59
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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
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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
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Annual Report 2014
Stock Obligation Highlights Management Discussion Analysis on Company Performance
Good Corporate Governance Corporate Social Responsibility
Consolidated Financial Statements Corporate Data
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Kalimantan Timur | East Kalimantan
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Laporan Tahunan 2014
Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan
Laporan Keuangan Konsolidasian Data Perusahaan
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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
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Laporan Tahunan 2014
Ikhtisar Saham Obligasi Analisa Pembahasan atas Kinerja Perseroan
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan
Laporan Keuangan Konsolidasian Data Perusahaan
7DXÀHTXUDFKPDQ5XNL
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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
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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
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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
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Annual Report 2014
Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
• Ikhtisar Saham Obligasi 78
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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
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,NKWLVDU6DKDP 2EOLJDVL Analisa Pembahasan atas Kinerja Perseroan
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Laporan Keuangan Konsolidasian Data Perusahaan
79
bank bjb
Annual Report 2014
Stock Obligation Highlights .BOBHFNFOUJTDVTTJPOOBMZTJTPOPNQBOZ1FSGPSNBODF
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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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
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80
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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
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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, -
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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
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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.
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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
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Laporan Keuangan Konsolidasian Data Perusahaan
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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
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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
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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
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• 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
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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
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TINJAUAN RENCANA, KEBIJAKAN DAN STRATEGI PENGEMBANGAN USAHA
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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
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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
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Service excellent tersebut juga diberlakukan LFQBEBOBTBCBIMBJOOZB
NBVQVODBMPOOBTBCBICBOL
bjb.
Kemampuan bank bjb
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bjb mengalami peningkatan seiring
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bjb.
EBQVOLPNQPOFOCJBZBPQFSBTJPOBMZBOHIBSVTEJXBTQBEBJ dan menjadi tantangan bagi bank
bjb untuk segera
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.FOZJLBQJ QFSUVNCVIBO CJBZB PQFSBTJPOBM ZBOH TFNBLJO meningkat serta dalam rangka menjaga pertumbuhan
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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
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bank bjb
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contributed 81 of the total interest income from other credit segments.
JWJM4FSWBOUT 14
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This service excellence is also applied to other customers, or potential customers of bank
bjb.
bank bjb
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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
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the Bank’s challenging component of operational costs which TIPVMECFDPODFSOFEBOENBEFFGmDJFOU3FTQPOEJOHUPUIF
growth of operational costs which continues to increase as well BTJOPSEFSUPNBJOUBJOUIFBOLTQSPmUBCJMJUZHSPXUI
BDUJPOT
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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
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anak perusahaan dapat menciptakan bjb incorporated
ZBOH terpadu dan dinamis.
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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
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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.
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to be performed through the improvement of organizational TUSVDUVSF UP CF NPSF FGGFDUJWF BOE FGmDJFOU O BEEJUJPO
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provided bank bjb.
G UIF VTF PG JOGPSNBUJPO UFDIOPMPHZ DBO CF BQQMJFE PQUJNBMMZ
IJHI DPTU JOWFTUNFOUT DBO CF SFDPWFSFE
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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
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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
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Excellent Monitoring 4.
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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
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dilakukan.
4. Pengembangan Teknologi Informasi
Untuk mempercepat serta memperkuat pertumbuhan bisnis bank
bjb, pengembangan teknologi informasi
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customer oriented, melalui VQBZBTFCBHBJCFSJLVU
1. Peningkatan aplikasi core banking
ZBOHEJTFTVBJLBO dengan kebutuhan bisnis.
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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
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bjb
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.POJUPSJOH 4.
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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
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4. Information Technology Development
To accelerate and strengthen the bank bjb’s business
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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
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5. bjb Incorporated
To realize the bank bjb incorporated, bank bjb is required
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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
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Kerugian. Selain itu, penambahan setoran modal kepada CKCTZBSJBIEBOTLSJEB
KEBIJAKAN DAN STRATEGI PENCAPAIAN
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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.
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Cabang. 1FOJOHLBUBO LVBMJUBT MBZBOBO
electronic banking untuk meningkatkan
corporate image dan fee based income
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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
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POLICY AND ACHIEVEMENT STRATEGY
To achieve the 2014vision and mission as planned, a number PGTUSBUFHJFTBOEQPMJDJFTIBWFCFFOQSFQBSFECZCBOL
bjb,
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- 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
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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
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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
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International Banking. - Optimalisasi instrumen
Capital Market, Forex, dan Derivatif.
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amanat. - Peningkatan transaksi
Remittance, Trade Finance and Services.
b. Pengembangan jasa transaksi perbankan, optimalisasi KVNMBIKBSJOHBOLBOUPSZBOHBEB
TFSUB5.
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Wealth Management. 4. Pertumbuhan Aset Secara Anorganik
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perusahaan. b. Meningkatkan aset perusahaan melalui akuisisi
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5. Pengembangan Bisnis Bidang Penunjang untuk
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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
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- Optimization of Capital Market instruments, Forex
and Derivatives. FDPNFT03TBMFTBHFODZ
- Optimization of custodian services and trustee services.
- Increase remittance transactions, Trade Finance and Services.
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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
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- Control credit risk through credit process mitigation
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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
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.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.
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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
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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
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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
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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
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- Kerja sama
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dan keunggulan produk melalui fasilitas ATM kepada OBTBCBI 13
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- Meningkatkan tambahan setoran modal kepada PT Asuransi Bangun Askrida
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bjb minimal 51 dan diutamakan
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PD menjadi Perseroan Terbatas PT setelah merger.
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improve competitiveness with conventional banks. PTUUPPTUDPPQFSBUJPOUPJNQSPWFTFSWJDFTBOEQSPEVDU
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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
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bjb selalu memberikan solusi
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bjb
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• Positioning
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t JCFSMBLVLBOOZBQSPHSBNQSPNPTJZBOHUFQBUTBTBSBO • Pemberian atensi kepada para Debitur
• Mengutamakan Personal
dan Emotional Touch sebagai
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Strategi Pemasaran
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bjb masih
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untuk bidang konsumsi, walaupun Perseroan tidak melupakan nasabah korporasi.
Untuk mendukung kegiatan bisnis 2014, Perseroan telah mengimplementasikan sejumlah strategi pemasaran.
FSEBTBSLBO QSPEVL
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A. Transaksi Trade Finance and Services
1. Untuk produk ini, Perseroan memilih strategi pro- BLUJG
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gathering dengan nasabah dan calon nasabah potensial. Para
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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
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bjb
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as one of the products that can support the credit growth of bank
bjb
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• 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
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from the composition of which is still dominated lending to the mFMEPGDPOTVNQUJPO
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its corporate customers. 5P TVQQPSU CVTJOFTT BDUJWJUJFT JO
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implemented a number of marketing strategies. Based on the product, the marketing activities that have been
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A. Transaksi Trade Finance and Services
PS UIJT QSPEVDU
UIF PNQBOZ DIPTF B QSP BDUJWF TUSBUFHZ
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customers and potential customers. Stakeholders are involved, for example, the Investment Coordinating
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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,
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VOUVLNFMBLVLBO edukasi mengenai produk-produk perbankan,
terutama remitansi kepada tenaga kerja Indonesia EBO LFMVBSHBOZB EJ TFKVNMBI EBFSBI ZBOH NFOKBEJ
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C. Dana Pihak Ketiga
1. Promosi produk dana
D. Brand bjb
1. Meningkatkan brand awareness bank
bjb di tengah
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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
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potensial. .FOZFMFOHHBSBLBO QPMB
Member Get Member nasabah
bjb Precious.
Biaya Pemasaran
Sepanjang tahun 2014, Perseroan telah merealisasikan BOHHBSBOQFNBTBSBOTFCFTBS3Q
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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,
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UP DPOEVDU FEVDBUJPOPOCBOLJOHQSPEVDUT
NBJOMZSFNJUUBODFTUP
Indonesian workers and their families in a number of areas which are the basis of TKI, such as Denpasar,
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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
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3Q.JMJBS 3QJMMJPO
Rincian 2013
2014 Details
JBZB1SPNPTJ
177,10 103,21
Promotion Cost
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22,4 11,1
Operating Marketing Costs
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TFKBMBO dengan hal tersebut perusahaan juga menetapkan strategi
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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
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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
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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
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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
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• 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
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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
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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
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OBJL EBSJQPTJTJ64
NJMJBSZBOHUFSDBUBUEJBLIJS
4FQBOKBOH UBIVO OEFLT BSHB 4BIBN BCVOHBO 4
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QPJO
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EBSJ UBIVO VSTB TBIBN OEPOFTJB UVNCVI TFKBMBO EFOHBO QFSUVNCVIBO LBQJUBMJTBTJ QBTBS
INDONESIAN ECONOMY IN 2014
OnBUJPOJOFDFNCFSJODSFBTFETMJHIUMZNPSFUIBOUIF GPSFDBTUPGBOLOEPOFTJBFDFNCFSJOnBUJPOSFBDIFE
NPN
PSPOBOBOOVBMCBTJTCZ ZPZ
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OEPOFTJB
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UISPVHIPVUJOnBUJPOXBTLFQUUP
BTJOHMFEJHJUJOnBUJPOBNJEUIFIJHIQSFTTVSFPGBENJOJTUFSFE QSJDFTTPVSDFEGSPNTVCTJEJ[FEGVFMQSJDFIJLF
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LH-1QSJDF IJLF
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5IF NBOBHFE DPSF JOnBUJPO MFE UP B NBOBHFE JOnBUJPO HSPXUIJO
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GSPNUIFSPMFPGBOLOEPOFTJBTQPMJDZUPNBOBHFEPNFTUJD EFNBOE
NBJOUBJOJOH FYDIBOHF SBUF TUBCJMJUZ
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JOnBUJPO SBUFT FYQFDUBUJPOT
BT XFMM BT JNQSPWFNFOUT JO UIF JOnBUJPODPOUSPMQPMJDZDPPSEJOBUJPOCFUXFFOBOLOEPOFTJB
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QSJDF JODSFBTF
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XIJMFUIF EFQPTJU GBDJMJUZ SBUFT SFNBJOFE BU
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UIF 3VQJBI IBT B GBJSMZ TUFBEZ NPWFNFOU JOXIJDIUIFSVQJBIDMPTFEBU3Q
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FYDIBOHFSFTFSWFTBUUIFFOEPGTUPPEBU64 CJMMJPO
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PG
5ISPVHIPVUUIFOEPOFTJBO9PNQPTJUFOEFY 4 JODSFBTFE CZ QPJOUT
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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
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BKBUBO QPMJUJL MJNB
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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
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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
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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
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UIFBDIJFWFNFOUPGUIF4
JT JO UIF UPQ GPVS
BGUFS UIF 4IBOHIBJ JOEFY XJUI B SFUVSO
4OEJBJOEFYXJUI
BOEUIF1IJMJQQJOFTXJUI
1PMJUJDBM DFMFCSBUJPO XIJDI PDDVST FWFSZ mWF ZFBST UIFHFOFSBMFMFDUJPO
EJEOPUEBNQFOUIFJOWFTUPSTJOUFSFTU
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4 UPVDIFE UIF IJHIFTU QPJOU BU MFWFMTPSFJHOJOWFTUPSTJOSFDPSEFEBOFUCVZ
PG3QUSJMMJPOO
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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
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.
