Jumlah Pegawai Berdasarkan Usia Number of Employees by Age

Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement

5. Jumlah Pegawai Berdasarkan Usia

Komposisi Pegawai Berdasarkan Usia Periode sampai dengan 31 Desember 2015 adalah sebagai berikut:

5. Number of Employees by Age

Composition of Employees by Age period until December 31, 2015 are as follows: Status Pegawai 2015 2014 +- Employee Status 55 27 20 7 55 51 - 55 70 62 8 51-55 46 - 50 138 119 19 46-50 41 - 45 168 165 3 41-45 36 - 40 245 215 30 36-40 31 - 35 318 291 27 31-35 26 - 30 550 490 60 26-30 21 - 25 250 357 -107 21-25 17 - 20 15 17 -2 17-20 TOTAL 1,781 1,736 45 TOTAL Usia pegawai yang dominan berada pada rentang usai 26 s.d 30 tahun, didominasi oleh pegawai yang berlatar belakang pendidikan S1 sarjana, dan pada usia tersebut memiliki jenjang karir dan pengalaman kerja yang cukup. Karyawan dengan usia tersebut sebagian sudah berada dan menduduki di level senior dan bahkan beberapa sudah dipercaya menduduki beberapa jabatan struktural baik dicabang maupun di cabang pembantu. Hubungan Industrial Dalam mengelola hubungan industrial, Bank SulutGo mengedepankan skema musyawarah dengan menyediakan saluran komunikasi yang dapat digunakan oleh seluruh pegawai dalam menyampaikan aspirasi, masukan ataupun keluhan terhadap Manajemen. Selain itu, setiap karyawan memiliki hak dan kewajiban yang telah disampaikan secara rinci serta Perusahaan memberikan kesempatan yang setara kepada seluruh karyawan untuk memiliki keterwakilan dan hak untuk menyampaikan pendapat secara setara melalui mekanisme mekanisme yang telah disepakati oleh kedua belah pihak. The dominant age employees are in the age range 26 till 30 years, dominated by employees of educational backgrounds S1 undergraduate, and at that age have a career and work experience is sufficient. Employees with the age and partly already occupied at the senior level, and even some already believed to occupy several positions both branched structural as well as in-branch. Industrial Relations In managing industrial relations, Bank SulutGo deliberations scheme put forward by providing a communication channel that can be used by all employees in delivering aspirations, feedback or complaints against management. In addition, every employee has the right and obligation which has been submitted in detail as well as the Company provides equal opportunities to all employees to have representation and the right to express their opinions on an equal basis through the mechanism of the mechanism agreed upon by both parties. Komposisi Pegawai Berdasarkan Jenjang Jabatan Tahun 2015 Employee Composition Study Based Position 2015 Staf Kontrak HDP Struktural Fungsional 20 13

1.5 62

3.5 Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review Pengembangan Kompetensi Sebagai komponen terpenting dalam suatu program transformasi, Bank SulutGo bertekad mengembangkan sumber daya manusia agar berkemampuan global Global Capability dan berkinerja unggul. Bank SulutGo meyakini bahwa pegawai adalah aset utama yang harus dijaga, dipelihara, dan ditingkatkan kualitasnya. Peningkatan daya saing perseroan sejalan dengan peningkatan kemampuan sumber daya manusianya. Oleh karena itu, Bank SulutGo berupaya keras mengenali kompetensi- kompetensi yang merupakan kunci keberhasilan dalam berbisnis dan mengembangkan kemampuan pegawai agar menguasai kompetensi tersebut. PELATIHANSEMINAR YANG SUDAH DILAKSANAKAN Bank SulutGo melaksanakan sistem manajemen SDM berbasis kompetensi secara konsisten dengan menerapkan ketentuan bahwa pengembangan karyawan dilakukan melalui peningkatan kompetensi SDM sesuai persyaratan yang ditentukan untuk setiap level, dan pengelolaan calon-calon pemimpin masa depan dilakukan melalui penyempurnaan sistem pengelolaan Sumber Daya Manusia. Untuk maksud tersebut, Bank SulutGo telah melaksanakan sebanyak 319 program pendidikan dan pelatihan selama tahun 2015 yang dilaksanakan oleh berbagai lembaga seperti: Competence Development As the most important component in a transformation program, Bank SulutGo determined to develop human resources for the Global Capability and superior performance. Bank SulutGo believes that employees are the main assets that must be preserved, maintained, and improved quality. Increased competitiveness in line with the company’s human resource capacity building. Therefore, the Bank SulutGo working hard to identify the competencies that are key to success in business and develop the skills of employees so mastering these competencies. TRAINING SEMINAR WHICH HAVE CONDUCTED Bank SulutGo implement competency-based human resource management system consistently by applying the provisions of that employee development is done by improving the competence of human resources according to the requirements specified for each level, and management of prospective future leaders conducted by improving the human resources management system. For this purpose, the Bank SulutGo has carried out as many as 319 education and training programs during 2015 were carried out by various agencies such as: No. KEGIATAN DIKLAT PENYELENGGARA TRAININg ACTIVITIES ORgANIZERS 1 FOCUS GROUP DISCUSSION RENCANA PENGEMBANGAN JARINGAN DISTRIBUSI UANG NASIONAL BANK INDONESIA FOCUS GROUP DISCUSSION DISTRI- BUTION NETWORK DEVELOPMENT PLAN FOR NATIONAL MONEY BANK INDONESIA 2 SOSIALISASI PERATURAN OJK OJK SOCIALIZATION REGULATION OJK OJK 3 SEMINAR INTERNASIONAL SUSTAINABLE DEVELOPMENT GOALS OJK INTERNATIONAL SEMINAR ON SUS- TAINABLE DEVELOPMENT GOALS OJK 4 SEMINAR SEHARI TANTANGAN BESAR MANAJEMEN ANTI FRAUD 2015 LEMBAGA PENGEM- BANGAN PERBANKAN INDONESIA SEMINAR DAY CHALLENGE OF ANTI- FRAUD MANAGEMENT 2015 INSTITUTIONAL DEVELOPMENT BANK INDONESIA 5 SEMINAR DAN PENGUKUHAN GELAR PROFESIONAL INTERNAL AUDITOR PIA PPAK ASOSIASI AUDITOR INAUGURATION AND PROFESSIONAL SEMINAR HELD INTERNAL AUDITOR YPIA PPAC ASSOCIATE AUDITOR 6 SEMINAR MANAGING FINANCIAL TURBU- LANCE LEMBAGA PENJAMIN SIMPANAN MANAGING FINANCIAL SEMINAR turbulance Deposit Insurance Corporation 7 SOSIALISASI ROADMAP KEUANGAN BERKELANJUTAN OJK SOCIALISATION ROADMAP SUSTAIN- ABLE FINANCIAL OJK 8 SEMINAR OUTLOOK 2016: INDONESIAS ECONOMY AND THE PRESPECT FOR BANKING INDUSTRY IN 2016 IKATAN BANKIR INDO- NESIA OUTLOOK SEMINAR 2016: INDONE- SIAS ECONOMY AND THE PRESPECT FOR BANKING INDUSTRY IN 2016 BONDING BANKER INDONESIA 9 SOSIALISASI KETENTUAN KEBIJAKAN MAKROPRUDENSIAL BI Socialization CONDITIONS macropru- dential policy BI 10 MENINGKATKAN AWARENESS DINAMIKA EKONOMI GLOBAL DAN TANTANGAN EKONOMI PERBANKAN LPPI Raising awareness GLOBAL ECONOMY DYNAMICS AND ECONOMIC CHAL- LENGES OF BANKING LPPI 11 PROGRAM SEKOLAH STAF DAN PIMPINAN BANK SESPIBANK ANGKATAN KE-63 LPPI SCHOOL PROGRAM STAFF AND HEAD OF BANK SESPIBANK FORCES TO-63 LPPI Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement No. KEGIATAN DIKLAT PENYELENGGARA TRAININg ACTIVITIES ORgANIZERS 12 BENCHMARKING PROGRAM SESPIBANK LPPI Benchmarking PROGRAM SESPIBANK LPPI 13 WORKSHOP DUKUNGAN PERAN BPDSI TERHADAP PELAKSANAAN PROG. SEJUTA RUMAH ASBANDA SUPPORT ROLE BPDSI WORK- SHOP ON IMPLEMENTATION OF PROG. MILLION HOUSE Asbanda 14 WORKSHOP IPO MANDIRI SEKURITAS WORKSHOP IPO SELF SECURITY 15 WORKSHOP RENCANA BISNIS BANK SEBAGAI SARANA BANK DALAM MENGEN- DALIKAN RISIKO STRATEGIK BSMR WORKSHOP BUSINESS PLAN AS A MEANS OF BANK BANK RISK CON- TROL IN STRATEGIC BSMR 16 SEMINAR NASIONAL DUKUNGAN AS- BANDA DLM PROGRAM TRANSFORMASI BPD MENUJU REGIONAL CHAMPION ASBANDA NATIONAL SEMINAR PROGRAM SUP- PORT Asbanda DLM BPD TRANSFOR- MATION TO A REGIONAL CHAMPION Asbanda 17 SEMINAR PEMBERDAYAAN UMKM SEBA- GAI WUJUD IMPLEMENTASI PROGRAM TRANSFORMASI BPD DALAM PEMBANGU- NAN EKON ASBANDA EMPOWERMENT SEMINAR PRO- GRAM IMPLEMENTATION INFRA- STRUCTURES SMEs AS TRANSFOR- MATION IN DEVELOPMENT BPD EKON Asbanda 18 PEMBAHASAN FINALISASI KERANGKA RENCANA