Basuqei Rahmad Pemimpin Satuan Kerja Audit Intern SKAI
Agus Ramantoro
Pemimpin Divisi Teknologi Informasi Information Technology Division Manager
Sebelum menjabat Pemimpin Divisi Teknologi Informasi, ia pernah menjadi Pemimpin Kelompok Aplikasi Kantor Pusat
dan menjadi Kordinator Kelompok Aplikasi Kantor Pusat. Bergabung dengan BPD Kaltim pada tahun 2005. Lahir di
Jombang pada 20 Februari 1964.
Before served as Chief Information Technology Division, he once became Leader of Headquarters Application Group and become
Coordinator of Headquarters Application Group. He joined BPD Kaltim in 2005. Born in Jombang on February 20, 1964.
Yenny Israwati
Pemimpin Divisi Akuntansi Keuangan Finance Accounting Division Manager
Sebelum menjadi Pemimpin Divisi Akuntansi dan Keuangan, ia telah berpengalaman menjabat sebagai Pemimpin Departemen
Perpajakan, Pemimpin Departemen Manajemen Risiko dan Pemimpin Departemen Audit Kantor Pusat. Ia lahir di Samarinda
pada 13 Desember 1977.
Before served as Finance Accounting Division Manager, she ever served as Taxation Department Manager, Risk Management Manager
and Headquarters Audit Department Manager. Born in Samarinda on December 13, 1977.
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Kosasih Sabran
Pemimpin Cabang Utama Samarinda Head of Samarinda Main Branch
Fathurrahman
Pemimpin Cabang Tana Paser Head Of Tana Paser Branch
Amuniantoyo
Pemimpin Cabang Tanjung Redeb Head of Tanjung Redeb Branch
Ikro
Pemimpin Cabang Jakarta Head of Jakarta Branch
Viky Pujo Rahmanto
Pemimpin Cabang Tenggarong Head of Tenggarong Branch
Ivan Kusnandar
Pemimpin Cabang Tanjung Selor Head of Tanjung Selor Branch
Muhammad Hidayat
Pemimpin Cabang Balikpapan Head of Balikpapan Branch
Dicky Shibron Murad
Pemimpin Cabang Tarakan Head of Tarakan Branch
Sayid Mohammad Hanaiah
Pemimpin Cabang Bontang Head of Bontang Branch
Pemimpin - Pemimpin Cabang Branch Managers
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Basran
Pemimpin Cabang Nunukan Head of Nunukan Branch
Oska Yoris
Pemimpin Cabang Sangatta Head of Sangatta Branch
Delvi Zuliyanti
Pemimpin Cabang Syariah Samarinda Head of Samarinda Sharia Branch
Haris Harsono
Pemimpin Cabang Sendawar Head of Sendawar Branch
Erlyta Ariani
Pemimpin Cabang Syariah Balikpapan Head of Balikpapan Sharia Branch
Iskandar Zulkarnain
Pemimpin Cabang Malinau Head of Malinau Branch
Diky Zulkarnain
Pemimpin Cabang Penajam Head of Penajam Branch
Muhammad Ali
Pemimpin Cabang Tideng Pale Head of Tideng Pale Branch
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Bantuan Sponsorship
Assistance sponsorship
Selama tahun 2015, BPD Kaltim telah melaksanakan kegiatan-kegiatanbantuansumbangan,sponsorship
dan CSR dengan total dana mencapai Rp 10.170.727.302,- atau mengalami peningkatan
sebesar 2.63 yoy. Untuk total biaya sumbangan sendiri sebesar Rp 2.675.108.994,- dan biaya
sponsorship sebesar Rp 5.222.963.855,-. Pelaksanaan kegiatan Bantuan dan Sponsorship ini sesuai dengan
Standard Operating Procedure SOP Bantuan dan Sponsorship BPD Kaltim.
Berdasarkan data bantuan yang dikeluarkan oleh Kantor Pusat cq. Departemen Hubungan Korporasi
BPD Kaltim selama tahun 2015, jenis kegiatan didominasi oleh bidang lingkungan dengan share
jumlah bantuan sebesar 41.18, jumlah ini berbeda dengan kondisi tahun 2014 yang didominasi oleh
kegiatan di bidang sosial dengan share 81.4. Sementara itu berdasarkan biaya yang dikeluarkan,
81.14 adalah pada bidang lingkungan disusul bidang sosial sebesar 8.64.
Share Bidang Bantuan Berdasarkan Jumlah Event Share of Donation Area based on Total Event
17.65 5.88
35.29 41.18
Lingkungan Environment
Lingkungan Environment
Partnership Partnership
Partnership Partnership
Pendidikan Education
Pendidikan Education
Sosial Social
Sosial Social
Share Bidang Bantuan Berdasarkan Jumlah Biaya Share of Donation Area Based on Total Cost
81.14 1.71
8.64 8.51
Jika dilihat dari jumlah event sponsorship yang didukung melalui Departemen Hubungan
Korporasi selama tahun 2015, event-event olahraga mendominasi kegiatan sponsorship BPD Kaltim pada
tahun 2015 sebesar 39.13. Jumlah ini menurun dari tahun 2014 yang tercatat sebesar 54.72. Meskipun
demikian, dilihat dari jumlah biaya, olahraga juga mendominasi sebesar 64.18,
During 2015, BPD Kaltim has been carrying out activities of assistancedonations, sponsorship and CSR with
total funds reached Rp 10,170,727,302, - or an increase of 2.63 yoy.
For total cost of its own contribution amounted to Rp 2,675,108,994, - and sponsorship fee of Rp 5,222,963,855,
-. The implementation of this assistance and sponsorship in accordance with Standard Operating Procedure
SOP on Aid and Sponsorship of BPD Kaltim.
Based on the assistance data issued by the head office cq. Corporate Relations Department of BPD Kaltim
during 2015, the type of activity is dominated by the field of the environment with share amount of aid
amounting to 41.18, this number is different from the situation in 2014 that dominated by activities in
the social sector with a share of 81.4. Meanwhile it is based on the costs incurred, 81.14 are in the field of
environment followed by social sector amounted to 8.64.
When viewed from the number of sponsorship event that supported under Department of Corporate
Relations during 2015, sports events dominate the BPD Kaltim sponsorship activities in 2015 amounted
to 39.13. This number decreased from 2014 which was recorded at 54.72. Nevertheless, judging from the
amount of fees, sports also dominated by 64.18,
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Share Bidang Bantuan Berdasarkan Jumlah Event Share of Donation Area based on Total Event
Share Bidang Bantuan Berdasarkan Jumlah Biaya Share of Donation Area Based on Total Cost
menurun dari tahun 2014 sebesar 78.82. Perhatian besar BPD Kaltim dalam bidang olahraga merupakan
wujud semangat untuk mengembangkan kualitas sumber daya manusia daerah dalam rangka menuju
Kalimantan Timur Maju 2018 serta mendukung salah satu visi Provinsi Kalimantan Timur untuk
menjadi pusat kegiatan olahraga di Indonesia Bagian Timur. Selain olahraga, sponsorship BPD Kaltim juga
didominasi dukungan bidang lingkungan dan partnership, masing-masing sebesar 19.57 dan
15.22.
Ekonomi Ecomic
Partnership Kreatif
Creatif Lingkungan
Environment
Sosial Social
Pendidikan Education
Olahraga Sport
Ekonomi Ecomic
Partnership Kreatif
Creatif Lingkungan
Environment
Sosial Social
Pendidikan Education
Olahraga Sport
39.13 19.57
4.35 4.35
15.22 10.87
6.52
64.18 81.14
6.75 2.03
0.66 3.41
1.58
Pada tahun 2015 selain menjalankan kegiatan Bantuan dan Sponsorship, BPD Kaltim juga akan
melaksanakan program Corporate Social Responsibility CSR. Program CSR Bankaltim akan terfokus pada
beberapa bidang binaan yaitu pendidikan, bina usaha, edukasi, pendidikanbeasiswa dan CSR
Lainnya, yang diharapkan mampu bersinergis dan menjadi sustainable program yang bermanfaat bagi
masyarakat. decreased from 2014 by 78.82. Great attention of
BPD Kaltim in sport is a form of passion for developing the quality of local human resources in order to aim
Developed East Kalimantan in 2018 and supports one of the visions of East Kalimantan Province to be the
center of sports activities in Eastern Indonesia. Besides sports, sponsorship of BPD Kaltim also dominated
environmental support and partnership, respectively 19.57 and 15.22.
In 2015, besides carry out Aid and Sponsorship activities, BPD Kaltim will also implement a program of Corporate
Social Responsibility CSR. Bankaltim CSR program will focus on several assisted areas of: education, businesses
coaching, education, educationscholarship and Other CSR, which is expected to synergize and become a
sustainable program that benefit society.
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Important Events
Peristiwa - Peristiwa Penting
Samarinda - Pelaksanaan RUPS sirkuler dimulai pada Senin 1901 yang diawali dengan kunjungan
kepada pemegang saham mayoritas BPD Kaltim yaitu Gubernur mewakili Pemprov Kalimantan
Timur. Rombongan yang terdiri dari Ketua Dewan Pengawas beserta anggota, Direktur Utama dan
Anggota Direksi, serta dari Sekretariat Perusahaan. Perjalanan sirkuler itu berlangsung selama sembilan
hari dan seluruh pemegang saham menyetujui hasil rapat tersebut.
Samarinda - Implementation of the circular Genaral Meeting of Shareholders GMSbegins on Monday
1901 that begins with a visit to majority shareholder of BPD Kaltim, namely the Governor who represent
the Provincial Government of East Kalimantan. The delegation consists of the Chairman and the members
of the Supervisory Board, President Director and Member of the Board of Directors, as well as from the
Company Secretariat. The circular trip lasted nine days and all the shareholders approved the results of the
meeting Samarinda - Gubernur Kaltim Awang Faroek
Ishak resmi melantik Dewan Pengawas Direksi BPD Kaltim, Senin 92, di Pendopo Lamin
Etam. Pelantikan dilakukan kepada Hairuzzaman sebagai Direktur Syariah dan Human Capital masa
jabatan 2015-2019, Apriansyah sebagai Direktur Operasional perubahan penyebutan dari Direktur
Umum Sulaiman Gafur sebagai Ketua Dewan Pengawas masa jabatan 2015-2018, Ismunandar
Azis sebagai Direktur Kredit perubahan penyebutan dari Direktur Pemasaran.
Samarinda - East Kalimantan Governor, Awang Ishak Faroek, officially inaugurated the Supervisory Board
and the Board of Directors of BPD Kaltim, on Monday 92, in the Lamin Etam Hall. Inauguration conducted
to Hairuzzaman as Sharia Director and Human Capital tenure of 2015-2019, Apriansyah as Director
of Operations change the mention of the Director of General Affair, Sulaiman Gafur as Chairman of the
Supervisory Board tenure of 2015-2018, Ismunandar Azis as Director of Credit change the mention of the
Director of Marketing.
RUPS Sirkuler Di Awal Tahun
Circular GMS in The Beginning Of The Year
Pelantikan Pejabat BPD Kaltim
BPD Kaltim Officials Inauguration
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Samarinda - Ribuan jamaah memadati Islamic Center Samarindapada Jumat 132 malam untuk
mengikuti Tabligh Akbar Kaltim Bershalawat. Tabligh akbar yang digelar BPD Kaltim memperingati
Maulid Nabi Muhammad SAW serta memeriahkan peringatan HUT ke-58 Provinsi Kalimantan Timur,
HUT ke-357 Kota Samarinda, dan HUT ke-55 Pemkot Samarinda. Menghadirkan Syair Qosidah oleh
Group Syair Habib Syech bin Abdul Qadir Assegaf dari Solo.
Samarinda - Thousands of worshipers packed the Islamic Center Samarinda on Friday 132 night to
attend the Tabligh Akbar Kaltim Bershalawat. Tabligh Akbar held by BPD Kaltim to commemorate the
Birthday of Prophet Muhammad as well as to enliven the 58th anniversary of East Kalimantan Province,
357th anniversary of Samarinda, and 55th Anniversary of Samarinda municipal government. Presenting
Qosidah Poetry by Habib Sych bin Abdul Qadir Assegaf Poetry Group from Solo.
Sangatta - Pembukaan Wisata Belanja Wisbel Bankaltim, Kamis 1903 menjadi Wisata Belanja
pertama kalinya di Lapangan Taman Bersemi eks. Lapangan STQ Sangatta Kabupaten Kutai Timur.
BPD Kaltim juga berpartisipasi mengisi tenda wisbel dengan berbagai macam kerajinan UMKM
Sangatta – Opening of Bankaltim Shopping Tourism Wisbel,on Thursday 1903became the first
Shopping tourism at Taman Bersemi Square eks. STQ Square, Sangatta,East Kutai Regency. BPD Kaltim also
participate in filled the tent of the wisbel with various SME crafts.
Tabligh Akbar Kaltim Bershalawat
Tabligh Akbar Kaltim Bershalawat
Pembukaan Wisata Belanja Sangatta
Opening of Sangatta Shopping Tourism
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Yogyakarta - BPD Kaltim kembali berpartisipasi pada kegiatan Pekan Olah Raga dan Seni PORSENI
BPD-SI yang pada tahun 2015 diselenggarakan di Yogyakarta. Acara itu secara resmi dibuka melalui
upacara pembukaan yang dilangsungkan di Lapangan Pancasila UGM, Jumat 01052015.
Upacara tersebut dihadiri langsung oleh Gubernur DIY, Sri Sultan HB X dan diikuti seluruh kontingen
peserta dari BPD Seluruh Indonesia. BPD Kaltim menjadi juara dalam cabang olahraga Catur, Golf
Prestasi dan Tenis Meja.
Yogyakarta - BPD Kaltim once again participated in the activities of BPD-SI Sports and Arts Week PORSENI
which was held in Yogyakarta on 2015. The event was officially opened through the opening ceremony,
which was held at the Pancasila Field of UGM, on Friday 01052015.. The ceremony was attended
by the Governor of Yogyakarta, Sri Sultan HB X and followed by the entire contingent of participants from
BPD throughout Indonesia. BPD Kaltim become a champion in the sport of Chess, Golf Achievement and
Table Tennis. Samarinda - Mahasiswa Universitas Mulawarman
Unmul yang menjalani kuliah kerja nyata KKN tahun ini merasakan sensasi berbeda. Terlibatnya
BPD Kaltim dalam kegiatan tersebut menjadi alasannya. Melalui CSR, bank pelat merah
tersebut membuat program Bankaltim Edukasi. Dilibatkannya mahasiswa dalam kegiatan itu
lantaran jangkauannya yang luas hingga ke pelosok daerah Kaltim dan Kaltara. Kegiatan sosialisasi
dilaksanakan di Lantai 6 Kantor Pusat BPD Kaltim 27.
Samarinda - Mulawarman University Unmul students who undergo community work KKN this year
feel the different sensations. BPD Kaltim involvement in the activity were the reason. Through CSR, the state-
owned bank made the Bankaltim Education program. Involvement of the students in these activities due to
the extensive coverage in remote areas of East and North Kalimantan. Socialization activities conducted
at the Central Office, 6th Floor of BPD Kaltim 27.
Porseni BPD SI di Yogyakarta
Porseni BPD SI at Yogyakarta
Sosialisasi Agen Edukasi Bankaltim
Bankaltim Education Agents Sosialization
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Sendawar – BPD Kaltim menambah jaringan Kantor Kas Long Apari, Kabupaten Mahakam Ulu Mahulu,
tepatnya di Desa Long Kerioq, Selasa 48 dilakukan Grand Opening oleh Camat Long Apari, Valentina
Lalang. Sebelum dilakukan peresmian dilakukan acara adat di Lamin Adat Long Kerioq. Acara ini
dihadiri Pemimpin BPD Kaltim Cabang Sendawar, Haris Harsono, unsur Muspika Long Apari beserta
seluruh petinggi dan kepala adat besar Long Apari. Hadir pula Kapolsek AKP, Ali Suhada dan Danramil
Long Apari, Kapten Sartono.
Sendawar – BPD Kaltim add Long Apari Cash Office network, Mahakam Ulu Regency Mahulu, precisely in
the village of Long Kerioq, on Tuesday 48. The Grand Opening conducted by District Head of Long Apari,
Valentina Lalang. Before the inauguration, conducted traditional ceremonies in Lamin Adat Long Kerioq.
