFWFMPQNFOUPGFNQMPZFFT t .BOBHF BOE FWBMVBUF FNQMPZFF DBSFFS NBOBHFNFOU TZTUFN CBTFE PO UIF NPEFM BOE UIF DPNQFUFODZ BTTFTTNFOUSFTVMUTBTXFMMBTFNQMPZFFQFSGPSNBODF t BSNPOJ[FFNQMPZFFDBSFFSNBOBHFNFOUTZTUFNXJUIUIF NBOBHFNFOUPGFNQMPZFFQSPNPUJPOBOENVUBUJPO t PTUFS SFMBUJPOTIJQT XJUI UIJSE QBSUJFT SFMBUFE UP IVNBO SFTPVSDFT EFWFMPQNFOU BOE UIF QSPWJTJPO PG FNQMPZFF GBDJMJUJFT JODMVEJOH XJUI 3 DPOTVMUBOU JOTUJUVUJPOT BOE PSHBOJ[FSPGQFOTJPOBOESFUJSFNFOUQMBO t 1SPWJEF UIF JOGPSNBUJPO OFFEFE CZ TFOJPS NBOBHFNFOU SFHBSEJOH DFSUBJO TJHOJmDBOU JTTVFT BOE SJTLZ UP UIF BDIJFWFNFOU PG PCKFDUJWFT XIJDI IBWF OPU CFFO GVMMZ BEESFTTFEBUUIFNBOBHFSJBMMFWFM t EFOUJGZ MFHBM BOE PWFSONFOU SFHVMBUPSZ SFRVJSFNFOUT JO SFQPSUJOH SFMBUFE UP UIF 3 GVODUJPOT BOE EJSFDU UIF QSFQBSBUJPOPGUIFSFQPSUJORVFTUJPOPSSFRVFTUFEBTQSPPG PGDPNQMJBODF t DUBTUIFQBSUZmSTUDPOUBDUFEJOSFTQFDUUPFNQMPZNFOU NBUUFST JO UIF DPNQBOZ BT XFMM BT XIFO EFBMJOH XJUI PWFSONFOUFNQMPZNFOUBHFODJFT t 1SPUFDUUIFJOUFSFTUTPGUIFXPSLFSTBOEUIFPNQBOZJO BDDPSEBODF UP UIF 3 QPMJDJFT BOE UIF BQQMJDBCMF MBXT BOE SFHVMBUJPOT BOE SFWJFX UIF SFDPNNFOEBUJPO GPS FNQMPZNFOU UFSNJOBUJPO BOEPS FNQMPZFF TFMGEFGFOTF UISPVHIUIFDPNQMBJOUmMMJOHQSPDFEVSF t TUBCMJTI EFWFMPQBOEBQQMZQPMJDJFTBOEPSHVJEFMJOFT UP TVQQPSU UIF NBOBHFNFOU PG UIF VNBO 3FTPVSDFT JWJTJPO SUMBER DAYA MANUSIA 289 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data t .FNQFSTJBQLBO NFOHLPPSEJOBTJLBO EBO NFOHVTVMLBO QSPHSBN LFSKB JWJTJ 4VNCFS BZB .BOVTJB LFQBEB JSFLUVSZBOHNFNCJEBOHJTFSUBNFOHPOUSPMQFOHHVOBBO BOHHBSBO JWJTJ 4VNCFS BZB .BOVTJB BHBS TFTVBJ EFOHBOQSPHSBNLFSKBUFSTFCVU t .FOHBXBTJ NFMBUJI NFNCJNCJOH NFOHFNCBOHLBO EBO NFOHFWBMVBTJ LJOFSKB QBSB TUBG JWJTJ 4VNCFS BZB .BOVTJBEBMBNIBMFGFLUJWJUBTLJOFSKB t FSQFSBO BLUJG EBMBN 5JN .BOBKFNFO ,SJTJT 1 TFTVBJEFOHBOQFSBOEBOUBOHHVOHKBXBCTFCBHBJNBOB UFSDBOUVN EJ EBMBN VLV .BOVBM1BOEVBO .BOBKFNFO ,SJTJT t .FOHFNCBOHLBO NFNQFSUBIBOLBO MJOJ LFSKB EBO NFNGBTJMJUBTJ LPNVOJLBTJ EFOHBO JWJTJ MBJO ,BOUPS 8JMBZBI ,BOUPSBCBOH EBMBNIBMQFMBLTBOBBOCFSCBHBJ QFOHFMPMBBO LJOFSKB EBO BLUJWJUBT JWJTJ 4VNCFS BZB .BOVTJB t .FOHFMPMBQFOFSBQBONBOBKFNFOSJTJLPEJJWJTJ4VNCFS BZB.BOVTJB t .FMBLTBOBLBO QSJOTJQ LFIBUJIBUJBO EBO LFQBUVIBO UFSIBEBQ 1FSBUVSBO BOL OEPOFTJB EBO 1FSBUVSBO 1FSVOEBOHVOEBOHBO TFSUB 1FSBUVSBO OUFSOBM MBJOOZB ZBOHCFSMBLV t .FNBTUJLBO CBIXB TFMVSVI CJEBOH LFSKB JWJTJ 4VNCFS BZB .BOVTJB UFMBI TFTVBJ EFOHBO LFUFOUVBO ZBOH CFSMBLV t .FOTPTJBMJTBTJLBOLFUFOUVBOLFUFOUVBOJOUFSOBMCBOLEBO LFUFOUVBOMBJOZBOHCFSLBJUBOEFOHBOSVBOHMJOHLVQUVHBT EJMJOHLVOHBOEJWJTJOZB t .FOZFEJBLBOEBUBEPLVNFOUFSLBJUEFOHBOQFNFSJLTBBO JOUFSOBMLTUFSOBM t .FMBLVLBOUJOEBLMBOKVUUFNVBOIBTJMQFNFSJLTBBOJOUFSOBM FLTUFSOBM t .FNCFSJLBONBTVLBOZBOHNFOZBOHLVUCJEBOHUVHBTOZB LFQBEBBUBTBO t .FMBLTBOBLBO UVHBTUVHBT MBJO ZBOH EJCFSJLBO PMFI JSFLTJ Kewenangan Pemimpin SDM t .FOBOEBUBOHBOJ 4VSBU EBO PLVNFO MBJOOZB ZBOH CFSLBJUBOEFOHBOUVHBTJWJTJTFTVBJCBUBTLFXFOBOHBO ZBOHEJCFSJLBOPMFIJSFLTJ t .FXBLJMJJSFLTJEBMBNIVCVOHBOEFOHBOQJIBLFLTUFSO OTUBOTJ 1FNFSJOUBI-FNCBHB MBJOOZB EBMBN VQBZB QFODBQBJBONJTJJWJTJ4.TFDBSBPQUJNBM t 1SFQBSF DPPSEJOBUF BOE QSPQPTF UIF XPSL QSPHSBNT PG UIF3JWJTJPOUPUIFJSFDUPSJODIBSHFBTXFMMBTDPOUSPM UIFVTFPGUIFVNBO3FTPVSDFTJWJTJPOCVEHFUJOPSEFS UPDPOGPSNUPUIFXPSLQSPHSBNT t 4VQFSWJTF USBJO HVJEF EFWFMPQ BOE FWBMVBUF UIF QFSGPSNBODF PG UIF VNBO 3FTPVSDFT JWJTJPO TUBGG JO UFSNTPGQFSGPSNBODFFGGFDUJWFOFTT t DUJWFMZQBSUJDJQBUFJOUIFSJTJT.BOBHFNFOU5FBN 1 JOBDDPSEBODFUPUIFSPMFTBOESFTQPOTJCJMJUJFTBTTUBUFEJO UIFSJTJT.BOBHFNFOU.BOVBMVJEF t FWFMPQ NBJOUBJOMJOFPGXPSL BOEGBDJMJUBUFDPNNVOJDBUJPO XJUIPUIFSJWJTJPOT 3FHJPOBM0GmDFT SBODI0GmDFT JO UFSNTPGUIFJNQMFNFOUBUJPOPGQFSGPSNBODFNBOBHFNFOU BOEBDUJWJUJFTPGUIFVNBO3FTPVSDFTJWJTJPO t .BOBHF UIF JNQMFNFOUBUJPO PG SJTL NBOBHFNFOU JO UIF VNBO3FTPVSDFTJWJTJPO t NQMFNFOU UIF QSVEFODF BOE DPNQMJBODF QSJODJQMFT UP BOL OEPOFTJB 3FHVMBUJPOT BOE UIF BQQMJDBCMF -FHJTMBUJPOT BTXFMMBTPUIFSBQQMJDBCMFOUFSOBM3VMFT t OTVSF UIBU BMM XPSL BSFBT PG UIF VNBO 3FTPVSDFT JWJTJPOBSFJOBDDPSEBODFUPUIFBQQMJDBCMFSFHVMBUJPOT t 4PDJBMJ[F UIF BOLT JOUFSOBM SVMFT BOE PUIFS QSPWJTJPOT SFMBUFEUPUIFTDPQFPGXPSLXJUIJOUIFEJWJTJPO t 1SPWJEFEBUBEPDVNFOUTSFMBUFEUPJOUFSOBMBOEFYUFSOBM FYBNJOBUJPOT t POEVDU GPMMPXVQ PO UIF mOEJOHT PG UIF JOUFSOBM BOE FYUFSOBMFYBNJOBUJPO t 1SPWJEF JOQVUT SFMBUFE UP UIF TDPQF PG XPSL UP UIF 4VQFSWJTPS t BSSZPVUPUIFSUBTLTHJWFOCZUIFPBSEPGJSFDUPST Authorities of the Head of the HR Division t 4JHOMFUUFSTBOEPUIFSEPDVNFOUTSFMBUFEUPUIFUBTLTPGUIF EJWJTJPOXJUIJOUIFMJNJUTPGUIFBVUIPSJUJFTHSBOUFECZUIF PBSEPGJSFDUPST t 3FQSFTFOUT UIF PBSE PG JSFDUPST JO UIF SFMBUJPOT XJUI FYUFSOBMQBSUJFT PWFSONFOUHFODJFTOTUJUVUJPOT JOUIF FGGPSUTUPBDIJFWFUIFNJTTJPOPGPQUJNBMVNBO3FTPVSDFT JWJTJPO HUMAN RESOURCES 290 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO t .FMBLTBOBLBO QFOFSJNBBO QFHBXBJ TFTVBJ CBUBT LFXFOBOHBOZBOHEJCFSJLBOPMFIJSFLTJ t .FMBLTBOBLBONVUBTJ SPUBTJEBOEFNPTJQFHBXBJTFTVBJ CBUBTLFXFOBOHBOZBOHEJCFSJLBOPMFIJSFLTJ t .FOZFMFOHHBSBLBO assessment center VOUVL UFOBHB 1JNQJOBO TFTVBJ EFOHBO CBUBT LFXFOBOHBO ZBOH EJCFSJLBOPMFIJSFLTJ t .FOZFMFOHHBSBLBO LPOTFMJOH LFQBEB QFHBXBJ UFSUFOUV TFTVBJ EFOHBO CBUBT LFXFOBOHBO ZBOH EJCFSJLBO PMFI JSFLTJ t .FOFUBQLBO QFNCBHJBO UVHBT TFSUB QFOFHBLBO EJTJQMJO LFQBEB QFKBCBUQFHBXBJ ZBOH NFOKBEJ UBOHHVOH KBXBC QFOZFMJBBOOZB t .FNCFSJLBO 1FOJMBJBO ,JOFSKB UFSIBEBQ 1FKBCBU EBO 1FHBXBJCBXBIBOOZB t .FOZBNQBJLBO SFLPNFOEBTJ VOUVL QFOHFNCBOHBO 1FKBCBUEBO1FHBXBJCBXBIBOOZB t .FMBLVLBO 1FSTFUVKVBO,FQVUVTBO TFTVBJ EFOHBO ,FCJKBLBO ,FXFOBOHBO EBOBUBV ,FQVUVTBO,FCJKBLBO JSFLTJ t .FNBOUBV TFSUB NFOHFOEBMJLBO QFOFSBQBO NBOBKFNFO SJTJLPCJEBOH4VNCFSBZB.BOVTJB t .FMBLVLBOLPPSEJOBTJEFOHBOBOLOEPOFTJBEBOJOTUBOTJ MBJOZBOHUFSLBJUEBMBNSBOHLBQFOHFMPMBBOUVHBTJWJTJ t .FNCFSJLBO QFNCJOBBO EBO TPTJBMJTBTJ LFQBEB ,BOUPS 8JMBZBIEBO,BOUPSBCBOHEBMBNMJOHLVQ4VNCFSBZB .BOVTJB Kewenangan Pemimpin Grup Pengembangan SDM .FMBLTBOBLBO LFHJBUBO JEFOUJmLBTJ QFSFODBOBBO TFMFLTJ SFLSVUNFO QFOFNQBUBO EBO QFOHFNCBOHBO 4. HVOB NFOVOKBOHLFHJBUBOCJTOJTEBOPQFSBTJPOBMEBONFNBTUJLBO QFSFODBOBBO EBO QFOHFNCBOHBO 4. EJMBLVLBO EFOHBO CBJL TFTVBJEFOHBOKVNMBIEBOLPNQFUFOTJZBOHEJCVUVILBO Tugas Pemimpin Grup Assessment Center SDM .FMBLTBOBLBO LFHJBUBO JEFOUJmLBTJ QFSFODBOBBO JNQMFNFOUBTJ program assessment LPNQFUFOTJEBOQFOJMBJBO LJOFSKB TFSUB QFSHFSBLBO LBSJS QFHBXBJ HVOB NFOVOKBOH LFHJBUBOCJTOJTEBOPQFSBTJPOBMEBONFNBTUJLBOQFSFODBOBBO EBO QFOHFNCBOHBO 4. TFTVBJ EFOHBO LPNQFUFOTJ ZBOH EJCVUVILBO t POEVDU FNQMPZFF SFDSVJUNFOU XJUIJO UIF MJNJUT PG UIF BVUIPSJUJFTHSBOUFECZUIFPBSEPGJSFDUPST t POEVDU FNQMPZFF NVUBUJPO SPUBUJPO BOE EFNPUJPO XJUIJOUIFMJNJUTPGUIFBVUIPSJUJFTHSBOUFECZUIFPBSEPG JSFDUPST t TUBCMJTIBOBTTFTTNFOUDFOUFSGPSMFBEFSTJOBDDPSEBODF UP UIF MJNJUT PG UIF BVUIPSJUJFT HSBOUFE CZ UIF PBSE PG JSFDUPST t 1FSGPSNDPVOTFMMJOHGPSDFSUBJOFNQMPZFFTJOBDDPSEBODF UP UIF MJNJUT PG UIF BVUIPSJUJFT HSBOUFE CZ UIF PBSE PG JSFDUPST t FUFSNJOFUIFEJWJTJPOPGUBTLTBOEFOGPSDFEJTDJQMJOFUP UIFPGmDJBMTFNQMPZFFTXJUIJOUIFTDPQFPGTVQFSWJTJPO t 1SPWJEF 1FSGPSNBODF WBMVBUJPO PG 0GmDFST BOE JUT TVCPSEJOBUFT t FMJWFSSFDPNNFOEBUJPOTGPSUIFEFWFMPQNFOUPG0GmDFST BOEJUTTVCPSEJOBUFT t TUBCMJTIHSFFNFOUFDJTJPOBDDPSEJOHUPUIFQPMJDJFT BOEPSEFDJTJPOTPGUIFPBSEPGJSFDUPST t .POJUPSBOEDPOUSPMSJTLNBOBHFNFOUJOUIFmFMEPGVNBO 3FTPVSDFT t PPSEJOBUF XJUI BOL OEPOFTJB BOE PUIFS SFMFWBOU BHFODJFTJOPSEFSUPNBOBHFUIFJWJTJPOTUBTLT t 1SPWJEF HVJEBODF BOE TPDJBMJ[BUJPO UP UIF 3FHJPOBM 0GmDFTBOEUIFSBODI0GmDFTXJUIJOUIFTDPQFPGVNBO 3FTPVSDFT Authorities of the HR Development Group Leader POEVDU JEFOUJmDBUJPO QMBOOJOH TFMFDUJPO SFDSVJUNFOU QMBDFNFOU BOE IVNBO SFTPVSDFT EFWFMPQNFOU BDUJWJUJFT UP TVQQPSU UIF CVTJOFTT BOE PQFSBUJPOBM BDUJWJUJFT BOE FOTVSF UIBU IVNBO SFTPVSDFT QMBOOJOH BOE EFWFMPQNFOU BSF DPOEVDUFEXFMM JOBDDPSEBODFXJUIUIFSFRVJSFERVBOUJUZBOE DPNQFUFODJFT Task of the HR Assessment Center Group Leader POEVDUUIFJEFOUJmDBUJPO QMBOOJOHBOEJNQMFNFOUBUJPOPGUIF DPNQFUFODZBTTFTTNFOUQSPHSBNBTXFMMBTUIFQFSGPSNBODF BTTFTTNFOU BOE FNQMPZFF DBSFFS NPWFNFOU JO PSEFS UP TVQQPSU CVTJOFTT BDUJWJUJFT BOE PQFSBUJPOT BOE FOTVSF UIF QMBOOJOHBOEEFWFMPQNFOUPGIVNBOSFTPVSDFTBSFJOMJOFXJUI UIFSFRVJSFEDPNQFUFODJFT SUMBER DAYA MANUSIA 291 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Tugas Pemimpin Grup Administrasi SDM .FMBLTBOBLBO LFHJBUBO JEFOUJmLBTJ QFSFODBOBBO EBO JNQMFNFOUBTJ LFCJKBLBO LPNQFOTBTJ HBKJ QFOHIBSHBBO GBTJMJUBT EBO UVOKBOHBO TFSUB QFNCFSJBO JOTFOUJGCPOVT IVCVOHBOLFQFHBXBJBO QFNVUVTBOIVCVOHBOLFSKB Human Resources Information System 34 EBO NFNBTUJLBO LFCJKBLBOLFCJKBLBO UFSTFCVU TFTVBJ EFOHBO QFSBUVSBO QFSVOEBOHVOEBOHBOZBOHCFSMBLV Rencana Pengembangan SDM NQMFNFOUBTJ QFOZFNQVSOBBO QFEPNBO 4. TFDBSB CFSLFTJOBNCVOHBOTFCBHBJCFSJLVU t 1FMBLTBOBBOSFLSVUNFOEJMBLVLBONFMBMVJ website TFDBSB online EBOUFSJOUFHSBTJMBOHTVOHEFOHBO Human Resource Information System 34 t 1FMBLTBOBBO SFLSVUNFO BMPO 1FHBXBJ CBOL bjb fresh graduate NBVQVOCFSQFOHBMBNBO NFMBMVJKBTBLPOTVMUBO EJTFMVSVIXJMBZBILFSKBCBOL bjb t 1FMBLTBOBBO SFLSVUNFO BMPO 5FOBHB 1JNQJOBO NFMBMVJ QSPHSBN 0GmDFSFWFMPQNFOU1SPHSBN 01 t OUFHSBTJQFMBLTBOBBOQSPTFTQFOFNQBUBOQFHBXBJEBO NVUBTJ QSPNPTJ SPUBTJ EBO EFNPTJ EFOHBO Human Resource Information System 34 t 1FOHFMPMBBO+BMVS,BSJS Career Path CFSCBTJTLPNQFUFOTJ t 4JTUFN LFQBOHLBUBO Grading Single Salary VOUVL DDPVOU0GmDFS 0 t 1FOHFNCBOHBO Human Resource Information System 34 VOUVL Balanced Score Card 4 1FOJMBJBO ,JOFSKBOEJWJEVQFHBXBJ Task of the HR Administration Group Leader POEVDU UIF JEFOUJmDBUJPO QMBOOJOH BOE JNQMFNFOUBUJPO PG DPNQFOTBUJPO QPMJDJFT TBMBSZ BXBSET BMMPXBODFT BOE CFOFmUT BT XFMM BT UIF QSPWJTJPO PG JODFOUJWFTCPOVTFT FNQMPZFF SFMBUJPOT UFSNJOBUJPO PG FNQMPZNFOU VNBO 3FTPVSDFTOGPSNBUJPO4ZTUFN 34 BOEFOTVSFUIFQPMJDJFT BSFJOMJOFXJUIBQQMJDBCMFMFHJTMBUJPOT HR Development Plan NQMFNFOUBUJPO BOE JNQSPWFNFOU PG UIF 3 HVJEFMJOFT JO B TVTUBJOBCMFNBOOFSBTGPMMPXT t 5IFJNQMFNFOUBUJPOPGSFDSVJUNFOUJTDPOEVDUFEUISPVHI UIF POMJOF XFCTJUF BOE JT EJSFDUMZ JOUFHSBUFE XJUI UIF VNBO3FTPVSDFOGPSNBUJPO4ZTUFN 34 t 3FDSVJUNFOU PG 1SPTQFDUJWF CBOL bjb NQMPZFFT GSFTI HSBEVBUFTBTXFMMBTFYQFSJFODFE JTDPOEVDUFEUISPVHI DPOTVMUBOUJOBMMBSFBTPGPQFSBUJPOTPGCBOL bjb t 3FDSVJUNFOUPG1PUFOUJBM-FBEFSTJTDPOEVDUFEUISPVHIUIF 0GmDFSFWFMPQNFOU1SPHSBN 01 QSPHSBN t 5IF JNQMFNFOUBUJPO PG QMBDFNFOUT BOE NVUBUJPO PG FNQMPZFFT QSPNPUJPO SPUBUJPO BOE EFNPUJPO BSF JOUFHSBUFEXJUIUIFVNBO3FTPVSDFOGPSNBUJPO4ZTUFN 34 t BSFFS1BUINBOBHFNFOUCBTFEPODPNQFUFODJFT t SBEJOH4JOHMF4BMBSZ4ZTUFNGPSDDPVOU0GmDFS 0 t FWFMPQNFOU PG VNBO 3FTPVSDF OGPSNBUJPO 