TMJHIUMZXFBLFOFEUPDPNQBSFEUPPG YQFOTFUPJODPNF 30
SBUJPXBTBMTPQPTUFEBOJODSFBTF
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UIFBQJUBMEFRVBDZ3BUJP 3
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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
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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
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CJMMJPOJO5IJTEFDSFBTFXBTUIF
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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
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bjb
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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
D3VHJ5BIVOFSKBMBO:BOHEBQBU EJQFSIJUVOHLBO
-PTTVSSFOU:FBS5IBUDBOCFUBLFOJOUPBDDPVOU E4FMJTJI,VSBOH,BSFOB1FOKBCBSBO-BQPSBO
,FVBOHBO JGGFSFODF-FTTFDBVTF5SBOTMBUJPOPGJOBODJBM
4UBUFNFOUT F1FOEBQBUBO,PNQFSFIFOTJG-BJO,FSVHJBO
BSJ1FOVSVOBOJMBJXBKBSBUBTQFOZFSUBBO EBMBNLBUFHPSJUFSTFEJBVOUVLEJKVBM
0UIFSDPNQSFIFOTJWFMZODPNFNQBJSNFOU-PTTFT SPNGBJSGPSJODMVTJPOJOUIFDBUFHPSZPGBWBJMBCMF
GPSTBMF G 4FMJTJILVSBOHBOUBSB11EBODBEBOHBO
LFSVHJBOQFOVSVOBOOJMBJBUBTBTFUQSPEVLUJG
391.622
-FTTEJGGFSFODFCFUXFFOUIF11BOEUIFBMMPXBODF GPSJNQBJSNFOUMPTTFTPOFBSOJOHBTTFUT
H1FOZJTJIBO1FOHIBQVTBOTFU 11
BUBTBTFU OPOQSPEVLUJGZBOHXBKJCEJIJUVOH
903
MMPXBODFGPSTFU 11
POOPOQSPEVDUJWFBTTFUT UIBUNVTUCFDBMDVMBUFE
I4FMJTJILVSBOHKVNMBIQFOZFTVBJBOOJMBJXBKBS EBSJJOTUSVNFOULFVBOHBOEBMBNUSBEJOHCPPL
5IFEJGGFSFODFJTMFTTBNPVOUPGGBJSWBMVF BEKVTUNFOUTPGmOBODJBMJOTUSVNFOUTJOUIFUSBEJOH
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
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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
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Valuta Currency
Nominal Penempatan
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1143 3
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Laporan Tahunan 2014
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-PBOT B ,SFEJUZBOHJCFSJLBO
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EFCUPST
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JOEFQFOEFODZSFRVJSFNFOUTOVNCFS t 5IF JSFDUPST FDSFF P 4,3
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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
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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
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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
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Start
Jatuh Tempo
Due Date Rupiah
Valas Forex
INBESGBO OEJWJEV
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7 Total Terkait
1 64.480.000.000
113-1,4BLFUJ SVQ
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4FSBOH SVQ
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8BSVOHLPOEBOH SVQ
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113-1, 8BSVOHLPOEBOH
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113-1, 8BSVOHLPOEBOH
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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
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Jangka Waktu Time Frame
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113-1, BOUJHJ
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SVQ SPVQ
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113-1,+BMBO BHBLJTBMBL
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25 Total Grup
Group Total
1 62.750.000.000
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Transaksi-transaksi material mengenai investasi, ekspansi, divestasi, penggabunganpeleburan usaha,
akuisisi atau restrukturisasi utangmodal lainnya
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Perubahan Peraturan Perundang-undangan dan Dampaknya
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FINANCIAL REVIEW
238
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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Nomor Peraturan Regulation Number
Deskripsi Description
Alasan Reason
Dampak Impact
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TINJAUAN KEUANGAN
239
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Nomor Peraturan Regulation Number
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BTXFMMBTUIFQSJODJQMFTPGDVTUPNFS DPNQMBJOUTIBOEMJOHBOETFUUMFNFOU
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UIFQSFTFODFPGBNFEJBUPTVCNJUDPNQMBJOUT POUIFVTFPGBQBZNFOUTZTUFNUPUIFDVTUPNFS
QPTUXSJUUFOBOOPVODFNFOUTJOGPSNBUJPOJO UIF0SHBOJ[FSTPGmDFCVJMEJOHPOTPOTVNFS
DPNQMBJOUQSPDFEVSFTSFMBUFEUP1BZNFOU 4ZTUFNTFSWJDFT
JOGPSNUIFQSFTFODFPGBXPSL
VOJUPSGVODUJPOUIBUQFSGPSNTUIFIBOEMJOHBOE TFUUMFNFOUPGDPOTVNFSDPNQMBJOUT
SFDFJWF
IBOEMF
BOESFTPMWFBOZDPNQMBJOUTVCNJUUFE CZUIFVTUPNFSBOEPSUIFVTUPNFST
SFQSFTFOUBUJWFTSFMBUFEUP1BZNFOU4ZTUFN TFSWJDFTBDUJWJUJFT
BOEUP1BZNFOU4ZTUFN
TFSWJDFTBDUJWJUJFT
BOEUPIBWFUIFNFDIBOJTNT BOEQSPDFEVSFTGPSIBOEMJOHDPOTVNFS
DPNQMBJOUTJOXSJUUFOGPSN
BOETVCNJUUIF IBOEMJOHBOETFUUMFNFOUSFQPSUTPGDPOTVNFS
DPNQMBJOUTUPBOLOEPOFTJBJOBDDPSEBODF XJUIUIFBQQMJDBCMFQSPDFEVSFTPOFBDI1BZNFOU
4ZTUFNTFSWJDFT
Perubahan 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
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245
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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bjb
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bjb
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bjb
246
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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bjb
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247
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
BUSINESS PROSPECTS
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bjb
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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
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bjb
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bjb
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bjb
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CBOL
bjb
DPOUJOVJUZDBOCFNBJOUBJOFE 5IFBDIJFWFNFOUPGHSFBUFSHSPXUI
IBTBMTPSFTVMUFEJOUIF
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JNQPSUBOU SPMF 5IF BWBJMBCJMJUZ PG B XJEF SBOHF PG TZTUFNT UFDIOPMPHZXJUIBMMUIFCFOFmUTTIPVMECFFYBNJOFEBTXFMM
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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
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EBSJ QSPTFT SFLSVUNFO IJOHHB QFHBXBJ CFSLBSZB EBO NFNBTVLJTFUJBQUBIBQBOKFOKBOHLBSJSEJCBOL
bjb
1FSFODBOBBO 4VNCFS BZB .BOVTJB EJEVLVOH PMFI LFCJKBLBO EBO QFMBLTBOBBO
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EFOHBO LPOEJTJ NBVQVO LFNBNQVBO QFSVTBIBBO TFSUB UVOUVUBOQFSLFNCBOHBOJMNVQFOHFUBIVBOEBOUFLOPMPHJZBOH
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Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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253
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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.
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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.
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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.
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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
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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
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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.
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7. Menjaga citra Bank melalui perilaku
terpuji dan menjunjung tinggi etika
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Setiap pegawai berperilaku terpuji, tidak melanggar norma dan ketentuan yang berlaku dan menjunjung tinggi kode etik perbankan.
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8. Fokus pada nasabah
Focus on customers
Menghormati dan perhatian kepada nasabah, senantiasa menjadikan nasabah sebagai mitra utama yang perlu diberikan layanan prima dan
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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
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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.
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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
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bjb 12. Menyukai perubahan yang positif
Liked positive change
Selalu bersifat terbuka terhadap perubahan yang muncul dan berpikiran positif positif thinking
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13. Menumbuhkan Transparansi, Kebersamaan dan
Kerja sama yang sehat Fostering Transparency , Mutual
Cooperation and healthy Senantiasa jujur, saling percaya, saling mendukung dan membangun
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14. Menjaga rahasia bank dan perusahaan
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Memahami dan melaksanakan semua ketentuan yang berkaitan dengan rahasia bank, rahasia perusahaan dan rahasia jabatan.
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254
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Laporan Tahunan 2014
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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 mU CFUXFFOUIFDPNQFUFODJFTSFRVJSFEGPSBQBSUJDVMBSQPTJUJPO
MFWFMXJUIUIFQFSGPSNBODFTIPXOPOUIFFNQMPZFF3FTVMUT PGBOBMZTJTPGUIFHBQCFUXFFOXIBUOFFETUPCFTIPXOMBUFS
NBUFSJBM SFDPNNFOEBUJPO EJTBNQBJLBOLFQBEB EVDBUJPO 5SBJOJOHJWJTJPOJOQSFQBSJOHUIFTZMMBCVTJOPSEFSUPEFWFMPQ
UIFDPNQFUFODJFTSFRVJSFEPGFNQMPZFFT
OBEEJUJPO
UIFBTTFTTNFOUDBOBMTPCFVTFEBTBEFDJTJPO UPPMGPSTFUUJOHFNQMPZFFDBSFFSEFWFMPQNFOUNQMPZFFTBSF
DPOTJEFSFE UP IBWF UIF DPNQFUFODF UP PDDVQZ NBOBHFSJBM QPTJUJPOT QSPQPTFE GPS UIF QPTU JO BDDPSEBODF XJUI JUT
DBQBCJMJUJFT
VSJOH
UIFVNBO3FTPVSDFTJWJTJPOIBTDPOEVDUFEBO BTTFTTNFOUGPSUIFBTTJTUBOUBOETFOJPSBTTJTUBOUKPCUBSHFUO
BEEJUJPOUPUIFBCPWFNFOUJPOFE
UBMFOUNBQQJOHBTTFTTNFOU UPXBSET
FNQMPZFFTIBTBMTPCFFOQFSGPSNFEJO
XIJDIXBTDPOEVDUFEUPNBQFNQMPZFFTQPUFOUJBMTTVJUBCJMJUZ UPXBSETUIFQPTJUJPOMFWFMTUIBUBSFDPOTJEFSFEBTDSJUJDBMKPCT
JOUIFCVTJOFTTQSPDFTTPGCBOL
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
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c. Evaluation of Training Level 3: Behavior
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SUMBER DAYA MANUSIA
259
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
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VOUVLEJTFSBILBOLFQBEBBUBTBOMBOHTVOHQBSBQFTFSUB QFMBUJIBO 4FMBOKVUOZB TFUFMBI TBUV CVMBO EBSJ XBLUV
QFMBUJIBO QBSB BUBTBO MBOHTVOH EBSJ QFTFSUB QFMBUJIBO NFMBLVLBOQFOHBNBUBOUFSIBEBQLJOFSKBQBSBQFTFSUBOZB
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d. Evaluasi Training Level 4: Business Impact
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d. Evaluation of Training Level 4: Business Impact
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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
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ZBOH EJTFTVBJLBO EFOHBO LFUFOUVBO TJTUFN
grading ZBOH UFMBI
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1FSTZBSBUBO 1FMBUJIBO 1FHBXBJ CBOL
bjb
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grade ZBOHEJCBHJEBMBN
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No. Diklat Grade 1
DDPVOU0GmDFS,POTVNFS DDPVOU0GmDFS.JLSP
DDPVOUJOHOBMZTJT3FQPSUJOH DDPVOUJOHFTU1SBDUJDFT
DDPVOUJOHPODFQUPSSFEJUOBMZTJT ENJOJTUSBTJ,SFEJU
7
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NB[JOH1VCMJD4QFBLJOH OBMJT,13
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OBMJTJTOWFTUBTJBO1PSUGPMJP QQSBJTBM1SPQFSUZ
16115
No. Diklat Grade 1
TQFLVLVN,FQBJMJUBO TTFU-JBCJMJUJFT.BOBHFNFOU -.
VEJU-FOHLBQUBT5FLOPMPHJ4JTUFNOGPSNBTJ BOLVTUPNFS1SPmUBCJMJUZOBMZTJT
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bjb
JNCJOHBO5FLOJT-FHBMSBGUJOH JNCJOHBO5FLOJT.BOBKFNFO-PHJTUJL
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SUMBER DAYA MANUSIA
FGGFDUJWFOFTT
EFDSFBTFFSSPSSBUFT
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CBOL
bjb
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3FTPVSDFT BOE CBTFE PO KPC DPNQFUFODZ DPNQFUFODZ CBTFE
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bjb
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4FMFDUJWF5SBJOJOH 5FDIOJDBM
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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 PTUFOFmUOBMZTJT6OUVLBSE1SPEVDUTEBO
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VTUPNJ[FE7OFU41OFU 8.