This event was attended by Manager of BPD Kaltim Sendawar Branch, Haris Harsono, Long Apari Muspika
elements and all officials and the customary law chief of Long Apari. Also present the police chief AKP, Ali
Suhada and Danramil of Long Apari, Captain Sartono. Jakarta - Sebanyak 40 dari 119 bank umum berhasil
meraih penghargaan bank dengan kinerja terbaik versi Indonesia Banking Award 2015 yang digelar
Tempo Media Group. Sama seperti tahun lalu, tahun ini Tempo kembali bekerja sama dengan Indonesia
Banking School IBS. “Ini adalah tahun kedua IBS bekerja sama dengan Tempo,” kata Subarjo
Joyosumarto, salah satu juri Indonesia Banking Award yang berasal dari IBS.
Jakarta - 40 out of 119 bank were awarded on bank with the best performance version of the Indonesian
Banking Award 2015, held by Tempo Media Group. Just like the previous years, in this year Tempo returned to
cooperate with Indonesia Banking School IBS. “This is the second year of IBS in collaboration with Tempo,”
said Subarjo Joyosumarto, one of the Indonesia Banking Award judge which comes from IBS.
Peresmian Kantor Kas Long Apari
Opening Of Long Apari Cash Office
BPD Kaltim Raih Indonesian Banking Award 2015 |
BPD Kaltim Get Indonesian Banking Award 2015
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Balikpapan - Undian Simpeda Nasional berlangsung Sabtu 2410 di BSCC Dome Balikpapan, kegiatan
ini merupakan program kerja sama Asosiasi Bank Pembangunan Daerah ASBANDA dan Bank
Pembangunan Daerah Seluruh Indonesia BPD-SI yang digelar setiap tahun, bergiliran setiap Provinsi.
BPD Kaltim yang menjadi tuan rumah pengundian Tabungan Simpeda melaksanakan kegiatan ini
dengan apik dan meriah. Acara yang bertema “Panen Rejeki Bank BPD” tersebut menampilkan
penyanyi Virza dan Iyet Bustami.
Balikpapan – National Simpeda lottery held on Staurday 2410 in Balikpapan BSCC Dome. This
activity is a joint program between the Association of Regional Development Banks Asbanda and
Indonesia Regional Development Bank BPD-SI which was held annually, alternately in each province.
BPD Kaltim who hosted the draw of Simpeda Saving implement these activities well and festive. The event
that entitled “Bank BPD Lucky Harvest” features Virza dan Iyet Bustami as the singer.
Nunukan – BPD Kaltim memberikan CSR berupa satu unit truk sampah kepada Pemerintah
Tenggarong - Dinas Pendapatan Daerah Dispenda Kabupaten Kutai Kartanegara Kukar secara resmi
meluncurkan Sistem Pembayaran Pajak Bumi dan Bangunan SIBAPAK BUMBA berbasis Online
kerjasama dengan Bank BPD Kaltim Cabang Tenggarong. Program tersebut diluncurkan pada
Senin 911
Tenggarong - Revenue Departmen Dispenda of Kutai Kartanegara Kukar Regency officially launch
Land and Building Tax Payment System SIBAPAK BUMBA which is Online based, and cooperating with
BPD Kaltim Tenggarong Branch. The program was launched on Monday 911
BPD Kaltim Tuan Rumah Undia Tabungan Simpeda Nasional |
BPD Kaltim As Host Of Simpeda National Saving Lottery
BPD Kaltim Beri CSR Truk Sampah Nunukan
Bpd Kaltim Csr Give Garbage Truck to Nunukan
Pemkab Kukar dan BPD Kaltim Kerjasama Sibapak Kumba |
Kukar Regency Government and BPD Kaltim Cooperation on Sibapak Kumba
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Kutai Kartanegara - BPD Kaltim resmi meluncurkan program Layanan Keuangan Tanpa Kantor Dalam
Rangka Keuangan Inklusif Laku Pandai di SMA Negeri 1 Samboja, bersamaan dengan peluncuran
produk tabungan Simpel, Selasa 1512. Direktur Utama BPD Kaltim, Zainuddin Fanani mengatakan,
peluncuran program ini menjadi komitmen BPD Kaltim dalam bertransformasi menjadi BPD yang
lebih kuat, kompetitif dan berkontribusi terhadap perekonomian daerah.
Kutai Kartanegara - BPD Kaltim officially launched the Financial Services Without Office in the Context of
Inclusive Financial Laku Pandai at 1 Highschool of Samboja, coinciding with the launch of Simpel saving
product, on Tuesday 1512. BPD Kaltim President Director, Zainuddin Fanani said that the launching
of the program becomes commitment of BPD Kaltim intransformation to be BPD which is more powerful,
competitive and contributive to the regional economy. Samarinda - Gubernur Kaltim Dr H Awang Faroek
Ishak melantik Andi Hadiwijaya sebagai Direktur Kepatuhan BPD Kaltim periode jabatan 2015 - 2019.
Gubernur meminta pejabat baru menjalankan tugas selalu mengacu pada good corporate governance,
risk management dan internal control sebagai prinsip-prinsip dasar seorang direktur kepatuhan.
Direktur Kepatuhan BPD Kaltim Andi Hadiwijaya periode 2015 - 2019 yang berlangsung di Pendopo
Lamin Etam Samarinda, Senin 2812.
Samarinda - East Kalimantan Governor, Dr H Ishak Awang Faroek, inaugurated Andi Hadiwijaya as
Compliance Director of BPD Kaltim for 2015 – 2019. Governor asked for the new officials to perform the
duties always referring to good corporate governance, risk management and internal control as the basic
principles of a director of compliance. Inauguration of Compliance Director of BPD Kaltim, Andi Hadiwijaya,
for 2015 - 2019 was held at Lamin Etam Pavilion, Samarinda, on Mondsy 2812.
Launching Laku Pandai Dan Tabungan Simpel
Launching of Laku Pandai And Simpel Saving
Pelantikan Direktur Kepatuhan BPD Kaltim Periode 2015-2019 |
Inauguration of BPD Kaltim Compliance Director For 2015-2019
Kabupaten Nunukan, Jumat 1112. Pemberian truk sampah inisebagai bentuk dukungan pihak
perbankan melalui program CSR, untuk mewujudkan lingkungan masyarakat yang lebih bersih, sehat, dan
teratur.
Nunukan – BPD Kaltim provide CSR in the form of one unit of garbage trucks to the Government of Nunukan,
on Friday 1112. The garbage truck was a form of support from the banks through its CSR program, to
realize clean, healthy, and organized society.
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Pertumbuhan ekonomi global mengalami perlambatan di tahun 2015 menjadi sebesar
3.1 dari 3.3 di tahun 2014. Poin ini bertumbuh lambat sejak jatuh dramatis pada 2008-2009 yang
menyentuh angka minus 2.2. Kondisi tersebut tak bisa dilepaskan dari krisis global di tahun 2008
yang bersumber dari krisis Amerika Serikat. Kekuatan pengaruh ekonomi negeri adidaya tersebut tak pelak
menyisakan dampak bagi negara-negara lainnya di dunia yang masih dirasakan hingga 2015.
Ketika negara-negara dengan pendapatan tinggi berjuang meraih pertumbuhan positif paska
krisis 2008, gerak pertumbuhan ekonomi global bertumpu pada negara-negara emerging market
seperti Brazil, Rusia, India, China, dan Afrika Selatan BRICS sebagai kelompok emerging market terbesar
di dunia. Meskipun demikian, dampak krisis tetap mempengaruhi pertumbuhan negara-negara
tersebut yang pada akhirnya memberikan efek domino pada negara terailiasi lainnya.
China sebagai negara dengan Produk Domestik Bruto PDB terbesar kedua di dunia pun turut mengalami
perlambatan ekonomi dan memberikan dampak bagi negara-negara di kawasan Asia Tenggara yang
menggantungkan ekspor pada negara tersebut. Depresiasi ekonomi China dari level tertinggi selama
13 tahun pada 2007 yang mencapai 11.4, konstan terjadi pada sewindu kemudian hingga berada
pada level terendah dalam 25 tahun sebesar 6.9 di tahun 2015. Melemahnya volume perdagangan
dan produksi manufaktur menjadi pemicu belum membaiknya kondisi China.
Lebih lanjut, pelemahan ekspor ke China sangat dirasakan Indonesia di tahun 2015. Sebagai
tujuan terbesar ketiga ekspor Indonesia setelah Amerika Serikat dan Jepang, kebijakan transformasi
perekonomian China yang semula berbasis ekspor dan investasi menjadi berbasis konsumsi sangat
berpengaruh pada penurunan ekspor Indonesia yang didominasi komoditas tambang, kelapa sawit
hingga hasil perkebunan. Akibatnya, pertumbuhan ekonomi Indonesia pada tahun 2015 sebesar
4.79, lebih rendah dibanding 2014 sebesar 5.02. Meskipun demikian, Bank Dunia dalam Indonesia
Economic Quarterly Desember 2015 menjelaskan bahwa perlambatan ekonomi Indonesia tidak hanya
disebabkan tekanan eksternal namun juga kontraksi di dalam negeri.
Kilas Ekonomi
Economic Outlook
Global economic growth slowed in 2015 to 2.4 of a 2.6 in 2014. This points grow slowly since fallen
dramatically in 2008-2009 that touched minus 2.2 points. This condition can not be separated from the
global crisis in 2008 were sourced from the US crisis. The strength of the economic influence of the superpower
country inevitably leaves an impact for other countries in the world that still felt until 2015.
When countries with high incomes struggled to gain positive growth post crisis of 2008, the growth of global
economic relying on emerging market countries such as Brazil, Russia, India, China, and South Africa BRICS
as the largest emerging market group in the world. However, the impact of the crisis still affects the growth
of these countries, which in turn provides a domino effect on other affiliated countries.
China as a second largest Gross Domestic Product GDB country in the world also experienced an
economic slowdown and give effect for the countries in Southeast Asia region who depend the exports to
the country. China’s economic depreciation from the highest level for 13 years in 2007, which reached 11.4,
constant going on eight years later, to the lowest level in 25 years at 6.9 in 2015. Weakening of trading volume
and manufacture production triggered the lack of improvement in China’s condition.
Furthermore, the weakening of exports to China is particularly felt by Indonesia in 2015. As the third
largest Indonesian export destination after US and Japan, China’s economic transformation policy which
was originally based on exports and investment to consumption-based influence on Indonesia’s exports
which is dominated by product of mining, palm oil until the plantation result. As a result, Indonesia’s
economic growth in 2015 amounted to 4.79, lower than 2014 which is at 5.02. However, the World Bank,
in Indonesia Economic Quarterly in December 2015, explained that the economic slowdown in Indonesia
is not only due to external pressure but also due to the contraction in the country.
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Kebakaran hutan dan asap pada tahun 2015 telah menghambat pertumbuhan PDB Indonesia sebesar
1.9 dan menelan biaya penanggulangan senilai Rp 221 triliun atau dua kali lebih besar dari musibah
tsunami Aceh pada tahun 2004 silam. Akibatnya, pulau Kalimantan sebagai salah satu sumber lokasi
kebakaran dan asap, menunjukkan pertumbuhan ekonomi terendah dibanding regional lainnya yaitu
sebesar 1.3, yang juga lebih rendah dari tahun sebelumnya sebesar 3.3.
Di sisi lain kemarau akibat El Niño juga membawa risiko bagi pertumbuhan ekonomi Indonesia. Bank
Dunia menyebut kondisi tersebut mempengaruhi harga komoditas pangan khususnya beras sebesar
10 serta inlasi Indeks Harga Konsumen CPI setidaknya 0.3 hingga 0.6 yang akan berdampak
langsung bagi masyarakat.
Transformasi fundamental ekonomi yang menjadi fokus Pemerintahan Presiden Joko Widodo telah
mempersiapkan program ekonomi yang bertumpu pada tiga aspek yaitu mengubah ekonomi berbasis
konsumsi menjadi ekonomi berbasis produksi, kedua, kebijakan subsidi BBM yang dialihkan untuk
pembangunan infrastruktur dan juga subsidi yang tepat sasaran untuk pengentasan kemiskinan.
Program tersebut dilanjutkan dengan dirilisnya delapan paket kebijakan reformasi regulasi dan
struktural serta stimulus iskal yang pada semester dua tahun 2015 sebagai upaya meningkatkan
investasi sektor swasta yang diarahkan guna mendukung industri dan perdagangan. Setidaknya
terdapat 87 peraturan yang dirombak dari 154 peraturan untuk merapikan ketentuan yang tidak
relevan atau menghambat daya saing nasional.
Paket kebijakan tersebut antara lain memberikan kesempatan yang lebih luas bagi investor baik asing
maupun dalam negeri untuk melakukan investasi bagi bidang-bidang tertentu yang sebelumnya
tertutup bagi investasi. UMKM juga menjadi salah satu agenda dalam paket kebijakan pemerintah yang
sejalan dengan usaha untuk mengubah ekonomi berbasis konsumsi menjadi produksi serta ketentuan
lain yang menjadi rangkaian program Nawa Cita Pemerintahan Joko Widodo dan Jusuf Kalla.
Salah satu implementasi visi tersebut juga terlihat dari usaha pemerintah untuk memperkuat basis
perbankan di daerah dalam rangka menggerakan ekonomi masyarakat di daerah pinggiran dan desa
dalam kerangka Negara kesatuan Republik Indonesia melalui agenda transformasi Bank Pembangunan
Daerah Seluruh Indonesia BPD-SI. Forest fires and smoke in 2015 has hampered Indonesia’s
GDP growth of 1.9 and Rp 221 trillion for mitigation cost, or twice the size of the tsunami disaster in Aceh
on 2004. As a result, Kalimantan island as one source location of the fire and smoke, showed lowest economic
growth compared to other regional, amounting to 1.3, and also lower than the previous year by 3.3.
On the other hand, dry season caused by El Niño also brings risks to the economic growth in Indonesia. World
Bank calls these conditions affect the prices of food commodities, especially rice by 10 and inflation of
Consumer Price Index CPI at least by 0.3 to 0.6 which will have direct impact to the community.
Economic fundamentals transformation, which is being the focus of President Joko Widodo Government,
have prepared an economic program that relies on three aspects such as changing the consumption-
based economy becomes production-based economy, secondly, diverted its fuel subsidy policy to the
development of infrastructure also well-targeted subsidies for poverty alleviation.
The program continued with the release of eight packages structural and regulatory reform policy as
well as fiscal stimulus in the second semester of 2015 as an effort to increase private sector investment which
is directed to support the industry and trading. At least 87 of 154 regulations overhauled to spruce up the
provisions that are not relevant or hamper national competitiveness.
The package include providing greater opportunities for investors, both foreign and domestic to invest for
specific areas that were previously closed to investment. SMEs also be on the agenda in a package of government
policies in line with efforts to transform the consumption- based economy into production-based as well as other
provisions that becomes a series of program of Nawa Cita of Joko Widodo and Jusuf Kalla government. One
implementation of this vision can also be seen on the government efforts to strengthen the banking basis
in the region in order to drive local economy in rural areas and villages within the framework of the unitary
Republic of Indonesia through transformation agenda of Indonesia Regional Development Bank BPD-SI.
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Secara regional, kegetiran ekonomi global dan nasional turut berpengaruh pada ekonomi
Kalimantan. Menurunnya pertumbuhan ekonomi regional Kalimantan pada tahun 2015 secara umum
disebabkan oleh kontraksi ekonomi yang terjadi di Kalimantan Timur. Hal ini mengingat pangsa
ekonomi Kalimantan Timur terhadap regional Kalimantan mencapai 59.5 dengan share terhadap
nasional sebesar 4.8 sehingga tinggi rendahnya kualitas perekonomian Kalimantan Timur akan
sangat berpengaruh pada performa pertumbuhan ekonomi regional Kalimantan.
Sampai dengan triwulan IV 2015, Bank Indonesia Perwakilan Kalimantan Timur mencatat pertumbuhan
ekonomi Kalimantan Timur masih terkontraksi -0.5 yoy. Pertumbuhan Kalimantan Timur tertekan
hingga -0.9, jauh lebih rendah dari pertumbuhan ekonomi nasional. Seperti tahun 2014, lemahnya
kinerja sektor pertambangan masih menjadi faktor utama perlambatan ekonomi tersebut. Hal ini sangat
berkaitan dengan turunnya permintaan ekspor dan rendahnya harga komoditas. Sementara itu,
laju inlasi Kalimantan Timur pada triwulan IV 2015 menurun sebesar 2.4 poin dari triwulan III menjadi
4.89 di akhir 2015 yang merupakan tingkat inlasi terendah dalam lima tahun terakhir.