4ZTUFN 34 GPS UIF BMBODFE 4DPSF BSE 4 NQMPZFF OEJWJEVBM1FSGPSNBODFWBMVBUJPO HUMAN RESOURCES 292 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY 293 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data ,FCFSBEBBOUFLOPMPHJJOGPSNBTJ 5 EJMJOHLVOHBOCBOL bjb 1FSTFSPBO TBOHBU QFOUJOH NFOHJOHBU CJTOJT 1FSTFSPBO ZBOH CFSHFSBL EJ CJEBOH KBTB LFVBOHBO QFSCBOLBO TFMBMV NFOHFEFQBOLBO VOTVS LFIBUJIBUJBO EBO LFNVEBIBO MBZBOBO CBHJ OBTBCBI ,BSFOB JUVMBI 1FSTFSPBO TFMBMV NFOHFNCBOHLBO QFSBOHLBU LFSBT EBO MVOBL 5 TFDBSB CFSLBMBBHBSTFMBMVNFNFOVIJTUBOEBSZBOHCBJLEBOTFKBMBO EFOHBOLFQBUVIBOUFSIBEBQSFHVMBTJ 6OUVL NBLTVE UFSTFCVU 1FSTFSPBO UFMBI NFSFBMJTBTJLBO 3FODBOB 4USBUFHJT 5FLOPMPHJ OGPSNBTJ 345 UBIVO TFSUBNFOZJBQLBO345ZBOHEJEBTBSJPMFITFKVNMBIIBM EJBOUBSBOZB .FNFOVIJTUBOEBSZBOHEJUFUBQLBOSFHVMBUPS EJBOUBSBOZB TFQFSUJ UFSUVBOH EBMBN 1FSBUVSBO BOL OEPOFTJB P 1 UFOUBOH 1FOFSBQBO .BOBKFNFO 3JTJLP EBMBN1FOHHVOBBO5FLOPMPHJOGPSNBTJPMFIBOL6NVN 1BEB 1BTBM EJTFCVULBO CBOL XBKJC NFNJMJLJ 3FODBOB 4USBUFHJT 5FLOPMPHJ OGPSNBTJ ZBOH NFOEVLVOH SFODBOB TUSBUFHJTLFHJBUBOVTBIBCBOL 1FOFSBQBOUFLOPMPHJJOGPSNBTJNFSVQBLBOLFMB[JNBOEBO LFCVUVIBOEBMBNQSBLUJLCJTOJTZBOHCBJL LIVTVTOZBEJ EVOJBQFSCBOLBO .FOEVLVOH LFHJBUBO CJTOJT CBOL bjb VOUVL NFODBQBJ UBSHFUZBOHUFMBIEJUFUBQLBO OUJTJQBTJ BUBT QFSLFNCBOHBO MBZBOBO NBVQVO QSPEVL ZBOHUFSVTCFSLFNCBOH ,PNJUNFONFNCFSJLBOMBZBOBOUFSCBJLCBHJOBTBCBI Visi dan Misi Pelaksanaan Visi .FOKBEJEJWJTJQFOEVLVOHCJTOJTEFOHBOLJOFSKBUFSCBJLVOUVL NFOEVLVOHQFODBQBJBOWJTJQFSVTBIBBO Misi .FOZFEJBLBO BQMJLBTJ TFSUB JOGSBTUSVLUVS UFLOPMPHJ JOGPSNBTJ ZBOH BNBO BOEBM UFSVLVS EBO NFOEVLVOH VOUVLNFNCFSJLBOMBZBOBOQFSCBOLBOUFSLJOJ .FOZFEJBLBO PSHBOJTBTJ UFLOPMPHJ JOGPSNBTJ ZBOH NFNBEBJ EFOHBO TVNCFS EBZB NBOVTJB ZBOH NFNJMJLJ LPNQFUFOTJ CBJL TFSUB CFSXBXBTBO UFLOPMPHJ NBTB EFQBO .FOZFEJBLBOEVLVOHBOUBUBLFMPMBUFLOPMPHJJOGPSNBTJ 5 Governance TFSUBQFSBOHLBUNBOBKFNFOQFOEVLVOHOZB VOUVL NFOKBNJO TFMVSVI QSPTFT UFLOPMPHJ JOGPSNBTJ EJMBLVLBOEFOHBOTUBOEBSUFSVLVS 5IF FYJTUFODF PG JOGPSNBUJPO UFDIOPMPHZ 5 JO CBOL bjb PNQBOZ JT WFSZ JNQPSUBOU DPOTJEFSJOH UIF PNQBOZT CVTJOFTT XIJDI JT FOHBHFE JO UIF mFME PG m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bjb UPBDIJFWF UIFTFUUBSHFUT 5PBOUJDJQBUJPOUIFEFWFMPQNFOUPGQSPEVDUTBOETFSWJDFT UIBUHSPXDPOUJOVBMMZ 5IF DPNNJUNFOU UP QSPWJEF UIF CFTU TFSWJDFT UP UIF DVTUPNFST Vision and Mission of the Implementation Vision 5P CFDPNF UIF CVTJOFTT TVQQPSU EJWJTJPO XJUI UIF CFTU QFSGPSNBODFUPTVQQPSUUIFBDIJFWFNFOUPGUIFWJTJPOPGUIF DPNQBOZ Mission 1SPWJEF BQQMJDBUJPOT BOE JOGPSNBUJPO UFDIOPMPHZ JOGSBTUSVDUVSFUIBUJTTBGF SFMJBCMF TDBMBCMFBOETVQQPSUJWF UPQSPWJEFUIFMBUFTUCBOLJOHTFSWJDFT 1SPWJEF BEFRVBUF JOGPSNBUJPO UFDIOPMPHZ PSHBOJ[BUJPOT XJUIIVNBOSFTPVSDFTUIBUIBTHPPEDPNQFUFODFBTXFMM BTIBWJOHBOVOEFSTUBOEJOHPOUFDIOPMPHZ 1SPWJEFTVQQPSUGPSJOGPSNBUJPOUFDIOPMPHZHPWFSOBODF 5 PWFSOBODF BTXFMMBTJUTTVQQPSUJOHNBOBHFNFOUUPPMT UP FOTVSF UIF XIPMF JOGPSNBUJPO UFDIOPMPHZ QSPDFTT JT DPOEVDUFEXJUINFBTVSFETUBOEBSET 294 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO Tata Kelola TI 5BUBLFMPMBUFLOPMPHJJOGPSNBTJNFSVQBLBOLFCJKBLBOUFSBUBT ZBOH NFOHBUVS QSJOTJQQSJOTJQ QFOZFMFOHHBSBBO TFMVSVI QSPTFT 5 0MFI LBSFOB JUV LFDVLVQBO UBUB LFMPMB 5 TFMBMV EJLBKJTFDBSBCFSLBMB TFIJOHHBFGFLUJGVOUVLNFOKBHBLVBMJUBT QFMBLTBOBBOQSPTFTEBOQFOFSBQBOOZB BSJ IBTJM LBKJBO ZBOH EJMBLVLBO TFDBSB CFSLBMB TFUJBQ UBIVO 1FSTFSPBO NFOFUBQLBO LPNJUNFO VOUVL TFMBMV NFNQFSCBJLJ NFMFOHLBQJ TFSUB NFOJOHLBULBO UFLOPMPHJ JOGPSNBTJBHBSTFOBOUJBTBNBNQVNFODBLVQTFMVSVIQSPTFT EBO QFMBLTBOBBO LFHJBUBO CJTOJT EJ MJOHLVOHBO CBOL bjb 4FMBJONFMBLVLBOLBKJBOUFSIBEBQUBUBLFMPMB QBOEVBOSJODJ QFMBLTBOBBO 5 KVHB UFSVT EJUJOHLBULBO .JTBMOZB UFSLBJU LFCJKBLBO LFBNBOBO JOGPSNBTJ QFOHFNCBOHBO BQMJLBTJ TUBOEBSQSPTFEVSPQFSBTJPOBM TFSUBLFCJKBLBOMBJOOZB ,FNVEJBO EFOHBO NFNQFSUJNCBOHLBO SFHVMBTJ TFQFSUJ UFSUVBOHEBMBN1FSBUVSBOBOLOEPOFTJBTFSUB best practice NBLB IBMIBM ZBOH CFSLBJUBO EFOHBO 345 EJ CBOL bjb EJOZBUBLBOTFCBHBJCFSJLVU 345EJCBIBTPMFI,PNJUF1FOHBSBI5FLOPMPHJOEPOFTJB ,15 MBMV EJSFLPNFOEBTJLBO VOUVL EJUFUBQLBO PMFI JSFLTJEBOEJMBQPSLBOLFQBEBFXBO,PNJTBSJT 4FUJBQ UBIVO EJTVTVO SFODBOB EFUBJM UBIVOBO ZBOH NFOHBDV QBEB 345 CFSJTJ EBGUBS QSPZFL 5 EBMBN TBUV UBIVO TFIJOHHBQSPZFLQSPZFL5UFSTFCVUEJKBNJOTFKBMBO EFOHBO345 1FNBOUBVBOQFMBLTBOBBO345EJMBLVLBOTFDBSBCFSLBMB EBMBN QFSUFNVBO ,15 EBO EJMBQPSLBO LFQBEB JSFLTJ EBOFXBO,PNJTBSJT 6OUVLNFOKBNJO alignment LFTFMBSBTBO EFOHBOSFODBOB TUSBUFHJTCJTOJTCBOL bjb 345IBSVTEJLBKJVMBOHTFDBSB CFSLBMB NJOJNBM TBUV UBIVO TFLBMJ BTJM LBKJBO EJCBIBT PMFI ,15 EBO KJLB EJQFSMVLBO QFSVCBIBO ,15 EBQBU NFNCFSJLBO SFLPNFOEBTJ QFSVCBIBO VOUVL EJUFUBQLBO LFNCBMJPMFIJSFLTJEBOEJLFUBIVJPMFIFXBO,PNJTBSJT +JLBBEBTJUVBTJZBOHNFOVOUVUUFSKBEJOZBQFSVCBIBO345 TFHFSB NBLBQFSVCBIBOEBQBUEJMBLVLBOTFCFMVNTBUV UBIVO 6OUVLMFCJINFOKBNJOLFBOEBMBOTJTUFNTFSUBQFOHFMPMBBO SJTJLP5ZBOHEJQFSMVLBOVOUVLNFOEVLVOHLFMBOHTVOHBO CJTOJT JWJTJ5NFOZVTVOTUBOEBS5CBOL bjb ZBOHBLBO NFOKBEJ QFMFOHLBQ 345 TFSUB NFOKBEJ BDVBO EBMBN JNQMFNFOUBTJ BSTJUFLUVS 5 4UBOEBS 5 EJTBILBO PMFI ,FQBMBJWJTJ5 IT Governance OGPSNBUJPOUFDIOPMPHZHPWFSOBODFJTUIFIJHIFTUQPMJDZUIBU HPWFSOTUIFQSJODJQMFTPGUIFFOUJSFQSPDFTTPG55IFSFGPSF UIF BEFRVBDZPG5HPWFSOBODFJTBMXBZTBTTFTTFEQFSJPEJDBMMZ TPJUJTFGGFDUJWFJONBJOUBJOJOHUIFRVBMJUZPGUIFJNQMFNFOUBUJPO QSPDFTTBOEJUTBQQMJDBUJPO SPNUIFTUVEZSFTVMUTUIBUJTDPOEVDUFEPOBSFHVMBSCBTJT FWFSZZFBS UIFPNQBOZFTUBCMJTIFTBDPNNJUNFOUUPBMXBZT JNQSPWF FRVJQ BOEFOIBODFJOGPSNBUJPOUFDIOPMPHZJOPSEFS UPCFBCMFUPDPWFSUIFXIPMFQSPDFTTBOEUIFJNQMFNFOUBUJPO PGCVTJOFTTBDUJWJUJFTJOCBOL bjb OBEEJUJPOUPDPOEVDUJOH SFWJFXTPOHPWFSOBODF BEFUBJMFEHVJEFGPSJNQMFNFOUBUJPO PG5JTBMTPDPOUJOVFEUPCFJNQSPWFEPSFYBNQMF SFMBUFE UP JOGPSNBUJPO TFDVSJUZ QPMJDJFT BQQMJDBUJPO EFWFMPQNFOU TUBOEBSEPQFSBUJOHQSPDFEVSFT BTXFMMBTPUIFSQPMJDJFT VSUIFSNPSF CZ UBLJOH JOUP BDDPVOU UIF SFHVMBUJPOT BT TUJQVMBUFE JO BOL OEPOFTJB 3FHVMBUJPO BT XFMM BT CFTU QSBDUJDF NBUUFSTSFMBUJOHUP345JOCBOL bjb BSFFYQSFTTFE BTGPMMPXT 345 JT EJTDVTTFE CZ UIF OEPOFTJBO 5FDIOPMPHZ 4UFFSJOHPNNJUUFF ,15 UIFOSFDPNNFOEFEUPCFTFU CZ UIF PBSE PG JSFDUPST BOE SFQPSUFE UP UIF PBSE PG PNNJTTJPOFST WFSZZFBSBEFUBJMFEBOOVBMQMBOUIBUSFGFSTUPUIF345 DPOUBJOJOHUIF5QSPKFDUMJTUGPSUIFZFBS UIFSFGPSFUIPTF5 QSPKFDUTBSFFOTVSFEUPCFJOMJOFXJUIUIF345 .POJUPSJOH PO 345 JNQMFNFOUBUJPO JT DPOEVDUFE PO B SFHVMBS CBTJT JO UIF ,15 NFFUJOH BOE SFQPSUFE UP UIF PBSEPGJSFDUPSTBOEUIFPBSEPGPNNJTTJPOFST 5P FOTVSF BMJHONFOU XJUI CBOL bjb T TUSBUFHJD CVTJOFTT QMBO UIF345TIPVMECFSFWJFXFEBUSFHVMBSJOUFSWBMTPGBU MFBTUPODFBZFBS5IFSFTVMUTPGUIFTUVEZBSFEJTDVTTFE CZ ,15 BOE JG DIBOHF JT OFDFTTBSZ ,15 DBO QSPWJEF DIBOHF SFDPNNFOEBUJPOT UP CF SFFTUBCMJTIFE CZ UIF PBSE PG JSFDUPST BOE BDLOPXMFEHFE CZ UIF PBSE PG PNNJTTJPOFST OBTJUVBUJPOUIBUSFRVJSFTJNNFEJBUFDIBOHFJOUIF345 UIFTFDIBOHFTDBOCFNBEFQSJPSUPPOFZFBS 5P GVSUIFS FOTVSF UIF SFMJBCJMJUZ PG UIF TZTUFN BT XFMM BT 5SJTLNBOBHFNFOUUIBUJTSFRVJSFEUPTVQQPSUCVTJOFTT DPOUJOVJUZ UIF 5 JWJTJPO TFU UIF 5 TUBOEBSET PG CBOL bjb XIJDIXJMMCFDPNQMFNFOUBSZUPUIF345BTXFMMBT CFDPNJOH B SFGFSFODF JO UIF JNQMFNFOUBUJPO PG UIF 5 BSDIJUFDUVSF5TUBOEBSETJTBQQSPWFECZUIFFBEPGUIF 5JWJTJPO TEKNOLOGI INFORMASI 295 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Pelaksanaan Program 2014 JWJTJ 5FLOPMPHJ OGPSNBTJ CBOL bjb UFSVT NFMBLVLBO QFOHFNCBOHBO BQMJLBTJ CBJL JUV EJMBLVLBO PMFI JOUFSOBM NBVQVOPMFIQJIBLWFOEPSBUBTQFSNJOUBBOBUBVLFCVUVIBO CBOL bjb 1FOHFNCBOHBO ZBOH EJMBLVLBO TFMBSBT EFOHBO SFODBOBCJTOJTCBOLNBVQVO Information Technology strategic Plan 541 ZBOHUFMBIEJTVTVOTFIJOHHBEBMBNUBIVO UFSEBQBUBQMJLBTJBQMJLBTJEBOmUVSmUVSCBSVZBOHNBTVLLF BSFBQSPEVLTJZBJUVTFKVNMBI TFCBHBJNBOBCFSJLVU No Program Kerja Type of Development Work Program Inhouse External OIBODFNFOU bjb BTU3FQSJOU1BTTCPPL ð OIBODFNFOU bjb BTU3FQSJOU1BTTCPPL OIBODFNFOU bjb BTU.1.PEVM ð OIBODFNFOU bjb BTU.1.PEVM OIBODFNFOU bjb -. ð OIBODFNFOU bjb -. 2VJDLBTIPTUUPPTUFBE0GmDF ð ð 2VJDLBTIPTUUPPTUFBE0GmDF QMJLBTJ8SJUF0GG JOBM ð 8SJUF0GGQQMJDBUJPO JOBM bjb VUPFCJU4ZTUFN 5BCVOHBO5BOEBNBUB FSKBOHLB ð ð bjb VUPFCJU4ZTUFN 5BCVOHBO5BOEBNBUB FSKBOHLB 7 OIBODFNFOU6TFSYJUWBMJEBTJNFOV5 ð OIBODFNFOUPG6TFSYJU.FOV7BMJEBUJPO5 OIBODFNFOU6TFSYJUWBMJEBTJNFOV5 ð OIBODFNFOUPG6TFSYJU.FOV7BMJEBUJPO5 OIBODFNFOU.FOV84 ð OIBODFNFOU.FOV84 JYRVBUJPO1BUDI ð ð JYRVBUJPO1BUDI JYRVBUJPO1BUDI ð ð JYRVBUJPO1BUDI OIBODFNFOU6TFSYJU79 ð OIBODFNFOU6TFSYJU79 OIBODFNOFU6TFSYJU.79 ð OIBODFNOFU6TFSYJU.79 OIBODFNFOU6TFSYJU79 ð OIBODFNFOU6TFSYJU79 FCZBS5BOEBNBUBLIJS5BIVO ð FCZBS5BOEBNBUBOEPG:FBS OIBODFNFOU.FOV: OGPSNBTJMBNBU BTBCBI ð OIBODFNFOU.FOV: EESFTTVTUPNFS OGPSNBUJPO QMJLBTJ4VC4ZTUFN+ ð QQMJDBUJPO4VC4ZTUFN+ JYRVBUJPO1BUDI ð ð JYRVBUJPO1BUDI JYRVBUJPO1BUDI ð ð JYRVBUJPO1BUDI 4FUUJOH1BSBNFUFSFXJSP7BMBT ð 4FUUJOH1BSBNFUFSFXJSP7BMBT .JHSBTJJSP7BMBT ð .JHSBTJJSP7BMBT 4FUUJOH1BSBNFUFSJBZBENJOJTUSBTJ5BOEBNBUB JTOJT ð 4FUUJOH1BSBNFUFSJBZBENJOJTUSBTJ5BOEBNBUB JTOJT 4FUUJOH1BSBNFUFS,.,,PQFSBTJ ð 4FUUJOH1BSBNFUFS,.,,PQFSBTJ 4FUUJOH1BSBNFUFS,.,4VQQMZIBJOJOBODJOH ð 4FUUJOH1BSBNFUFS,.,4VQQMZIBJOJOBODJOH 4FUUJOH1BSBNFUFS,,PQFSBTJ ð 4FUUJOH1BSBNFUFS,,PQFSBTJ 4FUUJOH1BSBNFUFS13,,PQFSBTJ ð 4FUUJOH1BSBNFUFS13,,PQFSBTJ 4FUUJOH1BSBNFUFS bjb ,1341SJNBSZ ð 4FUUJOH1BSBNFUFS bjb ,1341SJNBSZ 4FUUJOH1BSBNFUFS bjb ,1344FDPOE ð 4FUUJOH1BSBNFUFS bjb ,1344FDPOE 4FUUJOH1BSBNFUFS bjb .PSUHBHF1SPQFSUJ6TBIB 5BLF0WFS9USB ð 4FUUJOH1BSBNFUFS bjb .PSUHBHF1SPQFSUJ6TBIB 5BLF0WFS9USB 2014 Program Implementation 5IF5JWJTJPOPGCBOL bjb DPOUJOVFUPEFWFMPQBQQMJDBUJPOT CPUI JOUFSOBMMZ PS CZ WFOEPST BU UIF SFRVFTU PS SFRVJSFNFOU PG CBOL bjb FWFMPQNFOUT DBSSJFE PVU BSF JO MJOF XJUI UIF CVTJOFTT QMBO PG UIF CBOL BOE UIF OGPSNBUJPO 5FDIOPMPHZ 4USBUFHJD 1MBO 541 UIBU IBE CFFO QSFQBSFE TP UIBU JO UIFSFBSFBQQMJDBUJPOTBOEOFXGFBUVSFTUIBUBSFJOUIF QSPEVDUJPOBSFB UPUBMJOHUP BTGPMMPXT INFORMATION TECHNOLOGY 296 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No Program Kerja Type of Development Work Program Inhouse External 4FUUJOH1BSBNFUFS+,131FHBXBJ1FNCFMJBO ð 4FUUJOH1BSBNFUFS+,131FHBXBJ1FNCFMJBO 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ .FNCBOHVO ð 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ .FNCBOHVO 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ .VMUJHVOB ð 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ .VMUJHVOB 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ5BLF 0WFS9USB ð 4FUUJOH1BSBNFUFS+.PSUHBHF1FHBXBJ5BLF 0WFS9USB 1FOBNCBIBO3FMBUJPOTIJQ0GmDFS1BEB.FOV. ð 1FOBNCBIBO3FMBUJPOTIJQ0GmDFS1BEB.FOV. 1FOBNCBIBO.FOV6OUVL1FNFMJIBSBBOBUB30 ð 1FOBNCBIBO.FOV6OUVL1FNFMJIBSBBOBUB30 