BNQBL3JTJLPVLVN5FSIBEBQ1SPTFT1FNCFSJBO,SFEJU FWFMPQNFOU8FCQQMJDBUJPO6TJOH41OFU
PDVNFOUPOUSPMBOEJMMJOH4ZTUFN SBGUJOHPNNFSDJBMPOUSBDUOOHMJTI
GGFDUJWFPNNVOJDBUJPOOUFSQFSTPOBM4LJMMT GGFDUJWFPNNVOJDBUJPO4LJMM
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JMMJOH4ZTUFNOEPDVNFOUBUJPO
77
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No. Diklat Grade 1
1405FLOJL.FNFOBOHLBO5FOEFS1FOHBEBBOBSBOH+BTB 34
VLVN,FQBJMJUBO VLVN,FUFOBHBLFSKBBOVCVOHBOOEVTUSJBM
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NQMFNFOUBTJ43 NQMFNFOUBTJBONQMJLBTJBL5BOHHVOHBOBOJEVTJB
NQMFNFOUBTJ5ISFF-JOFTPGFGFODF NQMFNFOUJOH42-4FSWFSBUB8BSFIPVTF
NQSPWJOHPNQFUFODZPSVEJUJOH5SBEJOH OGPSNBUJPO5FDIOPMPHZVEJUJOH
OOPWBUJWFBSLFUJOH4USBUFHZ OUFSNFEJBUFBOLJOH
OUFSOBUJPOBMBOLVBSBOUFF OWFTUJHBTJSBVE1BEBJTOJT.PCJMFBOLJOHBO1FODFHBIBOOZB
FOHBO1FOFSBQBO.BOBKFNFO3JTJLP
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51FSCBOLBO +PCWBMVBUJPOOEFWFMPQNFOU4BMBSZ
,FJLVUTFSUBBO1PSUGPMJP.JLSP4FDBSBFQBUBONBO ,FTFLSFUBSJBUBO
,FXBTQBEBBOBO5BOUBOHBOBOLJJEBOH1FOHBXBTBOBO 1FOHFOEBMJBO ,,1
,VQBT5VOUBT1FOFSBQBO1TBL ,VQBT5VOUBT1QIBEBOBO,PSFLTJJTLBM
-FHBMVEJUOE-FHBM0QJOJPOSBGUJOH -FHBMSBGUJOHOE8SJUJOH
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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 4FSUJmLBTJ1FOHBEBBOBSBOHBO+BTB
4FSWJDF4FMMJOH4LJMM 4FSWJDFYDFMMFODF4UBOEBS-BZBOBO4
4FSWJDFYDFMMFODF4UBOEBS-BZBOBO5FMMFS 4,
4,
BO0VUJOH,PNVOJUBT,MJSJOH+BLBSUB 4NBSUOEZQOPTFMMJOH
4018SJUJOHNQSPWFNFOU 4PTJBMJTBTJNQMFNFOUBTJ4JTUFN,MJSJOHBTJPOBMBOLOEPOFTJB
4UBOEBSE0QFSBUJOH1SPDFEVSF 4USBUFHJ.FOJOHLBULBOVOEJOHFOHBO.FUPEF1FOJOHLBUBOBOB.VSBI
4USBUFHJ1FOBHJIBO1JVUBOH.BDFU 4USBUFHJ1FOZFMBNBUBO1-4FSUB3FTUSVLUVSJTBTJ,SFEJU1FSCBOLBO
4XBTUB
6. 4USBUFHZ.FNCBOHVO401,1FSCBTJT4
5BY1MBOJOH 5FLOJLBO.FUPEF1FOZVTVOBO140
5FLOJLGFLUJG1FOHBNBOBOBTBCBI1FSCBOLBO5FSIBEBQZCFSSJNF 5FLOJL.FSBODBOHPLVNFOSFEJU1FSCBOLBO
5FNVBO1FSNBTBMBIBO14,
BO14, 5IF
OE
OEPOFTJB.BSLFUFFSTFTUJWBM 5IF.BTUFSMBTT.BOBHFNFOUPS4FDSFUBSJFT1SPGGFTJPOBMTTJTUBOU
5IF3JHIU8BZ0GPJOH1PXFSGVM.BSLFUJOH3FTFBSDI 5JNF.BOBHFNFOU
5PU4BMFTNBOTIJQPS4FSWJDF1FPQMF TQFLVLVN4JOEJLBTJ1SPZFL+BMBO5PM
5SBOTBLTJ0CMJHBTJOUBSB5SBEJOHBOOWFTUBTJ 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU
6KJLVSBTJBMBN.FOHIJUVOH
.FOJMBJ
BO.FOHFWBMVBTJSSCC 6KJBO4FSUJmLBTJ1FOHBEBBOBSBOHBO+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 4FSUJmLBTJ.BOBKFNFO3JTJLP-FWFM
4FSWJDFYDFMMFOU4UBOEBS-BZBOBOBHJ1FNJNQJO,1 4FSWJDF-FBEFSTIJQ
4, 4LOCJ
IOBO0VUJOH,PNVOJUBT,MJSJOH+BLBSUB
4UBOEBSE0QFSBUJOH1SPDFEVSF 4USFTT.BOBHFNFOU
4USFTT5FTUJOH0OBOLJOH3JTLYQPTVSF 5BY4VNNJU
5FLOJLGFLUJG1FOHBNBOBOBTBCBI1FSCBOLBO5FSIBEBQZCFSSJNF 5FLOJL1SPUPLPMFS4FCBHBJVOHTJ1VCMJD3FMBUJPO
5FNVBO1FSNBTBMBIBO1TBL
BO1TBL 5IFOEOEPOFTJB.BSLFUFFSTFTUJWBM
5IF1SPQIFUJD8JTEPN4FSJVI4BOH7JTJPOFS 5IF3JHIU8BZ0GPJOH1PXFSGVM.BSLFUJOH3FTFBSDI
5JNF.BOBHFNFOU 5JNF.BOBHFNFOU
5PU4BMFTNBOTIJQPS4FSWJDF1FPQMF 5PU1SPHSBN15,
5SBJOGPS5SBJOFS 505 5SBJOJOHTQFLVLVN4JOEJLBTJ1SPZFL+BMBO5PM
5SBJOJOHNQIBUJD1SFTFOUJOH4IBSQFOFS 5SBJOJOHOGPSNBUJPO5FDIOPMPHZVEJUJOH
5SBJOJOH
IT
1SPKFDU.BOBHFNFOUBTFE0O1.0, 5SBJOJOH,VQBT5VOUBT1QIBEBOBO,PSFLTJJTLBM
5SBJOJOHFFEOBMZTJT 5SBJOJOH1TJLPMPHJBO5FLOJL,PNVOJLBTJVEJU
5SBJOJOH4PQ 5SFBTVSZOUFSBDUJWF1SJDJOHOE5SFBTVSZ1SPEVDU
5SFBTVSZ.BOBHFNFOU 6KJLVSBTJBMBN.FOHIJUVOH
.FOJMBJ
BO.FOHFWBMVBTJ33
6KJBO4FSUJmLBTJ 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
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BLBO EBUBOH JNBOB 7JTJ EBO .JTJ JWJTJ 1FOEJEJLBO EBO 1FMBUJIBOBEBMBI
Expenses of Employee Competence Development during 2014
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Plans and Strategy of the Education and Training Division in Developing bank
EME·V +XPDQ Resources
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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
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bjb
ZBOH NVNQVOJ EBOWJTJPOFSEBMBNNFOHFNCBOHLBOLFHJBUBOCJTOJTCBOL
bjb
4FCBHBJ QVTBU QFOHFNCBOHBO LPNQFUFOTJ Centre of
Competency ZBJUVNFODJQUBLBOQFHBXBJBOLLPNQFUFO
NFMBMVJQFOHFNCBOHBO attitude, knowledge
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ZBJUV
.FSBODBOH QSPHSBN QFOEJEJLBO EBO QFMBUJIBO ZBOH
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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
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EFOHBO Training Program Academy.
Vision
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Mission
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OBNFMZ UIF DFOUFS GPS UIF DSFBUJPOBOEEFWFMPQNFOUPGRVBMJmFEBOEWJTJPOBSZDBESF
PGGVUVSFMFBEFSTUPGVSUIFSEFWFMPQCBOL
bjb
TCVTJOFTT BDUJWJUJFT
T FOUSF PG PNQFUFODZ
DSFBUJOH DPNQFUFOU CBOL FNQMPZFF UISPVHI BUUJUVEF
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DSFBUJOH BOL FNQMPZFFT
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MMUSBJOJOHBOEFEVDBUJPOBDUJWJUJFTBSFBJNFEUPJNQSPWFUIF RVBMJUZPGDPNQFUFODFJOPSEFSUPBUUBJO
5IFQSPWJTJPOPGRVBMJmFEBOEQSPGFTTJPOBMIVNBOSFTPVSDF UPTVQQPSUUIFBOLTCVTJOFTTBOEPQFSBUJPOBMBDUJWJUJFT
5IFQSPWJTJPOPGDPNQFUFOUIVNBOSFTPVSDFJOGVMmMMJOHUIF DVSSFOUBOEGVUVSFQPTJUJPOSFRVJSFNFOUT
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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
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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
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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
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SUMBER DAYA MANUSIA
285
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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shareholder EBMBN
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HUMAN RESOURCES
286
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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Tugas Dan Tanggung Jawab Utama Pemimpin Divisi SDM
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HR Division
The Role of the Head of HR Division
t 1MBO
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Main Duties and Responsibilities of the Head of the HR Division
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SUMBER DAYA MANUSIA
287
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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Service Level Agreement
4-
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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
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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
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t .FMBLVLBO FWBMVBTJ EBO QFOHBXBTBO BUBT QFOHFMPMBBO EBUBBENJOJTUSBTJQFSTPOBMLFQFHBXBJBOEBOTJTUFN34
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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
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t .FMBLVLBOFWBMVBTJBUBTTJTUFNQFOHFMPMBBOLPNQFUFOTJ QFHBXBJ
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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
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JO SFQPSUJOH
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t 1SPUFDUUIFJOUFSFTUTPGUIFXPSLFSTBOEUIFPNQBOZJO BDDPSEBODF UP UIF 3 QPMJDJFT BOE UIF BQQMJDBCMF MBXT
BOE SFHVMBUJPOT BOE SFWJFX UIF SFDPNNFOEBUJPO GPS FNQMPZNFOU UFSNJOBUJPO BOEPS FNQMPZFF TFMGEFGFOTF
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t TUBCMJTI
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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
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Kewenangan Pemimpin SDM
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SFMBUFEUPUIFTDPQFPGXPSLXJUIJOUIFEJWJTJPO t 1SPWJEFEBUBEPDVNFOUTSFMBUFEUPJOUFSOBMBOEFYUFSOBM
FYBNJOBUJPOT t POEVDU GPMMPXVQ PO UIF mOEJOHT PG UIF JOUFSOBM BOE
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Authorities of the Head of the HR Division
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HUMAN RESOURCES
290
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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t .FMBLTBOBLBO QFOFSJNBBO QFHBXBJ TFTVBJ CBUBT LFXFOBOHBOZBOHEJCFSJLBOPMFIJSFLTJ
t .FMBLTBOBLBONVUBTJ
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t .FOZFMFOHHBSBLBO assessment center
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EJCFSJLBOPMFIJSFLTJ t .FOZFMFOHHBSBLBO LPOTFMJOH LFQBEB QFHBXBJ UFSUFOUV
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t .FOFUBQLBO QFNCBHJBO UVHBT TFSUB QFOFHBLBO EJTJQMJO LFQBEB QFKBCBUQFHBXBJ ZBOH NFOKBEJ UBOHHVOH KBXBC
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t .FNCFSJLBO QFNCJOBBO EBO TPTJBMJTBTJ LFQBEB ,BOUPS 8JMBZBIEBO,BOUPSBCBOHEBMBNMJOHLVQ4VNCFSBZB
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Tugas Pemimpin Grup Assessment Center SDM
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t TUBCMJTIBOBTTFTTNFOUDFOUFSGPSMFBEFSTJOBDDPSEBODF UP UIF MJNJUT PG UIF BVUIPSJUJFT HSBOUFE CZ UIF PBSE PG
JSFDUPST t 1FSGPSNDPVOTFMMJOHGPSDFSUBJOFNQMPZFFTJOBDDPSEBODF
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Authorities of the HR Development Group Leader
POEVDU JEFOUJmDBUJPO
QMBOOJOH
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TVQQPSU UIF CVTJOFTT BOE PQFSBUJPOBM BDUJWJUJFT BOE FOTVSF UIBU IVNBO SFTPVSDFT QMBOOJOH BOE EFWFMPQNFOU BSF
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Task of the HR Assessment Center Group Leader
POEVDUUIFJEFOUJmDBUJPO
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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
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Human Resources Information System
34
EBO NFNBTUJLBO LFCJKBLBOLFCJKBLBO UFSTFCVU TFTVBJ EFOHBO QFSBUVSBO
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Rencana Pengembangan SDM