IMPLEMENTASI TRANSFOR- MASI BPD ASBANDA DISCUSSION PLAN IMPLEMENTATION FRAMEWORK FOR TRANSFORMA- TION finalization BPD Asbanda 19 SEMINAR RAPAT NASIONAL FKDKP BPDSI FKDKP PENGAWAS BPDSI NATIONAL SEMINAR MEETING FKDKP BPDSI FKDKP SUPERVISORY BPDSI 20 WORKSHOP CONDUCT SELF ASSESSMENT GCG DENGAN JUDUL PANDUAN TEKNIS SELF ASSESSMENT DALAM PERSPEKTIF B RISK MANAGEMENT GUARD GCG CONDUCT SELF ASSESSMENT WORKSHOP WITH TITLE SELF AS- SESSMENT TECHNICAL GUIDELINES IN PERSPECTIVE B RISK MANAGEMENT GUARD 21 SEMINAR MENGUPAS TUNTAS FUNGSI DAN PERANAN KOMISARIS DALAM MEN- INGKATKAN KINERJA PERBANKAN BSMR SEMINAR COMPLETE PEELING THE FUNCTION AND ROLE IN IMPROVING THE PERFORMANCE OF BANKING COMMISSIONER BSMR 22 BUILDING SERVICE EXCELLENCE CUL- TURE ASBANDA BUILDING SERVICE EXCELLENCE CULTURE Asbanda 23 KUPAS TUNTAS 8 RISIKO SEBAGAI PENENTU HASIL PENILAIAN TINGKAT KESEHATAN BANK REFRESHMENT SMR RISK MANAGEMENT GUARD KUPAS TUNTAS 8 RISK ASSESSMENT AS A RESULT DETERMINANT BANKS Refreshment SMR RISK MANAGEMENT GUARD 24 SEKOLAH STAFF DAN PIMPINAN BANK SESPIBANK ANGKATAN 62 LPPI SCHOOL STAFF AND HEAD OF BANK SESPIBANK FORCE 62 LPPI 25 SOSIALISASI KEWAJIBAN PENGGUNAAN RUPIAH DI WILAYAH NKRI BI OBLIGATIONS DISSEMINATION IN THE USE RUPIAHS Homeland BI 26 BEST PRACTICE IN RESEARCH METHODS FOR BUSSINES BANK PATRARIJAYA CON- SULTANT BEST PRACTICE IN RESEARCH METH- ODS FOR BUSINESS BANK PATRARIJAYA CONSULTANT 27 PENYUSUNAN CORPORATE PLAN DALAM KERANGKA RANCANGAN CETAK BIRU PENGEMBANGAN BPD LEINAD AGANIS PREPARATION OF CORPORATE PLAN IN RESPECT TO DRAFT BLUEPRINT DEVELOPMENT BPD LEINAD AGGANIS 28 PELATIHAN PEMBUATAN STUDY KELAYA- KAN PEMBUKAAN JARINGAN FRESH CONSULTANT OPENING OF FEASIBILITY STUDY DEVELOPMENT TRAINING NETWORK FRESH CONSULTANT 29 SOSIALISASI TABUNGAN SISWA SIMPEL DAN KOORDINASI KEGIATAN IKLAN LAY- ANAN MASYARAKAT ASBANDA STUDENT SAVINGS SOCIALISATION SIMPLE ADVERTISING AND COOR- DINATION OF PUBLIC SERVICES Asbanda 30 SEMINAR NASIONAL PENJAMINAN KREDIT UNTUK UMKMK INDONESIA HEBAT INFOBANK NATIONAL SEMINAR UMKMK INDO- NESIA CREDIT GUARANTEE FOR HOT INFOBANK Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review Untuk itu, pada tahun 2015 Bank SulutGo melakukan penajaman kompetensi profil posisi-posisi bisnis, dan telah dilakukan inisiatif-inisiatif di bidang pengembangan pegawai, dan pada tahun 2015 pegawai yang telah diikutkan dalam pelatihan sebanyak 80 dari keseluruhan pegawai dengan realisasi anggaran sebesar Rp30.368.779.421 atau 9,38 dari total biaya tenaga kerja. BEBAN BIAYA SDM Guna memberikan dukungan atas kebutuhan seluruh pegawai, maka Bank SulutGo ditahun 2015 telah mengeluarkan beban personalia sebesar Rp375.130.000.539 dimana terjadi peningkatan dibandingkan tahun 2014 yakni sebesar Rp311.283.284.298, sebagaimana yang tergambar pada tabel dibawah ini. To that end, in 2015 the Bank SulutGo perform sharpening competence profile positions of business, and have done initiatives in the areas of employee development, and in 2015 an employee who has been included in the training as much as 80 of all employees with the realization of a budget of Rp30,368,779,421 or 9.38 of total labor costs. HR EXPENSES In order to provide support for the needs of all employees, the Bank SulutGo IN 2015 has issued amounted Rp375,130,000,539 personnel load where an increase compared to 2014, amounting Rp311,283,284,298, as illustrated in the table below. BEBAN PERSONALIA 2014 2015 PERSONNEL EXPENSES Gaji dan upah 72,866,898,457 111,067,637,759 Salaries And Wages Tunjangan 192,100,809,947 214,378,152,006 Allowance Honorarium 6,472,642,817 7,280,486,360 Honorarium Pendidikan dan latihan 30,884,567,289 41,537,230,774 Education And Training Imbalan pasca kerja 8,958,365,788 866,493,640 Post-Retirement Benefits Jumlah 311,283,284,298 375,130,000,539 Amount KESEJAHTERAAN PEGAWAI Guna memberikan motivasi pegawai, Bank mengatur kebijakan untuk mengeluarkan biaya kesejahteraan pegawai. Dana kesejahteraan yang telah dikeluarkan Bank selama tahun 2015 adalah sebesar Rp364,978,765,895. Hal tersebut tergambar pada tabel dibawah ini. EMPLOYEE WELFARE To provide motivation, the Bank set up a policy to issue employee welfare costs. Welfare funds that have been issued by Bank during 2015 amounted Rp364,978,765,895. This is reflected in the table below. Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement KOMPONEN REMUNERASI 2014 2015 GROWTH COMPONENTS OF REMUNERATION +- Gaji dan Upah 65,547,129,181 79,305,264,194 13,758,135,013 20.99 Salaries and Wages Honorium Pegawai Kontrak 7,319,769,276 4,306,671,700 - 3,013,097,576 - 41.16 Honorarium Employee Contracts Tunjangan Kesehatan - - - - Sound benefits Tunjangan Perumahan 2,921,375,897 4,794,233,315 1,872,857,418 64.11 Housing allowance Tunjangan Jabatan 13,597,549,338 16,457,214,123 2,859,664,785 21.03 Positional allowance Tunjangan Khusus 2,817,403,300 3,456,500,000 639,096,700 22.68 Special allowances Tunjangan Transpot 3,268,200,000 3,511,600,000 243,400,000 7.45 allowances transpot Tunjangan PPh Pasal 21 Pegawai 32,379,226,966 30,258,386,575 - 2,120,840,391 - 6.55 Tax allowances Article 21 Employees Tunjangan Kesejahtraan - 53,680,113 53,680,113 - Welfare benefits Honor Pegawai Kontrak melalui Pihak III 21,724,935,301 27,455,701,865 5,730,766,564 26.38 Employees Honor Contract through third parties Honorarium Dewan Komisaris 2,997,000,000 2,997,000,000 - - Honorarium BOC Honor Komite 408,000,000 408,000,000 - - Honor Committee Honorarium PPh Pasal 21 Dekom 2,817,892,817 3,112,702,408 294,809,591 10.46 Honorarium Tax Article 21 Dekom Uang Cuti Dewan komisaris 249,750,000 627,750,000 378,000,000 151.35 Money Cuti Board of Commissioners KesehatanPengobatan Dekom 99,749,535 135,033,952 35,284,417 35.37 Sound Medicine Dekom Uang Lembur 3,220,018,045 3,785,258,726 565,240,681 17.55 Overtime pay MakanMinum Pegawai Lembur 5,104,155,020 5,715,751,961 611,596,941 11.98 Eating Drinking Em- ployee Overtime Pembayaran Kesehatan dan Pengobatan 4,529,839,763 7,201,387,426 2,671,547,663 58.98 Payment of Sound and Medicine Pembayaran Opname 2,442,900,201 3,884,163,297 1,441,263,096 59.00 Payment of hospitali- zation Bantuan SandangPakaian Kerja 3,680,055,000 6,282,136,000 2,602,081,000 70.71 Help Clothing Work- wear Uang Cuti 7,370,443,269 10,882,583,845 3,512,140,576 47.65 money Cuti Tunjangan Hari Raya 21,361,065,638 26,346,731,658 4,985,666,020 23.34 Holiday allowance Biaya Representasi 5,608,800,000 11,391,224,000 5,782,424,000 103.10 Cost Representation Biaya Donasi Pensiun 11,974,660,534 17,074,196,545 5,099,536,011 42.59 Cost Donation Retire- ment Jamsostek Pegawai 3,700,840,202 4,402,513,159 701,672,957 18.96 Social Security Em- ployees Premi Asuransi Keselamatan Kerja 208,600,000 249,188,750 40,588,750 19.46 Safety Insurance Premiums Insentif Branch Contest 13,834,934,220 - - 13,834,934,220 - 100.00 Incentives Branch Contest Penghargaan Direksi - - - - Directors award Penghargaan Pegawai 3,474,220,480 3,550,619,000 76,398,520 2.20 Employee award Uang Makan Pegawai 14,160,488,334 20,959,857,500 6,799,369,166 48.02 Uang Makan Pegawai Beban Imbalan Pasca Kerja 601,521,788 866,493,640 264,971,852 44.05 Beban Imbalan Pasca Kerja Pembayaran Uang Lainnya 42,518,407,854 23,969,691,369 - 18,548,716,485 - 43.63 Pembayaran Uang Lainnya Pendidikan Dan Pelatihan 30,368,779,421 40,984,702,624 10,615,923,203 34.96 Pendidikan Dan Pelatihan Pembinaan Pegawai 515,787,868 552,528,150 36,740,282 7.12 Pembinaan Pegawai 330,823,499,248 364,978,765,895 34,155,266,647 10.32 Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review PENILAIAN KINERJA PEGAWAI Penerapan kebijakan penilaian kinerja pegawai diimplementasikan melalui Key Performance Indicator KPI korporat ke unit kerja dan unit kerja ke individu. Pengembangan Career Path serta sistem reward and punishment mengacu kepada penilian tersebut. KESEMPATANPELUANG