5FTUJOH1FOBMUZ5FSIBEBQ1SPEVL.JLSPEBO ,PNFSTJBM ð 5FTUJOH1FOBMUZ5FSIBEBQ1SPEVL.JLSPEBO ,PNFSTJBM 5FTUJOH1BUDI13, ð ð 5FTUJOH1BUDI13, 1FSVCBIBOBNB-PBO5ZQF,13 ð 1FSVCBIBOBNB-PBO5ZQF,13 JYRVBUJPO1BUDI ð ð JYRVBUJPO1BUDI 8JUIPMEJOH5BY 1FSIJUVOHBO1FOHFOBBO1BKBL ð 8JUIPMEJOH5BY 1FSIJUVOHBO1FOHFOBBO1BKBL 4FUUJOH1BSBNFUFS13,,PQFSBTJ ð 4FUUJOH1BSBNFUFS13,,PQFSBTJ OIBODFNFOU.FOVVLVOHBOBOL ð OIBODFNFOU.FOVVLVOHBOBOL 1FOHFOEBMJBO5FSIBEBQVTUPNFS5ZQF ð 1FOHFOEBMJBO5FSIBEBQVTUPNFS5ZQF 1FOHFOEBMJBOOQVUCVOHB5BCVOHBOEBOJSP ð 1FOHFOEBMJBOOQVUCVOHB5BCVOHBOEBOJSP 1FOHFOEBMJBOOQVU5BOEBNBUB1VSOBCBLUJ 5BCVOHBOLV ð 1FOHFOEBMJBOOQVU5BOEBNBUB1VSOBCBLUJ 5BCVOHBOLV 1FOHFOEBMJBOOQVU4BMEP.JOJNVN1SPEVL 5BCVOHBOJSP ð 1FOHFOEBMJBOOQVU4BMEP.JOJNVN1SPEVL 5BCVOHBOJSP 1FOHFOEBMJBO,PSFLTJOQVUMBNBUBTBCBI ð 1FOHFOEBMJBO,PSFLTJOQVUMBNBUBTBCBI 1FOHFOEBMJBO1SPTFT1FOFNQBUBO.JOJNVN FQPTJUP ð 1FOHFOEBMJBO1SPTFT1FOFNQBUBO.JOJNVN FQPTJUP 1FOHFNCBOHBOQMJLBTJ-.4 MPBO.HNU4ZTU ð 1FOHFNCBOHBOQMJLBTJ-.4 MPBO.HNU4ZTU 1FOHFNCBOHBOQMJLBTJDVTUPEJ ð 1FOHFNCBOHBOQMJLBTJDVTUPEJ 1FOHFNCBOHBOQMJLBTJSBODITTVF .BOBHFNFOU4ZTUFN1IBTF .4 ð 1FOHFNCBOHBOQMJLBTJSBODITTVF .BOBHFNFOU4ZTUFN1IBTF .4 1FOHFNCBOHBOBQMJLBTJVOEJBO.JLSP ð 1FOHFNCBOHBOBQMJLBTJVOEJBO.JLSP 1FOHFNCBOHBOQMJLBTJ+BNLSJOEP ,630O-JOF JWJTJ.JLSP ð 1FOHFNCBOHBOQMJLBTJ+BNLSJOEP ,630O-JOF JWJTJ.JLSP 1FOHFNCBOHBO,VFTJPOFS.0 ð 1FOHFNCBOHBO,VFTJPOFS.0 1FOHFNCBOHBO.063FNJOEFS ð ð 1FOHFNCBOHBO.063FNJOEFS 1FOHFNCBOHBO4JTUFNQMJLBTJ1FMBQPSBO5 OUFSOBUJPOBMVOE5SBOTGFSOTUSVDUJPO ð 1FOHFNCBOHBO4JTUFNQMJLBTJ1FMBQPSBO5 OUFSOBUJPOBMVOE5SBOTGFSOTUSVDUJPO 1FOHFNCBOHBO4JTUFNQMJLBTJ34 ð 1FOHFNCBOHBO4JTUFNQMJLBTJ34 1FOHFNCBOHBO4JTUFNQMJLBTJBSBOTJCBOL ð 1FOHFNCBOHBO4JTUFNQMJLBTJBSBOTJCBOL 1FOHFNCBOHBO8BMJNBOBU ð 1FOHFNCBOHBO8BMJNBOBU 1PSUGPMJP.BOBHFNFOUBOEQQMJDBUJPO-JGFDZDMF .BOBHFNFOU ð 1PSUGPMJP.BOBHFNFOUBOEQQMJDBUJPO-JGFDZDMF .BOBHFNFOU 1FOHFNCBOHBOQMJLBTJ34 ð 1FOHFNCBOHBOQMJLBTJ34 QMJLBTJEFQPTJUPCSFBLBCMFEBO0 ð QMJLBTJEFQPTJUPCSFBLBCMFEBO0 1FOHFNCBOHBOVOE5SBOTGFS1SJDJOH ð 1FOHFNCBOHBOVOE5SBOTGFS1SJDJOH TEKNOLOGI INFORMASI 297 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No Program Kerja Type of Development Work Program Inhouse External 1FOHFNCBOHBOQMJLBTJ-PTTWFOUBUBCBTF - ð 1FOHFNCBOHBOQMJLBTJ-PTTWFOUBUBCBTF - 3FWJFXEBOOIBODFNFOU401485JWJTJ5 ð 3FWJFXEBOOIBODFNFOU401485JWJTJ5 1FOHFNCBOHBO4JTUFN ð 1FOHFNCBOHBO4JTUFN 1FOHFNCBOHBO4JTUFNOGPSNBTJSFEJUBSE ð 1FOHFNCBOHBO4JTUFNOGPSNBTJSFEJUBSE OIBODFNFOU6.6TFS.BOBHFNFOU ð OIBODFNFOU6.6TFS.BOBHFNFOU OIBODFNFOU4.130 ð OIBODFNFOU4.130 OIBODFNFOUQMJLBTJ51MVT ð OIBODFNFOUQMJLBTJ51MVT OIBODFNFOUQMJLBTJ8FBMUI.BOBHFNFOU ð OIBODFNFOUQMJLBTJ8FBMUI.BOBHFNFOU OIBODFNFOU8FCTDPSJOH,13 ð OIBODFNFOU8FCTDPSJOH,13 OIBODFNFOUQMJLBTJ1FUJLIBEJBI6OEJBOCKC ð OIBODFNFOUQMJLBTJ1FUJLIBEJBI6OEJBOCKC 1FNFMJIBSBBOQMJLBTJ46 ð 1FNFMJIBSBBOQMJLBTJ46 1FOHFNCBOHBO4JTUFN354EBO4FO ð 1FOHFNCBOHBO4JTUFN354EBO4FO OIBODFNFOUQMJLBTJ519 55,054 ð OIBODFNFOUQMJLBTJ519 55,054 77 SFEJU-JOF ð SFEJU-JOF ,13+BNTPTUFL1FSIJUVOHBOOVJUBT5BIVOBO ð ,13+BNTPTUFL1FSIJUVOHBOOVJUBT5BIVOBO 1FOHFNCBOHBOQMJLBTJFDBSFNBOBHFNFOU VOUVLNFOEVLVOH0QFSBTJPOBMSVQIBOFM .BOBHFNFOU ð 1FOHFNCBOHBOQMJLBTJFDBSFNBOBHFNFOU VOUVLNFOEVLVOH0QFSBTJPOBMSVQIBOFM .BOBHFNFOU OIBODFNFOUCKCDBGF F2VFTUJPOFS ð OIBODFNFOUCKCDBGF F2VFTUJPOFS OIBODFNFOUCKCDBGF FPLVNFO ð OIBODFNFOUCKCDBGF FPLVNFO OIBODFNFOUCKCDBGF 4BMFT,5 ð ð OIBODFNFOUCKCDBGF 4BMFT,5 NQMFNFOUBTJ4NBSU.- NQMFNFOUBTJ4NBSU.- ð 1FNFMJIBSBBOOUFSGBDF354FO ð 1FNFMJIBSBBOOUFSGBDF354FO 1FNFMJIBSBBOQMJLBTJ1-, ð 1FNFMJIBSBBOQMJLBTJ1-, 1FNFMJIBSBBOQMJLBTJ8FBMUI.BOBHFNFOU BODBTVSBODF 6OJU3FHJTUSZEBOJO1MBO ð 1FNFMJIBSBBOQMJLBTJ8FBMUI.BOBHFNFOU BODBTVSBODF 6OJU3FHJTUSZEBOJO1MBO 1FNFMJIBSBBOQMJLBTJ4PGUXBSF5SBEF ð 1FNFMJIBSBBOQMJLBTJ4PGUXBSF5SBEF 1FNFMJIBSBBOOUFSGBDF014 ð 1FNFMJIBSBBOOUFSGBDF014 1FNFMJIBSBBOQMJLBTJ51 ð 1FNFMJIBSBBOQMJLBTJ51 1FNFMJIBSBBO4XJGU7FOTZT ð 1FNFMJIBSBBO4XJGU7FOTZT 1FNFMJIBSBBO45SBOTHBUFXBZ ð 1FNFMJIBSBBO45SBOTHBUFXBZ 1FNFMJIBSBBOQMJLBTJ519 ð 1FNFMJIBSBBOQMJLBTJ519 1FNFMJIBSBBOQMJLBTJ,,0 ð 1FNFMJIBSBBOQMJLBTJ,,0 1FOHFNCBOHBO4JTUFN51MVT JWJTJOUFSOBTJPOBM ð 1FOHFNCBOHBO4JTUFN51MVT JWJTJOUFSOBTJPOBM 1FOHFNCBOHBOEBONQFMFNFOUBTJQMJLBTJ-04 JWJTJ.JLSP ð 1FOHFNCBOHBOEBONQFMFNFOUBTJQMJLBTJ-04 JWJTJ.JLSP 1FOHBEBBO4PGUXBSF.PSUHBHF0SJHJOBUJPO4ZTUFN JWJTJ,13EBO.PSUHBHF ð 1FOHBEBBO4PGUXBSF.PSUHBHF0SJHJOBUJPO4ZTUFN JWJTJ,13EBO.PSUHBHF 1FOHBEBBO4PGUXBSF0UPNBTJPTUSP JWJTJ 5SFBTVSZ ð 1FOHBEBBO4PGUXBSF0UPNBTJPTUSP JWJTJ 5SFBTVSZ OIBODFNFOU6QHSBEF014 JBZBOTUBMBTJEBO NQMFNFOUBTJ JWJTJ5SFBTVSZ ð OIBODFNFOU6QHSBEF014 JBZBOTUBMBTJEBO NQMFNFOUBTJ JWJTJ5SFBTVSZ INFORMATION TECHNOLOGY 298 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No Program Kerja Type of Development Work Program Inhouse External 1FOHBEBBOQMJLBTJ1FOHFMPMBBO3JTJLP JWJTJ33 ð 1FOHBEBBOQMJLBTJ1FOHFMPMBBO3JTJLP JWJTJ33 1FOHBEBBO5PPMT.BQQFSEBO7BMJEBUPS JWJTJ ,FVBOHBOEBOLVOUBOTJ ð 1FOHBEBBO5PPMT.BQQFSEBO7BMJEBUPS JWJTJ ,FVBOHBOEBOLVOUBOTJ 6QHSBEF4PGUXBSF93-TFOUBSMJTBTJQFMBQPSBO ,FQBEBBOLOEPOFTJB JWJTJ,FVBOHBOEBO LVOUBOTJ 6QHSBEF4PGUXBSF93-TFOUBSMJTBTJQFMBQPSBO ,FQBEBBOLOEPOFTJB JWJTJ,FVBOHBOEBO LVOUBOTJ 1FOHBEBBOBQMJLBTJQJQFMJOF JWJTJ,PSQPSBTJEBO ,PNFSTJBM ð 1FOHBEBBOBQMJLBTJQJQFMJOF JWJTJ,PSQPSBTJEBO ,PNFSTJBM 1FOHBEBBOBQMJLBTJNPOJUPSJOHLSFEJULPSQPSBTJEBO LPNFSTJBM JWJTJ,PSQPSBTJEBO,PNFSTJBM ð 1FOHBEBBOBQMJLBTJNPOJUPSJOHLSFEJULPSQPSBTJEBO LPNFSTJBM JWJTJ,PSQPSBTJEBO,PNFSTJBM 1FNCBZBSBOSFOFXBMTBT JWJTJ.BOBKFNFO3JTJLP ð 1FNCBZBSBOSFOFXBMTBT JWJTJ.BOBKFNFO3JTJLP 1FOHFNCBOHBOBQMJLBTJ4.35 JWJTJ.BOBKFNFO 3JTJLP ð 1FOHFNCBOHBOBQMJLBTJ4.35 JWJTJ.BOBKFNFO 3JTJLP 1FOHFNCBOHBOBQMJLBTJ5,EBO1 JWJTJ .BOBKFNFO3JTJLP ð 1FOHFNCBOHBOBQMJLBTJ5,EBO1 JWJTJ .BOBKFNFO3JTJLP -JTFOTJ0143JTL1MVT JWJTJ.BOBKFNFO3JTJLP ð -JTFOTJ0143JTL1MVT JWJTJ.BOBKFNFO3JTJLP 1FNCFMJBOQMJLBTJ1FMBQPSBO4 1FOFNQBUBO JWJTJ-BZBOBOEBO0QFSBTJPOBM ð 1FNCFMJBOQMJLBTJ1FMBQPSBO4 1FOFNQBUBO JWJTJ-BZBOBOEBO0QFSBTJPOBM 1FOHFNCBOHBOEBTICPBSEEBOUPPMT.POJUPSJOH 5. JWJTJ-BZBOBOEBO0QFSBTJPOBM ð 1FOHFNCBOHBOEBTICPBSEEBOUPPMT.POJUPSJOH 5. JWJTJ-BZBOBOEBO0QFSBTJPOBM 1SPNFTIBOHFT ð 1SPNFTIBOHFT 8FCTDPSJOH.JLSP5JFS ð 8FCTDPSJOH.JLSP5JFS 4FSUJmLBTJ,BSUV FSTBNB 3JOUJT -50 ð 4FSUJmLBTJ,BSUV FSTBNB 3JOUJT -50 6QHSBEFQFSBOHLBUSFBEFS 5. ð 6QHSBEFQFSBOHLBUSFBEFS 5. 6QHSBEF ð 6QHSBEF 5.PO5VOBJ ð 5.PO5VOBJ .PCJMFBOLJOH ð .PCJMFBOLJOH 1FOHFNCBOHBOmUVS5. ð 1FOHFNCBOHBOmUVS5. 1FOHFNCBOHBOmUVS ð ð 1FOHFNCBOHBOmUVS 1FOHFNCBOHBOmUVSOUFSOFUBOLJOH ð ð 1FOHFNCBOHBOmUVSOUFSOFUBOLJOH 1FOHFNCBOHBOmUVS4.4BOLJOH 1FOHFNCBOHBOmUVS4.4BOLJOH 1FOHFNCBOHBOmUVS1IPOFBOLJOH ð ð 1FOHFNCBOHBOmUVS1IPOFBOLJOH 1FOHFNCBOHBO+BSJOHBO110 ð ð 1FOHFNCBOHBO+BSJOHBO110 1FOHFNCBOHBO1SFQBJEPOMJOF ð 1FOHFNCBOHBO1SFQBJEPOMJOF 1FOHFNCBOHBO4NBSUBSE ð 1FOHFNCBOHBO4NBSUBSE CKCBQVSB 5SBOTBDUJPOBUFXBZ ð CKCBQVSB 5SBOTBDUJPOBUFXBZ 1FOHFNCBOHBOmUVS5SBEF1PSUBM ð 1FOHFNCBOHBOmUVS5SBEF1PSUBM 1FOHFNCBOHBOmUVSBTI1PSUBM ð 1FOHFNCBOHBOmUVSBTI1PSUBM 1FOHFNCBOHBO4.4BUFXBZ ð 1FOHFNCBOHBO4.4BUFXBZ 1FOBNCBIBOJUVSFMFDUSPOJDBOLJOH ð 1FOBNCBIBOJUVSFMFDUSPOJDBOLJOH 1FOHFNCBOHBOQMJLBTJEFOHBO+4ZBSJBI ð 1FOHFNCBOHBOQMJLBTJEFOHBO+4ZBSJBI 1FOHFNCBOHBOEFOHBO13 ð 1FOHFNCBOHBOEFOHBO13 CKCBQVSB .1 ð CKCBQVSB .1 TEKNOLOGI INFORMASI 299 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No Program Kerja Type of Development Work Program Inhouse External QMJLBTJEFOHBO1FNQSPW+BCBSEBO1FNQSPW BOUFO ð QMJLBTJEFOHBO1FNQSPW+BCBSEBO1FNQSPW BOUFO QMJLBTJEFOHBO115 ð ð QMJLBTJEFOHBO115 QMJLBTJEFOHBO1. ð QMJLBTJEFOHBO1. QMJLBTJEFOHBOOTUJUVTJ1FOEJEJLBO ð QMJLBTJEFOHBOOTUJUVTJ1FOEJEJLBO QMJLBTJEFOHBO346 ð ð QMJLBTJEFOHBO346 .FOHFNCBOHLBO-BZBOBOBTI.BOBHFNFOU 4ZTUFNFSCBTJT8FC OUFSOFUBOLJOHPSQPSBUF ð .FOHFNCBOHLBO-BZBOBOBTI.BOBHFNFOU 4ZTUFNFSCBTJT8FC OUFSOFUBOLJOHPSQPSBUF .FMBLVLBO1FOHFNCBOHBOIPTUUPIPTUEBOQPJOU UPIPTUEFOHBOOBTBCBIJOTUJUVTJVOUVLMBZBOBO DBTINBOBHFNFOUTFSWJDF TFMVSVIUSBOTBLTJ NBVQVOOPOUSBOTBLTJCFSTJGBUFMFLUSPOJL ð .FMBLVLBO1FOHFNCBOHBOIPTUUPIPTUEBOQPJOU UPIPTUEFOHBOOBTBCBIJOTUJUVTJVOUVLMBZBOBO DBTINBOBHFNFOUTFSWJDF TFMVSVIUSBOTBLTJ NBVQVOOPOUSBOTBLTJCFSTJGBUFMFLUSPOJL CKCBQVSB 5SBOTBDUJPO4XJUDIJOH ð CKCBQVSB 5SBOTBDUJPO4XJUDIJOH 1FOHFNCBOHBO8FC4FSWJDF JWJTJOTUJUVTJPOBM ð 1FOHFNCBOHBO8FC4FSWJDF JWJTJOTUJUVTJPOBM 1FOHFNCBOHBOBQMJLBTJQFOBNCBIBOmUVS USBOTBLTJFDIBOOFMCBOL bjb 6OJUMFDUSPOJD BOLJOH ð ð 1FOHFNCBOHBOBQMJLBTJQFOBNCBIBOmUVS USBOTBLTJFDIBOOFMCBOL bjb 6OJUMFDUSPOJD BOLJOH bjb BQVSB PUPGPDBUJPOFOUFS ð ð bjb BQVSB PUPGPDBUJPOFOUFS 1FOHFNCBOBHBOBQMJLBTJFDIBOOFMNBOBHFNFOU VOUVLBQMJLBTJ IBSEXBSF EBOQSPTFTTFUVQIJOHHB JNQMFNOFUBTJ 6OJUMFDUSPOJDCBOLJOH ð ð 1FOHFNCBOBHBOBQMJLBTJFDIBOOFMNBOBHFNFOU VOUVLBQMJLBTJ IBSEXBSF EBOQSPTFTTFUVQIJOHHB JNQMFNOFUBTJ 6OJUMFDUSPOJDCBOLJOH 1FOHBEBBO7FOEPSCBSVVOUVLNFNFOVIJ LFCVUVIBO.FTJOCBOL bjb 6OJUBSEFOUFS ð 1FOHBEBBO7FOEPSCBSVVOUVLNFNFOVIJ LFCVUVIBO.FTJOCBOL bjb 6OJUBSEFOUFS 7JSUVBMDDPVOU ð 7JSUVBMDDPVOU 6QEBUF.JOFSWB ,MJFO4411 ð 6QEBUF.JOFSWB ,MJFO4411 1FOHFNCBOHBO4JTUFNEVQBZ ð 1FOHFNCBOHBO4JTUFNEVQBZ 3FTUSVLUVSJTBTJ.FOV5. ð 3FTUSVLUVSJTBTJ.FOV5. VML6QMPBE5BY ð VML6QMPBE5BY CKCBQVSB 5SBOTBDUJPO3FNJUUBODF ð CKCBQVSB 5SBOTBDUJPO3FNJUUBODF .POJUPSJOHQMJLBTJ44113FUWJFX ð .POJUPSJOHQMJLBTJ44113FUWJFX OTUBMBTJ.FTJO4411 ð OTUBMBTJ.FTJO4411 1FSVCBIBO4LFNB5BOEBNBUBJTOJT4411 3FUDPNN ð 1FSVCBIBO4LFNB5BOEBNBUBJTOJT4411 3FUDPNN QMJLBTJPSNVLUJBZBS1BKBL ð QMJLBTJPSNVLUJBZBS1BKBL QMJLBTJBMMFOUFS ð QMJLBTJBMMFOUFS 4JTUFN1BKBL1 4JTUFN1BKBL1 1FNLBCJBNJT ð 1FNLBCJBNJT 1FNLBC5BTJLNBMBZB ð 1FNLBC5BTJLNBMBZB 1FNLPU4VLBCVNJ ð 1FNLPU4VLBCVNJ 1FNLPU4FSBOH ð 1FNLPU4FSBOH 1FNLBC4VCBOH ð 1FNLBC4VCBOH 1FNLBCOESBNBZV ð 1FNLBCOESBNBZV 1FNLBC4VNFEBOH ð 1FNLBC4VNFEBOH 1FNLPU5BOHFSBOH ð 1FNLPU5BOHFSBOH INFORMATION TECHNOLOGY 300 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO TEKNOLOGI INFORMASI No Program Kerja Type of Development Work Program Inhouse External 1FNLBC,VOJOHBO ð 1FNLBC,VOJOHBO 1FNLBCBSVU ð 1FNLBCBSVU 1FNLBC1VSXBLBSUB ð 1FNLBC1VSXBLBSUB 1FNLBC-FCBL ð 1FNLBC-FCBL 1FNLPUJMFHPO ð 1FNLPUJMFHPO 1FNLBCJSFCPO ð 1FNLBCJSFCPO 1FNLPU5BOHFSBOH4FMBUBO ð 1FNLPU5BOHFSBOH4FMBUBO 1FNLBC4FSBOH ð 1FNLBC4FSBOH 1FNLBC5BOHFSBOH ð 1FNLBC5BOHFSBOH 1FNLBC1BOHBOEBSBO ð 1FNLBC1BOHBOEBSBO 4JTUFNQIUC 4JTUFNQIUC 1FNLBC,VOJOHBO ð 1FNLBC,VOJOHBO 1FNLBC.BKBMFOHLB ð 1FNLBC.BKBMFOHLB 1FNLBCPHPSJCJOPOH ð 1FNLBCPHPSJCJOPOH 1FNLPU5BOHFSBOH4FMBUBOEVQBZ ð 1FNLPU5BOHFSBOH4FMBUBOEVQBZ 4UJFLVJUBT ð 4UJFLVJUBT 6OXJN ð 6OXJN 4JTUFN1BKBLBFSBIJY1BZNFOU 4JTUFN1BKBLBFSBIJY1BZNFOU ,PUBPHPS ð ,PUBPHPS ,BCVQBUFOPHPS ð ,BCVQBUFOPHPS 4JTUFN1EBN1BZNFOU 4JTUFN1EBN1BZNFOU ,PUBJSFCPO ð ,PUBJSFCPO Sumber Daya Manusia