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t 1FMBLTBOBBOSFLSVUNFOEJMBLVLBONFMBMVJ website
TFDBSB online
EBOUFSJOUFHSBTJMBOHTVOHEFOHBO Human Resource
Information System 34
t 1FMBLTBOBBO SFLSVUNFO BMPO 1FHBXBJ CBOL
bjb fresh
graduate NBVQVOCFSQFOHBMBNBO
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bjb
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01
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Human Resource Information System
34 t 1FOHFMPMBBO+BMVS,BSJS
Career Path CFSCBTJTLPNQFUFOTJ
t 4JTUFN LFQBOHLBUBO Grading
Single Salary VOUVL
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Human Resource Information System 34
VOUVL
Balanced Score Card 4
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Task of the HR Administration Group Leader
POEVDU UIF JEFOUJmDBUJPO
QMBOOJOH BOE JNQMFNFOUBUJPO PG DPNQFOTBUJPO QPMJDJFT TBMBSZ
BXBSET
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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 mOBODJBM TFSWJDFT
BOECBOLJOHXIJDDIBMXBZTQVUTUIFFMFNFOUPGQSVEFODFBOE FBTFPGTFSWJDFGPSDVTUPNFST5IFSFGPSF
UIFPNQBOZBMXBZT
EFWFMPQT 5 IBSEXBSF BOE TPGUXBSF QFSJPEJDBMMZ UP BMXBZT NFFUUIFDPSSFDUTUBOEBSETBOEJOMJOFXJUIDPNQMJBODFUPUIF
SFHVMBUJPOT
PSUIJTQVSQPTF
UIFPNQBOZIBTSFBMJ[FEUIFOGPSNBUJPO 5FDIOPMPHZ4USBUFHJD1MBO 345
JOBTXFMMBTQSFQBSFE
UIF XIJDI JT CBTFE PO B OVNCFS PG NBUUFST
BNPOH PUIFST
5PDPNQMZXJUIUIFTUBOEBSETFTUBCMJTIFECZUIFSFHVMBUPST
BNPOHPUIFSTBTTFUGPSUIJOBOLOEPOFTJB3FHVMBUJPOP 1POUIFNQMFNFOUBUJPOPG3JTL.BOBHFNFOU
JOUIF6UJMJ[BUJPOPGOGPSNBUJPO5FDIOPMPHZCZPNNFSDJBM BOLTOSUJDMFNFOUJPOFE
CBOLTBSFSFRVJSFEUPIBWF
B4USBUFHJD1MBOGPSOGPSNBUJPO5FDIOPMPHZUPTVQQPSUUIF CBOLTCVTJOFTTTUSBUFHZ
5IF BQQMJDBUJPO PG JOGPSNBUJPO UFDIOPMPHZ JT UIF OPSN BOEOFFETJOHPPECVTJOFTTQSBDUJDFT
QBSUJDVMBSMZJOUIF
CBOLJOHXPSME 5PTVQQPSUUIFCVTJOFTTBDUJWJUJFTPGCBOL
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
UPCFBMJHOFEXJUI UIF CVTJOFTT OFFET BT XFMM BT SFGFSSJOH UP 5 PWFSOBODF
CFTU QSBDUJDF TUBOEBSET
TVDI BT 05 BOE OGPSNBUJPO 5FDIOPMPHZOGSBTUSVDUVSF-JCSBSZ
BOBQQSPQSJBUF5JWJTJPO
PSHBOJ[BUJPOBMTUSVDUVSFXBTESBGUFE
5IFPSHBOJ[BUJPOBMTUSVDUVSFDPWFSTBMM5QSPDFTTFTUIBUTVQQPSU CVTJOFTT SFRVJSFNFOUT BOE DPNQMJBODF DPNQSFIFOTJWFMZ
BOE DBO CF SVO JO BDDPSEBODF XJUI HPPE 5 HPWFSOBODF SFTQPOTJWFUPBOZPQFSBUJPOBMJTTVFTBOEIBTBMXBZTQMBZFE
BOBDUJWFSPMFJOHFOFSBUJOHJOGPSNBUJPOUFDIOPMPHZTFSWJDFT UIBUBSFBQQSPQSJBUFXJUIUIFCVTJOFTTOFFET
OBEEJUJPO
USBJOJOHTPSHBOJ[FEJOUFSOBMMZPSFYUFSOBMMZBUIPNF BOEPWFSTFBTBSFDPOEVDUFEUPJNQSPWFUIFDPNQFUFODFPG
FBDI5JWJTJPQFSTPOOFM
302
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,
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INFORMATION TECHNOLOGY
306
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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TEKNOLOGI INFORMASI
307
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
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INFORMATION TECHNOLOGY
308
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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5. Arsitektur Middleware Transaction Gateway
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309
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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core banking
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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
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bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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315
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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316
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
MANAJEMEN RISIKO
RISK MANAGEMENT
317
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Sistem Manajemen Risiko
Sistem Manajemen Risiko yang efektif merupakan salah satu komponen yang penting dalam manajemen bank dan
landasan untuk menjalankan organisasi bank dengan sehat, aman dan baik. Sistem manajemen risiko akan mengarahkan
aktivitas pada misi dan tujuan bank yang sudah ditetapkan, yaitu untuk mencapai target laba jangka panjang yang terus
meningkat dan berkesinambungan, serta meningkatkan alokasi permodalan secara optimal yang mendukung aktivitas
operasional yang sehat. Sistem dimaksud akan membantu manajemen dalam
melakukan pemantauan terhadap ketentuan dan hukum yang berlaku, kebijakan, rencana, ketentuan serta prosedur
internal. Disamping itu, sistem manajemen risiko juga dapat mengurangi risiko sistemik
sistemic Risk yang dapat merugikan bank baik secara material maupun immaterial.
Penerapan Sistem Manajemen Risiko bank bjb berdasarkan
empat cakupan: a Pengawasan aktif Dewan Komisaris dan Direksi sebagai
bagian dari peran pengawasan manajemen. b Kecukupan kebijakan, prosedur dan penetapan limit
sebagai pedoman penerapan manajemen risiko. D
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dan pengendalian risiko serta sistem informasi manajemen. d Sistem pengendalian internal yang menyeluruh.
Untuk meningkatkan sustainability bank dalam menghadapi
gejolak ekonomi, serta ancaman-ancaman eksternal lainnya, bank berupaya memperkuat proses manajemen risiko di
setiap kegiatan usaha. Bank melakukan penyempurnaan atas kebijakan, infrastruktur dan kualitas sumber daya manusia
terkait dengan pengelolaan risiko yang berpedoman kepada ketentuan Bank Indonesia, Basel II dan aturan internasional
secara best practices.
Selain itu, bank juga melakukan gap data analysis untuk
persiapan penerapan Basel II, yang diikuti dengan action plan
berupa persiapan data, sistem simulasi untuk perhitungan internal capital charge, serta perbaikan sistem penyusunan
QSPmM SJTJLP BHBS NFOKBEJ MFCJI TJTUFNBUJT EBO BLVSBU Upaya tersebut dilakukan untuk mempersiapkan bank agar
Risk Management System
An effective Risk Management System is one of the important components in the bank’s management and foundation to
perform the bank’s organization in a healthy, safe and well manner. The risk management system will direct the activities
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The system is to assist management in monitoring the applicable rules and regulations, policies, plans, provisions, as
well as internal procedures. In addition, the risk management systems can also reduce the systemic risks that may be
detrimental to the bank materially or immaterially. The implementation of the Risk Management System of bank
bjb is based on four scopes:
a Active supervision of the Board of Commissioners and Board of Directors as part of the management oversight
role. b Adequacy of policies, procedures and limits as the
guidelines for risk management. D
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and control processes as well as management information systems.
d A comprehensive internal control system. To improve the bank’s sustainability in facing the economic
turmoil, as well as other external threats, the bank seeks to strengthen the risk management process in every business
activity. The bank carried out improvements on the policies, infrastructures and quality of human resources associated
with risk management referring to Bank Indonesia regulations, Basel II and international best practices rules.
In addition, the bank also conducts gap data analysis in the preparation for the implementation of Basel II, which is
followed by the action plan in the form of data preparation, simulation system for internal calculation of capital charge, as
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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
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korelasinya; c Faktor risiko Risk Faktor secara individual;
d Eksposur risiko secara keseluruhan aggregate maupun
per risiko, dengan mempertimbangkan keterkaitan antar risiko;
e Seluruh risiko yang melekat pada seluruh transaksi serta produk perbankan, termasuk produk dan aktivitas
baru, dan dapat diintegrasikan dalam sistem informasi manajemen Bank.
Metode pengukuran dapat dilakukan secara kuantitatif danatau kualitatif. Metode pengukuran tersebut dapat
berupa metode yang ditetapkan oleh Bank Indonesia dalam rangka penilaian risiko dan perhitungan modal
baik berupa metode standar atau metode internal yang dikembangkan sendiri oleh Bank.
Dalam rangka mengatasi kelemahan yang dapat timbul atas penggunaan model pengukuran risiko tertentu maka
Bank harus melakukan validasi model tersebut. Sistem pengukuran risiko dievaluasi dan disempurnakan
secara berkala atau sewaktu-waktu apabila diperlukan untuk memastikan kesesuaian asuransi, akurasi,
kewajaran, dan integritas data, serta prosedur yang digunakan untuk mengukur risiko.
Dalam melakukan evaluasi atas efektivitas sistem manajemen risiko bank maka satuan kerja manajemen
risiko melakukan program pemantauan sebagai berikut: bank in order to manage the risks, conduct prevention and
mitigation efforts, reserving the bank’s capital, assisting the bank in planning the direction of future business growth.
Evaluation of Risk Management System
The risk measurement system used to measure the risk exposure of the Bank as a guideline to control and perform on
a regular basis. The system must be able to measure at least: a Sensitivity of products activities toward factor changes
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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
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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
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Monitor Report
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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.