KARIR YANG SAMA Bank SulutGo memberikan kesempatan setara pada seluruh karyawan untuk berkembang sesuai dengan kompetensinya. Kesetaraan ini tidak mengenal gender, namun semata-mata berdasarkan pada kemampuan individual karyawan. Setiap tahun Perusahaan menyelenggarakan pelatihan khusus dalam rangka promosi untuk mengisi jabatan tertentu dan sebagai bagian dari proses kaderisasi karyawan. Reward Punishment Karyawan yang mempunyai kompetensi dan kapabilitas yang tinggi merupakan asset terpenting Bank SulutGo agar bisa memenangkan persaingan di industri jasa perbankan yang semakin tajam. Untuk mendukung terwujudnya semangat tersebut, maka manajemen memberikan penghargaan dan sanksi reward punishment kepada karyawan. Karyawan berprestasi dan memiliki integritas yang tinggi terhadap perusahaan diberikan penghargaan reward. Begitupula sebaliknya, karyawan curang dan memiliki integritas rendah terhadap perusahaan juga diberikan sanksi punishment Kebijakan penghargaan dan sanksi reward punishment diterapkan agar dapat memotivasi pegawai agar terus berprestasi, berkinerja lebih baik dan berlaku jujur dengan integritas yang tinggi. Penerapan reward punishment dengan memperhatikan kinerja karyawan dan unsur kepatuhan karyawan terhadap segala ketentuan yang ditetapkan Bank SulutGo kepada karyawan. PERFORMANCE ASSESSMENT OF EMPLOYEES Implementation of employee performance assessment policy is implemented through the Key Performance Indicator KPI to corporate work units and work units to individuals. Career Path Development as well as reward and punishment system refers to the judging. OPPORTUNITY CAREER OPPORTUNITIES THE SAME Bank SulutGo give equal opportunity to all employees to develop according to their competence. This equality knows no gender, but solely based on the ability of individual employees. Every year the company organizes special training in order to promote to fill certain positions and as part of the regeneration process of employees. Reward Punishment Employees who have the competence and capability are high is the most important asset Bank SulutGo in order to win the competition in the banking services industry increasingly sharp. To support this spirit, then the management of reward and punishment reward and punishment to employees. Employee achievement and high integrity of the company was awarded the reward. Nor vice versa, employee cheating and had low integrity of the company was also awarded sanctions punishment policy rewards and sanctions reward and punishment is applied in order to motivate employees to continue to excel, perform better and be honest with integrity. Implementation of reward and punishment by observing the performance of employees and employee compliance element to the terms stipulated Bank SulutGo to employees. Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement DATA REWARD DAN PUNISHMENT KARYAWAN PT. Bank SulutGo SELAMA TAHUN 2015 REWARD AND PUNISHMENT EMPLOYEES DATA OF PT. Bank SulutGo DURING 2015 NO JENIS REWARD JOB GROUP JUMLAH PEGAWAI NUMBER OF EM- PLOYEES KETERANGAN TYPE OF REWARD INFORMATION 1. Jasa Pengabdian 30 Tahun JG-11 1 Gaji Bruto 6 kali + Emas 15 Gram Services Service 30 Years Gross Salary + Gold 6 times 15 Gram JG-10 1 Gaji Bruto 6 kali + Emas 15 Gram Gross Salary + Gold 6 times 15 Gram JG-09 3 Gaji Bruto 6 kali + Emas 15 Gram Gross Salary + Gold 6 times 15 Gram JG-08 1 Gaji Bruto 6 kali + Emas 15 Gram Gross Salary + Gold 6 times 15 Gram 2. Jasa Pengabdian 25 Tahun JG-14 4 Gaji Bruto 5 kali + Emas 10 Gram Service 25 Years Gross salary + Gold 5 times 10 Gram JG-13 1 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-12 2 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-11 3 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-10 3 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-09 4 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-08 3 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-07 2 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram JG-06 2 Gaji Bruto 5 kali + Emas 10 Gram Gross salary + Gold 5 times 10 Gram 3. Jasa Pengabdian 20 Tahun JG-11 6 Gaji Bruto 4 kali + Emas 5 Gram Service 20 Years Gross salary 4 times + Gold 5 Gram JG-10 2 Gaji Bruto 4 kali + Emas 5 Gram Gross salary 4 times + Gold 5 Gram JG-09 3 Gaji Bruto 4 kali + Emas 5 Gram Gross salary 4 times + Gold 5 Gram JG-08 5 Gaji Bruto 4 kali + Emas 5 Gram Gross salary 4 times + Gold 5 Gram JG-07 5 Gaji Bruto 4 kali + Emas 5 Gram Gross salary 4 times + Gold 5 Gram JG-06 2 Gaji Bruto 4 kali + Emas 5 Gram Gross salary 4 times + Gold 5 Gram 4. Jasa Pengabdian 15 Tahun - - - Service 15 Years - JUMLAH 53 TOTAL NO JENIS PUNISHMENT JUMLAH PEGAWAI JENIS PELANGGARAN KIND OF PUNISHMENT NUMBER OF EMPLOYEES TYPES OF INFRINgEMENT 1. NON JOB 1 TINDAKAN FRAUD NON JOB 1 FRAUD 2. NOTA DINAS SKORSING 1 INDISIPLINER NOTA DEPARTMENT SUS- PENSIONS 1 INDISCIPLINE 3. PERINGATAN 5 INDISIPLINER KEPATUTAN WARNING 5 INDISCIPLINE PROPRIETY 4. PERINGATAN 1,2,3 24 ABSENSI WARNING 1,2,3 24 ATTENDANCE 5. PERINGATAN KERAS 1 KELALAIAN WARNING HARD 1 NEGLIGENCE 6. SANKSI SKORSING 1 INDISIPLINER SUSPENSION 1 INDISCIPLINE 7. SURAT TERGURAN 1,2,3 13 INDISIPLINER WARNING LETTER 1,2,3 13 INDISCIPLINE 8. PERINGATAN MINTA PERHATIAN 184 INDISIPLINER WARNING PROMPT AT- TENTION 184 INDISCIPLINE JUMLAH 230 TOTAL 230 Kolom keterangan menjelaskan jenis pemberian penghargaan. Column caption explains kinds of awards. Kolom keterangan menjelaskan proses punishment yang dijalankan dilaksanakan. Column description describes the process of punishment which is run executed. A. REWARD B. PUNISHMENT Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review Program Pengembangan Sumber Daya Manusia Tahun 2016 Secara singkat, rencana pengembangan Sumber Daya Manusia SDM didasari pada 3 tiga kebijakan utama : 1. Peningkatan kualitas serta sistem pendidikan dan pelatihan: • Melakukan analisis kebutuhan diklat • Sertifikasirefreshment manajemen risiko • Sertifikasi jabatan-jabatan profesional auditor, perpajakan, akuntansi, teknologi informasi, perencanaan korporat 2. Pengembangan pegawai • Mutasi-promosi yang terencana dan terprogram melalui career path. • Implementasi KPI secara objektif • Pelaksanaan assesment secara periodik 3. Peningkatan kesejahteraaan pegawai • Sistem remunerasi yang berorientasi hasil kerja • Direncanakan pada tahun 2016 akan ada kenaikan gaji dasar 40 dan tunjangan pegawai 20 dari posisi tahun sebelumnya. Kenaikan ini untuk mengakomodasi perkembangan kondisi ekonomi seperti inflasi, peergroup, dan lain-lain. Hal ini diharapkan dapat meningkatkan produktivitas pegawai. • Penyesuaian gaji pegawai kontrak dengan Upah Minimum Propinsi UMP Sulawesi Utara Gorontalo Tahun 2016. Selain itu, tahun 2016 akan diadakan implementasi Buku Pedoman Perusahaan BPP SDM terbaru serta Human Capital Blue Print dengan skema sebagai berikut Human Resource Development Program 2016 In short, the development plan of Human Resources HR based on a three 3 main policies: 1. Improving the quality as well as education and training system: • Conduct training needs analysis • Certification refreshment risk management • Certified professional positions auditors, tax, accounting, information technology, corporate planning 2. Development of an employee • Mutation-promotion planned and programmed through a career path. • Implementation of KPI objectively • Implementation of periodic assessment 3. Improved employee welfare • Oriented remuneration system work • It is planned that by 2016 there will be a 40 increase in basic salary and employee benefits 20 from the previous year. This increase to accommodate the development of economic conditions such as inflation, peergroup, and others. This is expected to increase employee productivity. • Adjustment of employee salary contract with Provincial Minimum Wage UMP of North Sulawesi and Gorontalo 2016. In addition, 2016 will be held the implementation of the Company Manual BPP latest HR and Human Capital Blue Print to the following scheme Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement Pada tahun 2016, implementasi Buku Pedoman Perusahaan BPP SDM terbaru Human Capital Blue Print akan dilakukan dirangkaikan dengan tambahan fitur pengadministrasian remunerasi pada Human Resources Management System HRMS, pengelolaan penilaian Key Performance Indicator KPI melalui sistem komputerisasi dan pemenuhan kekosongan jabatan pada setiap unit kerja berdasarkan Struktur Organisasi terbaru. Adapun Human Capital Blue Print yang akan diterapkan memiliki 12 dua belas tema stratejik yang masing-masing terbagi dalam 8 delapan tema inti dan 4 empat tema pendukung sebagai berikut: 8 Delapan tema inti 1 Managing Human Capital Strategically Mengelola Modal Manusia secara Strategik. 