Kondisi ekonomi regional yang masih berkontraksi juga sejalan dengan kinerja perbankan di Kalimantan
Timur yang secara umum berada dalam catatan minus pada aspek penyaluran kredit lending dan
Dana Pihak Ketiga funding. Penyaluran kredit perbankan Kalimantan Timur di akhir 2015 tertekan
pada angka 1.86 yoy. Kondisi ini disebabkan lambatnya kinerja beberapa sektor usaha di
Kalimantan Timur dan Kalimantan Utara. Sementara Dana Pihak Ketiga jatuh lebih dalam pada angka
-6.41 yoy yang disebabkan terjadinya penurunan giro dan deposito, masing-masing sebesar -24.33
yoy dan -3.86 yoy.
Kondisi ekonomi global dan nasional yang diharapkan dapat bertumbuh positif pada tahun
2016 akan diarahkan Pemerintah dengan percepatan pembangunan di daerah dan pelaksanaan
desentralisasi iskal. Pengalihan belanja ke sektor produktif dengan dukungan paket kebijakan
ekonomi juga menjadi fokus peningkatan ekonomi di tahun 2016. Dalam hal ini, ekonomi Kalimantan
Timur juga bergerak menuju perbaikan yang akan didukung oleh kinerja industri pengolahan
yang didominasi oleh kelompok komoditas migas khususnya industri gas alam cair atau liquefied
natural gas LNG. Regionally, the bitterness of the global and national
economy also affect the economy of Kalimantan. Kalimantan regional drop in economic growth in 2015
is generally caused by the economic contraction that occurred in East Kalimantan. Considering economic
share of East Kalimantan on Kalimantan reached 59.5 with national share by 4.8, so the economic
quality level of East Kalimantan will greatly affect the performance of Kalimantan regional economic growth.
Until the fourth quarter of 2015, Bank Indonesia Representative of East Kalimantan recorded East
Kalimantan economic growth still contracted by -0.5 yoy. Growth of East Kalimantan pressured to -0.9,
much lower than the national economic growth. As in 2014, poor performance of the mining sector is still
a major factor in the economic slowdown. It is strongly associated with the decline in export demand and the
lower price of commodity. Meanwhile, the inflation rate in East Kalimantan in the fourth quarter of 2015
decreased by 2.4 points from the third quarter into 4.89 at the end of 2015 which is the lowest inflation
rate in the last five years.
Regional economic conditions which are still contracting in line with the performance of banks in East
Kalimantan, which were generally in the minus record on aspects of lending lending and Third Party Fund
funding. East Kalimantan Bank loan disbursements at the end of 2015 depressed to 1.86 yoy. This condition
is caused by the slow performance of activity at some sectors in the North and East Kalimantan. Meanwhile,
third party funds fell more deeply in the figure -6.41 yoy caused by a decrease in giro and deposits, each by
-24.33 yoy and -3.86 yoy.
Global and national economic conditions which expected to grow positively in 2016 will be directed by
the Government for the acceleration of development in the regional and for implementation of the fiscal
decentralization. Diversion of expenditure to productive sector with economic policy package support also
being the focus of economic improvement in 2016. In this case, East Kalimantan economy also moving
toward improvement, and will be supported by the performance of the processing industry which is
dominated by the oil and gas commodities, especially liquefied natural gas LNG industry.
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“Menyambut tantangan global dan nasional, BPD Kaltim telah lama
merubah paradigma perusahaan lokal menjadi perusahaan yang setara dengan Bank Nasional
dari sisi produk, layanan maupun reputasi. Transformasi BPD-SI menjadi salah satu moda
pendukung visi tersebut, selain ditunjang pula oleh kesadaran untuk memupuk kekuatan
intangible asset melalui pemantapan brand awareness atas produk, layanan serta reputasi
korporasi melalui berbagai program dan kebijakan Bank.”
“Welcoming national and global challenge, since a long time BPD Kaltim has
changed its paradigm of local company into a company that equivalent to the
National Bank since a long time, in terms of product, services as well as reputation.
BPD-SI transformation became one form to support that vision, beside it also supported
by the awareness to nurture the power of intangible assets through brand awareness
strengthening of the products, services and corporate reputation through
various programs and policies of the Bank.”
ZAINUDDIN FANANI
Direktur Utama
President Director
Bersinergi dan Bertransformasi
Synergy and Transformation
79 79
80 83
85 Besinergi Dan Bertranformasi
Synergy and Transformation Internalisasi Program Transformasi BPD-SI
BPD-SI Transformation Program Internalization Strategi Manajemen
Management Strategy Pengelolaan Brand
Brand Management Pelaksanaan Corporate Social Responsibility
Corporate Social Responsibility Implementation
Bersinergi dan Bertransformasi
Synergy and Transformation
Istana Negara Jakarta, 26 Mei 2015, menjadi saksi dimulainya sebuah program integrasi Bank
Pembangunan Daerah Seluruh Indonesia BPD- SI yang kemudian dikenal dengan Program
Transformasi BPD-SI. Program ini diresmikan oleh Presiden Republik Indonesia dengan sebuah harapan
besar untuk memperbarui wajah Bank Daerah agar menjadi Bank terdepan secara lokal, mampu bersaing
dengan Bank Nasional serta memiliki mindset yang mengglobal.
Masyarakat Ekonomi Asean MEA menjadi salah satu perhatian Presiden agar seluruh BPD berlari
lebih cepat dalam persaingan perbankan. Total asset BPD-SI yang mencapai Rp 430 milyar, menjadi
kekuatan besar yang menempatkannya di jajaran 5 bank terbesar nasional. Untuk itulah, transformasi
BPD-SI menjadi sebuah formula wajib untuk semakin menguatkan posisinya.
Internalisasi Program Transformasi BPD-SI
Pada tahap awal sebagai usaha internalisasi transformasi tersebut, BPD Kaltim melakukan
pembenahan aspek pendukung enabler yakni sumber daya manusia, corporate culture dan
infrastruktur yang mutlak dibutuhkan. Hal ini bertujuan untuk membenahi kelemahan struktural
kelembagaan khususnya kecukupan sumber daya manusia, proses bisnis dan internal governance
mencakup kebijakan dan SOP, manajemen risiko, internal kontrol dan infrastruktur yang menjadi
pondasi awal kekuatan transformasi BPD secara umum.
Selanjutnya, BPD Kaltim mengimplementasikan strategic collaborationstrategic holding dengan
mengembangkan layanan BPD Net yang merupakan layanan payment switching, baik untuk transaksi
berbasis kartu maupun non-kartu, serta itur layanan solusi layanan interbank switching yang meliputi
ATM switching, mobile EDC, solusi layanan e-channel berupa web teller, internet banking, mobile banking,
kiosk, cash management system dan financial supply chain management system.
National Palace, Jakarta, May 26, 2015, be the witness of the start of Indonesia Regional Development Bank
BPD-SI integration program, later known as BPD-SI Transformation Program. The program was inaugurated
by the President of the Republic of Indonesia with a great hope to renew the face of the Regional Bank in order to
locally become the leading bank, able to compete with the National Bank and has a global mindset.
The commencement of the Asean Economic Community AEC in early 2016, became one of
the President’s attention that all BPD run faster in the banking competition. BPD-SI total asset which
reached Rp 430 billion be a major force that placed it in the top 5 largest banks nationwide. For that, BPD-SI
transformation became a mandatory to strengthen its position futhermore.
BPD-SI Transformation Program Internalization
In the early stages of the transformation internalization effort, BPD Kaltim make improvements of the supporting
aspects enabler, such as human resources, corporate culture and infrastructure that absolutely necessary.
It aims to improve institutional structural weaknesses especially the adequacy of human resources, business
processes and internal governance include policies and SOP, risk management, internal controls and
infrastructure that became the foundation of BPD transformation power in general.
Furthermore, BPD Kaltim implement strategic collaboration strategic holding by developing BPD Net
services which is payment switching services, both for card or non-card based transactions, as well as services
of interbank switching service solution that include ATM switching, mobile EDC, e-channel service solution in the
form of web teller, internet banking, mobile banking, kiosk, cash management system and financial supply
chain management system.
79
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Beberapa persiapan yang telah dilaksanakan BPD Kaltim dalam memenuhi target dasar program
tersebut meliputi:
1 Tabungan SimPel
Tabungan SimPel Surat Otoritas Jasa Keuangan No.S-246KO.132015 tanggal 8 Desember 2015
perihal Rencana Penerbitan Produk Tabungan SimPel Letter of Otoritas Jasa Keuangan No.S-246KO.132015 dated December 8, 2015
regarding Issuance Planning of Tabungan SimPel Product
2 Laku Pandai
Laku Pandai Surat Otoritas Jasa Keuangan No.S-247KO.132015 tanggal 10 Desember 2015
perihal Pemberian Ijin Produk Laku Pandai Bankaltim Letter of Otoritas Jasa Keuangan No.S-247KO.132015 dated December 10, 2015
regarding Licensing Issued of Bankaltim’s Laku Pandai Product 3
Internet Banking Internet Banking
Surat Otoritas Jasa Keuangan No.S-246AKO.132015 tanggal 8 Desember 2015 perihal Permohonan Ijin Produk Internet Banking BPD Kaltim
Letter of Otoritas Jasa Keuangan No.S-246AKO.132015 dated December 8, 2015 regarding Product License Application of BPD Kaltim’s Internet Banking
4 Cash Management System
Cash Management System Surat Otoritas Jasa Keuangan No.S-251KO.132015 tanggal 17 Desember 2015
perihal Permohonan Ijin Produk Cash Management System BPD Kaltim Letter of Otoritas Jasa Keuangan No.S-251KO.132015 dated December 17, 2015
regarding Product License Application of BPD Kaltim’s Cash Management System
No ProdukLayanan
ProductServices Ket. Ijin OJK | OJK License
Melalui produk dan layanan serta pemantapan infrastruktur ini, diharapkan BPD Kaltim dapat secara
bertahap melakukan sinergi bersama dengan BPD- SI sesuai Key Performance Indicator KPI yang telah
ditetapkan.
Strategi Manajemen
Secara umum, BPD Kaltim telah menjalankan fungsinya sebagai agen pembangunan dengan terus
mengembangkan jaringan di seluruh Kabupaten dan Kota di Provinsi Kalimantan Timur dan Kalimantan
Utara dan menjadi Bank dengan jaringan terluas di kedua provinsi ini. Jaringan BPD Kaltim sebagian
besar ada di Kecamatan, wilayah perbatasan serta di luar pulau Kalimantan. Hingga akhir tahun
2015, jaringan BPD Kaltim telah menyentuh 75 kecamatan di seluruh penjuru Kalimantan Timur dan
Kalimantan Utara.
Di sisi lain, BPD Kaltim juga telah menyempurnakan 4 jaringan kantor di garis perbatasan Indonesia-
Malaysia, yaitu KCP Sebatik diresmikan tahun 1999, KCP Krayan diresmikan tahun 2011, KCP
Long Nawang diresmikan tahun 2014 dan Kantor Kas Long Apari diresmikan tahun 2015. Hal ini
merupakan komitmen BPD Kaltim dalam menjaga kekuatan ekonomi nasional khususnya dalam hal
persebaran mata uang Rupiah di perbatasan. Some of the preparations that have been implemented
by BPD Kaltim in fulfilling basic targets of the program include:
Through the product and services as well as infrastructure improvements, BPD Kaltim is expected to
be gradually do the synergy with BPD-SI in accordance to Key Performance Indicator KPI that has been set.
Management Strategy
In general, BPD Kaltim has been carrying out its function as development agent by continuing to develop
network throughout the Regencies and Cities in the province of East and North Kalimantan, and became
the Bank with largest network in these two provinces. Network of BPD Kaltim mostly in the District, border
areas as well as outside the island of Kalimantan. By the end of 2015, BPD Kaltim’s network has touched 75 of
districts throughout the North and East Kalimantan.
On the other hand, BPD Kaltim also has perfected4 office network in the border line between Indonesia
and Malaysia, namely KCP Sebatik officially opened in 1999, KCP Krayan officially opened in 2011, KCP
Long Nawang officially opened in 2014 and Long Apari Cash Office officially opened in 2015 .This is the
commitment of BPD Kaltim in maintaining national economy strength, especially in terms of the spread of
Rupiah at the border.
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Pengembangan jaringan akan tetap menjadi salah satu fokus korporasi pada tahun-tahun mendatang,
yang diimbangi dengan penguatan produk dan layanan. Dalam menyambut hal tersebut, BPD
Kaltim telah mempersiapkan strategi jangka pendek, menengah dan jangka panjang dalam
mengakomodir kebutuhan pengembangan Bank sesuai dengan positioning dan differentiation yang
telah dibuat, sebagai berikut: A. Strategi Jangka Pendek
a. Melakukan pengembangan serta diversiikasi produk dan layanan termasuk jaringan
kantorlayanan secara dinamis sesuai perkembangan bisnis Bank dan batasan
Regulator Sebagaimana yang telah diluncurkan pada akhir tahun 2015 meliputi Tabungan
SimPel, Internet Banking, CMS dan Laku Pandai. Adapun dalam jangka menengah, BPD-SI
diharapkan dapat melaksanakan komitmen terkait dengan rencana transformasi BPD-SI
atau strategic collaborationstrategic holding, yang didalamnya terdapat proses penyatuan
meliputi pengembangan layanan BPD net yang merupakan layanan payment switching, baik
untuk transaksi berbasis kartu maupun non- kartu, serta itur layanan seperti solusi layanan
interbank switching meliputi ATM switching, mobile EDC, solusi layanan e-channel berupa
web teller, internet banking, mobile banking, kiosk, cms dan financial supply chain management
system;
b. Melakukan persiapan perubahan Logo dan Nama Bank sejalan dengan pembentukan
Provinsi Kalimantan Utara sesuai dengan keputusan Rapat Umum Pemegang Saham
Lainnya Ketiga Tahun 2015;
c. Membuat program edukasi perbankan kepada seluruh lapisan masyarakat melalui sarana dan
media yang tepat sasaran; d. Memperkuat corporate image dan brand image
Bank melalui sarana promosi dan berbagai program khususnya dalam penghimpunan
Dana Pihak Ketiga yang tepat efektif dan eisien serta terarah dalam rangka meningkatkan citra
Bank.
B. Strategi Jangka Menengah a.
Perluasan jaringan kantor dan branchless banking secara regional dan nasional dengan
salah satu strategi memanfaatkan layanan Laku Pandai;
b. Optimalisasi layanan berbasis kartu melalui
e-payment pada seluruh banking delivery channel ATM, EDC, internet banking dan e-channel lainnya;
c. Memperkuat corporate image dan brand image Network development will be remain as one of focus
of the corporation in the years to come, which is offset by the strengthening of products and services. In doing
so, BPD Kaltim has prepared a short term, medium and long term strategies to accommodate the development
needs of the Bank in accordance with the positioning and differentiation that has been made, as following:
A. Short-term Strategy a. Conducting development and diversification of
products and services including dynamically offices network services according to Bank
business development and the Regulatory limits, as has been launched at the end of 2015
including Tabungan SimPel, Internet Banking, CMS and Laku Pandai. As for medium term,
BPD-SI expected to implement commitments related to BPD-SI proposed transformation or
strategic collaborationstrategic holding, which there is a unification process includes the services
development of BPD net which is a payment switching service, for both card or non-card
transaction-based, card or non-card, as well as service features such as interbank switching service
solutions include ATM switching, mobile EDC, e-channel service solutions in the form of web-
teller, internet banking, mobile banking, kiosk, cms and financial supply chain management system;
b. Preparation of the changes of Logo dan Bank name in line with the establishment of North
Kalimantan Province, in accordance with the decision of the Third General Meeting of Other
Shareholders in 2015;
c. Create a banking education program for the whole society through appropriate media and
facilities; d. Strengthening corporate image and brand
image through promotion and various programs, especially in compile third party funds
appropriately effectively and efficiently and well directed in order to improve the image of the Bank.
B. Medium-term Strategy a. Expansion of branch network and branchless
banking nationally and regionally with utilizing Laku Pandai services as one of the strategy;
b. Card-based services optimization through
e-payment on the entire bankingdelivery channels ATM, EDC, internet banking and other e-channel;
c. Strengthening corporate image and brand
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Bank melalui sarana promosi dan berbagai program khususnya dalam penghimpunan
Dana Pihak ketiga yang tepat efektif dan eisien serta terarah dalam rangka meningkatkan citra
Bank;
d. Melakukan persiapan Spin Off Unit Usaha Syariah UUS.