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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
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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
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1.183.223 1.183.223
1.164.523 1.164.523
541.385 541.385
B 0HWRGH,QWHUQDO
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5DVLR.HZDMLEDQ3HQ\HGLDDQ0RGDO0LQLPXPXQWXN 5LVLNR.UHGLW5LVLNR2SHUDVLRQDODQ5LVLNR3DVDU
,,,,999, 0LQLPXPDSLWDOGHTXDF\5DWLR
RUUHGLW5LVN2SHUDWLRQDO5LVNDQG0DUNHW5LVN,,, ,999,
16.39 16.35
15.49 15.27
18.11 18.53
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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
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December 31, 2014
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December 31, 2013
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December 31, 2012
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LQYHVWPHQWVLQDYDLODEOHIRUVDOH G
3HQGDSDWDQNRPSHUHKHQVLIODLQQ\DNHXQWXQJDQ EHUDVDOGDULSHQXUXQDQSHQ\HUWDDQGDODP
NHORPSRNWHUVHGLDXQWXNGLMXDO Revenue
PRUHFRPSUHKHQVLYHO\WKHDGYDQWDJHVGHULYHG IURPWKHGHFUHDVHLQLQYHVWPHQWVLQDYDLODEOHIRU
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losses on earning assets J
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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
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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
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HVHPEHUHFHPEHU :LOD\DK5HJLRQ
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:LOD\DK Region 2
:LOD\DK Region 3
:LOD\DK Region 4
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1 2
3 4
5 6
7
1 Tagihan
35.969.158 11.088.140
14.513.875 7.854.874
69.426.047 2
Tagihan yang mengalami penurunan nilai impaired -
a. Belum jatuh tempo 421.929
310.251 595.782
176.293 1.504.255
b. Telah jatuh tempo -
3 Cadangan kerugian penurunan nilai CKPN - Individual
126.738 171.325
86.761 166.767
551.591 4
Cadangan kerugian penurunan nilai CKPN - Kolektif 328.135
65.625 469.443
125.494 988.697
5 Tagihan yang dihapus buku
57.165 39.362
76.242 26.124
-
K 3HQJXQJNDSDQ 7DJLKDQ GDQ 3HQFDGDQJDQ HUGDVDUNDQ :LOD\DK ² DQN VHFDUD
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:LOD\DK Region 2
:LOD\DK Region 3
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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
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8 9
10 11
12 2
14.916.215 10.020.308
13.308.486 6.864.598
45.109.607 Receivables
- Impaired Receivables
365.878 269.294
379.390 262.498
1.277.060 a. Non Past Due
- b. Past Due
92.561 195.842
98.008 102.803
489.214 Allowance for Impairment Losses - Individual
203.543 54.318
193.228 77.022
528.111 Allowance for Impairment Losses - Collective
83.811 29.567
138.634 18.940
270.952 Claims written off
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10 11
12 2
15.388.069 7.264.692
10.324.151 5.353.081
38.329.993 Receivables
- -
- -
- Impaired Receivables
305.727 219.965
235.816 83.572
845.080 a. Non Past Due
- -
- -
- b. Past Due
46.474 156.490
104.013 24.331
331.308 Allowance for Impairment Losses - Individual
171.939 40.315
90.252 46.979
349.485 Allowance for Impairment Losses - Collective
135.018 26.843
133.670 60.102
355.633 Claims written off
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1 2
3 4
5 6
7 8
2 3RVLVL7DQJJDODSRUDQ
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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
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2.467.331 71.607
125.762 18.042
11.386 RQVWUXFWLRQ
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3.519.230 773.646
75.754 637.340
122.101 LJDQG5HWDLO7UDGH
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3URYLVLRQRIFFRPPRGDWLRQDQG RRG6XSSO\ULQNLQJ
9 Transportasi, Pergudangan dan
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136.752 9.755
3.202 89
7UDQVSRUWDWLRQ:DUHKRXVLQJDQG RPPXQLFDWLRQV
10 Perantara Keuangan
2.927.781 4.298
4.298 -
- 7UDQVLWLRQDOLQDQFH
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Jasa Perusahaan -
5HDOVWDWH5HQWDOXVLQHVVDQG 6HUYLFHVRPSDQ\
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Pertahanan dan Jaminan Sosial Wajib -
RYHUQPHQWGPLQLVWUDWLRQWKH HIHQFHDQGRPSXOVRU\6RFLDO
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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\
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Kegiatan yang Belum Jelas Batasannya
- XVLQHVVFWLYLWLHVZKLFKDUH1RW
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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
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3RVLVL7DQJJDODSRUDQ7DKXQ Sebelumnya
3RVLWLRQDWHRI5HSRUWHDU Previous
1 Pertanian, Perburuan dan Kehutanan
216.826 44.040
- 11.250
26.470 13.732
Agricultures, Hunting and Forestry 2
Perikanan 50.955
6.732 -
- 4.831
1.598 Fisheries
3 Pertambangan dan Penggalian
100.328 9.493
- 3.753
3.069 2.539
Mining and Quarrying 4
Industri Pengolahan 1.292.551
124.656 -
66.321 42.340
45.734 Processing industry
5 Listrik, Gas dan Air
301.569 137
- 240
668 4
Electricity, Gas and Water 6
Konstruksi 1.933.505
104.818 -
81.536 21.616
11.386 Construction
7 Perdagangan Besar dan Eceran
4.518.638 562.488
- 103.722
316.918 183.234
Big and Retail Trade 8
Penyediaan Akomodasi dan Penyediaan Makan Minum
82.260 60.370
- 20
9.071 -
Provision of Accommodation and Food Supply Drinking
9 Transportasi, Pergudangan dan
Komunikasi 247.898
16.899 -
4.558 3.698
89 Transportation, Warehousing and
Communications 10
Perantara Keuangan 1.027
100 -
- 72
- Transitional Finance
11 Real Estate, Usaha Persewaan dan
Jasa Perusahaan 2.571.744
160.714 -
113.710 44.655
92.081 Real Estate, Rental Business, and
Services Company 12
Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib
- -
- -
- -
Government Administration, the Defence and Compulsory Social
Security 13
Jasa Pendidikan 68.193
4.211 -
1.152 2.916
- Education Services
14 Jasa Kesehatan dan Kegiatan Sosial
- -
- -
689 -
Health and Social Services
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7DJLKDQ
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DGDQJDQ kerugian
SHQXUXQDQ QLODL.31
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DGDQJDQ kerugian
SHQXUXQDQ QLODL.31
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7DJLKDQ yang
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FRQRPLF6HFWRU HOXP-DWXK
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7HODK-DWXK 7HPSR
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1 2
3 4
5 6
7 8
2
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 -
- -
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Business Activities which are Not MFBSMZFmOFE
19 Bukan Lapangan Usaha
- -
- -
- -
Credit Recipients Non Industrial Origin
20 Lainnya
- 235.985
- 96.102
110.215 1.711
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1.344.057 489.335
592.399 362.769
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DGDQJDQ kerugian
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1 2
3 4
5 6
7 8
2 3RVLVL7DQJJDODSRUDQ
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852.414 111.114
56.762 96.585
13.732 JULFXOWXUHV+XQWLQJDQGRUHVWU\
2 Perikanan
- 1.598
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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
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Konstruksi 2.801.001
71.607 125.762
18.042 11.386
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Perdagangan Besar dan Eceran 3.850.437
773.646 75.754
637.340 122.101
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3URYLVLRQRIFFRPPRGDWLRQDQG RRG6XSSO\ULQNLQJ
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136.752 9.755
3.202 89
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2.323.384 4.298
4.298 -
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Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial Wajib
- -
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Jasa Pendidikan -
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427.154 19.089
7.693 14.305
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Budaya, Hiburan dan Perorangan Lainnya
2.788.092 108.774
148.976 36.783
- RPPXQLW\6RFLRFXOWXUDO
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7DJLKDQ
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DGDQJDQ kerugian
SHQXUXQDQ QLODL.31
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7DJLKDQ yang
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FRQRPLF6HFWRU HOXP-DWXK
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1 2
3 4
5 6
7 8
2
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58.085.260 441.056
68.281 131.167
1.711 2WKHUV
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1.761.324 567.668
1.020.603 198.894
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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
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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 -
- -
- -
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Badan Internasional Dan Badan Ekstra Internasional Lainnya
- -
- -
- -
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18 Kegiatan yang Belum Jelas
Batasannya 12
- -
- -
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MFBSMZFmOFE 19
Bukan Lapangan Usaha -
- -
- -
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Lainnya 56.803.006
235.985 -
96.102 110.215
1.711 Others
Total 70.756.430
1.344.057 489.335
592.399 362.769
Total
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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
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Additional allowance for Impairment Losses during the year
531.389 78.286
157.906 386.668
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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
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.31 ,QGLYLGXDO
Allowance for Impairment
Losses - Individual
.31.ROHNWLI
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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
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HVHPEHUHFHPEHU Kategori Portofolio
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Rating Institutions
Peringkat Jangka Panjang
Long-term Rank
6WDQGDUGDQG3RRU·V AAA
VG VG
VG LWFK5DWLQJ
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VG VG
0RRG\·V Aaa
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LGQ LGQVG
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LGU LGUVGLGU
LGUVG LGU
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LGVGLG LGVGLG
LGVGLG 1
2 3
4 5
6 7
1 Tagihan Kepada Pemerintah
2 Tagihan Kepada Entitas Sektor Publik
25.000 70.000
65.000 3
Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
4 Tagihan Kepada Bank
322.138 516.376
955.784 5
Kredit Beragun Rumah Tinggal 6
Kredit Beragun Properti Komersial 7
Kredit PegawaiPensiunan 8
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
9 Tagihan kepada Korporasi
10 Tagihan yang Telah Jatuh Tempo
11 Aset Lainnya
12 Eksposur di Unit Usaha Syariah apabila ada
Total 347.138
586.376 1.020.784
Q 3HQJXQJNDSDQ 7DJLKDQ HUVLK HUGDVDUNDQ .DWHJRUL3RUWRIROLRGDQ6NDOD3HULQJNDW²DQN
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7DJLKDQHUVLK
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Lembaga Peringkat
Rating Institutions
Peringkat Jangka Panjang
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6WDQGDUGDQG3RRU·V AAA
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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
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205.044
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HVHPEHUHFHPEHU 7DJLKDQHUVLK1HW5HFHLYDEOH
3RUWIROLRDWHJRU\ Peringkat Jangka Panjang
Long-term Rank
3HULQJNDW-DQJND3HQGHN
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7DQSD3HULQJNDW
without rating
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VG NXUDQJGDUL
less than B-
NXUDQJGDUL
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VG VG
NXUDQJGDUL
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VG NXUDQJGDUL
less than
DVGD VG
NXUDQJGDUL
less than
B3 3
3 3
NXUDQJGDUL
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LGQ LGQVG
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less than
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LGU NXUDQJGDUL
less than
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less than
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LG LGVG
LG NXUDQJGDUL
less than
LG LG
LG LGVGLG
.XUDQJGDUL
less than
A4 8
9 10
11 12
13 14
15 16
2
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
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VG NXUDQJGDUL
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less than
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less than
LG LG
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less than
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8 9
10 11
12 13
14 15
16 2
14.814.898 14.814.898
Claims on GovernmentSovereign -
- 12.877
191.833 Claims on Public Sector Entities
- Claims on Multilateral Development Banks
and International Entities -
- -
- -
- 789.144
2.025.713 Claims on Banks
3.891.994 3.891.994
Claims Secured by Residential Property -
- Claims Secured by Commercial Real Estate
29.171.479 29.171.479
Claims on Pension Loans 5.172.399
5.172.399 Claims on Micro, Small, and Retail Portfolio
- 6.728.326
6.728.326 Claims on Corporate
- -
Claims on Past Due Exposures 3.102.144
3.102.144 Other Assets
- Sharia Exposures if any
63.683.261 65.098.786
Total
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352
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Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
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HVHPEHUHFHPEHU 7DJLKDQ
HUVLK
Net Receivable
Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Claims after
MRK
ATMR VHWHODK
after MRK
1 2
3 4
5 6
1 Tagihan Kepada Pemerintah
- -
- -
2 Tagihan Kepada Entitas Sektor Publik
- -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral dan Lembaga Internasional
- -
- -
4 Tagihan Kepada Bank
- -
- -
5 Tagihan Kepada Usaha Mikro dan Portofoio Ritel
- -
- -
6 Tagihan Kepada Korporasi
- -
- -
7 Eksposur di Unit Usaha Syariah apabila ada
- -
- -
Total
S 3HQJXQJNDSDQ 5LVLNR .UHGLW 3LKDN DZDQ 7UDQVDNVL 5HYHUVH 5HSR ² DQN VHFDUD
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HVHPEHUHFHPEHU 7DJLKDQ
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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
- -
- -
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353
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Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
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HVHPEHUHFHPEHU 3RUWRIROLRDWHJRU\
7DJLKDQ HUVLK
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7DJLKDQ HUVLK
6HWHODK MRK
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after MRK
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7 8
9 10
2
- -
- -
Claims on GovernmentSovereign -
Claims on Public Sector Entities -
Claims on Multilateral Development Banks and International Entities 568.460
2.842 568
Claims on Banks -
Claims on Micro, Small, and Retail Portfolio -
Claims on Corporates -
Sharia Exposures if any -
568.460 2.842
568 Total
HVHPEHUHFHPEHU 3RUWRIROLRDWHJRU\
7DJLKDQ HUVLK
Net Receivable
Nilai MRK
MRK Value
7DJLKDQ HUVLK
6HWHODK MRK
Net Receivable
after MRK
ATMR VHWHODK
after MRK
7 8
9 10
2
- Claims on GovernmentSovereign
- -
- -
Claims on Public Sector Entities -
- -
- Claims on Multilateral Development Banks and International Entities
568.460 2.842
568 Claims on Banks
- -
- -
Claims on Micro, Small, and Retail Portfolio -
- -
- Claims on Corporates
- -
- -
Sharia Exposures if any -
- -
-
568.460 2.842
568 Total
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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
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3RUWIROLRDWHJRU\
7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
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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
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HVHPEHUHFHPEHU 7DJLKDQHUVLK6HWHODK0HPSHUKLWXQJNDQDPSDN0LWLJDVL5LVLNR.UHGLW
Net Receivable Risk Weighted after Credit Risk Mitigation Effect
Lainnya
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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
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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
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Table 6.1.2
Rp Million
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RI RPPLWPHQWRQWLQJHQF\
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5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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\ 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU \DQJ
0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ 3LKDNDZDQ
Counterparty Credit Risk ²DQN
VHFDUD,QGLYLGXDO7DEHO
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
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HUVLK
Net Receivable
ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
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7DJLKDQ HUVLK
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ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
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RWA after Credit Risk
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1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
- -
- 2
Tagihan Kepada Entitas Sektor Publik Claims on Public
Sector Entities -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 571.302,3
114.260.46 568,46
- -
- 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
6 Tagihan Kepada Korporasi
Claims on Corporate -
- -
Total 571.302.3
114.260,46 568,46
] 3HUKLWXQJDQ 705 5LVLNR .UHGLW 3HQGHNDWDQ 6WDQGDU 3HQJXQJNDSDQ NVSRVXU \DQJ
0HQLPEXONDQ 5LVLNR .UHGLWNLEDW .HJDJDODQ 3LKDNDZDQ
Counterparty Credit Risk ²DQN
VHFDUD.RQVROLGDVLGHQJDQ3HUXVDKDDQQDN Tabel 6.2.3
Rp Juta
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Net Receivable
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RWA before
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ATMR sebelum
MRK
RWA before
Credit Risk Mitigation
ATMR VHWHODK
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RWA after Credit Risk
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1 2
3 4
5 6
7 8
1 Tagihan Kepada Pemerintah
Claims on Government Sovereign
- -
- 2
Tagihan Kepada Entitas Sektor Publik Claims on Public
Sector Entities -
- -
3 Tagihan Kepada Bank Pembangunan Multilateral
dan Lembaga Internasional Claims on Multilateral
Development Banks and International Entities -
- -
4 Tagihan Kepada Bank
Claims on Banks 571.302,3
114.260,46 568,46
- -
- 5
Tagihan Kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel
Claims on Micro, Small, and Retail Portfolio -
- -
6 Tagihan Kepada Korporasi
Claims on Corporate -
- -
Total 571302,3
114260,46 568,46
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Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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3RUWIROLRDWHJRU\ HVHPEHUHFHPEHU
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1 2
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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
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c. Beban Modal 75 31-45 hari Capital Expenses
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2 Non-Delivery versus payment
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1 2
3 4
5 6
7 8
1 Delivery versus payment
a. Beban Modal 8 5-15 hari Capital Expenses 85-15
days b. Beban Modal 50 16-30 hari
Capital Expenses 5016-30 days
c. Beban Modal 75 31-45 hari Capital Expenses
7531-45 days d. Beban Modal 100 lebih dari 45 hari
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2 Non-Delivery versus payment
Total
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Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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7\SHRI7UDQVDFWLRQ
1 2
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5 6
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requirements 2
Fasilitas Kredit Pendukung yang tidak memenuhi persyaratan
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3 Fasilitas Likuiditas Pendukung yang
memenuhi persyaratan Liquidity Support Facility that meets the
requirements 4
Fasilitas Likuiditas Pendukung yang tidak memenuhi persyaratan
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5 Pembelian Efek Beragam Aset yang
memenuhi persyaratan Various Securities Purchase Assets
eligible 6
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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
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3 Fasilitas Likuiditas Pendukung yang
memenuhi persyaratan Liquidity Support Facility that meets the
requirements 4
Fasilitas Likuiditas Pendukung yang tidak memenuhi persyaratan
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5 Pembelian Efek Beragam Aset yang
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7 Eksposur Sekuritas yang tidak tercakup
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in the Bank Indonesia regulations concerning the principles of prudence in
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Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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B. Risiko Pasar
Risiko Pasar adalah Risiko yang timbul atas portofolio pada posisi neraca dan rekening administratif
termasuk transaksi derivatif, akibat perubahan secara keseluruhan dari kondisi pasar, termasuk Risiko
perubahan harga option.