2 Building Human Capital Division as Strategic Business In 2016, implementation of the Manual Company BPP HR latest Human Capital Blueprint will be coupled with additional features for the administration and remuneration of the Human Resources Management System HRMS, the assessment management Key Performance Indicator KPI through a computerized system and fulfillment of vacancies on each unit based on the latest Organizational Structure. The Human Capital Blueprint that will be applied has twelve 12 strategic themes, each of which is divided into eight 8 core themes and four 4 supporting the following themes: 8 eight core themes 1 Managing Human Capital Strategically Managing Human Capital in Strategic. 2 Building Human Capital Division as a Strategic Business MODEL PENGEMBANGAN DEVELOPMENT MODEL VISI DAN INTENSI STRATEGIK MODAL MANUSIA Bank SulutGo VISION AND STRATEGIC INTENTION Bank SulutGo HUMAN CAPITAL Sasaran Pengembangan yang Berdampak pada Nilai Tambah Pemegang Saham Development Goal Impact on Shareholder Value Added Proses Internal dan Tata Kelola Modal Manusia Bank - BPP dan Manual Internal Processes and Governance, Human Capital Bank - BPP and Manual Mengembang- kan Strategic Enables dalam Pengembangan Divisi Modal Manusia Bank SulutGo Developing Stra- tegic enablers in Bank SulutGo Human Capital Development Division Fokus yang berkelanjutan terhadap stakeholders Modal Manusia Bank SulutGo Sustained focus on Bank SulutGo Human Capital stakeholders Menghasilkan return on human capital investment yang paling optimal Produce return on human capital investment the most optimal Relevansi Modal Manusia bagi Unit-unit Operasional, Bisnis,Manajemen,Nasabah dan Stakeholders bank The relevance of the Human Capital Operational Units, Business, Management, Customers and bank Stakeholders Mengembangkan proses internal dan tata kelola modal manusia yang berdampak bagi stakeholders bank secara luas Develop internal processes and governance of human capital implications for broadly banks stakeholders Mengembangkan Kapasitas dan Kapabilitas Divisi Modal Manusia secara utuh agar proses internal yang diharapkan dapat berjalan secara efektif Developing Capacity and Capability of Human Capital Division as a whole for the internal processes that are expected to operate effectively Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review Partner mengembangkan Modal Manusia sebagai Mitra Bisnis Strategik. 3 Creating a Happy and Engaged Employee Menciptakan Modal Manusia yang Bahagia dan Engaged. 4 Supporting Management Initiatives Mendukung Tema dan Inisiatif Strategik. 5 Creating Human Capital Value for Customers and Stakeholders Menciptakan Nilai dan Relevansi Modal Manusia bagi Nasabah dan Stakeholders Bank. 6 Managing Effective and Impactful Strategic HC Planning, Governance and Learning Mengembangkan Proses Perencanaan Strategik, Tata Kelola dan Pembelajaran Modal Manusia secara Efektif dan Berdampak. 7 Managing Effective Human Capital Processes Mengembangkan Proses tata Kelola Modal Manusia secara Efektif dan Berdampak. 8 Managing Effective Human Capital Support System Mengelola Proses Daya Dukung Administratif Modal Manusia. 4 empat Tema Pendukung: 1 Developing Human Capital Capacity Mengembangkan Kapasitas Pengelolaan Modal Manusia. 2 Creating Human Capital Organizational Enablers Mengembangkan Organisasi Modal Manusia yang Memampukan. 3 Building Strategic HC Technology Mengembangkan Daya Dukung Teknologi dan Aplikasi Modal Manusia. 4 Building Relevant Physical Human Capital Infrastructure Mengembangkan Daya Dukung Fisik dan Infrastruktur Modal Manusia. Partner developing Human Capital as a Strategic Business Partner. 3 Creating a Happy and Engaged Employee Human Capital Creating Happy and Engaged. 4 Supporting Management Initiatives Supports themes and Strategic Initiatives. 5 Human Capital Creating Value for Customers and Stakeholders Creating Value and Relevance of Human Capital for Customer and Bank Stakeholder. 6 Managing Effective and Impactful HC Strategic Planning, Governance and Learning Developing the Strategic Planning Process, Governance and Human Capital Effective Learning and Impact. 7 Managing an Effective Human Capital Processes Process Governance Developing Human Capital Effectively and Impact. 8 Managing Human Capital Effective Support System Process Capability Administrative Managing Human Capital. Four 4 Supporting themes: 1 Developing Human Capital Capacity Developing Human Capital Management Capacity. 2 Creating a Human Capital Organizational enablers Developing Human Capital Enabling Organization. 3 Building Strategic HC Technology Power Support Technology Developing and Human Capital Applications. 4 Building Human Capital Relevant Physical Infrastructure Developing Capability and Physical Infrastructure Human Capital. Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement RENCANA DIKLAT DI TAHUN 2016 Adapun rencana biaya pendidikan dan pelatihan pada tahun 2016 mencapai 5,36 dari total biaya tenaga kerja. Hal ini sudah memenuhi ketentuan yang mensyaratkan minimal 5 dari total biaya tenaga kerja. Rencana pendidikan dan pelatihan terdiri dari: No. KEGIATAN DIKLAT PENYELENGGARA ORgANIZERS TRAININg ACTIVITIES 1 IHT GRAFONOMI INSIGHT INSTITUTE IHT Graphonomy 2 IHT PERKREDITAN SYNERGY PARTNER PRIMA IHT RURAL 3 IHT ANALIS KREDIT BASIC PT. MATA RAJAWALI IHT ANALIS BASIC CREDIT 4 IHT ANALIS KREDIT INTERMEDIATED INSIGHT INSTITUTE IHT ANALIS CREDIT intermediated 5 IHT ANALIS KREDIT ADVANCED INSIGHT INSTITUTE IHT ANALIS ADVANCED CREDIT 6 IHT KETreasuryAN INSIGHT INSTITUTE IHT KETreasuryAN 7 IHT TEKNOLOGI INFORMASI INSIGHT INSTITUTE IHT INFORMATION TECHNOLOGY 8 IHT PERPAJAKAN INSIGHT INSTITUTE IHT TAXATION 9 IHT LBULBBU INSIGHT INSTITUTE LBU IHT LBBU 10 IHT CUSTOMER SERVICE INSIGHT INSTITUTE IHT CUSTOMER SERVICE 11 IHT TELLER INSIGHT INSTITUTE IHT TELLER 12 IHT KE-SDM-AN INSIGHT INSTITUTE IHT TO-HR-AN 13 IHT KEARSIPAN INSIGHT INSTITUTE IHT Filing 14 IHT KEPATUHAN INSIGHT INSTITUTE IHT COMPLIANCE 15 IHT APU-PPT INSIGHT INSTITUTE IHT APU-PPT 16 IHT MANAJEMEN RISIKO INSIGHT INSTITUTE IHT RISK MANAGEMENT 17 IHT REFRESHMENT SMR INSIGHT INSTITUTE IHT Refreshment SMR 18 IHT SMR TINGKAT 1 LEMBAGA MANAJEMEN SURABAYA IHT SMR LEVEL 1 19 IHT SMR TINGKAT 2 LEMBAGA MANAJEMEN SURABAYA IHT SMR LEVEL 2 20 IHT KISKAI LEMBAGA MANAJEMEN SURABAYA IHT KI SKAI 21 IHT MARKETING LEMBAGA MANAJEMEN SURABAYA IHT MARKETING 22 IHT SATPAM LEMBAGA MANAJEMEN SURABAYA IHT SECURITY 23 IHT BEAUTY CLASS LEMBAGA MANAJEMEN SURABAYA IHT BEAUTY CLASS 24 IHT COMMUNICATION SKILL LEMBAGA MANAJEMEN SURABAYA IHT COMMUNICATION SKILL 25 IHT PERENCANAAN KEUANGAN 1 LEMBAGA MANAJEMEN SURABAYA IHT FINANCIAL PLANNING 1 26 IHT PERENCANAAN KEUANGAN 2 PT. RIZKITAMA INDODERMA IHT FINANCIAL PLANNING 2 27 IHT PERENCANAAN KEUANGAN 3 SYNERGY PARTNER PRIMA IHT FINANCIAL PLANNING 3 28 IHT PERENCANAAN KEUANGAN 4 SYNERGY PARTNER PRIMA IHT FINANCIAL PLANNING 4 29 UJIAN PERENCANAAN