C. Strategi Jangka Panjang a. Mewujudkan visi dan misi Bank untuk menjadi
Bank yang setara dengan bank nasional; b. Memiliki kompetensi Sumber Daya Manusia
Human Capital yang setara dengan Bank Nasional;
c. Memiliki produk layanan productservice management, manajemen konsumen
customer management dan manajemen merek brand management;
d. Melakukan Spin Off Unit Usaha Syariah UUS. Pada tahun 2016 mendatang, potensi perlambatan
ekonomi di Kalimantan Timur dan Kalimantan Utara diperkirakan masih akan terjadi mengingat
ketergantungan terhadap ekspor komoditas yang besar sebagai tulang punggung perekonomian
kedua provinsi ini. BPD Kaltim sebagai bank terbesar di Kalimantan Timur dan Kalimantan Utara tidak
akan terlepas dari dampak yang mungkin timbul, terutama dalam hal penyaluran dana, kualitas kredit
dan penghimpunan Dana Pihak Ketiga.
Dukungan Pemerintah Pusat untuk mendorong percepatan penyerapan anggaran pemerintah
daerah guna melaksanakan proyek-proyek infrastruktur dan produktif lainnya akan
memengaruhi perluasan dana pihak ketiga yang berasal dari Pemerintah Daerah. Oleh karena itu, BPD
Kaltim tetap memegang prinsip pengembangan dana pihak ketiga swasta, serta memberikan
perhatian lebih pada pengembangan Usaha Mikro Kecil dan Menengah UMKM yang lebih produktif.
Dalam rangka mencapai hal tersebut, BPD Kaltim akan memberikan perhatian pada beberapa hal di
tahun 2016, antara lain: 1. Diversiikasi produk dan jasa serta peningkatan
layanan berbasis teknologi yang sesuai dengan kebutuhan masyarakat untuk meningkatkan
proit melalui fee based income; 2. Peningkatan kompetensi Sumber Daya Manusia
beserta infratruktur pendukung lainnya, terutama dalam bidang perkreditan dan manajemen risiko;
3. Peningkatan brand awareness serta brand produk image through promotion and various
programs, especially in compile third party funds appropriately effectively and efficiently and well
directed in order to improve the image of the Bank.
d. Spin Off preparation of Sharia Business Unit UUS. C. Long-term Strategy
a. Realize the vision and mission of the Bank to became Bank which is equivalent to national bank;
b. Has the competences of Human Resources Human Capital which is equivalent to the National Bank;
c. Having product service management, customer management and brand management;
d. Do Spin Off for the Sharia Business Unit UUS. In 2016, estimated of potential economic slowdown in
North and East Kalimantan occured considering large dependence on commodity export as economic support
of these two provinces. BPD Kaltim as the largest bank in East North Kalimantan is inseparable from the impact,
particularly in terms of disbursement, credit quality and Third party funds.
Support of the Central Government to accelerate the absorption of local government budgets in order to carry
out infrastructure projects and other productive will affect the expansion of third-party funds derived from local
governments. Therefore, BPD Kaltim retain the principle of the development of private third-party funds, and give
more attention to the development of Micro, Small and Medium Enterprises SME which are more productive.
In order to achieve that, BPD Kaltim will give attention to a few things in 2016, such as:
1. Diversification of products and services and improvement of technology-based services that
fit the needs of the community to increase profits through fee-based income;
2. Increased competence of Human Resources along with other supporting infrastructure, especially in the
field of credit and risk management; 3. Increased brand awareness and products and services
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dan layanan melalui peningkatan frekuensi dan kualitas promosi;
4. Pemetaan segmentasi, target dan potensi pasar dalam mendukung Sistem Informasi Pemasaran;
5. Pemantapan integrasi sistem pengelolaan SDM dalam hal perekrutan hingga pensiun.
Pengelolaan Brand Brand Management
Brand awareness menjadi salah satu perhatian utama Manajemen dalam segala kegiatan dan kebijakan
sejak ditetapkannya visi Bank untuk menjadi The True Regional Champion dari Kalimantan Melalui
Produk, Layanan dan Reputasi Setara Bank Nasional. Menciptakan reputasi setara Bank Nasional tentunya
harus didukung pula dengan program-program peningkatan brand equity, yang dimulai dengan
pemantapan brand awareness BPD Kaltim di masyarakat.
Salah satu upaya dalam menciptakan reputasi yang setara dengan Bank Nasional adalah melalui
peluncuran Program Corporate Social Responsibility CSR pada tahun 2015. Program ini merupakan
menyempurnakan pelaksanaan tanggung jawab sosial yang sebelumnya terpenuhi melalui kegiatan
bantuan dukungan murni tanpa promosi dan sponsorship dukungan dengan tujuan utama
promosi yang disusun berdasarkan panduan ISO 26000.
Kegiatan-kegiatan CSR BPD Kaltimyang diklasiikasikan ke dalam 3 tiga bidang utama
program berkelanjutan yaitu Edukasi, Pendidikan, Bina Usaha, disamping kegiatan CSR Lainnya.
Pelaksanaan program ini juga telah diatur dalam Kebijakan dan Prosedur Pelaksanaan Program
Corporate Social Responsibility BPD Kaltim yang disahkan melalui Surat Keputusan Direksi Bank
Pembangunan Daerah Kalimantan Timur Nomor: 008SKBPD-PSTI2015 tentang Kebijakan dan
Prosedur Pelaksanaan Program Corporate Social Responsibility CSR Bank Pembangunan Daerah
Kalimantan Timur tanggal 2 Januari 2015. brand through the improvement of the frequency and
quality promotion; 4. Mapping of segmentation, targets and market potential
in supporting the Marketing Information System; 5. Strengthening the integration of human resources
management system for recruitment until retirement.
Brand Management
Brand awareness became one of the main concerns of Management in all activities and policies since the
enactment of the Bank’s vision to became The True Regional Champion from Kalimantan Through The Product, Services
and Reputation Which Is Equivalent To National Bank. Earned a reputation equivalent to National Bank must be
supported by various program to improve brand equity, which began with the consolidation of BPD Kaltim brand
awareness in the society.
One of the efforts in creating a reputation equivalent to the National Bank is through the launch of Corporate
Social Responsibility CSR Program in 2015. This program is the completion of social responsibility implementation
that previously fulfilled through assistance pure without promotion and sponsorship support with promotion as
main purpose which is based on ISO 26000 guidelines.
BPD Kaltim CSR activities are classified into three 3 sustainable programs main areas such as Education,
Scholarship, Business Development, besides the other CSR activities. The implementation of these programs
have also been arranged in the Policies and Procedures Implementation of Corporate Social Responsibility Program
of BPD Kaltim, which is ratified by the Decree of Directors of Bank Pembangunan Daerah Kalimantan Timur Number
008SKBPD-PSTI2015 on Policies and Procedures Implementation of Corporate Social Responsibility Program
CSR of Bank Pembangunan Daerah Kalimantan Timur, dated January 2, 2015.
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Konsep Membangun Reputasi Perusahaan yang Diadopsi dari Pemodelan Corporate Identity Westcott Alessandri 2001 | Building
Corporate Reputation Concept that Adopted from Corporate Identity Westcott Alessandri Model 2001
Selama tahun 2015, kegiatan peningkatan brand awareness juga digiatkan melalui penyeragaman
materi untuk seluruh media promosi yang dikelola oleh Sekretariat Perusahaan. Agenda penyeragaman
materi promosi untuk produkjasa berdasarkan Surat ke pimpinan unit terkait Nomor: 570F-3BPD-PST
SEKPERXII2014 tanggal 16 Desember 2014 Perihal: Penyeragaman dan Penyiapan Materi Promosi BPD
Kaltim Tahun 2015, sebagai berikut: During 2015, activities to increase brand awareness
intensified through the material uniformity for entire media campaign that run by the Company Secretariat.
Uniformity agenda of the promotion material for the productservices based on the letter to the related unit
leader Number: 570F-3BPD-PSTSEKPERXII2014, dated December 16, 2014, Subject: Unification and the
Preparation of BPD Kaltim Promotional Materials in 2015, as following:
Bagaimana masyarakat melihat mengerti | How the society see
understand Reputasi Perusahaan
Corporate Reputation
Citra Perusahaan Corporate Image
Identitas Perusahaan Corporate Identity
VisiMisi Perusahaan Companies Visson and Mission
Presentasi Visual:
Visual Presentation: Perilaku Perusahaan:
Companies Conduct: Bagaimana masyarakat
melihat mengerti | How the companies present it self
1 Januari |
January Produk Funding |
Products Funding 2
Februari | February
Produk Kredit UMKM | SME Credit Products
3 Maret |
March Program-programEvent Pemasaran Tertentu |
Certain Marketing ProgramsEvent 4
April | April
Peluncuran Produk Jasa Terbaru | Launching of Lattest ProductsServices
5 Mei |
May Produk Kredit Korporasi |
Corporate Credit Products 6
Juni | June
Produk Funding | Products Funding
7 Juli |
July Jasa dan Layanan perbankan |
Banking Services 8
Agustus | August
Program-program Event Pemasaran Tertentu | Certain Marketing ProgramsEvent
9 September |
September Produk Kredit UMKM |
SME Credit Products 10
Oktober | October
Kegiatan Strategis Korproasi corporate image | Corporate strategic Activity corporate image
11 November |
November Program-program Event Pemasaran Tertentu |
Certain Marketing ProgramsEvent 12
Desember | December
Produk Funding | Products Funding
No Bulan | Month
Materi | Material
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Adapun media promosi yang dimiliki atau bekerjasama dengan BPD Kaltim, antara lain:
Surat Kabar Newspaper
Kaltim Post Tribun Kaltim
Samarinda Pos Koran Kaltim
Bando Jalan Street Billboard
Jl. Basuki Rahmat Samarinda Jl. Bhayangkara Samarinda
Jl. S. Parman Samarinda JL. Slamet Riyadi Samarinda
Billboard Billboard
Jl. MT. Haryono Balikpapan Jl. Yos Sudarso III Sangatta
Jl. Yos Sudarso Jemb. Pinang Sangatta Jl. Propinsi Penajam
Jl. Basuki Rahmat Tana Paser Website
www.bankaltim.co.id Media Sosial
Social Media Facebook nama akun: Bpd kaltim |
Facebook account name: Bpd kaltim Twitter nama akun: bpd_kaltim |
Twitter account name: bpd _kaltim Youtube nama akun: BPD Kaltim |
Youtube account name: BPD Kaltim Media Lainnya |
Other Media Bankaltimedia
Jenis Media | Media Type Nama Media | Media Name
Media campaign that is owned or cooperate with BPD Kaltim, include:
Selain melakukan promosi melalui media-media tersebut di atas, peningkatan brand awareness juga
diimplementasikan melalui merchandise perusahaan dan kegiatan insidental bukan rutin melalui media
massa lainnya seperti radio dan televisi. Total biaya promosi, diluar CSR dan bantuansumbangan, selama
tahun 2015 adalah sebesar Rp 10.324.314.801,- atau terealisasi 12.39 dari Rencana Bisnis Tahun 2015.
Sementara untuk kegiatan bantuan dan sumbangan selama tahun 2015 mencapai Rp 497.918.052,- .
Pelaksanaan Corporate Social Responsibility
Pelaksanaan Corporate Social Responsibility CSR perusahaan ditetapkan dalam beberapa peraturan
antara lain Undang-Undang No.40 Tahun 2007 tentang perseroan terbatas UUPT serta Peraturan
Pemerintah No.47 Tahun 2012 tentang Tanggung Jawab Sosial dan Lingkungan Perseoran Terbatas
PP 472012. Selain itu bagi perusahaan di bawah Kementerian Badan Usaha Milik Negara, pelaksanaan
CSR diatur lebih khusus dalam bentuk Program Kemitraan dan Bina Lingkungan PKBL.
CSR tidak semata menjadi tanggung jawab sosial perusahaan namun juga sangat erat kaitannya
Beside promotion through the media mentioned above, efforts to increase brand awareness also implemented
through company merchandise and incidental activity not routine through mass media such as radio and
television. Total cost of the promotion, beyond CSR and assistancedonations cost, during 2015 was Rp
10,324,314,801,- or had realize 12.39 of 2015 Business Plan. Meanwhile, for the aid and assistance during 2015
reached IDR 497,918,052,- .
Company Corporate Social Responsibility
Company Corporate Social Responsibility CSR implementation defined in the regulations, include
Law No. 402007 concerning Limited Liability Company company law as well as Government Regulation
No. 472012 concerning Social and Environmental Responsibility of Limited Liability Company PP
472012. In addition, for companies under the Ministry of State-Owned Enterprises, the implementation of CSR
is set specifically in the form of the Partnership Program and Community Development.
CSR is not just about corporate social responsibility but also very closely related to the implementation
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dengan penerapan prinsip-prinsip Good Corporate Governance GCG. Secara internal, tanggung jawab
perusahaan diatur dalam Code of Conduct BPD Kaltim melalui Surat Keputusan Direksi Nomor: 154
SKBPD-PSTXII2007 tanggal 17 Desember 2007. Selain itu, kerangka Program CSR juga mengacu
pada Kode Etik Bankir Indonesia yang diterbitkan Ikatan Bankir Indonesia update Tahun 2013 yang
menyebutkan bahwa salah satu standar etika profesi Bankir Indonesia adalah bertanggungjawab
dalam menciptakan kemakmuran, tidak terbatas kepada pemegang saham tetapi juga kepada para
pemangku kepentingan dan lingkungan tempat bank itu beroperasi.
BPD Kaltim merupakan perusahaan milik daerah yang bergerak dalam bidang jasa dan bergantung
pada masyarakat untuk menjalankan core bisnisnya. Oleh karena itu, BPD Kaltim memandang Program
CSR tidak lagi sebagai supporting practice melainkan sebagai salah satu aspek kebijakan Manajemen
dan reputasi jangka panjang perusahaan.Untuk itu, penyusunan Program CSR dilakukan secara
sistematis berdasarkan analisa sederhana atas ISO 26000 yang menjadi guidelines program tanggung
jawab sosial oleh banyak perusahaan atau organisasi. Pada akhirnya, program CSR BPD Kaltim disusun
dengan skema waktu Long Term, Short Term dan Annual Routine baik yang bersifat berkelanjutan
sustainable maupun CSR Lainnya sesuai dengan efektiitas nilai dan urgensitas masing-masing
program dan turunannya.
Dalam kajian tersebut, jenis CSR BPD Kaltim terbagi menjadi dua yaitu kegiatan berkelanjutan
dan kegiatan CSR Lainnya yang mengakomodasi peluang CSR lainnya yang sesuai dengan visi, misi,
dan kebijakan Bank serta aturan yang berlaku dengan harapan dapat memberi manfaat jangka
panjang yang bersifat corporate branding bukan sustainability program. Untuk CSR Berkelanjutan,
dibagi ke dalam 3 tiga bidang utama yaitu Edukasi dalam rangka meningkatkan literasi keuangan atau
perbankan, Pendidikan dan Bina Usaha. Sementara untuk kegiatan CSR Lainnya membuka peluang
untuk berbagai kegiatan insidental seperti kegiatan sarana dan prasarana umum, sarana dan prasarana
agama dan kegiatan CSR di masing-masing Kantor Cabang yang biasanya tidak dapat digolongkan ke
dalam kegiatan sustainable atau bantuan.
Selama tahun 2015 total biaya Program CSR BPD Kaltim yang terealisasi mencapai Rp2,285,830,703
atau 12.08 dari Rencana Bisnis Bank Tahun 2015. of Good Corporate Governance GCG. Internally,
Company responsibility regulated in BPD Kaltim Code of Conduct, through Board of Directors Decree
Number: 154SKBPD-PSTXII2007 dated December 17, 2007. Furthermore, CSR Program framework also
refers to Indonesian Bankir Code of Conduct issued by Indonesian Bankir Association updated in 2013 which
stated that one of the Indonesian Bankers standard ethics are responsible for creating prosperity, not only
limited to shareholders but also to the stakeholders and the environment in which the bank operates.
BPD Kaltim is regional owned enterprises which is engaged in service industry and rely on the society to
carry out its business core. Therefore, BPD Kaltim CSR program is no longer looked at as a supporting practice
but rather as one aspect of management policies and the company’s long-term reputation. For that reason,
the preparation of the CSR program is carried out systematically by simple analysis on the ISO 26000
which is became guidelines of social responsibility programs by many others companies or organizations.
In the end, BPD Kaltim’s CSR program prepared by Long Term, Short Term and Annual Routine time scheme,
whether it is sustainable or other CSR form accordingly with value and urgency effectiveness of each program
and its derivatives.