Komponen risiko pasar meliputi : • Risiko Suku Bunga adalah risiko akibat perubahan
harga instrumen keuangan dari posisi Trading Book
yang disebabkan oleh pergerakan sensitivitas risiko
risk factor pada setiap instrumen atau akibat perubahan nilai ekonomis modal
Economic Value of Equity bank dari aktivitas Banking Book
yang disebabkan oleh perubahan suku bunga. t ,MBTJmLBTJSJTJLPTVLVCVOHBNFODBLVQQVMBSJTJLP
suku bunga dari posisi Banking Book yang antara
lain meliputi repricing risk, yield curve risk, basis
risk, dan optionality risk. • Risiko Nilai Tukar adalah risiko akibat perubahan
OJMBJQPTJTJUFSCVLBWBMVUBBTJOHLMBTJmLBTJ Trading
Book atau akibat perubahan posisi Devisa Neto bank
Banking Book yang disebabkan oleh perubahan nilai tukar valuta asing.
Risiko pasar timbul dari pergerakanperubahan tingkat suku bunga danatau nilai tukar yang mempengaruhi
posisi keuangan bank khususnya terhadap rasio permodalan. Secara garis besar, manajemen risiko
pasar terbagi menjadi 2 dua yaitu manajamen risiko pasar
trading book dan manajemen risiko pasar banking book. Sumber risiko pasar trading book timbul
dari aktivitas Dealing Room Divisi Treasuri akibat posisi
terbuka bank yang terekspos pergerakan suku bunga atau nilai tukar valuta asing.
Sumber risiko
pasar banking book timbul antara lain
disebabkan oleh perubahan stuktur portofolio neraca dan rekening adminstratif bank yang sensitif terhadap
pergerakan suku bunga sehingga berdampak terhadap pendapatan bunga bersih dan yang yang
disebabkan pula karena perubahan struktur portofolio neraca dan rekening adminstratif bank yang sensitif
terhadap pergerakan nilaii tukar yang tercermin dari Posisi Devisa Neto bank.
B. Market Risk
Market risk is the risk arising on the portfolio over the balance sheet position and administrative accounts
including derivative transactions, due to overall changes in the market conditions, including the risk of
price changes in option. The components of the market risk include:
• Interest rate risk is the risk due to changes in the QSJDF PG mOBODJBM JOTUSVNFOUT GSPN UIF 5SBEJOH
Book position caused by the risk factor movements on any instrument or as a result of changes in the
Economic Value of Equity of the bank from Banking Book activities caused by changes in interest
rates. t MBTTJmDBUJPOPGJOUFSFTUSBUFSJTLBMTPJODMVEFTUIF
risk of interest rate from the Banking Book positions which include repricing risk, yield curve risk, basis
risk, and optionality risk. •
Foreign Exchange Risk is the risk due to changes in UIF5SBEJOHPPLDMBTTJmDBUJPOPQFOQPTJUJPOWBMVF
of foreign exchange or as a result of changes in the Net Open Position of the bank Banking Book
caused by changes in foreign currency exchange rates.
The market risk arises from movements changes in interest rates andor exchange rates which affect the
CBOLT mOBODJBM QPTJUJPO
QBSUJDVMBSMZ UP DBQJUBM SBUJP In general, market risk management is divided into 2
two, namely the trading book market risk management and banking book market risk management. Sources
of trading book market risk arises from Dealing Room book activities’ of the Treasury Division due to the open
positions of bank that are exposed to movements in interest rates or foreign exchange rates.
Sources of banking book market risk arises partly due to the changes in the portfolio structure of the bank’s
balance sheets and administrative accounts that are sensitive to interest rate movements impacting the net
interest income and which are also due to changes in the portfolio structure of the bank’s balance sheets
and administrative accounts that are sensitive to NPWFNFOUTJOFYDIBOHFSBUFTXIJDIJTSFnFDUFEJOUIF
Net Open Position of bank.
MANAJEMEN RISIKO
369
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
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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
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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
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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
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55.368 61.857
187.973 312.369
472.072 590.051
584.489
RISK MANAGEMENT
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392
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
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minggu ZHHNV
weeks PLQJJX
bulan ZHHNV
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PRQWKV EXODQ
PRQWKV EXODQ
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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 -
- -
- -
- -
-
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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
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minggu ZHHNV
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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
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- -
- -
- -
- 136.313
42.325 2.466
124.860 88.915
28.418 47.181
41.722
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42.325 39.859
164.719 253.634
225.216 178.035
136.313
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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.
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The Board of Commissioners and the Board of Directors conduct active supervision on the
management of operational risk at the level of both the commissioners and directors. In the implementation
of active supervision conducted by the Board of Commissioners, is conducted by the Risk Monitoring
Committee. While at the level of Directors is conducted by the Risk Management Committee which among
other things discussed the bank’s risk management
395
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
kebijakan manajemen risiko bank. Dalam rangka meminimalisir kejadian
fraud, Direksi melakukan sosialisasi kepada seluruh karyawan mengenai
pencegahan terkait fraud sebagai langkah untuk
meningkatkan awareness karyawan mengenai
kejadian fraud.
Bank memiliki unit kerja independen yang melaksanakan pengelolaan manajemen risiko
operasional secara bankwide yaitu Grup Risiko
Operasional yang berada di bawah Divisi Manajemen Risiko. Unit ini memiliki peran dalam
menetapkan standar dan kebijakan pengelolaan risiko operasional, dan berhubungan serta
berkoordinasi dengan seluruh unit bisnis dan supporting unit untuk memastikan langkah mitigasi
yang dilakukan telah cukup dan memadai untuk mencegah potensi risiko operasional.
Bank melakukan pengelolaan risiko operasional pada seluruh aktivitas, dimana seluruh karyawan
wajib berperan serta dalam mengelola risiko operasional pada unit kerja masing-masing
serta memperhatikan kontrol yang efektif untuk mengantisipasi kemungkinan terjadinya risiko
yang dapat merugikan bank.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman manajemen risiko operasional yang secara berkala
dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen risiko bank tersebut.
Selain itu bank juga telah memiliki kebijakan lain terkait manajemen risiko operasional, diantaranya
kebijakan anti fraud, kebijakan Business Continuity
Management yang didalamnya meliputi Business Continuity Plan sebagai prosedur kelangsungan
usaha Bank, Emergency Response Plan sebagai
prosedur tanggap darurat bencana dalam rangka penyelamatan data dan asset serta
Disaster Recovery Plan sebagai prosedur kelangsungan
sistem dan infrastruktur pendukung Teknologi Informasi, Kebijakan pengelolaan Teknologi
Informasi. Disamping itu terkait dengan kebijakan pengembangan produk dan aktivitas baru terlebih
dahulu dilakukan analisa untuk menilai risiko yang melekat terhadap aktivitasproduk tersebut.
policies. In order to minimize the incidence of fraud, the Board of Directors performs disseminations to all
employees regarding the preventions related to fraud as a way to increase employees’ awareness on the
incidence of fraud. The Bank has an independent unit carrying out
the bankwide management of operational risk management, namely the Operational Risk Group
which is under the Risk Management Division. This unit has a role in setting operational risk management
standards and policies, and have relations and coordinations with all business units and supporting
units to ensure that the mitigation measures conducted IBWFCFFOTVGmDJFOUBOEBEFRVBUFUPQSFWFOUQPUFOUJBM
operational risks. The Bank manages operational risk in all activities,
in which all employees are required to participate in managing operational risk in their respective work unit
as well as with regards to effective control to anticipate risks that may be detrimental to the bank.
GHTXDF\RI3ROLF\3URFHGXUHDQGVWDEOLVKPHQW of Limit
The bank has an operational risk management policy and guidelines that are updated and evaluated
regularly on the bank’s risk management policies and guidelines. In addition, the bank also has other policies
related to the management of operational risk, including anti-fraud policy, the Business Continuity Management
policy in which includes the Business Continuity Plan as the Bank’s business continuity procedures,
Emergency Response Plan as an emergency response procedures in order to rescue data and assets as
well as the Disaster Recovery Plan as the system sustainability procedures, and Information Technology
supporting infrastructures, the Information Technology management Policies. In addition, related to the new
products and activities development, prior analysis to assess the risks inherent to the activityproduct is
conducted.
396
MANAJEMEN RISIKO
bank bjb
Laporan Tahunan 2014
LIUJTBS4BIBN0CMJHBTJ Analisa Pembahasan atas Kinerja Perseroan
5BUB,FMPMB1FSVTBIBBO 5BOHHVOH+BXBC4PTJBM1FSVTBIBBO
-BQPSBO,FVBOHBO,POTPMJEBTJBO BUB1FSVTBIBBO
Bank memiliki prosedur operasional untuk proses aktivitas kegiatan operasional bank yang harus
dilaksanakan oleh setiap unit kerja dengan memperhatikan sistem pengendalian intern
yang memadai sehingga dapat meminimalisir kemungkinan terjadinya risiko operasional pada
bank. Selain itu bank memiliki kebijakan terkait limit kewenangan dalam kegiatan operasional,
pemisahan tugas dan tanggung jawab pada setiap level jabatan, serta adanya
approval untuk setiap eskalasi.