1. Komposisi sumber daya manusia di bidang TI

BMBNNFMBLTBOBLBOUVHBTEBOUBOHHVOHKBXBCOZB JWJTJ 5FLOPMPHJOGPSNBTJCBOL bjb EJEVLVOHPMFI1FNJNQJO SVQZBOHUFMBINFNJMJLJQFOHBMBNBOQFSCBOLBO4FUJBQ HSVQ UFSEJSJ EBSJ CFSCBHBJ UJOHLBUBO QFHBXB BOUBSB MBJO KVOJPS TUBG PGmDFS TFOJPS PGmDFS EBO NBOBHFS 4FMBNB UBIVO KVNMBI 4. JWJTJ 5FLOPMPHJ OGPSNBTJ CBOL bjb BEBMBITFCBOZBLPSBOHLBSZBXBO EFOHBOSJODJBO TFCBHBJCFSJLVU Jabatan Count of NIP Row Labels TTJTUBOU SBEF TTJTUBOU SBEF TTJTUBOU.BOBHFS SBEF TTJTUBOU.BOBHFS SBEF TTJTUBOU7JDF1SFTJEFOU SBEF TTJTUBOU7JDF1SFTJEFOU SBEF TTJTUBOU7JDF1SFTJEFOU SBEF TTJTUBOU7JDF1SFTJEFOU SBEF +VOJPSTTJTUBOU SBEF +VOJPSTTJTUBOU SBEF .BOBHFS 5FOBHBIMJ .BOBHFS 5FOBHBIMJ Human Resources

1. Human Resources Composition in the Field of IT

ODBSSZJOHPVUJUTEVUJFTBOESFTQPOTJCJMJUJFT UIFJWJTJPO PGOGPSNBUJPO5FDIOPMPHZPGCBOL bjb JTTVQQPSUFECZ SPVQ -FBEFST XIP IBT IBE CBOLJOH FYQFSJFODF BDI HSPVQ DPOTJTUT PG WBSJPVT MFWFMT PG FNQMPZFFT JODMVEF KVOJPS TUBGG PGmDFS TFOJPS PGmDFS BOE NBOBHFS VSJOH UIF OVNCFS PG 3 JO UIF OGPSNBUJPO 5FDIOPMPHZ JWJTJPOPGCBOL bjb JTFNQMPZFFT XJUIUIFGPMMPXJOH EFUBJMT 301 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data INFORMATION TECHNOLOGY Jabatan Count of NIP Row Labels .BOBHFS4VQQPSU SBEF .BOBHFS4VQQPSU SBEF 4FOJPSTTJTUBOU SBEF 4FOJPSTTJTUBOU SBEF 4FOJPS.BOBHFS4VQQPSU SBEF 4FOJPS.BOBHFS4VQQPSU SBEF SBOE5PUBM SBOE5PUBM Perkembangan struktur dan Sumber Daya Manusia Divisi TI sampai dengan Desember 2014 BMBNSBOHLBNFOJOHLBULBOMBZBOBO5FLOPMPHJOGPSNBTJEJ MJOHLVOHBOCBOL bjb ZBOHTFMBSBTEFOHBOLFCVUVIBOCJTOJT TFSUB NFOHBDV QBEB TUBOEBS IT Governance best practice NJTBMOZB 05 OGPSNBUJPO 5FDIOPMPHZ OGSBTUSVDUVSF -JCSBSZNBLBEJTVTVOMBITUSVLUVSPSHBOJTBTJJWJTJ5FLOPMPHJ OGPSNBTJZBOHTFTVBJ 4USVLUVS PSHBOJTBTJ UFSTFCVU NFODBLVQ TFMVSVI QSPTFT 5 ZBOH NFOEVLVOH LFCVUVIBO CJTOJT EBO compliance TFDBSB MFOHLBQTFSUBEBQBUEJKBMBOLBOTFTVBJEFOHBO5 governance ZBOHCBJL SFTQPOTJGUFSIBEBQTFUJBQNBTBMBIPQFSBTJPOBMEBO TFMBMVCFSQFSBOBLUJGEBMBNNFOHIBTJMLBOMBZBOBOUFLOPMPHJ JOGPSNBTJZBOHTFTVBJLFCVUVIBOCJTOJT 2IÀFHU Staff 2IÀFHU Staff 2IÀFHU Staff 2IÀFHU Staff Manager 2IÀFHU 2IÀFHU Staff DIREKTUR OPERASI DIVISI TEKNOLOGI INFORMASI PEMIMPIN DIVISI Grup Core Banking Application Pemimpin Grup Grup System Network Management Pemimpin Grup UXS+HDG2IÀFH Application Pemimpin Grup Grup QA Security Management Pemimpin Grup Grup Liason Project Management Pemimpin Grup Grup Helpdesk DC Operation Pemimpin Grup 2IÀFHU 2IÀFHU Staff Grup Strategic Planning Governance Pemimpin Grup Grup Switching Interchanel Pemimpin Grup 4USVLUVS0SHBOJTBTJJWJTJ5FLOPMPHJOGPSNBTJ 0SHBOJ[BUJPO4USVDUVSFOGPSNBUJPO5FDIOPMPHZJWJTJPO 4FMBJO JUV VOUVL NFOJOHLBULBO LPNQFUFOTJ NBTJOHNBTJOH QFSTPOJMEJWJTJ5FLOPMPHJOGPSNBTJEJMBLVLBOEFOHBONFMBMVJ QFMBUJIBOQFMBUJIBO ZBOH EJTFMFOHHBSBLBO JOUFSOBM NBVQVO FLTUFSOBMCBJLEJEBMBNEBOMVBSOFHFSJ Structure and Human Resources Development of the IT Division up to December 2014 OPSEFSUPJNQSPWF5TFSWJDFTJOCBOL bjb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bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