In the study, the type of BPD Kaltim’s CSR is divided into two include sustainable activities and other CSR
activities, which is accommodate opportunities of other CSR in accordance with the vision, mission, and Bank’s
policies as well as the applicable rules with the hope to provide corporate branding long-term benefits, not
just sustainability program. Sustainable CSR divided into three 3 main areas, namely Education in order to
improve the financial literacy or banking, Scholarship and Business Development. As for the other CSR
activities, opens up opportunities for various incidental activities such as facilities and infrastructure public
activities, religious facilities and infrastructure and CSR activities in each branch office that normally can not be
classified into sustainable activities or assistance.
During 2015 the total cost of BPD Kaltim CSR Program that realized reached Rp2,285,830,703 or had realize
12.08 of 2015
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Post realisasi terbesar adah pada bidang Pendidikan yang mencapai 93.79 disusul bidang edukasi,
Bankaltim Bina Usaha dan CSR Lainnya masing- masing 34.58, 16.3 dan 6.99. Secara keseluruhan,
total realisasi biaya CSR BPD Kaltim mencapai 12.08 dari Rencana Bisnis yang telah ditetapkan.
CSR Berkelanjutan
Bidang Edukasi Keuangan Biaya kegiatan edukasi keuangan terealisasi sebesar
24.8 dari Rencana bisnis Bank Tahun 2015. Kegiatan- kegiatan edukasi yang dilaksanakan selama Tahun
2015 antara lain: 1. Peduli Kasih Orang Tua
Peduli Kasih Orangtua merupakan kegiatan yang telah dilaksanakan oleh BPD Kaltim sejak bulan
Juni 2013 sebagai bentuk charity bagi nasabah TabunganKu Taspen dan Pensiunan BPD Kaltim.
Kegiatan ini pada mulanya bertujuan untuk meningkatkan loyalitas nasabah dan
meningkatkan reputasi serta brand image BPD Kaltim. Di samping itu sesuai dengan Surat
Edaran Otoritas Jasa Keuangan Nomor 1 SEOJK.072014 tentang Pelaksanaan Edukasi
dalam Rangka Meningkatkan Literasi Keuangan Kepada Konsumen danatau Masyarakat yang
mulai berlaku pada 6 Agustus 2014 disebutkan bahwa kegiatan yang berupa pemberian bantuan
sosial yang bersifat charity dapat merupakan pelaksanaan Edukasi apabila kegiatan tersebut
dilakukan berkesinambungan dan dilaksanakan monitoring secara berkala.
2. Agen Edukasi Kegiatan Agen Edukasi merupakan hasil kerjasama
antara BPD Kaltim dan Lembaga Pengembangan Pada Masyarakat LPPM Universitas Mulawarman
untuk menjadi fasilitator kegiatan edukasi keuangan dan perbankan bagi masyarakat yang
dalam pelaksanaannya bekerjasama dengan Kantor Cabang. Terpilih 50 kelompok KKN yang
kemudian menjadi mitra BPD Kaltim dalam melaksanakan kegiatan edukasi dan CSR di
wilayah penempatannya masing-masing.
Total 50 kelompok tersebut disebar ke 13 KabupatenKota di Kalimantan Timur dan
Kalimantan Utara, antara lain: Samarinda, Balikpapan, Berau, Bontang, Kutai Timur, Kutai Barat,
Kutai Kartanegara, Penajam Paser Utara, Paser, Tana Tidung, Bulungan, Nunukan dan Malinau. Total
peserta yang tergabung dalam kegiatan Agen Bank Business Plan. Biggest realization post was in the
field of Scholarship which reached 93.79 followed by the field of education, Business Development of
Bankaltim dan other CSR respectively 34.58, 16.3 and 6.99. Overall, total cost of these BPD Kaltim’s CSR
program reached 12.08 of the Business Plan that has been set.
Sustainable CSR
Financial Education Sector Cost of financial education activities realized for 24.8
of 2015 Bank Business Plan. Educational activities that carried out during 2015 include:
1 Peduli Kasih Orang Tua Peduli Kasih Orangtua is the activities carried out by
BPD Kaltim since June 2013 as a form of charity for customers of TabunganKU Taspen and retirement of
BPD Kaltim.
This activity was originally intended to increase customer loyalty and enhance the reputation and brand image
of BPD Kaltim. Besides that, according to the Financial Services Authority OJK Circular Letter No. 1 SEOJK.07
2014 concerning Implementation of Education in order to Improve Financial Literacy to Customers and
or Society that come into force on August 6, 2014, stated that every activity for the provision of social
assistance which is charity, which is charity can be the implementation of Education if they are carried out
continuous and there is periodic monitoring on it.
2. Agen Edukasi Education Agents Education Agent Activity is the result of cooperation
between BPD Kaltim and Society Development Institute LPPM of University of Mulawarman, to
become facilitators for the banking and financial education to the society, which in its implementation
is in cooperation with Branch Office. 50 KKN Community Service Program group that selected
which is later became partner of BPD Kaltim in carrying out educational activities and CSR in each
placement.
That 50 groups spread to 13 regents cities in East Kalimantan and North Kalimantan, among others:
Samarinda, Balikpapan, Berau, Bontang, East Kutai, West Kutai, Kutai Kartanegara, North Penajam Paser,
Paser, Tana Tidung, Bulungan, Nunukan and Malinau. Total participants that joined in the Education Agents
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Edukasi Tahun 2015 mencapai 467 mahasiswa dari berbagai jurusan di Universitas Mulawarman.
Lokasi kegiatan ini meliputi Kalimantan Timur dan Kalimantan Utara. Melalui kegiatan Agen Edukasi
BPD Kaltim telah melaksanakan dua kegiatan edukasi dalam satu kemasan.Kegiatan pertama
berupa sosialisasi edukasi kepada para Agen Edukasi yang dilaksanakan pada 2 Juli 2015 dan
dihadiri lebih dari 300 peserta. Selanjutnya, para Agen Edukasi ini akan menyampaikan kembali
informasi yang mereka peroleh dari Sosialisasi kepada masyarakat di lokasi KKN mereka.
3. Kuliah TamuSeminar Pada tahun 2015 kegiatan kuliah tamu atau
seminar telah direncanakan untuk diadakan minimal sebanyak 2 dua kali di Universitas
Mulawarman dan Universitas Balikpapan. Namun pada realisaisnya, BPD Kaltim belum
menyelenggarakan kegiatan Kuliah Tamu atau Seminar pada tahun 2015 dikarenakan kegiatan-
kegiatan lain yang baru pertama kali dilaksanakan ternyata membutuhkan perhatian besar dari
TIM CSR yang juga memiliki keterbatasan sumber daya manusia. Meskipun demikian, staf
Sekretariat Perusahaan pernah diundang dan hadir bukan atas program dari BPD Kaltim untuk
menyampaikan Kuliah Tamu dengan judul Kontrak Komersial Bawah Tangan dan Kontrak Perbankan
oleh Fakultas Hukum Universitas Mulawarman Samarinda pada tanggal 10 April 2015.
Activity in 2015 reached 467 students from various departments at the University of Mulawarman. The
location of these activities include East Kalimantan and North Kalimantan. Through the activities of
Educational Agents, BPD Kaltim has conducted two educational activities in one package. First activity
was education socialitation to the Edication Agents that held on July 2, 2015 and attended by more
than 300 participants. Further, the Education Agents will deliver back the information that they got from
socialization to the society in their KKN site.
3. Guest LectureSeminar In 2015 guest lecture or seminar activity have
been planned for a minimum of 2 two times at University of Mulawarman and University of
Balikpapan. But in real, BPD Kaltim not yet held a guest lecture
or seminar in 2015 due to other activities that held for the first time and need much attention from
the CSR Team which is limited in the quantity of human resource. Despite that, staff of Company
Secretariat had been invited and present not on BPD Kaltim program as Guest Lecturer
on Below Hands Commercial Contracts and Banking Contracts by Law Faculty of University of
Mulawarman, Samarinda, on April 10, 2015.
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4. Kegiatan Lainnya Terdapat pula beberapa kegiatan edukasi yang
terlaksana meskipun tidak direncanakan dalam Rencana Bisnis Bank sebelumnya.
Kegiatan-kegiatan ini dilaksanakan atas beberapa pertimbangan seperti permintaan khusus
Gubernur Provinsi Kalimantan Timur, benefit sponsorship dan alasan lain yang menyebabkan
urgen dilaksanakan pada tahun 2015. Kegiatan-kegiatan tersebut, antara lain:
a. TV Reality Show yang bekerjasama dengan Bank
Indonesia dan TVRI. Kegiatan ini dibuat atas prakarsa dari Gubernur Provinsi Kalimantan
Timur bersama Bank Indonesia Perwakilan Samarinda dan BPD Kaltim.
b. Kegiatan Edukasi D’Kukar Zone, yaitu wahana bermain anak yang disponsori oleh BPD
Kaltim. Salah satu wahana di D’Kukar Zone dibuat miniatur BPD Kaltim dengan berbagai
perlengkapan yang dapat digunakan anak- anak untuk seolah-olah belajar menjadi bankir,
sambil mengetahui manfaat-manfaat kegiatan perbankan. Kegiatan ini merupakan bagian dari
sponsorship BPD Kaltim dalam pembangunan D’Kukar Zone.
Bidang Pendidikan Kegiatan Bidang Pendidikan yang dilaksanakan
sesuai Rencana CSR adalah Beasiswa Bankaltim Prima. Anggaran biaya pendidikan telah tercapai
93.79 dari Rencana Bisnis Bank Tahun 2015. Pencapaian optimal ini disebabkan selain kegiatan
Beasiswa Bankaltim Prima berjalan sesuai rencana, juga karena adanya kegiatan pendidikan tambahan
di pertengahan tahun yaitu Civitas Cerdas, kerjasama BPD Kaltim dengan Business Center Universitas
Mulawarman dan Kaltim Post. 1. Beasiswa
Pada rencana pelaksanaan, kegiatan ini akan bekerjasama dengan 10 Perguruan Tinggi yaitu
Universitas Mulawarman, Institut Agama Islam Negeri Samarinda, Universitas 17 Agustus 1945
Samarinda, Universitas Widayagama Mahakam Samarinda, STMIK Widya Cipta Dharma Samarinda,
Politeknik Negeri Samarinda, Politeknik Negeri Balikpapan, STIE Madani Balikpapan, Universitas
Balikpapan dan Universitas Borneo Tarakan. Dari serangkaian tes yang telah diselenggarakan,
terpilih 50 orang penerima Beasiswa Bankaltim Prima Periode 1 Tahun 2015. Para penerima ini
kemudian diresmikan dalam Inaugurasi dan Gathering Penerima Beasiswa Bankaltim Prima
Tahun 2015 yang dilaksanakan pada 5 Agustus 2015.
4. Other Activity There are also some educational activities carried
out although it is not planned in the previous Bank’s Business Plan.
These activities are carried out based on several considerations such as special request by the
Governor of East Kalimantan Province, benefit sponsorship and other reasons that made it
urgent to implemented in 2015.
These activities include: a. Reality Show on TV, in cooperation with Bank
Indonesia and TVRI. This activity is made by the initiative of the Governor of East Kalimantan
Province with Bank Indonesia Samarinda Representative and BPD Kaltim.
b. D’Kukar Zone Educational Activity, which is children playground that sposored by BPD Kaltim.
One of the rides at D’Kukar Zone is a miniature of BPD Kaltim with various equipment that can be
used by the children so that they can learn to be a banker, while knowing the benefits of banking
activities. This activity is part of the sponsorship of BPD Kaltim in D’Kukar Zone development.
Scholarship Sector Scholarship Sector activities that implemented
accordingly to CSR Plan was Bankaltim Prima Scholarship. Scholarship Cost Budget has reached
93.79 of 2015 Bank Business Plan. This optimal achievement is due to not only Bankaltim Prima
Scholarship Activity goes according to the plan, but also because of the additional education activity
in the middle of the year namely Civitas Cerdas, a collaboration between BPD Kaltim with Business Center
of Mulawarman University and Kaltim Post. 1. Scholarship
In the implementation plan, this activity will be cooperating with 10 universities, such as
Mulawarman University, Samarinda State Islamic Institute, 17 Agustus 1945 University of Samarinda,
Widayagama Mahakam University of Samarinda, STMIK Widya Cipta Dharma of Samarinda, State
Polytechnic of Samarinda, State Polytechnic of Balikpapan, STIE Madani of Balikpapan, Balikpapan
University and Borneo Tarakan University. From a series of test, elected 50 recipients of Bankaltim
Prima Scholarship Period 1, 2015. The recipient then formalized in the inauguration and Gathering of
Bankaltim Prima 2015 Scholarship which was held on August 5, 2015.
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Pada kegiatan tersebut diundang pula pimpinan- pimpinan Perguruan Tinggi yang bekerjasama
dengan BPD Kaltim dalam kegiatan ini untuk meningkatkan keharmonisan BPD Kaltim dengan
intitusi-institusi tersebut.
Kegiatan yang berlangsung selama 2 dua hari tersebut kemudian dilanjutkan dengan kegiatan
pembinaan bagi para Penerima Beasiswa Bankaltim Prima. Tujuan utama pembinaan tersebut adalah
para penerima memiliki pengetahuan tentang perbankan, edukasi keuangan, proil BPD Kaltim,
program CSR BPD Kaltim dan tentunya penguatan karakter mereka sebagai Agen Reputasi dan Agen
Edukasi BPD Kaltim. Anggaran kegiatan Beasiswa adalah sebesar 1.37 dari total Renbis Program
CSR Tahun 2015. Kegiatan yang termasuk dalam post ini adalah Beasiswa Bankaltim Prima yang
diperuntukkan bagi mahasiswa berprestasi dari 10 Perguruan Tinggi di Kaltim dan Kaltara. Beasiswa
diberikan kepada 50 mahasiswa yang lolos seleksi dalam bentuk pemberian dana pembinaan
sebesar Rp 600.000,-bulan selama 2 semester Masa Aktif serta kegiatan-kegiatan pembinaan
karakter dan softskill selama masa aktif tersebut. In the event, also invited the leaders of the College
that in cooperation with BPD Kaltim to improve the harmony between BPD Kaltim and the institutions.
The activities takes two 2 days and then continued with training activities for Bankaltim Prima
Scholarship Recipients. The main purpose of the training was that the recipient had the knowledge
of banking, financial education, profile of BPD Kaltim, BPD Kaltim CSR program and of course
the strengthening of their character as an Agent of Reputation and BPD Kaltim Education Agency.
Scholarships activity budget amounted was 1.37 from the total of 2015 CSR Program Business Plan.
Activities that included in this post was Bankaltim Prima Scholarship that intended for outstanding
students from 10 College in East Kalimantan and North Kalimantan. Scholarships awarded to 50
students who qualify for selection, in the form of development funds amounting to Rp 600.000, -
month for 2 semesters active period as well as character and soft skills building activities during the
active period.
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2. Civitas Cerdas Civitas Cerdas adalah kerjasama BPD Kaltim dan
Kaltim Post yang terdiri dari 2 dua kegiatan. Kegiatan pertama adalah pembuatan rubrik
khusus Civitas Cerdas di Surat Kabar Harian Kaltim Post setiap hari yang memuat berita-berita
tentang Universitas Mulawarman dan peran serta mahasiswa dalam berbagai isu di seputar
kampus dan pengembangan di kota Samarinda dan Provinsi Kalimantan Timur pada umumnya.
Kegiatan kedua adalah terkait metode kerjasama yaitu dengan menempatkan SKH Kaltim Post di
100 spot di seluruh Universitas Mulawarman untuk memancing minat baca sekaligus media edukasi
BPD Kaltim kepada para civitas akademika.
Bidang Bina Usaha 1. Pembinaan Komunitas UMKM
Kegiatan ini telah terlaksana sebanyak 2 dua kali selama tahun 2015. Kegiatan pertama bertajuk
Gathering Pengusaha UMKM dengan kehadiran peserta mencapai lebih dari 300 orang yang
berasal dari pengusaha binaan Komunitas Belanja Kaltim, komunitas binaan Dinas Perindustrian
Perdagangan dan Koperasi Disperindagkop serta pengusaha dari komunitas lainnya di Samarinda.
Kegiatan ini dilaksanakan di Gedung Serba Guna Lt. 6 BPD Kaltim pada 26 Februari 2015.
Kegiatan gathering ini membawa tema pengenalan dan sosialisasi pengajuan kredit
kepada BPD Kaltim serta Jamkrida bagi pengusaha yang belum bankable menurut sudut pandang
Bank.Pada kegiatan tersebut juga diadakan mini pameran produk karya UMKM.