.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.
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Portfolio DWHJRU\
HVHPEHUHFHPEHU HVHPEHUHFHPEHU
3HQGDSDWDQ UXWR5DWD
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Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
3HQGDSDWDQ UXWR5DWD
UDWDWDKXQ WHUDNKLU
Gross Income average
last 3 years
HEDQ0RGDO
Capital Charge
ATMR
RWA
1 2
3 4
5 6
7 8
1 Pendekatan Indikator Dasar
Basic Indicator Approach 3.841.955
576.293 7.203.666
3.335.531 500.330
6.254.121
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HEDQ0RGDO
Capital Charge
ATMR
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Gross Income average
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1 2
3 4
5 6
7 8
1 Pendekatan Indikator Dasar
Basic Indicator Approach 3.841.955
576.293 7.203.666
3.335.531 500.330
6.254.121
In addition, the bank has become a member of the External Data Loses Consortium KDKE, in which
the consortium provides a database of risk events which occurred at other banks that are members of
UIFDPOTPSUJVNXIJMFNBJOUBJOJOHUIFDPOmEFOUJBMJUZPG the bank. Participation in the consortium is one way
UP DPOEVDU B SJTL JEFOUJmDBUJPO BT XFMM BT JODSFBTJOH awareness on risk event which occurred at other
banks. 5IF QSPDFTT PG JEFOUJmDBUJPO
NFBTVSFNFOU
monitoring and operational risk control requires the support of necessary infrastructures and adequate
human resources in accordance with the scope and complexity of the bank’s business.
To assess operational risk associated with capital allocation and the RWA of operational risk, the bank
performed calculations with the Basic Indicator Approach method in accordance with the provisions of
the regulator.
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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
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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.
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Compliance risk is the risk due to the inability of the bank to comply andor implement the applicable
legislations and regulations. Compliance risk management is conducted through the application of
a consistent internal control system.
401
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
3HQJDZDVDQ NWLI HZDQ .RPLVDULV GDQ LUHNVL
Para pihak yang berkepentingan terkait dengan risiko Kepatuhan yaitu Dewan Komisaris,
Direksi dan seluruh karyawan bank, dimana para pihak tersebut bertanggungjawab dalam
pengelolaan risiko kepatuhan. Penerapan prinsip dan budaya kepatuhan dimulai dari komitmen
Dewan komisaris dan Direksi untuk memenuhi seluruh ketentuan yang berlaku. Kepatuhan
terhadap ketentuan dan peraturan yang berlaku merupakan tanggung jawab dari seluruh jajaran
organisasi termasuk Dewan Komisaris, Direksi dan seluruh karyawan.
Struktur organisasi dalam melakukan pengelolaan risiko kepatuhan, bank telah membentuk unit
kerja kepatuhan yaitu Divisi Kepatuhan yang bertanggung jawab untuk memastikan bahwa
seluruh unit yang ada di bank telah mematuhi pada peraturan-peraturan tersebut. Sementara
penanggung jawab atas kepatuhan suatu unit terhadap setiap peraturan yang berlaku berada
pada setiap risk taking unit.
.HFXNXSDQ.HELMDNDQ3URVHGXUGDQ3HQHWDSDQ Limit
Bank telah memiliki kebijakan serta pedoman Manajemen risiko kepatuhan yang secara
berkala dilakukan pembaharuan dan evaluasi atas kebijakan dan pedoman manajemen
risiko bank tersebut. Selain itu bank juga telah memiliki kebijakan mengenai Kebijakan Program
Anti Pencucian Uang APU dan Pencegahan Pendanaan Terorisme PPT yang diantaranya
membahas mengenai transaksi-transaksi yang mencurigakan serta pengkinian data nasabah,
,FCJKBLBO NFOHFOBJ 1FOHFOEBMJBO SBUJmLBTJ yang bekerja sama dengan Komisi Pemberantasan
Korupsi KPK dan terdapat Prosedur Kepatuhan untuk unit kerja.
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Stakeholders associated with the Compliance risk are the Board of Commissioners, Directors and
all employees of the bank, where the parties are responsible for the management of compliance
risk. Application of the compliance principles and culture starts from the commitment of the
Board of Commissioners and the Board of Directors to comply with all applicable regulations.
Compliance to the applicable rules and regulations is the responsibility of all levels of the organization
including the Board of Commissioners, the Board of Directors, and all employees.
The organizational structure in managing compliance risk, the bank has established a
compliance unit, namely the Compliance Division which is responsible to ensure all units in the bank
has complied with these regulations. While the party Responsible for the compliance of a unit to
any applicable regulations are in each risk taking unit.
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
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monitoring and control of compliance risk through UIF SJTL UBLJOH VOJU O UIF JEFOUJmDBUJPO BOE
measurement of the compliance risk carried out by the compliance unit to monitor the implementation
of compliance in all work units. In controlling compliance risk, the bank conducts
several things such as: - Reviewing of the bank’s internal policies and
procedures, as well as the proposal of new products and activities
- Socializing the applicable rules and regulations to
employees to support the creation of a culture of compliance.
- Monitoring the implementation of the bank’s prudent principles.
- Monitoring the Compliance Risk.
- Implementation of the Anti-Money Laundering and
Countering the Financing of Terrorism AML-CFT -
The existence of gratuity control policies managed by the Gratuity Control Unit in cooperation with
the Corruption Eradication Commission KPK including dissemination to employees to increase
employees’ awareness regarding gratuity control. - Socializing the latest external regulations to the
work units.
403
RISK MANAGEMENT
bank bjb
Annual Report 2014
4UPDL0CMJHBUJPOJHIMJHIUT Management Discussion Analysis on Company Performance
Good Corporate Governance PSQPSBUF4PDJBM3FTQPOTJCJMJUZ
POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
Dalam penyajian informasi mengenai risiko kepatuhan yang dihadapi, bank telah menyusun
beberapa pelaporan-pelaporan mengenai FLTQPTVSSJTJLPLFQBUVIBOEJBOUBSBOZBZBJUVQSPmM
risiko kepatuhan secara bankwide yang disusun
secara berkala, selain itu bank juga membuat laporan secara rutin mengenai kejadian risiko
kepatuhan berdasarkan data yang diperoleh dari tools manajemen risiko, terdapat juga laporan
penerapan kepatuhan kepada manajemen
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.
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The Board of Commissioners and the Board of Directors determine as well as direct the bank’s
business strategy in accordance with their duties and authority. In its implementation, the business
strategy is tailored to the level of risk that is tolerable by the bank. In addition, the Bank also
404
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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
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Sistem Informasi Manajemen Risiko
Dalam kecukupan penerapan proses manajemen SJTJLP
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pemantauan dan pengendalian atas risiko TUSBUFKJLBOLNFMBLVLBOJEFOUJmLBTJ
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dan pemantauan risiko stratejik dengan melakukan pemantauan atas pencapaian kinerja
bank dengan rencana bisnis bank yang telah ditetapkan, selain itu bank memperhatikan
perubahan kondisi lingkungan bisnis untuk dilakukan penyesuaian kepada strategi yang
akan diambil oleh bank, bank melakukan pengembangan bisnis dengan memperhatikan
tingkat risiko yang dapat diterima oleh bank, serta melakukan pemantauan terhadap posisi bisnis
bank. Adapun upaya pengendalian yang dilakukan untuk
risiko stratejik adalah dengan melakukan analisa atas pencapaian kinerja bank, mengambil langkah-
langkah stratejik yang dirasa perlu sebagai respon terhadap perubahan kondisi bisnis, melakukan
business review atas pencapaian kinerja bisnis secara berkala.
6LVWHP3HQJHQGDOLDQ,QWHUQDQJ0HQ\HOXUXK
Dalam pengendalian internal untuk risiko stratejik bank melibatkan seluruh lini bisnis perusahaan
serta kegiatan pengendalian yang dipantau pula oleh Satuan Kerja Manajemen Risiko dan Satuan
Kerja Audit Internal.
+ 5LVLNR5HSXWDVL
Risiko Reputasi adalah risiko akibat menurunnya tingkat kepercayaan
stakeholder yang bersumber dari persepsi negatif terhadap bank. Hal ini antara
lain disebabkan oleh adanya pemberitaan media dan atau rumor mengenai Bank yang bersifat negatif, serta
adanya komunikasi bank yang kurang efektif.
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well as Risk Management Information System
In terms of adequacy of risk management process implementation, the bank performs
JEFOUJmDBUJPO
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JEFOUJmDBUJPO
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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
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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
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pemantauan dan pengendalian atas risiko SFQVUBTJBOLNFMBLVLBOQSPTFTJEFOUJmLBTJEBO
pengukuran risiko reputasi dengan memantau jumlah keluhan nasabah kepada bank melalui
call center ataupun petugas bank serta memantau
mengenai tindakan penyelesaian atas keluhan tersebut, selain itu dilakukan pematauan juga
terhadap jumlah pemberitaan terhadap bank yang dimuat di media massa.
Dalam melakukan pengendalian atas risiko reputasi bank memiliki
call center serta mengadakan coaching clinic bagi karyawan dengan memberikan
training atau pelatihan mengenai standar layanan dengan tujuan bank dapat memberikan pelayanan
dengan lebih baik kepada nasabah baik eksternal maupun internal sebagai salah satu langkah
mitigasi terhadap potensi risiko, selain itu bank menekankan kepada seluruh karyawan bahwa
reputasi bank harus benar-benar dijaga, bank juga memberikan informasi yang jelas kepada
nasabah mengenai produkaktivitas bank sebagai langkah dalam memitigasi risiko. Disamping itu
dalam meningkatkan kualitas pelayanan frontliner
yang merupakan garda depan bank dalam memberikan pelayanan kepada nasabah, bank
telah mengadakan program bank bjb Service
Excellent Award BBSEA.
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
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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
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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
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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
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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.
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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.
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e. Hubungan Industrial
Hubungan antara manajemen yang diwakili oleh Direksi dengan pegawai di bank
bjb dituangkan dalam Perjanjian
Kerja. Perjanjian ini mengacu pada regulasi yang telah ditetapkan oleh pemerintah Indonesia, yang mengatur
kesepakatan antara bank bjb dengan para pegawai.
f. Struktur Kebijakan Bank
Kebijakan pokok bank terdiri dari dua peringkat, yaitu Pedoman GCG dan Pedoman Kebijakan Manajemen.
g. Prinsip GCG
Secara umum, penerapan prinsip-prinsip GCG harus diwujudkan sekurang-kurangnya namun tidak terbatas
pada: • Pelaksanaan RUPSRUPSLB yang sesuai dengan
maksud dan tujuannya serta diselenggarakan berdasarkan ketentuan umum yang berlaku.
• Pelaksanaan tugas dan tanggung jawab Dewan Komisaris dan Direksi.
• Kelengkapan data pelaksanaan tugas Komite-Komite baik di tingkat Komisaris maupun Direksi dan Satuan
Kerja yang menjalankan fungsi Internal Audit Bank. • Penerapan fungsi kepatuhan, auditor internal dan
auditor eksternal. • Penerapan manajemen risiko, termasuk sistem
pengendalian internal. •
Penyediaan dana kepada pihak terkait dan penyediaan dana besar.
• Rencana Strategis Bank. • Transparansi kondisi keuangan dan non-keuangan
Bank.
h. Penilaian Mandiri
Sejalan dengan penerapan GCG, Bank harus melakukan penilaian mandiri
self-assessment atas pelaksanaan GCG di Bank minimal satu kali dalam setahun. Hasil
penilaian pelaksanaan GCG merupakan bagian yang tidak terpisahkan dari laporan pelaksanaan GCG.
i. Kepedulian terhadap Lingkungan
Perseroan memiliki komitmen untuk ikut bertanggung jawab terhadap pelestarian lingkungan secara
berkelanjutan. Komitmen ini tercermin dalam pelaksanaan kegiatan tanggung jawab sosial perusahaan.
j. Tanggung Jawab terhadap Nasabah
Perseroan memiliki komitmen yang tinggi untuk memenuhi tanggung jawab kepada konsumen dan nasabahnya.