KEUANGAN SYNERGY PARTNER PRIMA EXAM FINANCIAL PLANNING 30 IHT BRAIN POWER FOR LEADERSHIP SYNERGY PARTNER PRIMA RIGHT BRAIN POWER FOR LEADERSHIP 31 OUTBOUND TRAINING SYNERGY PARTNER PRIMA OUTBOUND TRAINING 32 KURSUS BAHASA INGGRIS LPPI ENGLISH LANGUAGE COURSES 33 ASSESSMENT LPPI ASSESSMENT 34 SEMINAR MOTIVASI LEMBAGA KETRAMPILAN MANADO SEMINAR ON MOTIVATION 35 PELATIHAN KOMPETENSI LAINNYA SYNERGY PARTNER PRIMA OTHER TRAINING COMPETENCE 36 RAPAT PERTEMUAN, DLL SYNERGY PARTNER PRIMA MEETING MEETING, ETC. 37 PROGRAM SESPIBANK LEMBAGA MANAJEMEN SURABAYA PROGRAM SESPIBANK 38 BENCHMARKING SESPIBANK SYNERGY PARTNER PRIMA benchmarking SESPIBANK 39 DIKLAT PEMIMPIN CABANG LPPI LEADER TRAINING BRANCH TRAINING PLAN IN THE YEAR 2016 The plan of education and training in 2016 reached 5.36 of total labor costs. It already meets the provisions requiring a minimum of 5 of total labor costs. Education and training planning consists of: Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review No. KEGIATAN DIKLAT PENYELENGGARA ORgANIZERS TRAININg ACTIVITIES 40 BENCHMARKING DIKLAT PINCAB LPPI Benchmarking DIKLAT PINCAB 41 DIKLAT PEMIMPIN CABANG PEMBANTU LPPI SERVANT LEADER TRAINING BRANCH 42 MANAJER LINI PERTAMA LPPI FIRST-LINE MANAGER 43 OFFICER DEVELOPMENT PROGRAM ODP LPPI OFFICER DEVELOPMENT PROGRAM ODP 44 LEADERSHIP LPPI LEADERSHIP 45 PELATIHAN MANAJEMEN RISIKO LPPI RISK MANAGEMENT TRAINING 46 PELATIHAN PERKREDITAN LPPI TRAINING OF RURAL 47 PELATIHAN KETreasuryAN LEMBAGA MANAJEMEN SURABAYA TRAINING KETreasuryAN 48 PELATIHAN AKUNTANSI LAPORAN LPPI TRAINING ACCOUNTING REPORTS 49 PELATIHAN KE-SDM-AN BANK MANDIRI TRAINING TO-HR-AN 50 SERVICE EXCELLENT FOR MANAGER LPPI FOR EXCELLENT SERVICE MANAGER 51 PELATIHAN TEKNOLOGI INFORMASI LPPI INFORMATION TECHNOLOGY TRAINING 52 PELATIHAN CORPORATY SECRETARY LPPI TRAINING CORPORATY SECRETARY 53 PELATIHAN PELAYANAN NASABAH LPPI CUSTOMER SERVICE TRAINING Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement Roadmap TI Pada tahun 2011, Divisi Teknologi Informasi telah menyusun Rencana Strategis Teknologi Informasi IT Blueprint sebagai pedoman atau roadmap pengelolaan kegiatan Teknologi Informasi di perusahaan. Tujuan dari penerapan Rencana Strategis TI tersebut adalah agar Bank SulutGo dapat memiliki Tata Kelola IT yang baik sesuai dengan prinsip Good Corporate Governance dengan penerapan IT melalui spirit IT Grow Transformation. Rangkaian transformasi IT Bank SulutGo dapat digambarkan dalam roadmap sebagai berikut: IT Roadmap In 2011, the Information Technology Division has developed a Strategic Plan for Information Technology IT Blueprint as a guide or roadmap management of the Information Technology company. The purpose of the implementation of the Strategic Plan is to enable the Bank SulutGo can have a good IT Governance in accordance with the principles of Good Corporate Governance with the implementation of IT through spirit Grow IT Transformation. Bank SulutGo IT transformation circuit can be described in the roadmap as follows: Teknologi Informasi Information Technology Pengembangan kegiatan Teknologi Informasi di Bank SulutGo merupakan bagian dari tugas dan tanggung jawab Divisi Teknologi Informasi yang berada di bawah pengawasan dan bertanggung jawab secara langsung kepada Direktur Operasional. Development activities in the Information Technology Bank SulutGo is part of the duties and responsibilities of the Information Technology Division under the supervision of and responsible directly to the Banking Operation Director, Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review 1 2 3 IT AS SUPPORTING FACTOR IT GROW TRANSFOR- MATION IT AS BUSI- NESS DRIV- ING TAHAP I 2011-2013 Sasaran : - Meletakan fondasi transdormasi IT - Pembangunan Data Center - Pemantapan Organisasi Kompetensi SDM IT. - Pengembangan Business inteligence System PHASE I 2011-2013 Goal: - Put the foundation of IT transformation - Development of Data Center - Consolidation of Organization and Human Resources IT Competence. - Develop Business Intelligence System TAHAP III 2013-2014 Sasaran : - Migrasi Kartu ATM dari magnetic strip ke kartu chip secara bertahap. TAHAP II 2013-2014 Sasaran : - Pemantapan Infrastuktur IT - Server Core Banking System - Relokasi Server Utama Core Bankinng System CBS - Persiapan Implementasi Kartu ATM Berbasis Chip. - Pengembangan Card Management System CMS PHASE II 2013-2014 Goal: - Strengthening It Infrastructure - Server Core Banking System - Relocation of the Primary Server Core Bankinng System CBS - Preparation of Chip-Based Implementation of an ATM card. - Development of Card Management System CMS PHASE III 2013-2014 Goal: - Migration from the magnetic strip ATM cards to chip cards gradually. TAHAP IV 2014-2015 Sasaran : - Penyesuaian modul kebijakan kredit dengan PAPI 2009 dan PSAK5055 - Penyediaan infrastruktur IT pada kantor cabang baru - Implementasi BPDNeT Online STAGE IV 2014-2015 Goal: - Formulation of credit policy module with PAPI 2009 and PSAK50 55 - Provision of IT infrastructure in new offices - BPDNeT Online Implementation Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement Uraian Program Aktivitas Kerja TI Tahun 2015 Industri perbankan adalah salah satu industri dimana teknologi informasi memegang peranan yang sangat penting. Dibutuhkan sistem informasi yang aman, cepat, kuat dalam memproses data ukuran besar dan stabil dalam pengoperasiannya. Disamping harus mengikuti perkembangan teknologi, perbankan harus mampu mensinergikannya dengan kebutuhan dan permintaan dari pelanggan jasa perbankan sebagai bagian strategi bisnis dalam skala luas. Hal inilah yang memberikan nilai lebih peran teknologi informasi bagi industri perbankan. Beberapa program kerja dan aktivitas telah dilaksanakan Divisi TI ditahun 2015, diantaranya: a. Menciptakan penyelenggaraan Teknologi Informasi yang sesuai dengan standar yang berlaku. 1 Melakukan evaluasi terhadap Kebijakan dan Pedoman TI sesuai dengan kebutuhan dalam jangka menengah dan panjang. 2 Melakukan evaluasi dan penyesuaian terhadap Rencana Strategi Teknologi Informasi disesuaikan dengan perkembangan trend teknologi di bidang perbankan serta kebutuhan Bank SulutGo. 3 Mengoptimalkan pemahaman dari seluruh unit kerja terhadap penggunaan aplikasi system teknologi dan informasi Bank SulutGo melalui pelatihan dan atau sosialisasi. 4 Mengusulkan secara bertahap menyerahkan tugas dan tanggung jawab yang bukan kewenangan unit Teknologi Informasi kepada unit penanggung jawab, agar petugas Teknologi Informasi lebih fokus pada fungsinya. 5 Menyelsaikan temuan-temuan audit IT. b. Melakukan penyelarasan aligment antara Teknologi Informasi dengan kebutuhan bisnis Bisnis Requirement. 1 Mengembangkan, mengelola dan memelihara proses bisnis berbasis IT melalui berbagai system aplikasi perbankan dan system jaringan data yang menghubungkan semua kantor, terminal ATM dan DRC. 2 Mengembangkan aplikasi untuk dukungan ke unit terkait maupun instansi pemerintahan lainnya. • BI-RTGSSSSS Generasi II. • MPN Generasi II. • SKN Generasi II. Programs Description IT Activities in 2015 The banking industry is one industry where information technology plays a very important. It takes information system that is safe, fast, powerful in data processing large size and stable in operation. Besides the need to keep up with technology, banks should be able to synergize the needs and demands of customers of banking services as part of business strategy on a wide scale. This is what gives more value the role of information technology for the banking industry. Some of the work program and activities have been implemented IT division by 2015, including: a. Creating the implementation of information technology in accordance with applicable standards. 