2. Pendidikan dan Pelatihan

4FMBNB UBIVO JWJTJ 5FLOPMPHJ OGPSNBTJ CBOL bjb UFMBI NFOHJLVUJ QFMBUJIBO EBO QFOEJEJLBO UFSLBJU CJEBOH UFLOPMPHJJOGPSNBTJCBJLJUVZBOHEJTFMFOHHBSBLBO inhouse training NBVQVOEJMVBSCBOL bjb CFSJLVUEBUBQFOEJEJLBO EBO QFMBUJIBO ZBOH UFMBI EJJLVUJ PMFI 4. 5FLOPMPHJ OGPSNBTJCBOL bjb No. JabatanPosition PelatihanTraining Tempat Location 1FNJNQJOSVQFBE0GmDFQQMJDBUJPO PX5PSFBUF-4.,8JUI93- +BLBSUB 1FNJNQJOSVQFBE0GmDFQQMJDBUJPO .BOBKFNFO3JTJLPOHLBUBO BOEVOH 1FNJNQJOSVQFBE0GmDFQQMJDBUJPO .BOBHJOH53JTL +BLBSUB 1FNJNQJOSVQFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQ-JBTPO1SPKFDU.BOBHFNFOU 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM +BLBSUB 1FNJNQJOSVQ-JBTPO1SPKFDU.BOBHFNFOU 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM BOEVOH 7 1FNJNQJOSVQ-JBTPO1SPKFDU.BOBHFNFOU -FBEFSTIJQ.BOBHJOH1FPQMF BOEVOH 1FNJNQJOSVQ-JBTPO1SPKFDU.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS2VBMJUZTTVSBODF 1FMBUJIBO.BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFS2VBMJUZTTVSBODF 5SBJOJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 0GmDFS2VBMJUZTTVSBODF 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS2VBMJUZTTVSBODF 1FMBUJIBO3QHW1SPHSBNNJOHSPNBTJD5PEWBODF 8PSLTIPQ +BLBSUB +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 1FOHFOBMBOBO1FOHFNCBOHBO5. +BLBSUB +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 1FMBUJIBONQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF BOEVOH +VOJPS4UBGGFUXPSL4FDVSJUZOHJOFFS 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFSBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 1FMBUJIBO3QHW1SPHSBNNJOHSPNBTJD5PEWBODF 8PSLTIPQ +BLBSUB +VOJPS4UBG4FDVSJUZENJO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFSSD 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 1FMBUJIBOBMPO1FHBXBJCBOL bjb OHLBUBO5BIVO BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU IBSBDUFSVJMEJOH4FNJ.JMJUFSOHLBUBO BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH .BOBHFS1SPKFDU.BOBHFNFOU 16115 BOEVOH .BOBHFS1SPKFDU.BOBHFNFOU FSUJmFEOGPSNBUJPO4ZTUFNVEJUPS BOEVOH .BOBHFS1SPKFDU.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 4FOJPS0GmDFSFMQEFTL .BTUFSJOH51SPKFDU.BOBHFNFOUBTFE0O1NCPL +BLBSUB 4FOJPS0GmDFSFMQEFTL 4FSWJDF-FBEFSTIJQ BOEVOH

2. Education and Training

VSJOH UIFOGPSNBUJPO5FDIOPMPHZJWJTJPOPGCBOL bjb IBT QBSUJDJQBUFE JO USBJOJOH BOE FEVDBUJPO SFMBUFE UP UIF mFME PG JOGPSNBUJPO UFDIOPMPHZ CPUI PSHBOJ[FE JO IPVTFBOEPVUTJEFUIFCBOL bjb UIFGPMMPXJOHEBUBJTUIF FEVDBUJPOBOEUSBJOJOHUIBUIBTCFFOQBSUJDJQBUFECZUIF 3PGOGPSNBUJPO5FDIOPMPHZPGCBOLCKC TEKNOLOGI INFORMASI 303 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. JabatanPosition PelatihanTraining Tempat Location 4FOJPS0GmDFSFMQEFTL .BOBHJOH53JTL +BLBSUB 4FOJPS0GmDFSFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQ4ZTUFNFUXPSL.BOBHFNFOU 1FMBUJIBOPSQPSBUFVEHFUJOH +BLBSUB 1FNJNQJOSVQ4ZTUFNFUXPSL.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM .BTUFSJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 40 +BLBSUB 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 1FOHFOBMBOBO1FOHFNCBOHBO5. +BLBSUB 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQPSFBOLJOHQQMJDBUJPO 51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 1FNJNQJOSVQPSFBOLJOHQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQPSFBOLJOHQQMJDBUJPO 1FMBUJIBOFSUJmFEOGPSNBUJPO4ZTUFNVEJUPS BOEVOH 1FNJNQJOSVQFMQFTL0QFSBUJPO GGFDUJWF1SFTFOUBUJPO4LJMM BOEVOH 1FNJNQJOSVQFMQFTL0QFSBUJPO 1FMBUJIBO4USBUFHJD.BOBHFNFOU BOEVOH 1FNJNQJOSVQFMQFTL0QFSBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 3171SPHSBNNJOHBTJD5PEWBODF +BLBSUB 0GmDFSBUBFOUFS3 1FMBUJIBO.BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFSBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 1FMBUJIBO.BOBHJOH53JTLo4FSJFT 3507 +BLBSUB +VOJPS4UBGGFMQEFTL IBSBDUFSVJMEJOHOHLBUBO BOEVOH +VOJPS4UBGENJOJTUSBTJ4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJ4XJUDIJOHOUFSDIBOOFM 1FMBUJIBO.PCJMFQQMJDBUJPOFWFMPQNFOUPSOESPJE BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 40 +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 3171SPHSBNNJOHBTJD5PEWBODF +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO IBOHFHFOU BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH .BOBHFS-JBJTPO 3FGSFTINFOU.BOBKFNFO3JTJLP +BLBSUB .BOBHFS-JBJTPO 0VUCPOEBCBOHTE BOEVOH .BOBHFS-JBJTPO 51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB .BOBHFS-JBJTPO 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO +BLBSUB .BOBHFS-JBJTPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFSFBE0GmDFQQMJDBUJPO 40 +BLBSUB 0GmDFS1SPHSBNNFSFBE0GmDFQQMJDBUJPO 1FOHFOBMBOBO1FOHFNCBOHBO5. +BLBSUB 0GmDFS1SPHSBNNFSFBE0GmDFQQMJDBUJPO 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO +BLBSUB 0GmDFS1SPHSBNNFSFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH .BOBHFS4ZTUFNOBMZTU4XJUDIJOHOUFSDIBOOFM 1SPCMFN4PMWJOHOEFDJTJPO.BLJOH BOEVOH .BOBHFS4ZTUFNOBMZTU4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH INFORMATION TECHNOLOGY 304 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. JabatanPosition PelatihanTraining Tempat Location 4UBG2VBMJUZTTVSBODF 0GmDFS1SPHSBNOHLBUBO BOEVOH 4UBG2VBMJUZTTVSBODF 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 4UBG2VBMJUZTTVSBODF 53JTL.BOBHFNFOU +BLBSUB 0GmDFS4FDVSJUZENJO 4USFTT.BOBHFNFOU BOEVOH 77 0GmDFS4FDVSJUZENJO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGG3ENJOJTUSBUJPO PDVNFOUBUJPO TTFU.BOBHFNFOU PDVNFOUPOUSPMJMMJOH4ZTUFN :PHZBLBSUB +VOJPS4UBGG3ENJOJTUSBUJPO PDVNFOUBUJPO TTFU.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQ4USBUFHJD1MBOOJOHPWFSOBODF 3FGSFTINFOU.BOBKFNFO3JTJLP +BLBSUB 1FNJNQJOSVQ4USBUFHJD1MBOOJOHPWFSOBODF 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FOHFOBMBO1FSCBOLBOBMPO1FHBXBJOHLBUBO BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO IBSBDUFSVJMEJOHOHLBUBO BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBUJPO PDVNFOUBUJPO TTFU .BOBHFNFOU4ZTUFNFUXPSL.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS4ZTUFNOHJOFFS PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFS4ZTUFNOHJOFFS 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS4ZTUFNOHJOFFS 1FMBUJIBONQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF BOEVOH 0GmDFS4ZTUFNOHJOFFS 1FMBUJIBO5JNF.BOBHFNFOU BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS2VBMJUZTTVSBODF PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFS2VBMJUZTTVSBODF 51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 0GmDFS2VBMJUZTTVSBODF 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO PDVNFOUPOUSPMJMMJOH4ZTUFN :PHZBLBSUB +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO +BLBSUB +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOJWJTJ5FLOPMPHJOGPSNBTJ 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 4UBGENJOJTUSBTJ-JBTPO1SPKFDU.BOBHFNFOU 0GmDFS1SPHSBNOHLBUBO BOEVOH 4UBGENJOJTUSBTJ-JBTPO1SPKFDU.BOBHFNFOU 51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 4UBGENJOJTUSBTJ-JBTPO1SPKFDU.BOBHFNFOU 5SBJOJOHVTJOFTTOBMZTJTPVOEBUJPO +BLBSUB 4UBGENJOJTUSBTJ-JBTPO1SPKFDU.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FOHFOBMBO1FSCBOLBOBMPO1FHBXBJOHLBUBO BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO IBSBDUFSVJMEJOH4FNJ.JMJUFSOHLBUBO 1VTEJLUPQ +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO FWFMPQNFOU8FCQQMJDBUJPO6TJOH41OFU BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FMBUJIBO.PCJMFQQMJDBUJPOFWFMPQNFOUPSOESPJE BOEVOH 0GmDFSFMQEFTL 1FMBUJIBO.BOBKFNFO3JTJLPOHLBUBO BOEVOH TEKNOLOGI INFORMASI 305 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No. JabatanPosition PelatihanTraining Tempat Location 0GmDFSFMQEFTL 5SBJOJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 0GmDFSFMQEFTL 1FOHBEBBOBSBOHBO+BTB51FSCBOLBO :PHZBLBSUB 0GmDFSFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 1FMBUJIBO.BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 1FMBUJIBO.BOBHJOHU3JTLo4FSJFT SD5HPW +BLBSUB 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 1FMBUJIBO.PCJMFQQMJDBUJPOFWFMPQNFOUPSOESPJE BOEVOH +VOJPS4UBG2VBMJUZTTVSBODF IBSBDUFSVJMEJOH4FNJ.JMJUFSOHLBUBO BOEVOH +VOJPS4UBG2VBMJUZTTVSBODF 1FMBUJIBOBMPO1FHBXBJCBOL bjb OHLBUBO5BIVO BOEVOH +VOJPS4UBG2VBMJUZTTVSBODF 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS4ZTUFNOHJOFFS 1FMBUJIBO.BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFS4ZTUFNOHJOFFS 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSFMQEFTL PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFSFMQEFTL 4BMFT1SFTFOUBUJPO4LJMM BOEVOH 0GmDFSFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSFMQEFTL 1FMBUJIBO.BOBHJOH53JTLo4FSJFT 3507 +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 3171SPHSBNNJOHBTJD5PEWBODF +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO .BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 51SPKFDU.BOBHFNFOUBTFE0O1NCPL +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 3171SPHSBNNJOHBTJD5PEWBODF +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 1FMBUJIBO.BOBHJOH53JTLo4FSJFT 3507 +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO VOE5SBOTGFS1SJDJOH BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 .BOBKFNFO3JTJLPOHLBUBO BOEVOH 0GmDFSBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGDS-JCSBSJBO PDVNFOUPOUSPMJMMJOH4ZTUFN :PHZBLBSUB +VOJPS4UBGDS-JCSBSJBO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBG IBSBDUFSVJMEJOHOHLBUBO BOEVOH 4FOJPS0GmDFS-JBJTPO .BTUFSJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 4FOJPS0GmDFS-JBJTPO 4FSWJDF-FBEFSTIJQ BOEVOH 4FOJPS0GmDFS-JBJTPO .BOBHJOH53JTL +BLBSUB 4FOJPS0GmDFS-JBJTPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 4UBG3FQBJSFOUFS6TFS4VQQPSU 0GmDFS1SPHSBNOHLBUBO BOEVOH 4UBG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPKFDU.BOBHFNFOU PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFS1SPKFDU.BOBHFNFOU .BTUFSJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 0GmDFS1SPKFDU.BOBHFNFOU .BOBHJOH53JTL +BLBSUB INFORMATION TECHNOLOGY 306 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No. JabatanPosition PelatihanTraining Tempat Location 0GmDFS1SPKFDU.BOBHFNFOU 1FOHBEBBOBSBOHBO+BTB51FSCBOLBO :PHZBLBSUB 0GmDFS1SPKFDU.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM PBDIJOHOEPVOTFMMJOH4LJMM BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 1FMBUJIBO3171SPHSBNNJOHSPNBTJD5PEWBODF 8PSLTIPQ +BLBSUB 1FNJNQJOSVQ4XJUDIJOHOUFSDIBOOFM 8PSLTIPQ1FSTJBQBONQMFNFOUBTJ5FLOPMPHJ,BSUVIJQ 44 EWBODF +BLBSUB 1FNJNQJOSVQ4XJUDIJOHOUFSDIBOOFM 51SPKFDU.BOBHFNFOUBTFE0O1NCPL +BLBSUB 1FNJNQJOSVQ4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 1FNJNQJOSVQ4XJUDIJOHOUFSDIBOOFM 1FMBUJIBOFSUJmFEOGPSNBUJPO4ZTUFNVEJUPS BOEVOH .BOBHFSFMQEFTL 51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB .BOBHFSFMQEFTL 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGG3FQBJSFOUFS6TFS4VQQPSU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM PBDIJOHOEPOTFMMJOH BOEVOH 0GmDFS1SPHSBNNFS4XJUDIJOHOUFSDIBOOFM 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJPSFBOLJOHQQMJDBUJPO PDVNFOUPOUSPMJMMJOH4ZTUFN :PHZBLBSUB +VOJPS4UBGENJOJTUSBTJPSFBOLJOHQQMJDBUJPO 3QHW1SPHSBNNJOHBTJD5PEWBODF +BLBSUB +VOJPS4UBGENJOJTUSBTJPSFBOLJOHQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 4FOJPS0GmDFS4ZTUFNOHJOFFS 5SBJOJOH51SPKFDU.BOBHFNFOUBTFE0O1.0, +BLBSUB 4FOJPS0GmDFS4ZTUFNOHJOFFS 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGGBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO PX5PSFBUF-4.,8JUI93- +BLBSUB +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO FWFMPQNFOU8FCQQMJDBUJPO6TJOH41OFU BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FMBUJIBONQMFNFOUJOH4RM4FSWFSBUB8BSFIPVTF BOEVOH 1FNJNQJOSVQ2B4FDVSJUZ.BOBHFNFOU 1FMBUJIBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM +BLBSUB 1FNJNQJOSVQ2B4FDVSJUZ.BOBHFNFOU 6KJBO4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM BOEVOH 1FNJNQJOSVQ2B4FDVSJUZ.BOBHFNFOU -FBEFSTIJQ.BOBHJOH1FPQMF BOEVOH 1FNJNQJOSVQ2B4FDVSJUZ.BOBHFNFOU 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FMBUJIBO8FCFWFMPQNFOU6TJOH5.-44OE +BWBTDSJQU BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 7JTVBM1SPHSBNNJOHVOEBNFOUBM BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO 1FMBUJIBONQMFNFOUJOH4RM4FSWFSBUB8BSFIPVTF BOEVOH +VOJPS4UBGENJOJTUSBTJFBE0GmDFQQMJDBUJPO VOE5SBOTGFS1SJDJOH BOEVOH 0GmDFSBUBFOUFS3 4USFTT.BOBHFNFOU BOEVOH 0GmDFSBUBFOUFS3 0VUCPOEJWJTJ5FLOPMPHJOGPSNBTJ BOEVOH 0GmDFSBUBFOUFS3 53JTL.BOBHFNFOU +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 3171SPHSBNNJOHBTJD5PEWBODF +BLBSUB 0GmDFS1SPHSBNNFSPSFBOLJOHQQMJDBUJPO 53JTL.BOBHFNFOU +BLBSUB TEKNOLOGI INFORMASI 307 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Rencana Strategi TI 3FODBOB TUSBUFHJ CJTOJT CBOL bjb NFOKBEJ SFGFSFOTJ VOUVL NFOFOUVLBONPEFMBSTJUFLUVS5NBTBEFQBOZBOHEJOZBUBLBO EBMBN LSJUFSJB ZBJUV Secure, Pervasive, Expandable, Centralized, Timely, Reliable, User-friendly, Measurable, GmDJFOU 41536. STJUFLUVS UFSTFCVU NFNJMJLJ BSBIBO ZBOH KFMBT EBO UFHBT VOUVL NFOKBEJ SFGFSFOTJ STJUFLUVS QSJOTJQ EJSBODBOH VOUVL NFNFOVIJ LSJUFSJB 41536. 6OUVL NFOEVLVOH JNQMFNFOUBTJ IBSVT EJTVTVO BSTJUFLUVS JNQMFNFOUBTJ ZBOH IBSVTTFKBMBOEFOHBOBSTJUFLUVSQSJOTJQZBOHEJUFUBQLBOEBMBN 3FODBOB4USBUFHJT5FLOPMPHJOGPSNBTJ 345 EBQVO JOJTJBUJG ZBOH BLBO EJLFNCBOHLBO BEBMBI TFCBHBJ CFSJLVU Arsitektur Core Banking STJUFLUVS Core Banking UFSCBHJEBMBNCFCFSBQB layer VOUVL NFNVEBILBOQFOHFMPMBBOBQMJLBTJEFOHBONFNJTBILBOEBUB EFOHBO business logic OBNVOEBQBUEFOHBONVEBIEJBLTFT PMFIBQMJLBTJ channel Layer ZBOHEJNBLTVEBEBMBI

1. Core Layer

.FOHFMPMBEBUBEBOQSPTFTZBOHUFSLBJUEFOHBOOBTBCBI SFLFOJOH QSPEVL EBO USBOTBLTJ Layer JOJ NFOZFEJBLBO GVOHTJGVOHTJ MBZBOBO QSPTFT CJTOJT ZBOH NFOEVLVOH access layer