Pada 10 Juli 2015 kembali diadakan kegiatan pembinaan pengusaha UMKM, khususnya bagi
pengusaha dalam binaan komunitas Wisata 2. Civitas Cerdas
Civitas Cerdas was the cooperation between BPD Kaltim and Kaltim Post which consist of 2 two
activities. First is the making of Civitas Cerdas special section at Kaltim Post Daily Newspaper which
contains of news about University of Mulawarman and the participation of students in the various issues
around the campus and development in Samarinda and East Kalimantan in general. The second activity
related to the cooperation method, that is by putting SKH Kaltim Post in 100 spot around University of
Mulawarman to lure reading interest and at the same time as BPD Kaltim education media for the
academic community.
Business Development Sector 1. SME Community Development
This activity has been implemented for 2 two times during 2015. First event entitled SME Entrepreneurs
Gathering with more than 300 participants who came from assisted entrepreneurs of Belanja Kaltim
Community, assisted community of the Industry, Trade, and Cooperatives Service Disperindagkop
as well as entrepreneurs from other communities in Samarinda. This event was held at the Multipurpose
Building 6th Floor of BPD Kaltim on February 26, 2015.
This gathering activities carries the theme of introduction and socialization for applying credits
to BPD Kaltim and Jamkrida for entrepreneurs who are not bankable according to the viewpoint of the
Bank. In the event, also held a mini exhibition of SME products.
On July 10, 2015 once again were held the SME development activities, especially for entrepreneurs
who were member of Wisata Belanja Kaltim
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No Kegiatan | Activities
1 Sarana Pendukung Belajar Mengajar Program CSR BPD Kaltim di Lembaga Permasyarakatan
Kelas II A Samarinda | Supporting Facilities of Teaching and Learning CSR BPD Kaltim Program in Class II A Correctional Facility of Samarind
a 2
Kegiatan Isra Miraj Lapas Klas II A Samarinda | Isra Miraj Activity at Class II A Correctional Facility of Samarinda
3 Tong Sampah Pasar Ramadhan 1436 H Gor Segiri Samarinda |
Ramadhan 1436 H Market Trash Can, Segiri Sport Center of Samarinda 4
2 unit Motor Patroli untuk Kepolisian Resor Samarinda | 2 unit Patrol motorcycle for Samarinda Police Resort
5 Mobil Pelayanan Pajak Kota Tarakan |
Tarakan City Tax Service Car 6
Truk Kebersihan Kabupaten Penajam Paser Utara | Hygiene Truck for North Penajam Paser Regency
7 Kegiatan lainnya |
Other activities Selama tahun 2015, terdapat beberapa kegiatan yang digolongkan dalam CSR lainnya, yaitu:
During 2015, there is several activities that clasified as Other CSR, such as:
Belanja Kaltim.Tema utama yang dibawa dalam kegiatan pembinaan kali ini adalah pengarahan
dalam pembuatan Koperasi Wisata Belanja Kaltim. Melalui koperasi ini BPD Kaltim berharap dapat
lebih mudah melaksanakan linkage program yang bermanfaat bagi masyarakat khususnya yang
sampai saat ini tergabung dalam komunitas Wisata Belanja Kaltim.
Total biaya dua kegiatan gathering mencapai 16.35 dari total biaya yang dianggarkan dalam
Rencana Bisnis Bank Tahun 2015.
CSR Lainnya
Selain melaksanakan program CSR yang bersifat berkelanjutan, BPD Kaltim juga menjalankan kegiatan
lainnya dalam kerangka CSR Lainnya. Program CSR Community. Main theme in this development
activities was guidance in the manufacture of Kaltim Shopping Tourism Cooperative.
Through this cooperative, BPD Kaltim wish can be more easily to implement linkage programs
that benefit the community especially those who were currently member of Wisata Belanja Kaltim
Community.
Two gathering activity’s total cost reached 16.35 from total cost that budgeted in the 2015 Bank
Business Plan.
Other CSR
In addition to implement sustainable CSR program, BPD Kaltim also run other activities within the framework
Lainnya merupakan program untuk mengakomodir peluang CSR lainnya yang sesuai dengan visi, misi,
dan kebijakan Bank serta aturan yang berlaku. Program ini diharapkan dapat memberi manfaat
jangka panjang yang bukan bersifat berkelanjutan namun secara promosi bertahan dalam jangka
waktu yang lama.
Selama tahun 2015, terdapat beberapa kegiatan yang digolongkan dalam CSR lainnya, yaitu:
of Other CSR. Other CSR program was a program that aims to accommodate other CSR opportunities in
accordance with vision, mission, and policies of the Bank as well as applicable rules.
The program is expected to provide long-term benefits, which is not contuniously implemented, but survive for
long periods in promote.
During 2015, There are some activities that are classified in Other CSR, such as:
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Tinjauan Bisnis
Business Highlights
“Tahun 2015 memberikan banyak tantangan bagi kegiatan Bank. Tekanan dari
dalam maupun luar negeri memberikan pengaruh signiikan pada performa lending
maupun funding. Meskipun demikian, optimisme dan integrasi dari seluruh elemen Bank dan
dukungan masyarakat menjadi semangat kami mengembangkan Bank untuk lebih baik lagi.
Masyarakat Ekonomi Asean MEA menjadi tantangan selanjutnya, melalui transformasi
kelembagaan yang telah dicanangkan, BPD Kaltim siap berpartisipasi menyambut
tantangan tersebut.” Year of 2015 gave many challenges for
the activities of the bank. Many pressure from both domestic and foreign had given
significant influence to the performance of lending and funding. Despite that, optimism
and integration from all bank elements and the support from the society triggered our spirit
to develop the bank to perform much better. Masyarakat Ekonomi Asean MEA becomes
the next challenge, through institutional transformation which has been declared, BPD
Kaltim is ready to participate in orde to welcome that challenge.
ISMUNANDAR AZIS
Direktur Kredit
Director of Credit
83 84
86 90
91 92
99
101 109
117 Kredit
Credit Kredit Korporasi Sindikasi
Corporate Syndicated Credit Kredit UMKM Konsumer
MSME Credit Consumer Pengendalian dan Penyelamatan Kredit
Credit Control and Rescue Suku Bunga Dasar Kredit SBDK
Suku Bunga Dasar Kredit SBDK Treasury Internasional
Treasury International Pengelolaan Batas-batas GWM, PDN
dan lain-lain Management Boundaries GWM, PDN,
and etc Funding
Funding Perusahaan
Company Pengembangan Bisnis
Business Development
Tinjauan Bisnis
Business Highlights
Perjalanan tahun 2015 yang belum memberi angin segar bagi perekonomian global dan nasional
sangat memengaruhi pertumbuhan ekonomi Kalimantan Timur dan Kalimantan Utara. Hal ini
dilihat dari kinerja intermediasi perbankan regional yang mengalami kontraksi dalam penyaluran kredit
sebesar 1.86 yoy di akhir 2015, menurun tajam dibanding triwulan III yang tumbuh positif 5.07
yoy. Kondisi ekonomi global yang masih belum menunjukkan pertumbuhan positif memengaruhi
banyak pengusaha untuk bergerak aman dan enggan melakukan ekspansi usaha. Demikian juga
dengan perbankan yang sangat berhati-hati dalam melakukan penyaluran kredit atau dibebani oleh
debitur yang kurang sehat.
Sektor pertambangan, khususnya non migas, menjadi pemicu utama perlambatan ekonomi
di Kalimantan Timur.Hal ini terimbas dari harga komoditas dan permintaan yang masih rendah di
pasar internasional. Di sisi lain, fenomena El Nino juga menjadi salah satu faktor utama kontraksi
ekonomi Kalimantan Timur. Kekeringan panjang sebagai dampak El Nino yang dirasakan sejak
pertengahan 2015 dan masih berdampak hingga akhir 2015 menyebabkan banyak komoditas sektor
pertanian dan perkebunan khususnya produktivitas hasil perkebunan kelapa sawit dan tabama tanaman
bahan makanan banyak menderita gagal panen karena kekeringan.Penurunan pada sektor-sektor
utama ini kemudian memberikan dampak pada sektor pendukung lainnya yang terakumulasi pada
perlambatan ekonomi daerah.
Kredit Credit
The journey of the year 2015 had not been given the fresh wind for the global and national economy which
greatly affects the economic growth in East Kalimantan and North Kalimantan. This matter is seen from the
performance of regional banking intermediation which had the contraction in lending by 1.86 yoy at the
end of 2015, declined sharply compared to the third quarter that had grown positively 5:07 yoy.
Global economic conditions are still not showing positive growth influence for many entrepreneurs to
move safely and reluctant to expand the business. As well with banks extremely cautious in distributing credit
or burdened by debtors who are less healthy.
The mining sector, especially non-oil sector, became the main trigger of economic slowdown in
East Kalimantan. It affected the commodities’ prices and demand which is still low in international market.
On the other hand, the phenomenon of El Nino also became one of the main factors of economic
contraction in East Kalimantan. Long drought as the impact of El Nino felt since mid-2015 and still affected up
at the end of 2015 caused many agriculture commodity sectors and farming particularly in the productivity
results of palm oil plantations and tabama tanaman bahama makanan or plant foodstuffs many suffered
crop failures because of drought. Degradation on this main sectors then have an impact on other supporting
sectors that accumulates on the economic slowdown in the region.
95
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Kontraksi ekonomi di Kalimantan Timur memberikan efek langsung bagi kinerja penyaluran kredit BPD
Kaltim. Direktorat Kredit BPD Kaltim bergerak pada sektor-sektor produktif maupun konsumtif melalui
tiga unit kerja yang saling berintegrasi, yaitu Divisi Kredit Korporasi Sindikasi, Divisi Kredit UMKM
Konsumer dan Divisi Pengendalian Penyelamatan Kredit telah secara optimal melakukan usaha
peningkatan fungsi intermediasi BPD Kaltim. Meskipun demikian, kondisi ekonomi yang tidak
mendukung tidak dapat dielakkan memberikan catatan yang kurang baik pada penyaluran kredit
BPD Kaltim di tahun 2015.
Kredit Korporasi Sindikasi Kredit Korporasi Sindikasi yang dikelola oleh Divisi
Kredit Korporasi Sindikasi memiliki tugas dalam mendukung Direksi menetapkan kebijakan-kebijakan
perkreditan terutama di sektor korporasi dan sindikasi. Unit kerja ini merupakan pengembangan
berdasarkan Surat Keputusan Direksi Nomor: 061 SKBPD-PSTIII2014 tanggal 21 Maret 2014 tentang
Struktur Organisasi Bank Pembangunan Daerah Kalimantan Timur. Berdasarkan kondisi di akhir
tahun 2015, terjadi penurunan pada beberapa sektor ekonomi seperti pertanian, perburuan dan
kehutanan, lalu transportasi, pergudangan dan komunikasi serta sektor penyediaan akomodasi dan
makan minum. Meskipun demikian, terjadi pula kenaikan khususnya di sektor bukan lapangan usaha
lainnya dan sektor konsumtifrumah tangga masing- masing sebesar 49.75 dan 10.84.
Tabel 12 Perkembangan Kredit Korporasi Per Sektor Ekonomi yoy Table 12 Development of Corporate Loans Per Sectors of Economy yoy
The economic contraction in East Kalimantan gave direct effect for the performance of lending BPD Kaltim.
Credit Directorate BPD Kaltim move on sectors of the productive and consumptive through three units
that integrate with each other, namely Corporate Syndicated Credit Division, MSME Credit Consumer
Division and Credit Control Rescue Division has been optimally conducted business in increasing
intermediation function of BPD Kaltim. Nonetheless, economic conditions which cannot support is
unavoidable to give poor record on lending BPD Kaltim in 2015.
Corporate Syndicated Credit Corporate Syndicated Credit managed by the Division
of Corporate Syndication Credit has a duty to support the Board of Directors establishes policies, especially
in the corporate and syndicated sector. This unit is a development based on the Directors’ Decree No. 061
SK BPD - PST III 2014 dated March 21, 2014 on the Organizational Structure of Bank Pembangunan
Daerah East Kalimantan.
Based on conditions at the end of 2015, a decline in some economic sectors such as agriculture, hunting
and forestry, then transportation, warehousing and communications sector as well as the provision of
accommodation and eating and drinking. Nevertheless, there is also an increase, especially in the sector of other
non business field and sectors of consumer household, respectively amounted to 49.75 and 10.84.
No Sektor Ekonomi
KenaikanPenurunan yoy
Increase Decrease yoy
Economic sector 1
Pertanian, Perburuan dan kehutanan -46.36
Agriculture, hunting and forestry 2
Perikanan -33.69
Fishery 3
Pertambangan dan Penggalian -2.63
Mining and excavation 4
Industri Pengolahan -27.72
Processing industry 5
Listrik, Gas dan Air -7.53
Electricity, Gas and Water 6
Konstruksi -0.02
Construction 7
Perdagangan Besar dan Eceran -11.9
Wholesale and Retail 8
Penyediaan Akomodasi dan Makan Minum -34.48
Provision of accommodation and Eat Drink 9
Transportasi, Pergudangan dan Komunikasi -26.64
Transport, Storage and Communication 10
Perantara Keuangan 566.74
Financial intermediaries 11
Real Estate, Usaha Persewaan dan Jasa Perusahaan Administrasi Pemerintahan, Pertahanan dan Jaminan Sosial
-24.73 Real Estate, Leasing and Business Services
Administration, Defense and Social Security 12
Wajib -
Compulsory 13
Jasa Pendidikan 291.26
Educational services 14
Jasa Kesehatan dan kegiatan Sosial, Jasa Kemasyarakatan, Sosial Budaya, Hiburan
-8.23 Health services and social activities, services Community,
Social Culture, Entertainment 15
Perorangan Lainnya -41.1
Other individuals 16
Jasa Peroangan yang Melayani Rumah Tangga 717.17
Individual Services Serving Households 17
Badan Internasional dan Badan Ekstra Internasional Lainnya -
International Agency and the Agency for Other International Extra
18 Kegiatan yang Belum Jelas Batasannya
- Unclear Limit activities
19 KonsumtifRumah Tangga
10.84 Consumer Household
20 Bukan Lapangan usaha Lainnya
49.75 Not Fields Other businesses Fields
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Dampak melambatnya pertumbuhan ekonomi sangat dirasakan khususnya pada perekonomian
daerah Kalimantan timur dan Kalimantan Utara untuk sektor-sektor yang paling berkontribusi diantaranya
sektor pertanian, perburuan dan kehutanan seperti kelapa sawit serta sektor pertambangan produksi
dan permintaan batubara dan migas.
Kondisi eksternal yaitu pengaruh El Nino turut menjadi faktor penyebab menurunya kinerja pada
sektor-sektor tersebut. Berdasarkan data Bank Indonesia Perwakilan Kalimantan Timur tahun 2015,
secara regional sektor pertanian, perburuan dan kehutanan memang mengalami perlambatan dari
semula 6.8 di tahun 2014 menjadi 5,1 pada tahun 2015. Hal ini berpengaruh cukup besar pada kondisi
penyaluran kredit BPD Kaltim pada sektor ini yang menurun tajam sebesar -46.3 yoy.
Lebih lanjut, penurunan produksi batu bara dan minyak dunia yang terus memburuk
berimplikasi pada sektor derivatif lainnya antara lain pengangkutan, transportasi, perhotelan dan
sebagainya yang secara langsung membebani kualitas debitur yang berkonsentrasi pada sektor
tersebut. Hal ini memberikan efek lanjutan berupa perilisan kebijakan internal untuk tidak memberikan
fasilitas baru maupun tambahan fasilitas kepada sektor pertambangan danatau perkebunan sawit
beserta derivatifnya, serta melakukan pembatasan total ekspansi kredit baru maupun tambahan baik
yang bersifat langsung danatau tidak langsung. Hal tersebut memberikan dampak menurunnya
penyaluran kredit secara konsolidasi pada akhir tahun 2015.
Sementara itu, selama tahun 2014 dan 2015, belum dilakukan penyaluran kredit sindikasi baru. Kredit
sindikasi diberikan kepada 18 debitur dengan jumlah nominatifoutstanding kredit sindikasi yang
berjalan pada akhir 2015 mencapai Rp 1,418,195 juta dengan tujuh belas debitur berkualitas lancar dan
satu debitur dalam perhatian khusus. Lebih lanjut, dalam rangka menjalankan peran
sebagai agen pembangunan, BPD Kaltim terlibat secara langsung dalam upaya pembangunan di
KabupatenKota di seluruh Kalimantan Timur dan Kalimantan Utara serta bertindak sebagai penyedia
permodalan bagi pelaksana pekerjaan yang bersumber dari APBD dan APBN. Pemberian fasilitas
kredit tersebut tentunya bertujuan sebagai upaya percepatan pembangunan maupun penyediaan
sarana dan prasarana yang menjadi kebutuhan masyarakat.