1 To evaluate the IT Policy and Guidelines as required in the medium and long term. 2 Evaluating and adjustments to the Strategic Plan for Information Technology adapted to the development technology trends in the banking sector and the need Bank SulutGo. 3 Optimizing the understanding of the entire unit of work against the use of technology and information system applications Bank SulutGo through training and or dissemination. 4 Propose gradually hand over duties and responsibilities are not authorized Information Technology unit to unit in charge, so that officers focus more on the Information Technology function. 5 Completion of IT audit findings. b. Align between information technology to business requirements. 1 Developing, managing and maintaining the IT-based business processes through various banking application systems and data network system that connects all offices, ATM terminals and DRC. 2 Develop an application for support to the related units and other government agencies. • BI-RTGS SSSS 2nd Generation. • MPN 2nd Generation. • SKN 2nd Generation. Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review 3 Mempersiapkan implementasi kartu berbasis Chip. 4 Pengembangan fitur ATM, CDM serta otomasi payment point pada teller termasuk BPDNet Online. 5 Secara periodik melakukan evaluasi terhadap performansi aplikasi core banking, switching ATM, jaringan komunikasi data dan DRC. c. Meningkatkan kesiapan infrastruktur Teknologi Informasi agar aman, lancar dan efisien. 1 Secara berkala mengadakan ujicoba terhadap online Backup dan operasional DRC. 2 Melakukan penggantian upgrade aplikasi ATM Switching dan core banking system. 3 Mengembangkan aplikasi midleware sebagai interface ke core banking. 4 Meningkatkan pengamanan operasional Teknologi Informasi dengan memakai Firewall dan Anti Virus pada semua unit kantor operasional. 5 Menginventarisir dan mengusulkan pengadaan software berlisensi. 6 Melanjutkan pemasangan backup jaringan komunikasi data pada seluruh kantor cabang. 7 Melanjutkan pembenahan jaringan Local Area Network LAN pada kantor operasional dan ATM. 8 Melakukan peremajaan penggantian PC Client yang sudah tidak layak lagi. 9 Melanjutkan pembangunan Data Center Bank SulutGo. d. Memenuhi kecukupan Sumber Daya Manusia Teknologi Informasi. 1 Penempatan staf pada fungsi-fungsi organisasi TI sesuai struktur organisasi yang ada termasuk penambahan personil pada posisi yang belum terisi. 2 Mengikutsertakan staf TI dalam pendidikan, pelatihan dan seminar di bidang Teknologi Informasi maupun perbankan. 3 Mempersiapkan tenaga system analis dan programmer yang expert dalam rangka penyelenggaraan IT secara mandiri untuk jangka panjang. e. Sebagai unit pendukung bagi unit kerja lainnya. 1 Memberikan dukungan kepada Unit kerja lain terkait operasional TI. 2 Memberikan dukungan pada pembukaan unit kerja baru. 3 Prepare implementation of chip-based cards. 4 Development features ATM, CDM and payment point at the teller automation including BPDNet Online. 5 Periodically evaluate the performance of core banking applications, ATM switching, data communications networks and DRC. c. Increase availability of IT infrastructure for safe, smooth and efficient. 1 Periodically conduct tests on-line backup and operational DRC. 2 Perform replacement upgrade applications ATM switching and core banking system. 3 Develop midleware application as an interface to core banking. 4 Improve the operational security of Information Technology by using Firewall and Anti-Virus on all units operational office. 5 Inventory and proposed the procurement of licensed software. 6 Continue installation of backup data communications network in all branches. 7 Continuing improvement Local Area Network LAN in an operational office and ATM. 8 Conducting renovation replacement of PC Client should no longer feasible. 9 Continue the development of Data Center Bank SulutGo. d. The adequacy of Human Resources Information Technology. 1 The placement of staff in the IT organization functions according the existing organizational structure including the addition of personnel in positions unfilled. 2 Involve IT staff in education, training and seminars in the field of information technology and banking. 3 Prepare the power system analysts and programmers who are expert in the framework of the implementation of IT independently for long term. e. As a support unit for other work units. 1 Provide support to other business units related to IT operations. 2 Providing support to the opening of new work unit. Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement PENGEMBANGAN TEKNOLOGI INFORMASI Dalam dunia perbankan, perkembangan teknologi informasi membuat perusahaan mengubah strategi bisnis dengan menempatkan teknologi sebagai unsur utama dalam proses inovasi produk dan jasa. Untuk mendukung kinerja perusahaan, maka Divisi TI senantiasa melakukan pengembangan Teknologi Informasi Bank diantaranya: a. Upgrade Core Banking OLIBS Aplikasi yang dibuat untuk mengelola transaksi keuangan perbankan. 1 Kemudahan dalam pengembangan produk baru maupun delivery channel baru karena dikembangkan dengan berbasis parameter yang lengkap. 2 Mengurangi risiko downtime terhadap layanan nasabah walaupun CBS sedang melakukan Batch Processing maupun gangguan pada HWSW. 3 Mendukung perkembangan bisnis bank baik dari segi pertumbuhan jumlah kantor dan nasabah, maupun jumlah transaksi yang dapat ditangani dengan mudah. 4 Peningkatan fungsi security. 5 Layanan operasional 7 hari dalam seminggu, 24 jam dalam sehari tanpa henti. b. Upgrade Switching. Aplikasi yang dibuat untuk mengelola transaksi ATM. 1 Penyesuaian terhadap modul-modul yang terkoneksi dengan core banking system. 2 Meningkatkan pertumbuhan transaksi berhasil dan volume transaksi untuk meningkatkan pelayanan nasabah dan fee base income. c. Pengembangan Kasda Online. 1 Pengelolaan transaksi kas daerah yang terhubung secara online dengan core banking system. 2 Penyediaan fasilitas transaksi kas daerah yang terintegrasi dengan core banking system melalui channel transaksi non kartu yang sudah disediakan oleh switching. d. SKN-BI Generasi 2 Aplikasi untuk transaksi Kliring Bank Indonesia e. RTGS-BI Generasi 2 Aplikasi untuk transaksi RTGS SSSS f. MPN G2 Aplikasi penerimaan pajak negara secara online, dimana transaksi dapat dilakukan di Teller dan ATM. g. PBB Online Kerjasama penerimaan PBB secara online dengan beberapa pemerintah KabupatenKota. Untuk memenuhi salah satu persyaratan sebagai Bank Persepsi. h. Penyempurnaan Data Warehouse MIS Mengumpulkan dan memelihara data historis yang diperoleh dari Core Banking system, kemudian diolah menjadi INFORMATION TECHNOLOGY DEVELOPMENT In the banking world, the development of information technology makes the company changed its business strategy to put the technology as a key element in the innovation process of products and services. To support the company’s performance, the IT Division of Information Technology continues to develop the Bank include: a. Upgrade Core Banking OLIBS Applications are made to manage the financial transaction banking. 1 Ease of development of new products and new delivery channels as developed with parameter-based complete. 2 Reduce the risk of downtime to the customer service although CBS was doing batch processing as well as disorders of the HW SW. 3 Support the development of the bank’s business in terms of both growth in the number of offices and customers, as well as the number of transactions that can be handled with ease. 4 Increased security functions. 5 operational services 7 days a week, 24 hours a day without stopping. b. Upgrade Switching. Applications are made to manage ATM transactions. 1 Adjustments to the modules that are connected with the core banking system. 2 Increase the growth of successful transactions and transaction volume to increase customer service and fee base income. c. Kasda Online Development. 