2. Access Layer

.FSVQBLBOMBQJTBOZBOHNFNVOHLJOLBOBQMJLBTJNBVQVO channel MBJO NFOHBLTFT BQMJLBTJ core banking EFOHBO BNBOEBOUFSKBNJOLFBOEBMBOOZB

3. Accounting Finance serta Infrastructure Layer

.FNCFSJ EVLVOHBO QSPTFT EBO business logic TFSUB JOGSBTUSVLUVSZBOHNFNBEBJTFIJOHHB core banking EBQBU NFNCFSJLBO MBZBOBO BOEBM BNBO EBO DFQBU TFTVBJ EFOHBOLFCVUVIBOCJTOJTZBOHEJOBNJT

4. RUHDQNLQJRQÀJXUDWLRQ

.FNCFSJLBO HBNCBSBO MBZBOBO core banking UFSLJOJ ZBOH LPNQSFIFOTJG -BZBOBO QFSCBOLBO TFQFSUJ teller transaction deposits, lending, payment, treasury NBVQVO trading EJEVLVOHEFOHBO pricing limit management EBO security framework IBSVTEJMFOHLBQJEFOHBOQFOHFMPMBBO customer relationship management ZBOHCBJL IT Strategy Plan 5IF CVTJOFTT TUSBUFHZ QMBO PG CBOL bjb CFDPNFT UIF SFGFSFODF UP EFUFSNJOF UIF GVUVSF PG 5 BSDIJUFDUVSF NPEFMT UIBU BSF FYQSFTTFE JO DSJUFSJB OBNFMZ 4FDVSF 1FSWBTJWF YQBOEBCMF FOUSBMJ[FE 5JNFMZ 3FMJBCMF 6TFSGSJFOEMZ .FBTVSBCMF GmDJFOU 41536. 5IF BSDIJUFDUVSF IBT B DMFBS BOE mSN EJSFDUJPO UP CF B SFGFSFODF5IFQSJODJQMFBSDIJUFDUVSFTBSFEFTJHOFEUPNFFU UIF41536.DSJUFSJB5PTVQQPSUJNQMFNFOUBUJPO UIF JNQMFNFOUBUJPO BSDIJUFDUVSF NVTU CF QSFQBSFE UP CF JO MJOF XJUIUIFQSJODJQMFBSDIJUFDUVSFTTFUPVUJOUIF4USBUFHJD1MBOGPS OGPSNBUJPO5FDIOPMPHZ 345 OJUJBUJWFTXIJDIXJMMCFEFWFMPQFEBSFBTGPMMPXT Core Banking Architecture 5IF PSF BOLJOH SDIJUFDUVSF JT EJWJEFE UP TFWFSBM MBZFST GPSFBTZNBOBHFNFOUPGBQQMJDBUJPOTCZTFQBSBUJOHEBUBXJUI CVTJOFTTMPHJD CVUJUDBOCFFBTJMZBDDFTTFECZUIFDIBOOFM BQQMJDBUJPO5IFTFMBZFSTBSF

1. Core Layer

.BOBHF EBUB BOE QSPDFTTFT SFMBUFE UP DVTUPNFST BDDPVOUT QSPEVDUTBOEUSBOTBDUJPOT5IJTMBZFSQSPWJEFT UIF GVODUJPOT PG CVTJOFTT QSPDFTT TFSWJDFT UIBU TVQQPSU UIFBDDFTTMBZFS

2. Access Layer

MBZFS UIBU BMMPXT UIF BQQMJDBUJPOT BOE PUIFS DIBOOFMT UPBDDFTTUIFDPSFCBOLJOHBQQMJDBUJPOTXJUITFDVSFBOE HVBSBOUFFESFMJBCJMJUZ

3. Accounting Finance and Infrastructure Layer

1SPWJEF QSPDFTTFT BOE CVTJOFTT MPHJD TVQQPSU BT XFMM BTBEFRVBUFJOGSBTUSVDUVSF FOBCMJOHUIFDPSFCBOLJOHUP QSPWJEFSFMJBCMF TBGFBOEGBTUTFSWJDFTJOBDDPSEBODFXJUI UIFEZOBNJDCVTJOFTTOFFET RUHDQNLQJRQÀJXUDWLRQ 1SPWJEF B DPNQSFIFOTJWF PWFSWJFX PG UIF MBUFTU DPSF CBOLJOH TFSWJDFT BOLJOH TFSWJDFT TVDI BT UFMMFS USBOTBDUJPOT EFQPTJUT MFOEJOH QBZNFOUT USFBTVSZBTXFMM BT USBEJOH TVQQPSUFE CZ QSJDJOH MJNJU NBOBHFNFOU BOE TFDVSJUZGSBNFXPSLNVTUCFFRVJQQFEXJUIUIFNBOBHFNFOU PGBHPPEDVTUPNFSSFMBUJPOTIJQNBOBHFNFOU INFORMATION TECHNOLOGY 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 BOUBSBQFOHFMPMBJOGPSNBTJEBOQFOHFMPMB5 1FOHFNCBOHBO EPLVNFO LFCJKBLBO Information Governance ZBJUVEPLVNFOTFSVQBEFOHBO5 Governance UFUBQJEJCBUBTJIBOZBQBEBSBOBIQFOHFMPMBBOJOGPSNBTJ 1FOHFNCBOHBO UBLTPOPNJ MFOHLBQ JOGPSNBTJ QFSVTBIBBO TFIJOHHB NFOKBEJ SFGFSFOTJ ZBOH NVEBI VOUVL QFOHFMPMBBO TFMVSVI database Data Warehouse TFSUB Business Intelligence INFORMATION TECHNOLOGY BTJDBMMZ PQFSBUJPOBM USBOTBDUJPOBM JOGPSNBUJPO PG BMTP NPOJUPSJOHJOGPSNBUJPOJGSFRVJSFE JTSVOPOFBDIPQFSBUJPOBM QMBUGPSNBOETUPSFEJOFBDIPQFSBUJPOBMEBUBCBTFUPFOTVSF NBYJNVNQFSGPSNBODFBOEFOTVSFTFDVSJUZ BTFEPOUIFBOBMZTJTSFRVJSFNFOUT 5-QSPDFTTFT YUSBDU 5SBOTGPSN -PBE JTDPOEVDUFEGSPNUIFPQFSBUJPOBMEBUBCBTF UP UIF BUB 8BSFIPVTF PS BUBNBSU VSUIFSNPSF UIF OBMZUJDBMBOE3FQPSUFOFSBUJPOBQQMJDBUJPOXJMMQSPDFTTUIF EBUBUIBUJTBMSFBEZBWBJMBCMFJOUIFBUB8BSFIPVTFBUBNBSU JOUPBSFRVJSFESFQPSUPSBOBMZTJTSFTVMUT JWFO UIBU VTJOFTT OUFMMJHFODF JOWFTUNFOU JT B IVHF JOWFTUNFOU BT MPOH BT UIF OFFE GPS DPNQMFY BOE SFBM UJNF BOBMZTJT DBO TUJMM CF NFU CZ B TJNQMFS BOBMZTJT SFQPSUJOH BQQMJDBUJPO JU XPVMME CF CFUUFS GPS UIF JNQMFNFOUBUJPO PG VTJOFTT OUFMMJHFODF UP CF QPTUQPOFE VOUJM JU JT BCTPMVUFMZ OFDFTTBSZ VTJOFTTOUFMMJHFODFXJMMCFFGGFDUJWFJGUIFPSHBOJ[BUJPOUIBU SVOTUIFiOGPSNBUJPO.BOBHFNFOUwGVODUJPOIBTCFFODBSSZJOH PVUJUTSPMFJOGVMM TFFFYQMBOBUJPOPOOGPSNBUJPO.BOBHFNFOU JOUIF50SHBOJ[BUJPOTFDUJPO OVNCFSPGQMBOOFEJOJUJBUJWFT 5IF LFZ UP JOGPSNBUJPO NBOBHFNFOU FGGFDUJWFOFTT JT UIF FYUFOU PG UIF NBOBHFS PPG iOGPSNBUJPO .BOBHFNFOUw SPMFJODBSSZJOHPVUJUTGVODUJPOT UIFSFGPSFJUJTOFDFTTBSZ UPDPOEVDUBOBTTFTTNFOU5IFSFDPNNFOEFETDPQFPG BTTFTTNFOUJTBTGPMMPXTB JEFOUJmDBUJPOPGBOZBDUJWJUJFT UIBU IBWF CFFO DBSSJFE PVU BOE BOZ BDUJWJUZ UIBU IBWF OPU CFFO DBSSJFE PVU CZ UIF iJOGPSNBUJPO NBOBHFNFOUw NBOBHFS C JEFOUJmDBUJPO PG PSHBOJ[BUJPO BOE KPC EFTDSJQUJPO PG UIF JOGPSNBUJPO NBOBHFS BOE 5 NBOBHFS JODBSSZJOHPVUUIFiJOGPSNBUJPONBOBHFNFOUwGVODUJPOD EFWFMPQNFOUPGEJWJTJPOPGSPMFSFDPNNFOEBUJPOTCFUXFFO UIFJOGPSNBUJPONBOBHFSBOEUIF5NBOBHFS FWFMPQNFOU PG UIF OGPSNBUJPO PWFSOBODF QPMJDZ EPDVNFOU XIJDIJTTJNJMBSUPUIF5PWFSOBODFEPDVNFOU CVUSFTUSJDUFEUPUIFSFBMNPGJOGPSNBUJPONBOBHFNFOU FWFMPQNFOU PG B DPNQMFUF DPNQBOZ JOGPSNBUJPO UBYPOPNZ TP JU CFDPNFT BO FBTZ SFGFSFODF GPS UIF NBOBHFNFOUPGUIFFOUJSFEBUBCBTF BUB8BSFIPVTF BT XFMMBTVTJOFTTOUFMMJHFODF 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 ,FDVLVQBOQSPTFTJEFOUJmLBTJ QFOHVLVSBO QFNBOUBVBO 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 QSPmUUBSHFUT 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 EFRVBDZPGSJTLJEFOUJmDBUJPO NFBTVSFNFOU NPOJUPSJOH 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 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 Kecenderungan perubahan faktor-faktor dimaksud CFSEBTBSLBO nVLUVBTJ ZBOH UFSKBEJ EJ NBTB MBMV EBO 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 UIF CBOL VOEFS OPSNBM BT XFMM BT abnormal circumstances; 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 UIF 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. 5LVN3URÀOHVDFHGE\WKHRPSDQ\ 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 EJTDVTTNPSFTQFDJmDFMFNFOUTJOUIFGPSNPG 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 0HQHWDSNDQ7DUJHW5HYHQXH Determining Target Revenue 3HQHWDSDQ5LVN3KLORVRSK\ Determining Risk Philosophy 0HQHWDSNDQ7ROHUDQVL Determining Tolerance 3HQHWDSDQ3HOXDQJ Determining Opportunities Evaluasi Risiko Risk Evaluation Validating the Methodology 9DOLGDVL0HWRORJL Setting Target Revenue 0HQHWDSNDQ7DUJHW5HYHQXH Peta Proses Risiko Risk Process Mapping Proses Manajemen Risiko R is k M a n a g e m e n t P ro c e s s HYHO7 UDQVDFWLRQ T ra n s a c ti o n L e v e l Level Portofolio P o rt fo lio L e v e l 3URVHGXU Manajemen Risiko Risk Procedure Management Organization Organisasi Struktur Limit Limit Structure 6LVWHP 7HNQRORJL System Technology DSRUDQ Report 0RGHO5LVLNR Risk Model Instrumen Manajemen Risiko Risk Management Instrument 0RQLWRU 3HODSRUDQ Monitor Report 0HQGDWD 0HQLODL Data Collection Assessment Pengambilan Risiko Risk Taking .XDQWLÀNDVL5LVLNR Risk Quantifying ,GHQWLÀNDVL5LVLNR 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 ,MBTJmLBTJ3JTJLP 3JTLMBTTJmDBUJPO 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 5LVN0DQDJHPHQW3URFHVV 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 7DEHO D 3HQJXQJNDSDQ .XDQWLWDWLI 6WUXNWXU 3HUPRGDODQDQN8PXP Rp Juta .RPSRQHQ0RGDORPSRQHQWVRIDSLWDO HVHPEHU HFHPEHU HVHPEHU HFHPEHU HVHPEHU HFHPEHU Bank .RQVROLGDVL RQVROLGDWHG Bank .RQVROLGDVL RQVROLGDWHG Bank .RQVROLGDVL RQVROLGDWHG 1 2 3 4 3 4 5 6 I .RPSRQHQ0RGDO RPSRQHQWVRIDSLWDO A 0RGDO,QWL RUHDSLWDO 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 5. Kepentingan Non Pengendali Non-Controlling interests - 40.728 34.045 33.687 B 0RGDO3HOHQJNDS 6XSSOHPHQWDU\DSLWDO 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 DNWRU3HQJXUDQJ0RGDO,QWLGDQ0RGDO 3HOHQJNDS HGXFWLRQRUHDSLWDODQG 6XSSOHPHQWDU\DSLWDO - - Eksposur Sekuritisasi Securitization Exposures - - 0RGDO3HOHQJNDS7DPEDKDQ\DQJ0HPHQXKL Persyaratan Tier 3 6XSSOHPHQWDU\DSLWDO Tier 3 - - E 0RGDO3HOHQJNDS7DPEDKDQ\DQJLDORNDVLNDQ 8QWXN0HQJDQWLVLSDVL5LVLNR3DVDU 6XSSOHPHQWDODSLWDOOORFDWHGWRQWLFLSDWH Market Risk - - II 7RWDO0RGDOLQWLGDQ0RGDO3HOHQJNDS Total RUHDSLWDODQG6XSSOHPHQWDU\DSLWDO 5.808.945 6.541.472 5.340.281 5.962.830 4.572.375 5.257.601 III 7RWDO0RGDO,QWL0RGDO3HOHQJNDSGDQ0RGDO 3HOHQJNDS7DPEDKDQ\DQJLDORNDVLNDQXQWXN 0HQJDQWLVLSDVL5LVLNR3DVDU 7RWDORUHDSLWDO6XSSOHPHQWDU\FDSLWDODQG 6XSSOHPHQWDODSLWDOOORFDWHGWRQWLFLSDWH0DUNHW 5LVN 5.808.945 6.541.472 5.340.281 5.962.830 4.572.375 5.257.601 IV Aset Tertimbang menurut Risiko ATMR untuk Risiko .UHGLW 5LVN:HLJKWHGVVHWV5:IRUUHGLW5LVN 27.061.089 31.621.745 27.061.089 31.621.745 19.511.884 22.642.240 V Aset Tertimbang menurut Risiko ATMR untuk 5LVLNR2SHUDVLRQDO 5LVN:HLJKWHGVVHWV5:IRU 2SHUDWLRQDO5LVN 7.203.666 7.203.666 6.254.121 6.254.121 5.190.912 5.190.912 VI Aset Tertimbang menurut Risiko ATMR untuk Risiko Pasar 5LVN:HLJKWHGVVHWV5:IRU0DUNHW5LVN - A 0HWRGH6WDQGDU 6WDQGDUG0HWKRGV 1.183.223 1.183.223 1.164.523 1.164.523 541.385 541.385 B 0HWRGH,QWHUQDO ,QWHUQDO0HWKRGV VII 5DVLR.HZDMLEDQ3HQ\HGLDDQ0RGDO0LQLPXPXQWXN 5LVLNR.UHGLW5LVLNR2SHUDVLRQDODQ5LVLNR3DVDU ,,,,999, 0LQLPXPDSLWDOGHTXDF\5DWLR RUUHGLW5LVN2SHUDWLRQDO5LVNDQG0DUNHW5LVN,,, ,999, 16.39 16.35 15.49 15.27 18.11 18.53 4XDQWLWDWLYHLVFORVXUH Audited Report of the Financial Control Division 7DEOHD4XDQWLWDWLYHLVFORVXUHRIRPPHUFLDO DQNDSLWDO6WUXFWXUHIRURPPHUFLDODQN Rp Million 330 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 7DEHO E 3HQJXQJNDSDQ .XDQWLWDWLI 6WUXNWXU 3HUPRGDODQDQNVLQJ Rp Juta .RPSRQHQ0RGDO Components of Capital HVHPEHU December 31, 2014 HVHPEHU December 31, 2013 HVHPEHU December 31, 2012 Bank .RQVROLGDVL RQVROLGDWHG Bank .RQVROLGDVL Consolidated Bank .RQVROLGDVL Consolidated 1 2 3 4 3 4 5 6 I Komponen Modal Components of Capital A DQD8VDKDXVLQHVVXQGV 1. Dana UsahaBusiness Funds 2. Modal disetor Paid-up capital B DGDQJDQ5HVHUYH 1. Cadangan umum General of reserves 2. Cadangan tujuan Purpose of reserves DEDUXJLWDKXQWDKXQODOX\DQJGDSDW GLSHUKLWXQJNDQ 3URÀWORVVIURPSUHYLRXV \HDUVFDQEHWDNHQLQWRDFFRXQW DEDUXJLWDKXQEHUMDODQ\DQJGDSDW GLSHUKLWXQJNDQ 3URÀWORVVIRUWKH\HDUDUH WDNHQLQWRDFFRXQW E DQDVHWRUDQPRGDO XQGFDSLWDOFRQWULEXWLRQ 3HQGDSDWDQNRPSHUHKHQVLIODLQQ\DNHUXJLDQ EHUDVDOGDULSHQXUXQDQSHQ\HUWDDQGDODP NHORPSRNWHUVHGLDXQWXNGLMXDO Revenue PRUHFRPSUHKHQVLYHO\ORVVHVIURPUHGXFWLRQLQ LQYHVWPHQWVLQDYDLODEOHIRUVDOH G 3HQGDSDWDQNRPSHUHKHQVLIODLQQ\DNHXQWXQJDQ EHUDVDOGDULSHQXUXQDQSHQ\HUWDDQGDODP NHORPSRNWHUVHGLDXQWXNGLMXDO Revenue PRUHFRPSUHKHQVLYHO\WKHDGYDQWDJHVGHULYHG IURPWKHGHFUHDVHLQLQYHVWPHQWVLQDYDLODEOHIRU VDOH H 5HYDOXDVLDVHWWHWDS 5HYDOXDWLRQRIÀ[HG DVVHWV I 6HOLVLKNXUDQJDQWDUD33GDQFDGDQJDQNHUXJLDQ SHQXUXQDQQLODLDWDVDVHWSURGXNWLI HVVGLIIHUHQFH EHWZHHQWKH33DQGWKHDOORZDQFHIRULPSDLUPHQW losses on earning assets J 3HQ\LVLKDQ3HQJKDSXVDQVHW33DWDVDVHW QRQSURGXNWLI\DQJZDMLEGLKLWXQJ OORZDQFHIRU VHW33RQQRQSURGXFWLYHDVVHWVWKDWPXVWEH FDOFXODWHG K 6HOLVLKNXUDQJMXPODKSHQ\HVXDLDQQLODLZDMDU GDULLQVWUXPHQNHXDQJDQGDODPWUDGLQJERRN 7KH GLIIHUHQFHLVOHVVDPRXQWRIIDLUYDOXHDGMXVWPHQWV RIÀQDQFLDOLQVWUXPHQWVLQWKHWUDGLQJERRN L DGDQJDQXPXPDVHWSURGXNWLIPDNV GDUL705 HQHUDOUHVHUYHVRISURGXFWLYHDVVHWV PD[RIULVNZHLJKWHGDVVHWV M DNWRUSHQJXUDQJPRGDO HGXFWLRQFRUHFDSLWDO Eksposur Sekuritisasi Securitization Exposures II 021.6,1-XPODKVG0 25,1 3,71.7RWDOVG0 III ASET TERTIMBANG MENURUT RISIKO ATMR UNTUK 5,6,.2.5,7 5,6.:,+766765:25 5,75,6. IV ASET TERTIMBANG MENURUT RISIKO ATMR UNTUK RISIKO OPERASIONAL 5,6.:,+76676 5:252357,215,6. V ASET TERTIMBANG MENURUT RISIKO ATMR UNTUK RISIKO PASAR 5,6.:,+766765:25 MARKET RISK A 0HWRGH6WDQGDU 6WDQGDUG0HWKRGV B 0HWRGH,QWHUQDO ,QWHUQDO0HWKRGV VII 56,2.:-,131,1020,1,080 8178.5,6,.2.5,75,6,.22356,211 5,6,.2365,,,,999,0,1,0803,7 4857,2 255,75,6.2357,21 5,6.105.75,6.,,,,999, MANAJEMEN RISIKO 7DEHO E LVFORVXUHV RI 4XDQWLWDWLYH DSLWDO 6WUXFWXUHIRURUHLJQDQN Rp Million 331 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data RISK MANAGEMENT 3HQJXQJNDSDQ NVSRVXU 5LVLNR GDQ 3HQHUDSDQ Manajemen Risiko 5LVLNR.UHGLW 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. LVFORVXUHRI5LVN[SRVXUHDQGWKH,PSOHPHQWDWLRQ of Risk Management UHGLW5LVN 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO .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 GHTXDF\ RI 5LVN ,GHQWLÀFDWLRQ 0HDVXUHPHQW 0RQLWRULQJ DQG 5LVN RQWURO DV ZHOO DV 5LVN 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 UIF FTUBCMJTINFOU PG B JWJTJPO XIJDI JT TQFDJmDBMMZ assigned to conduct reviews and further analysis of the inherent potential risks in the process of loan facility application. T B GPSN PG DSFEJU SJTL JEFOUJmDBUJPO 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 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 POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data .UHGLW Pegawai Pensiunan Claims on Pension Loans 7DJLKDQ .HSDGD8VDKD 0LNUR8VDKD .HFLOGDQ Portofolio Ritel Claims on Micro, Small, and Retail Portfolio 7DJLKDQ .HSDGD .RUSRUDVL Claims on Corporates 7DJLKDQDQJ 7HODK-DWXK 7HPSR Claims on Past Due Exposures Aset Lainnya Other Assets NVSRVXUGL 8QLW8VDKD 6\DULDK DSDELODDGD Sharia Exposures if any 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 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO I 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD .RQVROLGDVL GHQJDQ3HUXVDKDDQQDN7DEHOE 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 - - - 2.323.384 - - 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 .UHGLW Pegawai Pensiunan Claims on Pension Loans 7DJLKDQ .HSDGD8VDKD 0LNUR8VDKD .HFLOGDQ Portofolio Ritel Claims on Micro, Small, and Retail Portfolio 7DJLKDQ .HSDGD .RUSRUDVL Claims on Corporates 7DJLKDQDQJ 7HODK-DWXK 7HPSR Claims on Past Due Exposures Aset Lainnya Other Assets NVSRVXUGL 8QLW8VDKD 6\DULDK DSDELODDGD Sharia Exposures if any FRQRPLF6HFWRU 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 I LVFORVXUH RI 1HW 5HFHLYDEOH E\ FRQRPLF 6HFWRU DQN RQVROLGDWHG Table 2.3.b Rp Million 344 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO J 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ:LOD\DK²DQNVHFDUD,QGLYLGXDO Tabel 2.4.a Rp Juta No Keterangan 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 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 .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO 2.4.b Rp Juta No Keterangan 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 HVHPEHUHFHPEHU HVFULSWLRQ :LOD\DK5HJLRQ :LOD\DK Region 1 :LOD\DK Region 2 :LOD\DK Region 3 :LOD\DK Region 4 Total 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 HVFULSWLRQ :LOD\DK5HJLRQ :LOD\DK Region 1 :LOD\DK Region 2 :LOD\DK Region 3 :LOD\DK Region 4 Total 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 J LVFORVXUH RI 5HFHLYDEOH DQG OORZDQFH E\ 5HJLRQDQN2QO\7DEOHD Rp Million K LVFORVXUH RI 5HFHLYDEOH DQG OORZDQFH E\ 5HJLRQDQNRQVROLGDWHG7DEOHE Rp Million 346 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO L 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD ,QGLYLGXDO7DEHOD Rp Juta No Sektor Ekonomi 7DJLKDQ Receivable 7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai Impaired Receivables DGDQJDQ kerugian SHQXUXQDQ QLODL.31 ,QGLYLGXDO Allowance for Impairment Losses - Individual DGDQJDQ kerugian SHQXUXQDQ QLODL.31 Kolektif Allowance for Impairment Losses - Collective 7DJLKDQ yang GLKDSXV buku Claims Written off FRQRPLF6HFWRU HOXP-DWXK 7HPSR Non Past Due 7HODK-DWXK 7HPSR Past Due 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 L LVFORVXUH RI 5HFHLYDEOHV DQG OORZDQFHV E\ FRQRPLF6HFWRUDQN2QO\7DEOHD Rp Million 347 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data No Sektor Ekonomi 7DJLKDQ Receivable 7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai Impaired Receivables DGDQJDQ kerugian SHQXUXQDQ QLODL.31 ,QGLYLGXDO Allowance for Impairment Losses - Individual DGDQJDQ kerugian SHQXUXQDQ QLODL.31 Kolektif Allowance for Impairment Losses - Collective 7DJLKDQ yang GLKDSXV buku Claims Written off FRQRPLF6HFWRU HOXP-DWXK 7HPSR Non Past Due 7HODK-DWXK 7HPSR Past Due 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 Others Total 11.554.338 1.344.057 489.335 592.399 362.769 Total M 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN Tabel 2.5.b Rp Juta No Sektor Ekonomi 7DJLKDQ Receivable 7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai Impaired Receivables DGDQJDQ kerugian SHQXUXQDQ QLODL.31 ,QGLYLGXDO OORZDQFHIRU ,PSDLUPHQW RVVHV ,QGLYLGXDO DGDQJDQ kerugian SHQXUXQDQ QLODL.31 Kolektif Allowance for Impairment Losses - Collective 7DJLKDQ yang GLKDSXV buku Claims Written off FRQRPLF6HFWRU HOXP-DWXK 7HPSR Non Past Due 7HODK-DWXK 7HPSR Past Due 1 2 3 4 5 6 7 8 2 3RVLVL7DQJJDODSRUDQ 3RVLWLRQDWH RI5HSRUWHDU3UHYLRXV 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 RQVWUXFWLRQ 7 Perdagangan Besar dan Eceran 3.850.437 773.646 75.754 637.340 122.101 LJDQG5HWDLO7UDGH 8 Penyediaan Akomodasi dan Penyediaan Makan Minum - - 3URYLVLRQRIFFRPPRGDWLRQDQG RRG6XSSO\ULQNLQJ 9 Transportasi, Pergudangan dan Komunikasi 502.495 136.752 9.755 3.202 89 7UDQVSRUWDWLRQ:DUHKRXVLQJDQG RPPXQLFDWLRQV 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 - - RYHUQPHQWGPLQLVWUDWLRQWKH HIHQFHDQGRPSXOVRU\6RFLDO Security 13 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 - - [WUDJHQF\,QWHUQDWLRQDOJHQF\ DQG2WKHU,QWHUQDWLRQDO M LVFORVXUH RI 5HFHLYDEOHV DQG OORZDQFHV E\ FRQRPLF6HFWRUDQNRQVROLGDWHG7DEOHE Rp Million L LVFORVXUH RI 5HFHLYDEOHV DQG OORZDQFHV E\ FRQRPLF6HFWRUDQN2QO\7DEOHD Rp Million L 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ 6HNWRU NRQRPL ² DQN VHFDUD ,QGLYLGXDO7DEHOD Rp Juta 348 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO No Sektor Ekonomi 7DJLKDQ Receivable 7DJLKDQ\DQJ0HQJDODPL Penurunan Nilai Impaired Receivables DGDQJDQ kerugian SHQXUXQDQ QLODL.31 ,QGLYLGXDO OORZDQFHIRU ,PSDLUPHQW RVVHV ,QGLYLGXDO DGDQJDQ kerugian SHQXUXQDQ QLODL.31 Kolektif Allowance for Impairment Losses - Collective 7DJLKDQ yang GLKDSXV buku 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 Bukan Lapangan Usaha - - UHGLW5HFLSLHQWV1RQ,QGXVWULDO2ULJLQ 20 Lainnya 58.085.260 441.056 68.281 131.167 1.711 2WKHUV Total 73.614.628 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 M LVFORVXUH RI 5HFHLYDEOHV DQG OORZDQFHV DVHG RQ FRQRPLF 6HFWRU DQN RQVROLGDWHG ZLWK6XEVLGLDU\7DEOHE Rp Million M 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ 6HNWRU NRQRPL ² DQN 6HFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO 2.5.b Rp Juta 349 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data N 3HQJXQJNDSDQ 5LQFLDQ 0XWDVL DGDQJDQ .HUXJLDQ 3HQXUXQDQ 1LODL ² DQN VHFDUD ,QGLYLGXDO7DEHOD Rp Juta No .HWHUDQJDQHVFULSWLRQ HVHPEHU HFHPEHU HVHPEHU HFHPEHU .31 ,QGLYLGXDO Allowance for Impairment Losses - Individual .31.ROHNWLI Allowance for Impairment Losses - Collective .31 ,QGLYLGXDO Allowance for Impairment Losses - Individual .31.ROHNWLI Allowance for Impairment Losses - Collective 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 Additional allowance for Impairment Losses during the year 531.389 78.286 157.906 386.668 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 43.028 130.198 4 Pembentukan pemulihan lainnya pada periode berjalan Other allowance reversal during the year 6DOGRNKLU.31 QGLQJDODQFH.31 1.020.603 563.369 489.214 528.111 O 3HQJXQJNDSDQ 5LQFLDQ 0XWDVL DGDQJDQ .HUXJLDQ 3HQXUXQDQ 1LODL ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO 2.6.b Rp Juta No .HWHUDQJDQHVFULSWLRQ HVHPEHU HFHPEHU HVHPEHU HFHPEHU .31 ,QGLYLGXDO Allowance for Impairment Losses - Individual .31.ROHNWLI Allowance for Impairment Losses - Collective .31 ,QGLYLGXDO Allowance for Impairment Losses - Individual .31.ROHNWLI Allowance for Impairment Losses - Collective 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 N LVFORVXUHRIHWDLOVRQ0RYHPHQWVRI,PSDLUPHQW 3URYLVLRQRQLQDQFLDOVVHWV.31DQN2QO\ Table 2.6.a Rp Million O LVFORVXUHRIHWDLOVRQ0RYHPHQWVRI,PSDLUPHQW 3URYLVLRQ RQ LQDQFLDO VVHWV .31 DQN RQVROLGDWHG7DEOHE Rp Million 350 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO MANAJEMEN RISIKO P 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ .DWHJRUL3RUWRIROLRGDQ6NDOD3HULQJNDW²DQN 6HFDUD,QGLYLGXDO7DEHOD Rp Juta 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 VHFDUD.RQVROLGDVLGHQJDQ3HUXVDKDDQQDN Tabel 3.1.b Rp Juta 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 ,GU LGVG 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 ,GU NXUDQJGDUL less than ,GU LGVG 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 P LVFORVXUH 1HW 5HFHLYDEOH E\ 3RUWIROLR DWHJRU\ DQG5DWLQJ6FDOHDQN2QO\7DEOHD Rp Million Q LVFORVXUH 1HW 5HFHLYDEOH E\ 3RUWIROLR DWHJRU\ DQG5DWLQJ6FDOHDQNRQVROLGDWHG7DEOHE Rp Million 352 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO MANAJEMEN RISIKO R 3HQJXQJNDSDQ 5LVLNR .UHGLW 3LKDN DZDQ 7UDQVDNVL 5HYHUVH 5HSR ² DQN VHFDUD ,QGLYLGXDO7DEHOF Rp Juta No Kategori Portofolio 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 .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO F Rp Juta No Kategori Portofolio 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 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 R LVFORVXUH RI RXQWHUSDUW\ UHGLW 5LVN 5HYHUVH 5HSR 7UDQVDFWLRQV ² DQN 2QO\ 7DEOH F Rp Million S LVFORVXUH RI RXQWHUSDUW\ UHGLW 5LVN 5HYHUVH 5HSR 7UDQVDFWLRQV ² DQN RQVROLGDWHG 7DEOH 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 :HLJKWHG IWHU UHGLW 5LVN 0LWLJDWLRQ IIHFW ² DQN RQVROLGDWHG 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