The impact of the economic growth was felt particularly in the economic region of East Kalimantan and North
Kalimantan to the sectors that contribute most of them, which are agriculture, hunting and forestry such as
palm oil and mining production and demand of coal, oil and gas.
External condition which is the influence of El Nino contributed to the causes of the decline in performance
in these sectors. Based on data from Bank Indonesia Representative of East Kalimantan in 2015, regional
agriculture, hunting and forestry is experiencing a slowdown from the previous 6.8 in 2014 to 5.1 in
2015. This considerable influence on BPD Kaltim lending conditions in this sector which fell sharply by -46.3
yoy.
Furthermore, the decline in coal production and world oil continued to deteriorate implications on other
derivative sectors include freight, transportation, hospitality and so on that directly burden the debtor
quality concentrate on the sector. It provided advanced effects, such as the release of internal policy not to
provide new facilities and additional amenities to the mining and or oil palm plantations and its derivatives,
as well as restricting new and additional total credit expansion both directly and or indirectly. It gave
the impact of the downturn in the consolidated loan portfolio at the end of 2015.
Meanwhile, during 2014 and 2015, the new syndicated credit distribution had not been done yet. Syndicated
credit granted to 18 debtors with the amount of the syndicated credit outstanding nominative running at
the end of 2015 reached Rp 1,418,195 with seventeen debtor with expeditious quality and one debtor with
special attention. Furthermore, in order to carry out the role as agents
of development, BPD Kaltim directly involved in development efforts in regencies cities in the entire East
Kalimantan and North Kalimantan as well as acting as a provider of capital for executing the work which
is sourced from APBD and APBN the budget and the state budget. Provision of credit facilities are of course
intended as an effort to accelerate the development and provision of facilities and infrastructure which has
become the needs of society.
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Penyaluran kredit proyek yang bersumber dari APBN dan APBD adalah sebesar Rp 1,932,080 juta dengan
outstanding sebesar Rp 668,328 juta. Besarnya tingkat outstanding antara lain disebabkan adanya
pembiayaan-pembiayaan yang diberikan pada proyek yang bersifat multiyears lebih dari satu
tahun anggaran. Meskipun nilai tersebut secara umum menurun sebesar -7.30 yoy dari tahun
2014 yang mencapai Rp 2.084.280 juta. Secara umum penyaluran kredit yang bersumber dari APBN
dan APBD telah menyeluruh di berbagai daerah dengan persentase terbesar pada Kantor Cabang
Tenggarong sebesar 38.70 di akhir tahun 2015.
Kredit UMKM Konsumer Kinerja penyaluran kredit Usaha Mikro Kecil dan
Menengah UMKM secara umum menunjukkan pertumbuhan selama masa perlambatan ekonomi
global dan nasional. Berdasarkan Kajian Ekonomi Regional yang dirilis Bank Indonesia, penyaluran
kredit UMKM Kalimantan Timur pada triwulan IV Tahun 2015 tumbuh sebesar 5.62 yoy menjadi
sebesar Rp22,89 triliun, meningkat dibandingkan triwulan sebelumnya yang tumbuh sebesar 2.73
yoy dengan nominal Rp21,78 triliun. Meskipun demikian, sektor yang mengalami perlambatan
secara umum tetap memberikan dampak bagi penyaluran kredit perbankan di sector UMKM selama
tahun 2015. Sektor-sektor usaha yang mengalami perlambatan
menjadi faktor penyebab performa penyaluran Credit distribution projects funded from APBN and APBD
state and local budgets amounted to Rp 1,932,080 with outstanding amounted to Rp 668.328 million.
The level of outstanding partly due to financing given to projects that are multi-year more than one fiscal
year. Although these values are generally decreased by -7.30 yoy from 2014 which reached Rp 2.084.280.
In general, credit distribution from APBN and APBD has been thorough in various regions with the largest
percentage of the Branch Office Tenggarong of 38.70 at the end of 2015.
MSMEs Credit Consumer The performance of Micro, Small and Medium
Enterprises MSMEs distribution in general showed growth during the slowdown of global and national
economy. Based on Regional Economic Analysis released by Bank Indonesia, East Kalimantan MSME
credit distribution in the fourth quarter of 2015 grew by 5.62 yoy to Rp Rp22,89 trillion, an increase compared
to the previous quarter, which grew by 2.73 yoy with nominal Rp21,78 trillion. Nonetheless, the sector
experienced a slowdown in general still have an impact on bank lending in the MSME sector over 2015.
Business sectors are experiencing a slowdown which caused the performance of MSME credit disttibution
Cabang Tenggarong | Branch Tenggarong
Kantor Pusat | Headquarters
Cabang Samarinda | Branch Samarinda
Cabang Tanjung Redeb | Branch Tanjung Redeb
Cabang Tanjung Selor | Branch Tanjung Selor
Cabang Jakarta | Branch Jakarta
Cabang Bontang | Branch Bontang
Cabang Tarakan | Branch Tarakan
Cabang Balikpapan | Branch Balikpapan
Cabang Malinau | Branch Malinau
Cabang Tana Paser | Branch Tana Paser
Cabang Sendawar | Branch Sendawar
Cabang Penajam | Branch Penajam
Cabang Syariah Samarinda | Sharia Branch Samarinda
Cabang Nunukan | Branch Nunukan
Cabang Tideng Pale | Branch Tideng Pale
Cabang Sangatta | Branch Sangatta
Cabang Syariah Balikpapan | Sharia Branch Balikpapan
23.49 12.26
2.59 1.95
1.88 1.77
1.45 0.93
0.85 0.51
0.36 0.66
0.57 1.86
3.26 3.61
3.29 38.70
Persentase Penyaluran Fasilitas Kredit Proyek Sumber Dana APBN APBD Percentage Distribution of Credit Facility Project Source APBN and APBD
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kredit UMKM BPD Kaltim tidak berbanding lurus dengan pertumbuhan penyaluran kredit UMKM
Kalimantan Timur. Secara umum, penyaluran kredit UMKM BPD Kaltim mengalami penurunan pada
Desember 2015 sebesar Rp 540,229,- atau sebesar -19.4 yoy. Penurunan tajam terjadi pada sektor
industri pengolahan sebesar -48.87, sektor real estate, usaha persewaan dan jasa perusahaan
sebesar -46.08 dan sektor pertanian, perburuan dan kehutanan sebesar -43.36. Tekanan global dalam
hal permintaan dan harga komoditas yang jatuh berimbas pada produktivitas sektor-sektor derivatif
tersebut. Turunnya kinerja pertanian, perburuan dan kehutanan juga menunjukkan pengaruh besar
musim kemarau di semester kedua 2015.
Tabel 13 Penyaluran Kredit UMKM Konsolidasi Per Sektor Usaha Table 13 Consolidated Per MSME Lending Sector
BPD Kaltim not directly proportional to the growth of MSME credit distribution of East Kalimantan. In general,
MSMEs BPD Kaltim lending decreased in December 2015 amounted to Rp 540.229,- or by -19.4 yoy.
The sharp decline occurred in the manufacturing sector amounted to -48.87 , the sector of real estate,
leasing and corporate services amounted to -46.08 and agriculture, hunting and forestry amounted to
-43.36. Global pressure in terms of demand and falling commodity prices impact on productivity sectors such
derivative. The fall in the performance of agriculture, hunting and forestry also shows the great influence on
the dry season in the second half of 2015.
No Sektor Ekonomi
Total UMKM total MSMEs
Kenaikan Penurunan
Increase Decrease
yoy Yoy
Economic sector Des 2014
Des 2015 1
Pertanian, Perburuan dan kehutanan 344,206
194,954 149,252
-43.36 Agriculture, hunting and forestry
2 Perikanan
12,702 8,223
4,479 -35.26
Fishery 3
Pertambangan dan Penggalian 7,468
7,313 155
-2.08 Mining and excavation
4 Industri Pengolahan
21,944 11,220
10,724 -48.87
Processing industry 5
Listrik, Gas dan Air 1,450
8,292 6,842
471.86 Electricity, Gas and Water
6 Konstruksi
1,402,893 1,199,068
203,825 -14.53
Construction 7
Perdagangan Besar dan Eceran 324,663
290,659 34,004
-10.47 Wholesale and Retail
8 Penyediaan Akomodasi dan Makan Minum
47,905 34,991
12,914 -26.96
Provision of accommodation and Eat Drink 9
Transportasi, Pergudangan dan Komunikasi 44,554
36,671 7,883
-17.69 Transport, Storage and Communication
10 Perantara Keuangan
3,686 3,049
637 -17.28
Financial intermediaries 11
Real Estate, Usaha Persewaan dan Jasa Perusahaan 195,966
105,662 90,304
-46.08 Real Estate, Leasing and Business Services
12 Administrasi Pemerintahan, Pertahanan dan
Jaminan Sosial Wajib -
- -
- Administration, Defense and Compulsory
Social Security 13
Jasa Pendidikan 486
4,267 3,781
777.98 Educational services
14 Jasa Kesehatan dan kegiatan Sosial
4,590 3,963
627 -13.66
Health services and social activities 15
Jasa Kemasyarakatan, Sosial Budaya, Hiburan dan Perorangan Lainnya
369,549 333,419
36,130 -9.78
Services Community, Social Culture, Entertainment and Other Individuals
16 Jasa Peroangan yang Melayani Rumah Tangga
23 143
120 521.74
Individual Services Serving Households 17
Badan Internasional dan Badan Ekstra Internasional Lainnya
- -
- -
International Agency and the Agency for Other International Extra
18 Kegiatan yang Belum Jelas Batasannya
37 -
- -
Unclear Limit activities TOTAL
2,782,122 2,241,894
540,191 TOTAL
Berdasarkan sektor penyalurannya, kredit UMKM BPD Kaltim konvensional didominasi oleh 5 sektor
usaha yaitu konstruksi, perdagangan besar eceran, pertanian dalam arti luas, jasa perorangan yang
melayani rumah tangga dan real estate. Penyaluran kredit UMKM BPD Kaltim konvensional secara umum
menurun dan peningkatan terjadi hanya di tiga sektor yaitu listrik, gas dan air, jasa pendidikan serta
jasa perorangan yang melayani rumah tangga. Based on the distribution sector, MSME loans BPD
Kaltim conventional dominated by five sectors namely construction, big retail trade, agriculture in the
broad sense, personal services which serve households and real estate. SME credit distribution BPD Kaltim
conventionally in general decline and the increase occurred only in three sectors, namely electricity, gas
and water, education services and personal services serving households.
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Share penyaluran kredit UMKM terbesar BPD Kaltim adalah pada Kantor Cabang Tenggarong
yaitu sebesar 27.06 dan Kantor Cabang Utama Samarinda sebesar 23.51 dari total kredit UMKM
selama tahun 2015.
Sebagai salah satu upaya mendorong intermediasi melalui pemberdayaan sektor Usaha Mikro, Kecil dan
Menengah UMKM, BPD Kaltim juga menjalankan linkage program. Selama tahun 2015, penyaluran
linkage program BPD Kaltim mencapai Rp 128,844,- juta dan terkonsentrasi pada tiga wilayah cabang
yaitu Tenggarong Kutai Kartanegara, Tanjung Redeb Berau dan Syariah Samarinda. Adapun linkage
program yang diberikan oleh BPD Kaltim antara lain: a. Kredit Ternak Sejahtera
b. Kredit Perikanan Sejahtera c. Kredit Sawit Sejahtera
d. Kredit Pangan Sejahtera e. Kredit SUP-005
f. DAKAB g. Fasilitas Likuiditas Pembiayaan Perumahan FLPP
h. BAPERTARUM i. Kredit Usaha Rakyat KUR
Selain menyalurkan kredit dan melaksanakan linkage program, BPD Kaltim juga memberikan perhatian
besar pada pemberdayaan UMKM salah satunya melalui pengembangan community engagement.
Program ini merupakan telah eksis bagi komunitas Wisata Belanja Kaltim yang terdiri dari para pedagang
MSME credit distribution share BPD Kaltim is at a Branch Office Tenggarong in the amount of 27.06
and Branch Office Samarinda by 23:51 of total SME loans during 2015.
As an effort to encourage intermediation through the empowerment of Micro, Small and Medium Enterprises
MSMEs, BPD Kaltim also running the linkage program. During 2015, the distribution of BPD Kaltim linkage
program reaches Rp 128.844,- and are concentrated in three regions, namely branches of Tenggarong Kutai
Kartanegara, Tanjung Redeb Berau and Syariah Samarinda. The linkage programs provided by BPD
Kaltim among below: a. Kredit Ternak Sejahtera
b. Kredit Perikanan Sejahtera c. Kredit Sawit Sejahtera
d. Kredit Pangan Sejahtera e. Kredit SUP-005
f. DAKAB g. Fasilitas Likuiditas Pembiayaan Perumahan or
Housing Finance Liquidity Facility FLPP h. BAPERTARUM
i. Kredit Usaha Rakyat or People’s Business Credit KUR In addition to lending and implement linkage
program, BPD Kaltim also pays great attention to the empowerment of MSMEs, one of them through the
development of community engagement. The program is a community has existed for Shopping Tourism Kaltim
Cabang Utama Samarinda | Cabang Utama Samarinda
Cabang Tana Paser | Cabang Tana Paser
Cabang Balikpapan | Branch Balikpapan
Cabang Tenggarong | Branch Tenggarong
Cabang Tarakan | Branch Tarakan
Cabang Tanjung Redeb | Branch Tanjung Redeb
Cabang Tanjung Selor | Branch Tanjung Selor
Cabang Bontang | Branch Bontang
Cabang Nunukan | Branch Nunukan
Cabang Sangatta | Branch Sangatta
Cabang Sendawar | Branch Sendawar
Cabang Malinau | Branch Malinau
Cabang Penajam | Branch Penajam
Cabang Tana Tidung | Branch Tana Tidung
Cabang Jakarta | Branch Jakarta
Cabang Syariah Samarinda | Sharia Branch Samarinda
Cabang Syariah Balikpapan | Sharia Branch Balikpapan
27.06 2.48
1.83 4.00
1.47 3.53
0.96 0.02
3.16
23.51 0.32
3.09
2.10 3.81
1.50 5.09
16.08
Share Penyaluran Kredit UMKM BPD Kaltim Per Kantor Cabang Share Lending MSMEs BPD Kaltim Per Branch Office
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kawasan Wisata Belanja Kaltim di area Stadion Madya Sempaja Samarinda.Pada tahun 2015, community
engagement ini telah berkembang dengan pendirian sebuah Koperasi Wisata Belanja Kaltim untuk dapat
meningkatkan usaha para anggotanya melalui pembiayaan koperasi tersebut yang dibina langsung
oleh BPD Kaltim.
Produk-produk kredit UMKM dan Konsumer yang dimiliki BPD Kaltim selama tahun 2015 adalah
sebagai berikut: a. Produk Kredit MKM yang dimiliki BPD Kaltim, yaitu:
1. Kredit Program yang sumber dananya dari BPD Kaltim, antara lain:
- Kredit Ternak Sejahtera - Kredit Perikanan Sejahtera
- Kredit Sawit Sejahtera - Kredit Pangan Sejahtera
- Kredit Usaha Rakyat - Kredit Mikro Bankaltim
2. Produk Kredit yang sumber dananya dari Pemerintah pusatDaerahlembagayayasan,
antara lain: - SUP-005
- DAKAB - Bapertarum-PNS
- FLPP
b. Produk Kredit Konsumer yang dimiliki BPD Kaltim, yaitu:
1. Kredit Personal Loan 2. Kredit Rumah Sejahtera Bankaltim
3. Kredit Multiguna 4. Kredit Kendaraan Bermotor
5. Kredit Beragunan Deposito
Dalam rangka mengembangkan produk dan layanan kredit UMKM dan Konsumer, BPD Kaltim melakukan
strategi-strategi sebagai berikut: 1. Melakukan pengkinian Buku Pedoman Perusahaan
BPP dan Standard Operating Procedure SOP Kredit Mikro Kecil;
2. Melakukan packaging Produk Kredit Konsumer Mikro Kecil;
3. Membuat aplikasi sistem manajemen kredit
dengan berbasis IT berupa scoring system yang bertujuan memudahkan dalam memproses kredit,
lebih cepat dan tepat serta berasaskan prinsip kehati-hatian;
4. Senantiasa melakukan sosialisasi dan pembinaan secara berkesinambungan dan intensif kepada
seluruh Kantor Cabang dan Kantor Cabang pembantu BPD Kaltim agar lebih optimal di dalam
penyaluran kredit terutama pada sektor UMKM. comprising traders Shopping area in East Kalimantan
in area Madya Stadium Sempaja Samarinda. On 2015, community engagement has grown with the
establishment of a Cooperative Shopping Kaltim to improve the business of its members through financing
the cooperatives were built directly by BPD Kaltim.