1 Management of the cash transaction areas connected online with core banking system. 2 Provision of local cash transaction facility integrated with the core banking system through non-card transaction channel that has been provided by the switching. d. SKN-BI 2 Generation Application for Bank Indonesia Clearing transactions e. BI-RTGS 2nd Generation Applications for RTGS transactions SSSS f. MPN G2 Application state tax revenue online, where transactions can be done in Teller and ATM. g. PBB Online PBB acceptance of online collaboration with some of the Regency Municipal Government. To meet one of the requirements as Perception Bank. h. Completion of Data Warehouse MIS Collecting and preserving historical data derived from the Core Banking system, then processed into MIS, resulting Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review MIS, sehingga menghasilkan informasi untuk semua tingkatan manajemen didalam kegiatan perencanaan dan pengendalian. i. Setup penambahan atau relokasi Jaringan Kantor dan ATM. AUDIT DAN TATAKELOLA IT Implementasi Teknologi Informasi di Bank SulutGo senantiasa didasarkan pada kepatuhan terhadap prinsip Tata Kelola Perusahaan yang Baik GCG.Melalui pengembangan dan penyempurnaan rangkaian aplikasi dan sistem TI, Bank SulutGo berupaya untuk menghadirkan kegiatan usaha dan operasional yang transparan, akuntabel dan dapat dipertanggungjawabkan kepada seluruh pemegang saham dan pemangku kepentingan. Sebagai bagian untuk menyempurnakan Tata Kelola IT Perusahaan, Bank SulutGo merencanakan untuk mengadakan Audit Teknologi Informasi melalui kerjasama dengan Auditor Teknologi Informasi yang independen. RENCANA PROGRAM PENGEMBANGAN TI TAHUN 2016 Sesuai dengan Rencana Strategis Teknologi Informasi IT Blueprint sebagai pedoman atau roadmap pengelolaan kegiatan Teknologi Informasi, maka Bank SulutGo melalui Divisi TI akan melakukan beberapa program pengembangan TI ditahun 2016, untuk memenuhi kebutuhan bisnis dengan program sebagai berikut : a Upgrade corebanking. b Migrasi corebanking OLIB’s 724 switching. c Migrasi kartu ATM ke kartu Chip. d SAMSAT online SIMDA Pendapatan. e BPDNet Online. f Payment Multi Biller Teller. g Program Laku Pandai. h Pengembangan Interface SKNRTGS. i Monitoring efektifitas jaringan layanan. j Pengembangan Data Center di lokasikantor baru. k Management Information System. Untuk merealisasi rencana pengembangan IT tersebut diperkirakan akan membutuhkan biaya sebesar Rp 24,701 Milyar. information to all levels of management in planning and controlling.. i. Setup the addition or relocation of offices and ATM networks. AUDIT AND IT GOVERNANCE Implementation of Information Technology at Bank SulutGo always be based on adherence to the principles of Good Corporate Governance GCG Through the development and improvement of applications and IT systems, Bank SulutGo seeks to bring business and operational activities are transparent, accountable and accountable to all the shareholders stock and stakeholders. As part to enhance IT Governance Corporate Bank SulutGo plans to hold Audit of Information Technology in collaboration with the Information Technology independent auditor. IT DEVELOPMENT PLAN PROGRAM YEAR 2016 In accordance with the Strategic Plan for Information Technology IT Blueprint as a guide or roadmap management of information technology activities, the Bank SulutGo through the IT department will do some IT development program in the year 2016, to meet the needs of businesses with the following programs: a Upgrade corebanking. b Migration corebanking OLIB’s 724 switching. c Migration ATM cards to chip cards. d SAMSAT online SIMDA Revenue. e BPDNet Online. f Payment Multi Biller Teller. g Conduct Program Clever. h Development Interface SKN RTGS. i Monitoring the effectiveness of the network and services. j Development of Data Center at the location new office. k Management Information System. To realize the IT development plan is estimated cost to Rp 24.701 billion. Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review ANALISA DAN PEMBAHASAN KINERJA BANK OLEH MANAJEMEN BANK PERFORMANCE ANALYSIS AND DISCUSSION BY MANAGEMENT Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement URAIAN PERTUMBUHAN EKONOMI DAN PERKEMBANGAN PERBANKAN ECONOMIC GROWTH AND BANKING DEVELOPMENT DESCRIPTION URAIAN KINERJA PERFORMANCE DESCRIPTION URAIAN ASPEK PEMASARAN DESCRIPTION ASPECT MARKETING URAIAN KINERJA KEUANGAN 2015 DESCRIPTION OF FINANCIAL PERFORMANCE 2015 ANALISA LABA RUGI ANALYSIS OF INCOME PROSPEK USAHA PERUSAHAAN PROSPECTS COMPANY 154 162 182 189 199 224 Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review PERTUMBUHAN EKONOMI INDONESIA TAHUN 2015 Berdasarkan data yang dipublikasikan Bank Indonesia melalui website www.bi.go.id dipaparkan bahwa perekonomian nasional tumbuh sebesar 4,79, lebih rendah dari tahun 2014 yang tumbuh 5,02. Kondisi ini tidak terlepas dari berbagai tantangan yang dihadapi sepanjang tahun 2015, terutama terkait dengan pelemahan perekonomian global yang diikuti oleh penurunan harga komoditas dunia. Beberapa daerah yang menunjukkan perlambatan ekonomi cukup dalam yaitu Aceh, Riau, Jambi, dan bahkan Kalimantan Timur mencatat pertumbuhan ekonomi yang negatif. Perekonomian berbagai daerah di Jawa juga mengalami perlambatan karena melambatnya kinerja manufaktur. Di sisi lain, kinerja perekonomian Kawasan Timur Indonesia KTI secara keseluruhan dapat tumbuh lebih tinggi dibanding tahun sebelumnya. Hal ini ditopang oleh mulai beroperasinya beberapa smelter di Sulawesi dan juga pengaruh base effect terkait kembali dapat dilakukannya ekspor mineral secara terbatas. Kinerja Perbankan Kinerja sektor rumah tangga dan korporasi yang masih menunjukkan perlambatan pada triwulan IV 2015 ditunjukkan oleh penyaluran kredit yang melambat di seluruh wilayah. INDONESIA ECONOMIC GROWTH IN 2015 Based on data published by Bank Indonesia through the website www.bi.go.id explained that the national economy grew by 4.79, lower than in 2014 which grew 5.02. This is a result of the various challenges faced throughout 2015, primarily related to the global economic slowdown followed by a decline in world commodity prices. Some areas are showing considerable economic slowdown in which Aceh, Riau, Jambi, East Kalimantan and even negative economic growth. The economy of various regions in Java, is also experiencing a slowdown due to slowing manufacturing performance. On the other hand, the performance of the economy of Eastern Indonesia KTI as a whole can grow higher than the previous year. This is supported by the operation of several smelter in Sulawesi and also the influence of the base effect related back can be done in limited mineral exports. Banking Performance Performance of household and corporate sectors are still showing a slowdown in the fourth quarter 2015 is shown by the lending is slowing across the region. The slowdown occurred URAIAN PERTUMBUHAN EKONOMI DAN PERKEMBANGAN PERBANKAN ECONOMIC GROWTH AND BANKING DEVELOPMENT DESCRIPTION Analisis Pembahasan Manajemen Management’s Discussion Analysis Laporan Tata Kelola Perusahaan Good Corporate Governance Report Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Laporan Keuangan Financial Statement Perlambatan terjadi sebagai dampak dari melambatnya pertumbuhan ekonomi domestik dan melemahnya daya beli sehingga menyebabkan tingkat konsumsi rumah tangga cenderung melambat. Namun, tingkat risiko kredit Rumah Tangga di perbankan masih cukup terjaga dengan NPL gross masih relatif rendah meskipun sedikit mengalami peningkatan dibanding semester sebelumnya. Sementara itu, gejala penurunan kinerja sektor korporasi masih berlanjut. Kondisi ini dipicu tidak hanya oleh perlambatan ekonomi domestik, namun didorong juga oleh faktor eksternal khususnya pelemahan ekonomi dunia, penurunan harga beberapa komoditi seperti batubara, kelapa sawit, karet, produk