Mitigation 7HFKQLTXH DQN 2QO\ Table 4.2.a Rp Million 360 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -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 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO X 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU VHW GL 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 X DOFXODWLRQRI5LVN:HLJKWHGVVHWVIRUUHGLW5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI VVHWV [SRVXUHV LQ WKH DODQFH 6KHHW ² DQN 2QO\ Table 6.1.1 Rp Million Y DOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI VVHWV [SRVXUHV LQ WKH DODQFH 6KHHW ² DQN RQVROLGDWHG7DEOH Rp Million 363 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Z 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU .HZDMLEDQ .RPLWPHQ.RQWLMHQVLSDGD7UDQVDNVL5HNHQLQJ GPLQVWUDWLI ² DQN VHFDUD ,QGLYLGXDO 7DEHO 6.1.2 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 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 .RPLWPHQ.RQWLMHQVLSDGD7UDQVDNVL5HNHQLQJ GPLQVWUDWLI ² DQN VHFDUD .RQVROLGDVL GHQJDQ3HUXVDKDDQQDN7DEHO 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 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 Z DOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI RPPLWPHQWRQWLQJHQF\5HVSRQVLELOLW\[SRVXUH RQGPLQLVWUDWLYHFFRXQW7UDQVDFWLRQ²DQN2QO\ Table 6.1.2 Rp Million [ DOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI RPPLWPHQWRQWLQJHQF\ 5HVSRQVLELOLW\ [SRVXUHRQGPLQLVWUDWLYHFFRXQW7UDQVDFWLRQ² DQNRQVROLGDWHG7DEOH Rp Million 364 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 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 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 - - - 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 VHFDUD.RQVROLGDVLGHQJDQ3HUXVDKDDQQDN Tabel 6.2.3 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 \ DOFXODWLRQRI5LVN:HLJKWHGVVHWVIRUUHGLW5LVN XVLQJ6WDQGDUGSSURDFKLVFORVXUHRI[SRVXUH 5HVXOWLQJ LQ UHGLW 5LVN XH WR RXQWHUSDUW\ DLOXUH RXQWHUSDUW\ UHGLW 5LVN ² DQN 2QO\ Table 6.1.3 Rp Million ] DOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI [SRVXUH 5HVXOWLQJ LQ UHGLW 5LVN XH WR RXQWHUSDUW\DLOXUHRXQWHUSDUW\UHGLW5LVN² DQNRQVROLGDWHG7DEOH Rp Million 365 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data DD3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU DQJ 0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ Setelmen Settlement Risk ² DQN VHFDUD ,QGLYLGXDO7DEHO Rp Juta No Kategori Portofolio 3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU HVHPEHUHFHPEHU Nilai NVSRVXU Exposure value DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR VHWHODK MRK RWA after Credit Risk Mitigation 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 EE3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU DQJ 0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ Setelmen Settlement Risk ² DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ QDN 7DEHO 6.2.4 Rp Juta No Kategori Portofolio 3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU HVHPEHUHFHPEHU Nilai NVSRVXU Exposure value DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR VHWHODK MRK RWA after Credit Risk Mitigation 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 DDDOFXODWLRQ RI 5LVN :HLJKWHG VVHWV XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI UHGLW 5LVN [SRVXUH 5HVXOWLQJ LQ UHGLW 5LVN XH WR 6HWWOHPHQWDLOXUH6HWWOHPHQW5LVN²DQN2QO\ Table 6.1.4 Rp Million EEDOFXODWLRQ RI 5LVN :HLJKWHG VVHWV XVLQJ 6WDQGDUG SSURDFK LVFORVXUH RI UHGLW 5LVN [SRVXUH 5HVXOWLQJ LQ UHGLW 5LVN XH WR 6HWWOHPHQW DLOXUH 6HWWOHPHQW 5LVN ² DQN RQVROLGDWHG7DEOH Rp Million 366 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO FF3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU3HQJXQJNDSDQNVSRVXU6HNXULWLVDVL ²DQNVHFDUD,QGLYLGXDO7DEHO Rp Juta No HVHPEHU HFHPEHU HVHPEHU HFHPEHU Jenis Transaksi DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR RWA DNWRU Pengurang 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 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 RWA DNWRU Pengurang 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 Total Total FFDOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUHV RI 6HFXULWL]DWLRQ [SRVXUH ² DQN 2QO\ Table 6.1.5 Rp Million GGDOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUHV RI 6HFXULWL]DWLRQ [SRVXUH ² DQN RQVROLGDWHG Table 6.2.5 Rp Million 367 RISK MANAGEMENT bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data HH3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU GL 8QLW 8VDKD6\DULDK²DQNVHFDUD,QGLYLGXDO7DEHO 6.1.6 Rp Juta No Jenis Transaksi HVHPEHU HFHPEHU HVHPEHU HFHPEHU 7\SHRI7UDQVDFWLRQ DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR RWA DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR RWA 1 2 3 4 5 6 2 7RWDONVSRVXU 7RWDO[SRVXUH II 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU GL 8QLW 8VDKD 6\DULDK ² DQN VHFDUD .RQVROLGDVL GHQJDQ3HUXVDKDDQQDN7DEHO Rp Juta No Jenis Transaksi HVHPEHU HFHPEHU HVHPEHU HFHPEHU 7\SHRI7UDQVDFWLRQ DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR RWA DNWRU Pengurang 0RGDO,QWL Core Capital Deduction ATMR RWA 1 2 3 4 5 6 2 7RWDONVSRVXU 7RWDO[SRVXUH JJ3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ 7RWDO 3HQJXNXUDQ 5LVLNR .UHGLW ² DQN VHFDUD ,QGLYLGXDO 7DEHO 6.1.7 Rp Juta HVHPEHUHFHPEHU 7RWDO7055LVLNR.UHGLW 27.061.089 7RWDO5:UHGLW5LVNV 7RWDODNWRU3HQJXUDQJ0RGDO RUHDSLWDOHGXFWLRQ KK3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ 7RWDO 3HQJXNXUDQ 5LVLNR .UHGLW ² DQN VHFDUD .RQVROLGDVL GHQJDQ3HUXVDKDDQQDN7DEHO Rp Juta HVHPEHUHFHPEHU 7RWDO7055LVLNR.UHGLW 31.621.745 7RWDO5:UHGLW5LVNV 7RWDODNWRU3HQJXUDQJ0RGDO RUHDSLWDOHGXFWLRQ HHDOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUHV RI [SRVXUH LQ 6KDULD LYLVLRQ ² DQN 2QO\ 7DEOH 6.1.6 Rp Million II DOFXODWLRQ RI 5LVN :HLJKWHG VVHWV IRU UHGLW 5LVN XVLQJ 6WDQGDUG SSURDFK LVFORVXUHV RI [SRVXUHLQ6KDULDLYLVLRQ²DQNRQVROLGDWHG Table 6.2.6 Rp Million JJDOFXODWLRQ RI UHGLW 5LVN :HLJKWHG VVHWV 6WDQGDUG SSURDFK LVFORVXUH RI 7RWDO UHGLW 5LVN 0HDVXUHPHQW DQN 2QO\ 7DEOH Rp Million KKDOFXODWLRQ RI UHGLW 5LVN :HLJKWHG VVHWV 6WDQGDUG SSURDFK LVFORVXUH RI 7RWDO UHGLW 5LVN 0HDVXUHPHQW DQN RQVROLGDWHG 7DEOH 6.2.7 Rp Million 368 MANAJEMEN RISIKO bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan 5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO

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 3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 5LVLNR2SHUDVLRQDO 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. 3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL 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. FWLYH6XSHUYLVLRQE\WKHRDUGRIRPPLVVLRQHUV DQGWKHRDUGRILUHFWRUV 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. .HFXNXSDQ 3URVHV ,GHQWLÀNDVL 3HQJXNXUDQ 3HPDQWDXDQ GDQ 3HQJHQGDOLDQ 5LVLNR VHUWD 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. 3HQJXQJNDSDQ.XDQWLWDWLIULVLNRRSHUDVLRQDO 3HQJXQJNDSDQ .XDQWLWDWLI 5LVLNR 2SHUDVLRQDO ² DQNVHFDUD,QGLYLGXDO7DEHOD Rp Juta No Kategori Portofolio Portfolio DWHJRU\ HVHPEHUHFHPEHU HVHPEHUHFHPEHU 3HQGDSDWDQ UXWR5DWD UDWDWDKXQ WHUDNKLU 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 3HQJXQJNDSDQ .XDQWLWDWLI 5LVLNR 2SHUDVLRQDO DQN VHFDUD .RQVROLGDVL GHQJDQ 3HUXVDKDDQ Anak Tabel 8.1.b. Rp Juta No Kategori Portofolio Portfolio DWHJRU\ HVHPEHUHFHPEHU HVHPEHUHFHPEHU 3HQGDSDWDQ UXWR5DWD UDWDWDKXQ WHUDNKLU 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 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. 4XDQWLWDWLYHLVFORVXUHRIWKH2SHUDWLRQDO5LVN LVFORVXUHRI4XDQWLWDWLYH2SHUDWLRQDO5LVN²DQN Only Table 8.1.a Rp Million LVFORVXUHRI4XDQWLWDWLYH2SHUDWLRQDO5LVN²DQN RQVROLGDWHG7DEOHE 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. RPSUHKHQVLYH,QWHUQDORQWURO6\VWHP 7KH LQWHUQDO FRQWURO V\VWHP LQ WKH 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. FWLYH 6XSHUYLVLRQ E\ WKH RDUG RI RPPLVVLRQHUVDQGWKHRDUGRILUHFWRUV 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. 5LVLNR.HSDWXKDQ 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. RPSOLDQFH5LVN 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. FWLYH 6XSHUYLVLRQ E\ WKH RDUG RI RPPLVVLRQHUVDQGWKHRDUGRILUHFWRUV 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. GHTXDF\ RI 3ROLF\ 3URFHGXUH DQG VWDEOLVKPHQWRILPLW 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 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 CBOL NFMBLVLBO JEFOUJmLBTJ QFOHVLVSBO 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. GHTXDF\ LQ WKH 3URFHVV RI ,GHQWLÀFDWLRQ 0HDVXUHPHQW0RQLWRULQJDQG5LVNRQWURODV well as Risk Management Information System In the process of risk management adequacy, UIF CBOL DPOEVDUT JEFOUJmDBUJPO NFBTVSFNFOU 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 6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK 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. FWLYH 6XSHUYLVLRQ E\ WKH RDUG RI RPPLVVLRQHUVDQGWKHRDUGRILUHFWRUV 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. GHTXDF\ RI 3ROLF\ 3URFHGXUH DQG VWDEOLVKPHQWRILPLW 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 QFOHVLVSBO pemantauan dan pengendalian atas risiko TUSBUFKJLBOLNFMBLVLBOJEFOUJmLBTJ QFOHVLVSBO 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. GHTXDF\ LQ WKH 3URFHVV RI ,GHQWLÀFDWLRQ 0HDVXUHPHQW0RQLWRULQJDQG5LVNRQWURODV well as Risk Management Information System In terms of adequacy of risk management process implementation, the bank performs JEFOUJmDBUJPO NFBTVSFNFOU 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. + 5HSXWDWLRQ5LVN 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 -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 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. FWLYH 6XSHUYLVLRQ E\ WKH RDUG RI RPPLVVLRQHUVDQGWKHRDUGRILUHFWRUV 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. GHTXDF\ RI 3ROLF\ 3URFHGXUH DQG VWDEOLVKPHQWRILPLW 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 Dalam kecukupan penerapan proses manajemen SJTJLP CBOL NFMBLVLBO JEFOUJmLBTJ QFOHVLVSBO 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. 6LVWHP3HQJHQGDOLDQ,QWHUQ\DQJ0HQ\HOXUXK 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. GHTXDF\ LQ WKH 3URFHVV RI ,GHQWLÀFDWLRQ 0HDVXUHPHQW0RQLWRULQJDQG5LVNRQWURODV well as Risk Management Information System In the adequacy of risk management implementation process, the bank conducts JEFOUJmDBUJPO NFBTVSFNFOU NPOJUPSJOH BOE control on reputation risks. The bank conducts JEFOUJmDBUJPO NFBTVSFNFOU BOE NPOJUPSJOH PG the reputation risk by monitoring the number of 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 FmTJFOTJ 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 FGmDJFODZ CFOFmU UP TPDJFUZ 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 BT 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. GOOD CORPORATE GOVERNANCE 416 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -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 TATA KELOLA PERUSAHAAN 417 bank bjb Annual Report 2014 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. GOOD CORPORATE GOVERNANCE 418 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -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 TATA KELOLA PERUSAHAAN 419 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ 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. GOOD CORPORATE GOVERNANCE 420 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -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 TATA KELOLA PERUSAHAAN 421 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Hasil Penilaian Sendiri Pelaksanaan GCGGCG Implementation Self Asseesment PeringkatRating HÀQLVL3HULQJNDWHÀQLWLRQRI5DWLQJ 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 HPWFSOBODF5IJTJTSFnFDUFEJOUIFBEFRVBUFGVMmMMNFOUPG the principles of good corporate governance. If there is a weakness in the application of the principles of good corporate HPWFSOBODF UIFOJOHFOFSBMUIFXFBLOFTTJTMFTTTJHOJmDBOU 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 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -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 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ 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 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO 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 4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ 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 . CFEFmOFEBTGPMMPXT 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 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 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

bank bjb’s consistency in implementing the principles of good corporate governance in the Bank has gained the appreciation of competent stakeholders. For 2014, the award on the GCG implementation is given by the Corruption Eradication Commission KPK. The agency assesses that bank bjb IBT GVMmMMFE JUT DPNNJUNFOUUPUIFQSPIJCJUUIFBDDFQUBODFPGHSBUJmDBUJPO in the Bank, which is an important part in the implementation of good corporate governance. The award from KPK in 2014 was “The Regional-Owned Company With the JHIFTU VNCFS PG SBUJmDBUJPO 3FQPSU BOE 0O Time in 2014” which was handed in December 9, 2014. UDWLÀFDWLRQRQWURO8QLW In accordance with Law No. 20 of 2001 on Corruption SBEJDBUJPO HSBUJmDBUJPO HSBUJmDBUJPO JT UIF HJGU JO B broad sense, namely including money, goods, rebate discount, commissions, interest-free loans, travel tickets, accomodation, travel, free medical treatment, and other facilities. SBUJmDBUJPOXIJDIBSFCPUISFDFJWFEBUJOTJEFUIFDPVOUSZ and abroad and carried out by using electronic means or without electronic means. The provision does not apply if UIFSFDJQJFOUSFQPSUTUIFHSBUJmDBUJPOIFTIFSFDFJWFTUP the Corruption Eradication Commission. For bank bjb DPOUSPMMJOH HSBUJmDBUJPO JT BO JNQPSUBOU part of the process of GCG implementation in the Bank. 5IFSFGPSF UIFBOLIBTFTUBCMJTIFEBSBUJmDBUJPOPOUSPM Unit as a form of commitment to create good and clean corporate governance in order to create sustainable performance of GCG. GOOD CORPORATE GOVERNANCE 428 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO 2UJDQLVDVL8QLW3HQJHQGDOLDQUDWLÀNDVL Di lingkungan bank bjb 6OJU 1FOHFOEBMJBO SBUJmLBTJ berada di bawah Direktorat Kepatuhan, yang bekerja secara independen. Dalam arti, tidak dapat diintervensi saat melaksanakan fungsinya di bidang kepatuhan. BMBN QFOHFMPMBBO QSPHSBN QFOHFOEBMJBO HSBUJmLBTJ bank bjb senantiasa bekerja sama dengan KPK sebagai lembaga yang memiliki wewenang dan kompeten terkait EFOHBONBTBMBIHSBUJmLBTJ4FMBJOJUV ,1,KVHBNFSVQBLBO lembaga yang melaksanakan amanah dari Undang-Undang 1FNCFSBOUBTBO 5JOEBL 1JEBOB ,PSVQTJ EJNBOB HSBUJmLBTJ menjadi bagian dari undang-undang tersebut. Landasan Pelaksanaan Sejumlah peraturan telah diterbitkan dan dimutakhirkan terkait EFOHBO QFMBLTBOBBO QFOHFOEBMJBO HSBUJmLBTJ EJ MJOHLVOHBO bank bjb. Di antara peraturan internal yang dijadikan landasan pelaksanaan adalah: • 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. 7KH2UJDQL]DWLRQRIWKHUDWLÀFDWLRQRQWURO8QLW In bank bjb UIF SBUJmDBUJPO POUSPM 6OJU JT VOEFS UIF Directorate of Compliance, which works independently. In a sense, there shall be no interventions when carrying out its GVODUJPOTJOUIFmFMEPGDPNQMJBODF O UIF NBOBHFNFOU PG UIF HSBUJmDBUJPO DPOUSPM QSPHSBN bank bjb continues to cooperate with KPK as an institution that has the authority and competence related to issues on HSBUJmDBUJPOOBEEJUJPO ,1,JTBMTPBOJOTUJUVUJPOUIBUDBSSJFT out the mandate of the Law on Combating Corruption, in which HSBUJmDBUJPOCFDPNFTQBSUPGUIFMBX Basis of Implementation OVNCFSPGSFHVMBUJPOTSFMBUFEUPHSBUJmDBUJPODPOUSPMJOCBOL bjb have been published and updated. The internal rules used as the basis of implementation 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 the Wealth Report in 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. 711SK 3,1POUIFVJEFMJOFTGPSSBUJmDBUJPOPOUSPMJO PT Bank Pembangunan Daerah Jawa Barat dan Banten Tbk. • Decree of the Board of Directors of bank bjb No. 712SK DIR-KP2014 on the Standard Operating Procedures for UIFSBUJmDBUJPOPOUSPMJO15BOL1FNCBOHVOBOBFSBI Jawa Barat dan Banten Tbk. TATA KELOLA PERUSAHAAN 429 bank bjb Annual Report 2014 4UPDL0CMJHBUJPOJHIMJHIUT .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data Pelaksanaan Kegiatan 2014 4FQBOKBOH UBIVO 6OJU 1FOHFOEBMJBO SBUJmLBTJ UFMBI MBQPSBO QFOFSJNBBO HSBUJmLBTJ TFOJMBJ FLVJWBMFO Rp107,76 juta. Dari seluruh laporan itu, 38 di antaranya yang senilai ekuivalen Rp23,4 juta menjadi penanganan KPK EBMBNQFOFUBQBOTUBUVTHSBUJmLBTJZBOHEJUFSJNB Implementation of Activities in 2014 5ISPVHIPVU UIFSBUJmDBUJPOPOUSPM6OJUIBTSFDFJWFE SFQPSUT PO HSBUJmDBUJPO XPSUI FRVJWBMFOU UP 3Q million. From all reports, 38 of which, namely worth equivalent to Rp 23.4 million, were handled by KPK in determining the TUBUVTPGUIFSFDFJWFEHSBUJmDBUJPO GOOD CORPORATE GOVERNANCE 430 bank bjb Laporan Tahunan 2014 LIUJTBS4BIBN0CMJHBTJ OBMJTB1FNCBIBTBOBUBT,JOFSKB1FSTFSPBO Tata Kelola Perusahaan 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO -BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO RUPS yang dilaksanakan setiap tahun mempunyai wewenang untuk meminta pertanggung jawaban Dewan Komisaris dan Direksi terkait dengan pengelolaan perusahaan, mengubah anggaran dasar, mengangkat dan memberhentikan Dewan Komisaris dan Direksi, memutuskan pembagian tugas dan wewenang Direktur dan lainnya. bank bjb menjamin untuk memberikan segala keterangan yang berkaitan dengan Bank kepada pemegang saham, sepanjang tidak bertentangan dengan kepentingan perusahaan dan peraturan perundang- undangan. Keputusan dalam RUPS didasarkan pada kepentingan Perseroan. RUPS tidak dapat melakukan intervensi terhadap tugas, fungsi, dan wewenang Dewan Komisaris dan Direksi dengan tidak mengurangi wewenang RUPS untuk menjalankan haknya sesuai dengan anggaran dasar dan peraturan. 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. Rapat Umum Pemegang Saham Tahun Buku 2014 Di tahun 2014 Perseroan telah menyelenggarakan 3 tiga kali Rapat Umum Pemegang Saham RUPS dengan rincian sebagai berikut:

I. Rapat Umum Pemegang Saham Tahunan Tahun Buku 2013 dan Luar Biasa Tahun 2014

RUPS dilaksanakan di Bandung pada tanggal 26 Maret 2014 yang diawali dengan Pemberitahuan rencana penyelenggaraan RUPS kepada OJK dan Bursa Efek Indonesia dengan langkah-langkah sebagai berikut: a. Nomor 066DIR-CS2014 tanggal 17 Februari 2014 perihal pemberitahuan Rencana Penyelenggaraan RUPS. b. Nomor 081DIR-CS2014 tanggal 24 Februari 2014 perihal Penyampaian Bukti Iklan Pemberitahuan Rapat Umum Pemegang Saham. c. Nomor 098DIR-CS2014 tanggal 11 Maret 2014 perihal Penyampaian Bukti Iklan Panggilan RUPS Tahunan Tahun Buku 2013 dan Luar Biasa Tahun 2014. d. Nomor 154DIR-CS2014 tanggal 27 Maret 2014 perihal Penyampaian Hasil Keputusan RUPS Tahunan General Meetings of Shareholders, which is held each year, have the authority to hold accountable the Board of Commissioners and Directors related to the management of the company, the changes of articles of associations, the appointing and dismissal of the Board of Commissioners and Directors, decisions on the division of duties and authorities of the Director, and others. bank bjb guarantees to provide all information related to the Bank to shareholders, as long as they are not contrary to the interests of the company. General Meetings of Shareholders can not intervene against the duties, functions, and authority of the Board of Commissioners and Directors, without undermining the authority of the General Meetings of Shareholders to run its right in accordance with the statutes and regulations. GMS is the highest part of bank bjb, which holds all authority not delegated to the Board of Commissioners or Board of Directors. Implementation of the GMS is done through the Annual General Meeting of Shareholders AGMS and Extraordinary General Meeting of Shareholders EGMS. General Meeting of Shareholders for Fiscal Year 2014 In 2014, the Company conducted 3 three General Meeting of Shareholders GMS with the following details:

I. Annual General Meeting of Shareholders for the Fiscal Year 2013 and Extraordinary GMS 2014