Bagi bank bjb, nasabah merupakan rekan utama dalam
setiap langkah pengembangan usaha yang dilakukan Perseroan. Oleh karena itu, bank
bjb menempatkan e. Industrial
Relations
The relationship between the Management, represented by the Board of Directors with the employees of bank
bjb
is set forth in the Employment Agreement. This agreement refers to the regulation set by the Indonesian government,
which regulates the agreement between bank bjb with its
employees.
f. Structure of Bank Policy
The Bank’s main policy consists of two levels, namely the GCG Guideliens and the Management Policy Guidelines.
g. Principles of GCG
In general, the application of the principles of good corporate governance shall be realized at least but not
limited to: • Implementation of AGM EGM in accordance with the
purposes and objectives, held under the applicable general rules.
• Implementation of duties and responsibilities of the Board of Commissioners and Board of Directors.
• Completion of data on the implementation of tasks of the Committees both at the level of Board of
Commissioners or Board of Directors and the work unit that runs the Bank’s Internal Audit function.
• Implementation of the functions of compliance, internal
audit and external audit. • Implementation of risk management, including the
internal control system. • The provision of funds to related parties and large
exposures. • The Bank’s Strategic Plan.
t 5SBOTQBSFODZPGmOBODJBMBOEOPOmOBODJBMDPOEJDUJPO of the Bank.
h. Self Assessment
In line with the implementation of GCG, the Bank should undertake an independent assessment self-assessment
on the implementation of GCG in the Bank at least once a year. The result of assessment on the implementation of
GCG is an integral part of the GCG Report.
i. Concern for the Environment
The Company has a commitment to take responsibility for the preservation of the environment in a sustainable
NBOOFS5IJTDPNNJUNFOUJTSFnFDUFEJOUIFJNQMFNFOUBUJPO of corporate social responsibility.
j. Responsibilities to the Customers
5IF PNQBOZ IBT B TUSPOH DPNNJUNFOU UP GVMmMM JUT responsibilities to the consumers and customers. For
bjb
bank, the customer is the main partner in every step of the
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POTPMJEBUFEJOBODJBM4UBUFNFOUT Corporate Data
kepuasan nasabah sebagai prinsip dasar dalam setiap pelayanannya.
Penerapan Tata Kelola Perusahaan
Perubahan status Perseroan sebagai bank publik melalui penawaran umum perdana saham pada tahun 2010 menjadi
inspirasi bagi bank bjb untuk terus-menerus meningkatkan
kualitas demi mewujudkan diri menjadi 10 Bank Terbesar dan Berkinerja Baik di Indonesia. Perbaikan prosedur dan cara
LFSKB EJMBLVLBO VOUVL NFODJQUBLBO FmTJFOTJ EBO FGFLUJWJUBT dalam menyelesaikan setiap pekerjaan. Implementasi Tata
Kelola Perusahaan yang Baik Good Corporate Governance
secara menyeluruh dan berkesinambungan dinilai menjadi faktor utama tercapainya pertumbuhan usaha yang dapat
memberikan nilai tambah bagi para pemangku kepentingan. Penerapan sekaligus sosialisasi Tata Kelola Perusahaan bank
bjb di antaranya dilakukan melalui Code of Conduct bank bjb yang menjadi acuan perilaku bagi Komisaris, Direksi dan
seluruh pegawai Perseroan dalam mengelola perusahaan guna mencapai visi, misi dan tujuan perusahaan. Salah satu
etika perilaku yang terdapat pada code of conduct yaitu
standar etika untuk menghindari benturan kepentingan dan penyalahgunaan jabatan serta etika untuk tidak menerima
HSBUJmLBTJEBMBNCFOUVLBQBQVOZBOHCFSIVCVOHBOEFOHBO jabatan, dan sebagaimana diketahui salah satu cakupan
dalam pelaksanaan GCG yaitu penanganan benturan kepentingan.
Kegiatan-kegiatan yang menjadi bagian pelaksanaan GCG didokumentasikan, baik dalam bentuk regulasi maupun
pencatatan kegiatan, seperti pada pelaksanaan tanggung jawab sosial perusahaan yang merupakan bagian dari
proses pelaksanaan GCG. bank bjb juga melakukan evaluasi
terhadap pelaksanaan tersebut agar pedoman maupun aturan pelaksanaannya selalu dapat dimutakhirkan sesuai
dengan perkembangan regulasi dan praktik bisnis terbaik yang terbaru.
Struktur GCG
Struktur GCG bank bjb meliputi struktur organ perusahaan
dan kebijakan bank dalam rangka pelaksanaan usaha. Bank juga memasukkan beberapa aspek penting yang mendukung
organ perusahaan, yaitu Komite di bawah Dewan Komisaris dan Komite di bawah Direksi.
Company’s business development. Therefore, bank bjb prioritizes customer satisfaction as the basic principle in
every service.
Implementation of Corporate Governance
Changes in the Company’s status as a public bank through the initial public offering of shares in 2010 became the inspiration
for bank bjb to continuously improve its quality in order
to bring itself to become one of the 10 Largest Banks with Good Performance in Indonesia. Improvement of procedures
BOE XPSL NFUIPE JT QFSGPSNFE UP DSFBUF FGmDJFODZ BOE effectiveness in completing each task. Implementation of Good
Corporate Governance GCG thoroughly and continuously is considered to be a major factor in the achievement of business
growth that can provide added value for stakeholders. Implementation and socialization of Corporate Governance in
bank bjb among others is conducted through the Bank’s Code
of Conduct which becomes the reference for the behavior of the Board of Commissioners, Board of Directors and all
employees of the Company in managing the company in order to achieve the vision, mission and objectives of the Company.
One of the ethical conducts contained in the code of conduct JTUIFFUIJDBMTUBOEBSETUPBWPJEDPOnJDUTPGJOUFSFTUBOEBCVTF
of authority as well as the ethics to not accept gratuities of any kind associated with the position, and is known as one of the
DPWFSBHFBTXFMMBTUIFIBOEMJOHPGDPOnJDUTPGJOUFSFTU Activities that are part of the GCG implementation is
documented, either in the form of regulations as well as record of activities, such as the implementation of corporate
social responsibility which is part of the GCG implementation process. bank
bjb also conducted an evaluation on the
implementation so that the guidelines and implementation rules can always be updated according to the development of
regulations the latest business best practices.
GCG Structure
The GCG structure of bank bjb includs the structure of the Company’s organs and the Bank’s policies in the implementation
of its business. The Bank also incorporate several important aspects that support the organs of the Company, namely
the Committees under the Board of Commissioners and the Committees under the Board of Directors.
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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
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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
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Laporan Tahunan 2014
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• 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: :
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TATA KELOLA PERUSAHAAN
421
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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,
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dan dapat diselesaikan dengan tindakan normal oleh manajemen Bank
The Bank’s Management has implementated good corporate
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and can be solved with normal actions conducted by the Bank’s Management.
Peningkatan Kualitas dan Efektivitas GCG
Pentingnya program peningkatan kualitas dan efektivitas penerapan GCG di lingkungan bank
bjb dimanifestasikan
melalui sejumlah program, yang antara lain sosialisasi QSPHSBN
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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
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control, as well as the guidelines for wealth report. Those programs are very important to support the application of the
principles of good corporate governance with quality on an ongoing basis.
The program to improve the quality and effectiveness of good corporate governance does not only apply to the employees
of bank bjb, but also to all organs of the Bank. Starting from the
Board of Commissioners, Board of Directors, to all employees. Moreover, in its implementation, all stakeholders related to
bank bjb are included in the corridor of the improvement of
GCG principles implementation. A number of programs have been implemented throughout
2014, amont others: t 3FmOFE UIF DPNQMJBODF TIFFU GPS PQFSBUJPOBM BOE OPO
operational areas in stages. • Monitored the results of the examination by Bank Indonesia
and monitored the commitment of the Division and Branch 0GmDF PO UIF SFTVMUT PG UIF FYBNJOBUJPO CZ UIF OUFSOBM
Audit Division. t SFBUFEBOOUFSOBMQQMJDBUJPO4ZTUFNPOUIFPEJmDBUJPO
of the Internal Rules of the Company. t POEVDUFE NPOJUPSJOH PG mOBODJBM USBOTBDUJPOT GPS NPSF
in-depth analysis on the potential of the occurrence of Suspicious Transactions.
GOOD CORPORATE GOVERNANCE
422
bank bjb
Laporan Tahunan 2014
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• 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.
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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
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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.
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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
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komitmen Bank yang disampaikan oleh DivisiUnit Kerja, Kantor Wilayah dan Kantor Cabang dimasukan sebagai
salah satu komponen penilaian kinerja dalam Balance Score Card.
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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
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• 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
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Balance Score Card.
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1. Continuously socialize and distribute the Commitment Contract Integrity Pact to be signed by the organization
of bank bjb
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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
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Laporan Tahunan 2014
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Begitu juga dengan Dewan Komisaris, yang merupakan organ Perseroan. Tugas dan tanggung jawabnya adalah melakukan
pengawasan dan memberikan nasihat kepada Direksi serta memastikan penerapan prinsip-prinsip tata kelola perusahaan
yang baik Good Corporate GovernanceGCG pada seluruh
tingkatan atau jenjang organisasi. Dalam industri perbankan, penentuan Direksi dan Dewan
Komisaris melibatkan regulator di bidang keuangan, dalam hal ini Otoritas Jasa Keuangan. Karena itu, penentuan Direksi
dan Dewan Komisaris bukan hanya otoritas pemegang saham, walaupun kemudian ditetapkan melalui Rapat Umum
Pemegang Saham. Di lingkungan Perseroan, sepanjang tahun 2014 telah
mengalami dua kali Rapat Umum Pemegang Saham Luar Biasa RUPSLB untuk menentukan komposisi Direksi dan
Dewan Komisaris yaitu pada tanggal 1 Juli 2014 dan tanggal 19 Desember 2014.
Pada tanggal 1 Juli 2014, Perseroan menyelenggarakan RUPSLB di Bandung, yang menghasilkan keputusan, di
antaranya: a. Memberhentikan dengan hormat Bien Subiantoro selaku
Direktur Utama Perseroan, Arie Yulianto selaku Direktur Perseroan dan Djamal Muslim selaku Direktur Perseroan.
b. Mengangkat Ahmad Irfan selaku Direktur Perseroan terhitung sejak berlakunya perubahan Anggaran Dasar
Perseroan yang telah disetujui dalam RUPS Luar Biasa dimaksud.
Dengan demikian susunan Pengurus Perseroan menjadi sebagai berikut:
Dewan Komisaris
Komisaris : Muhadi
Komisaris Independen : Achmad Baraba
Komisaris Independen : Klemi Subiyantoro
Komisaris Independen : Yayat Sutaryat
Komisaris Independen : Rudhyanto Mooduto
Direksi
Direktur Kepatuhan dan Manajemen Risiko
: Zaenal Aripin Direktur
: Ahmad Irfan Similar with the Board of Commissioners which is an organ of
the Company. The duties and responsibilities of the Board of Commissioners are to supervise and provide advices to the
Board of Directors, as well as ensure the application of the principles of good corporate governance GCG at all levels
or ranksof the organization. In the banking industry, the appointment of the Board of
Directors and Board of Commissioners involve regulators JO UIF mOBODJBM mFME
JO UIJT DBTF UIF JOBODJBM 4FSWJDFT
Authority. Therefore, the appointment of the Board of Directors and Board of Commissioners is not only the authority of the
shareholders, even if later determined by the General Meeting of Shareholders.
During the year 2014, the Company performed two Extraordinary General Meeting of Shareholders EGM to
determine the composition of the Board of Directors and Board of Commissioners, namely on July 1, 2014 and December 19,
2014. On July 1, 2014, the Company’s EGM was held in Bandung,
which resulted in the following decisions: a. Dismiss with respect Bien Subiantoro as the President
Director of the Company, Arie Yulianto as a Director of the Company and Djamal Muslim as a Director of the
Company. b. Appoint Ahmad Irfan as a Director of the Company since
the application of the amendments to the Articles of Association of the Company which has been approved
in the Extraordinary General Meeting of Shareholders referred to.
Thus, the composition of the Management of the Company became:
Board of Commissioners
Commissiner : Muhadi
Independent Commissiner : Achmad Baraba Independent Commissiner : Klemi Subiyantoro
Independent Commissiner : Yayat Sutaryat Independent Commissiner : Rudhyanto Mooduto
Board of Directors
Director – Compliance and Risk Management
: Zaenal Aripin Director
: Ahmad Irfan
TATA KELOLA PERUSAHAAN
425
bank bjb
Annual Report 2014
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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.
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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