logam, serta minyak dan gas. Dalam kondisi yang demikian, korporasi masih menghadapi potensi risiko yang memengaruhi kinerja kreditnya. Meskipun risiko kredit meningkat, namun masih dalam level yang aman. Ke depan, potensi risiko dari sektor korporasi tetap perlu diwaspadai terutama terkait indikasi peningkatan utang dalam bentuk valas di sektor korporasi. Inlasi Secara nasional, inflasi pada akhir 2015 tercatat sebesar 3,35. Rendahnya realisasi inflasi terutama dipengaruhi oleh terjaganya pasokan pangan ditengah menguatnya gangguan iklim akibat El Nino, serta minimalnya kendala distribusi. Potensi laju inflasi yang lebih rendah di akhir 2015 tertahan oleh kenaikan harga cabai merah dan bawang merah dipicu oleh penurunan produksi di sejumlah sentra seiring berakhirnya puncak panen di November 2015. Secara keseluruhan, terkendalinya inflasi di berbagai daerah tidak terlepas dari peran Bank Indonesia dalam menjaga stabilitas moneter dan inflasi inti, serta dukungan kebijakan pemerintah untuk stabilisasi harga pangan, seperti Program Upaya Peningkatan Khusus Upsus produksi padi, jagung, kedelai, daging sapi, dan gula pasir; program Tol Laut; upaya perluasan jaringan distribusi melalui Toko Tani oleh Kementerian Pertanian; dan impor beras. Selain itu, koordinasi kebijakan yang semakin kuat melalui forum TPI dan TPID turut memberikan dampak yang positif dalam mendukung upaya stabilisasi harga di daerah. Prospek Tahun 2016 Prospek pemulihan ekonomi di 2016 masih akan menghadapi tantangan yang berat terutama dalam meminimalkan dampak dari lambatnya pemulihan ekonomi global, yang diikuti penurunan harga komoditas, terhadap kinerja ekspor daerah. Gambaran kinerja daerah sepanjang tahun 2015 menunjukkan bahwa menurunnya harga komoditas global terutama berdampak pada lebih terbatasnya kinerja ekonomi daerah-daerah yang banyak mengandalkan pada ekspor komoditas primer seperti beberapa daerah di Kalimantan, Sumatera, dan sebagian KTI. Hal ini selanjutnya berdampak pada melemahnya kinerja korporasi as a result of slowing domestic economic growth and the weakening purchasing power, causing the level of household consumption tends to slow down. However, the level of loan risk in the banking Households still quite awake with gross NPL is still relatively low despite the slightly increased compared to the previous semester. Meanwhile, symptoms of decline in the performance of the corporate sector continues. This condition is triggered not only by a slowdown in the domestic economy, but also driven by external factors, especially the global economic downturn, the decline in the price of some commodities such as coal, oil palm, rubber, metal products, and oil and gas. In such conditions, the corporation still face the potential risks affecting the performance of the credit. Although loan risk increases, but still within a safe level. Looking ahead, the potential risk of the corporate sector still needs to be watched particularly relevant indications of improvement in the form of foreign currency debt in the corporate sector. Inflation Nationally, inflation at the end of 2015 stood at 3.35. Low inflation was mainly influenced by sustained food supply amid strengthening of the climate disruptions due to El Nino, as well as the minimum distribution constraints. Potential inflation rate lower at the end of 2015 held back by rising prices of red peppers and red onion triggered by a decline in production at a number of centers with the end of the peak of harvest in November 2015. Overall, inflation volatility in the various regions of the role of Bank Indonesia is to maintain stability monetary and core inflation, as well as government policy support for the stabilization of food prices, such as Special Improvement Efforts Program Upsus production of rice, corn, soybeans, beef, and sugar; Marine Highway program; an expansion of the distribution network through the Farmers shops by the Ministry of Agriculture; and imported rice. In addition, the stronger policy coordination through TPI and TPID forums helped provide a positive impact in supporting the stabilization of prices in the area. Prospects for 2016 Prospects for economic recovery in 2016 will continue to face serious challenges, especially in minimizing the impact of the slow global economic recovery, which followed the decline in commodity prices, the export performance area. Overview of regional performance throughout the year 2015 indicate that the decline in global commodity prices, especially over the limited impact on the economic performance of regions that rely on exports of primary commodities such as some areas in Kalimantan, Sumatra, and partly KTI. This in turn result in lower corporate performance in these areas because of falling Proil Perusahaan Company Proile Pendahuluan Preface Laporan Manajemen Management’s Report Tinjauan Pendukung Bisnis Business Supporting Review di daerah-daerah tersebut karena turunnya pendapatan usaha, khususnya yang bersumber dari ekspor Lihat Isu Khusus Dampak Melemahnya Ekonomi Global terhadap Kinerja Korporasi di Daerah. Pada gilirannya kondisi ini berimbas pada melemahnya daya beli masyarakat dan turunnya pendapatan fiskal daerah. Di sisi lain, meningkatnya transfer ke daerah secara signifikan pada 2016 memberikan peluang sekaligus juga merupakan tantangan bagi daerah. Alokasi dana transfer daerah, termasuk dana desa, pada APBN 2016 mencapai Rp770,2 triliun atau meningkat 15,9 dari APBN-P 2015 sehingga memberikan peluang bagi daerah untuk turut berperan lebih besar dalam mendorong percepatan pembangunan ekonomi. Namun, untuk efektivitas dan optimalisasi penyerapan alokasi anggaran ini perlu didukung peningkatan kapasitas pengelolaan keuangan daerah, termasuk hingga di tingkat desa. PERTUMBUHAN EKONOMI PROVINSI SULUT TAHUN 2015 Pertumbuhan Ekonomi Berdasarkan data yang dipublikasikan Bank Indonesia melalui website www.bi.go.id dipaparkan bahwa pertumbuhan ekonomi Sulut pada triwulan IV 2015 tidak sebaik periode- periode sebelumnya, namun demikian pertumbuhan ekonomi Sulut masih tumbuh positif. Pertumbuhan ekonomi Sulut sepanjang tahun 2015 adalah sebesar 6,12 yoy, masih di atas pertumbuhan nasional yang hanya sebesar 4,79 yoy. Sektor perdagangan, konstruksi dan industry menjadi penopang pertumbuhan ekonomi tetap posisif pada tahun 2015. revenues, especially those stemming from exports See Special Issue Weakening Global Economy Impact on the Performance of Regional Corporations. In turn, these conditions affected the weakening purchasing power and the decline in local fiscal revenue. On the other hand, increased transfers to the regions significantly in 2016 provides an opportunity and also a challenge for the region. Allocation of regional transfer funds, including the village fund, the state budget in 2016 reached Rp770,2 trillion, increased 15.9 from APBN-P 2015 to provide opportunities for the regions to contribute more to expediting economic development. However, for the effectiveness and optimize absorption of this budget allocation needs to be supported by an increase in the capacity of financial management, including to village level. NORTH SULAWESI PROVINCE ECONOMIC GROWTH IN 2015 Economic Growth Based on data published by Bank Indonesia is through the website www.bi.go.id explained that North Sulawesi economic growth in the fourth quarter 2015 as well as earlier periods, however, economic growth is still positive growth of North Sulawesi. North Sulawesi economic growth throughout 2015 amounted to 6.12 yoy, still above the national growth of only 4.79 yoy. Trade, construction and industry became the backbone of economic growth in 2015 remained positif. Pertumbuhan Ekonomi Nasional Sulawesi Utara Yoy National and North Sulawesi YoY Economic Growth 2013 2014 2015 IV Total I II III IV Total I II III IV Total 6,53

5, 61