Credit products and consumer-owned MSMEs BPD Kaltim during 2015 are as follows:
a. MSM credit products owned BPD Kaltim, namely: 1. Credit Program which the funds of BPD Kaltim,
among others: - Kredit Ternak Sejahtera
- Kredit Perikanan Sejahtera - Kredit Sawit Sejahtera
- Kredit Pangan Sejahtera - People’s Business Credit KUR
- Kredit Mikro Bankaltim
2. Loan products in which the funds from the central governmentregionsinstitutions foundations,
among below: - SUP-005
- DAKAB - Bapertarum-PNS
- FLPP
b. Consumer Loan Products owned BPD Kaltim, namely:
1. Credit Personal Loan 2. Mortgage Prosperous Bankaltim
3. Multipurpose Loan 4. Vehicle Loans
5. Secured Loans Deposits
In order to develop products and services MSMEs and consumer loans, BPD Kaltim perform the following
strategies: 1. Manual update of the Company BPP and Standard
Operating Procedure SOP Small Micro Credit; 2. Product packaging Consumer Credit and Small Micro;
3. Create an application with the credit management system in the form of IT-based scoring system that
aims to facilitate the loan processing, faster and precise and based on precautionary principle;
4. Always socializing and fostering an ongoing and intensive Operates shown to the entire Branch and
Branch Office helper that BPD Kaltim become more optimal in lending mainly on MSME Sector.
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Pengendalian dan Penyelamatan Kredit Untuk memenuhi kebutuhan mitigasi risiko kredit,
BPD Kaltim membentuk Divisi Pengendalian dan Penyelamatan Kredit pada tahun 2014 berdasarkan
Surat Keputusan Direksi Nomor 061SKBPD-PST III2014 tanggal 21 Maret 2014 tentang Struktur
Organisasi BPD Kaltim yang pada tahun 2015 telah diubah dengan Surat Keputusan Direksi Nomo
173SKBPD-PSTVIII2015 tanggal 6 Agustus 2015 tentang Buku Pedoman Perusahaan BPP Bidang
Organisasi BPD Kaltim.
Unit kerja ini bertanggungjawab dalam merumuskan strategi dan kebijakan pengendalian,
penyelamatan dan penyelesaian kredit, serta credit legal review dengan merencanakan, mengelola,
mengkoordinasikan dan melakukan pengawasan terhadap kinerja kredit seperti mengusulkan
kebijakan-kebijakan dalam rangka pengendalian dan penyelamatan kredit, serta monitoring terhadap
Cadangan Kerugian Penurunan Nilai CKPN debitur. Kondisi ekonomi yang melambat memberikan
dampak yang cukup besar bagi kualitas kredit BPD Kaltim selama tahun 2015. Untuk itu, BPD Kaltim
melalui Divisi Pengendalian dan Penyelamatan Kredit melakukan kegiatan-kegiatan untuk menjaga kualitas
kredit dan mengatasi kredit bermasalah antara lain dengan melakukan ekstrakomtable, restrukturisasi
kredit dan AYDA Agunan Yang Diambil Alih.
Suku Bunga Dasar Kredit SBDK Suku Bunga Dasar Kredit SBDK Rupiah adalah suku
bunga dasar yang digunakan oleh Bank sebagai acuan dalam penentuan suku bunga kredit Rupiah
kepada debitur. SBDK belum memperhitungkan komponen estimasi
premi risiko yang besarnya tergantung dari penilaian Bank terhadap risiko untuk masing-masing debitur
atau kelompok debitur yang besarnya bergantung pada penilaian Bank atas Proil Risiko debitur dengan
mempertimbangkan kondisi keuangan debitur, prospek pelunasan kredit, prospek sektor industri
debitur dan jangka waktu kredit. Dengan demikian, besarnya suku bunga kredit yang dikenakan kepada
debitur belum tentu sama dengan SBDK. Dalam kredit konsumsi non KPR tidak termasuk
penyaluran dana melalui kartu kredit dan kredit tanpa agunan KTA. Kredit konsumsi non KPR disalurkan
oleh Bank melalui skema Joint Financing dengan perusahaan Multiinance. Selama tahun 2015,
nilai SBDK cenderung luktuatif jika dibandingkan Control and Rescue Credit
For a review meet the need for mitigating credit risk, BPD Kaltim established Control and Rescue Credit Division in
2014 by Directors Decree No. 061SKBPD-PSTIII2014 on March 21, 2014 about Organizational Structure BPD
Kaltim on 2015 has changed into Directors Decree 173 SKBPD-PSTVIII2015 on August 6, 2015 about Buku
Pedoman Perusahaan or Company Manual BPP of BPD Kaltim Organization.
The work unit has responsiblity in formulating development strategies and policy control, rescue and
settlement of credit, as well as legal credit review by plan, manage, coordinate and supervise against credit
performance as proposing policies in frame on Control and Rescue Credit, monitoring to Cadangan Kerugian
Penurunan Nilai or Reserves Impairment Losses CKPN debtor. The slowing economic conditions give enough
big impact to the credit quality of BPD Kaltim during the year 2015. Therefore, BPD Kaltim through the
Division of Control and Rescue Credit perform activities to review the credit quality in keeping and addressing
the problem loans by doing extracomtable, debt restructuring and AYDA Agunan Yang Diambil Alih or
foreclosed properties.
Suku Bunga Dasar Kredit or Lending Rate SBDK Suku Bunga Dasar Kredit or Lending Rate SBDK is the
base interest rate basis which was used by the Bank as a benchmark in determination of lending rates to
borrowers indicated amount. SBDK had not taken into the component estimated
premise risk in which the amount depends from Bank rating against risks to review each debtor or group of
debtors considering on Bank Rating for Risk Debtor Profile considering on the financial condition of the
debtor, loan repayment prospect, industrial sector debtors prospect and term time credits. Therefore, the
interest rate loans to borrowers is not necessarily the same with SBDK.
In Non-mortgage consumer credit does not include the distribution of funds through credit cards and
Kredit Tanpa Agunanloans without collateral KTA . Non-mortgage consumer credit distributed by the
Bank through a Joint Financing scheme with Multi Finance company. During 2015, the value of the prime
lending rate SDBK tends to fluctuate when compared
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kondisi tahun 2014. Meskipun demikian, SBDK yang ditawarkan masih kompetitif dengan bank-bank
nasional lainnya yang beroperasi di Kalimantan Timur dan Kalimantan Utara.
Treasury Internasional
Kegiatan treasury dan internasional BPD Kaltim dikelola oleh unit kerja Divisi Treasury Internasional
yang juga bertanggungjawab pada penghimpunan dan pemanfaatan dana serta memastikan batas-
batas GWM, PDN dan lain-lain sesuai ketentuan yang berlaku. Dalam rangka pengelolaan dana,
Divisi Treasury Internasional melakukan beberapa kegiatan yang meliputi penempatan dana pada
Bank Indonesia BI dan Bank Counterpart serta peminjaman dana antar bank.
Penempatan Dana
Graik penempatan dana pada Bank Indonesia Tahun 2015 Fund Placement Graphic on Bank Indonesia in the year of 2015
to conditions in 2014. Nevertheless, the prime lending rate offered was competitive with other national banks
operating in East Kalimantan and North Kalimantan.
Treasury International
Treasury and international activities are managed by BPD Kaltim Treasury International Division work
unit which is also responsible for the mobilization and utilization of funds and ensure the boundaries GWM
, PDN , etc according to applicable regulations. In order to manage the fund, Treasury International
Division conducted several activities which include the placement of funds in Bank Indonesia BI and
Counterpart Bank and the borrowing of funds between banks.
Fund Placement
Periode Perkembangan Suku Bunga Dasar Kredit Rupiah SBDK
Developments Rupiah Prime Lending Rate SDBK Period
Kredit Korporasi Corporate Loans
Kredit Retail Retail Credit
Kredit Mikro Micro Credit
Kredit Konsumsi Consumer Credit
KPR Mortgage
Non KPR non-mortgage
January Januari
14.49 15.49
15.49 14.99
14.49 January
Februari 12.54
12.54 13.54
13.04 12.54
February Maret
12.63 13.63
13.63 13.13
12.63 March
April 9.94
10.94 10.94
10.44 9.94
April Mei
11.19 12.19
12.19 11.69
11.19 May
Juni 12.14
13.14 13.14
12.64 12.14
June Juli
12.82 13.82
13.82 13.32
12.82 July
Agustus 13.98
14.98 14.98
14.48 13.98
August September
12.76 13.76
13.76 13.26
12.76 September
Oktober 11.10
12.10 12.10
11.60 11.10
October November
11.26 12.26
12.26 11.76
11.26 November
Desember 10.03
11.03 11.03
10.53 10.03
December Tabel 14 Perkembangan Suku Bunga Dasar Kredit selama Tahun 2015
Table 14 Development Lending Rate for 2015
Penempatan Pada BI Placement on BI
JAN FEB
MA R
APR MEI
JUN JUL
A GUST
SEP OK
T NOP
DES 14,000,000
12,000,000 10,000,000
8,000,000 6,000,000
4,000,000 2,000,000
-
NOMINAL NOMINAL
PERIODE PERIOD
DF | DF
RR SUN | RR SUN
SBI | SBI
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Sebagaimana digambarkan pada graik, volume transaksi Deposit Facility DF meningkat secara
signiikan pada bulan April 2015, yang dikarenakan pada bulan ini Bank menerima Dana DBH Kurang
Bayar dengan nominal total sebesar Rp 4 trilyun. Sementara itu, penempatan pada RR SUN dilakukan
melalui mekanisme lelang pada pasar moneter sebagai upaya pemenuhan GWM sekunder
sebagaimana yang ditetapkan Bank Indonesia yaitu 4 dari rata-rata DPK dan sebagai pemenuhan rasio
Alat Likuid. Demikian pula dengan pembelian SBI dan SDBI meskipun pembelian SBI dan SDBI jarang
dilakukan mengingat jangka waktu kepemilikan yang lebih panjang dibandingkan placement.
Berdasarkan graik, tampak bahwa volume transaksi tertinggi adalah pada instrumen Interbank Call Money
IBCM. Hal ini disebabkan IBCM tergolong instrumen penempatan jangka pendek, sehingga Bank
dapat menjaga kondisi likuiditas harian disamping melakukan optimalisasi pendapatan.
Pinjaman Dana Antar Bank
Graik penempatan dana dalam bentuk penempatan antar bank Graph placement of funds in the form of inter-bank placements
Graik pinjaman dana antar bank selama tahun 2015 Graph of loan funds interbank in the year of 2015
As illustrated in the graph, the volume of Deposit Facility DF transactions increased significantly in April 2015, in
which this month the Bank received DBH underpayment fund with a total nominal value of Rp 4 trillion.
Meanwhile, the placement of the RR SUN conducted through an auction mechanism on monetary market
as an effort to fulfill the secondary reserves as stipulated by Bank Indonesia at 4 of the average DPK and the
fulfillment ratio of Liquid Tool. Similarly, the purchase of SBI and SBI SDBI although SBI and SDBI purchase
rarely done given holding period that is longer than placement.
Based on the graph, it appears that the highest transaction volume is on Interbank Call Money IBCM
instrument. This is due to IBCM instruments classified as short-term investments, so that the Bank can maintain
daily liquidity conditions in addition to optimizing revenue.
Inter-Bank Loan Funds
Pinjaman Dana Antar Bank Selama Tahun 2015 Inter-bank loans in 2015
JAN FEB
MA R
APR MEI
JUN JUL
A GUST
SEP OK
T NOP
DES 7,000,000
6,000,000 5,000,000
4,000,000 3,000,000
2,000,000 1,000,000
-
IBCM | IBCM
REPO | REPO
Penempatan Antar Bank Inter-bank placement
JAN FEB
MA R
APR MEI
JUN JUL
A GUST
SEP OK
T NOP
DES 20,000,000
15,000,000 10,000,000
5,000,000 -
IBCM | IBCM
DOC | DOC
DEPOSITO | DEPOSITS
RR SUN | RR SUN
NCD | NCD
NOMINAL NOMINAL
NOMINAL NOMINAL
PERIODE PERIOD
PERIODE PERIOD
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Pinjaman dana antar bank dilakukan BPD Kaltim dalam instrument Interbank Call Money IBCM dan
melalui transaksi Repo. Pinjaman dana dilakukan selain untuk kebutuhan
likuiditas juga dalam rangka tradingmoney market guna memperoleh keuntungan melalui selisih
bunga. Sedangkan transaksi Repo dilakukan sebagai upaya restruktur aset menjelang akhir tahun 2015.
Peminjaman dana antar bank meningkat secara signiikan pada bulan Desember karena terjadi short
liquidity akibat meningkatnya pengeluaran dana Pemda yang digunakan untuk pembayaran SP2D
proyek pembangunan Pemerintah.
Peminjaman dana pada BI melalui transaksi Lending Facility dilakukan oleh Bank mengingat menjelang
akhir tahun 2015, suku bunga pada Pasar Uang Antar Bank PUAB jauh lebih tinggi dibandingkan
dengan suku bunga Lending Facility pada BI. Dengan demikian, untuk memenuhi kebutuhan likuiditas
menjelang akhir tahun 2015 dilakukan peminjaman dana melalui transaksi Lending Facility dan bidding
Repo pada BI. Meskipun demikian, atas kegiatan pengelolaan tersebut, berdasarkan perhitungan
pendapatan dan biaya bunga atas dana yang dikelola Divisi Treasury Internasional, tercatat keuntungan
dari aktiva produktif Rupiah yang diperoleh BPD Kaltim pada akhir tahun 2015 adalah sebesar Rp 141
milyar.
Perkembangan Suku Bunga BI-Rate
Graik pinjaman dana antarbank selama tahun 2015 Graphic of Interbank Loan in the year of 2015
Interbank loans done by BPD Kaltim in the instrument Interbank Call Money IBCM and through the Repo
transaction. Loan funds performed in addition to the liquidity needs
also to trading money market to gain an advantage through interest margin. While Repo transactions
performed as a restructuring of assets by the end of 2015. Loan interbank funds increased significantly in
December due to the short liquidity due to increased of spending on local government funds used for payment
SP2D Government development projects.
Loan funds in BI through Lending Facility transactions conducted by the Bank remembered towards the end
of 2015, interest rates on the interbank money market interbankPUAB is much higher than the interest rate
on Lending Facility in BI. Thus, to meet the liquidity needs by the end of 2015 to do the borrowing of funds through
Lending Facility and Bidding Repo on BI. Nevertheless, the activities of the management, based on the
calculation of income and interest expense on the funds managed by Treasury International Division, noted
the benefits of productive assets Rupiah obtained by BPD Kaltim at the end of 2015 amounted to Rp 141
billion.
Interest Rate BI-Rate
Pinjaman Dana Antar Bank Selama Tahun 2015 Inter-bank loans in 2015
JAN FEB
MA R
APR MEI
JUN JUL
A GUST
SEP OK
T NOP
DES 800,000
600,000 400,000
200,000 -
LF | LF
REPO | REPO
Tabel 15 Perkembangan Suku Bunga Selama Tahun 2015 Table 15 Interest Rate During the Year 2015
Tanggal | Date BI Rate | BI Rate
15 Jan 15 7,75
17 Feb 15 7.50
17 Mar 15 7.50
14 Apr 15 7.50
19 Mei 15 7.50
18 Jun 15 7.50
14 Jul 15 7.50
Tanggal | Date BI Rate | BI Rate
18 August 15 7.50
17 Sep 15 7.50
15 Okt 15 7.50
17 Nop 7.50
18 Nop 15 7.50
17 Des 15 7.50
NOMINAL NOMINAL
PERIODE PERIOD
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Hasil Rapat Dewan Gubernur yang dilakukan oleh Bank Indonesia pada tanggal 17 Februari 2015
memutuskan untuk menurunkan BI Rate sebesar 25 bps dari 7.75 menjadi 7.50 dengan suku bunga
Deposit Facility turun 25 bps dari 5.75 menjadi 5.50 dan Lending Facility tetap pada level 8.00.
Kebijakan tersebut diambil dengan keyakinan Bank Indonesia bahwa inlasi akan tetap terkendali dan
rendah sehingga berada di kisaran bawah sasaran 4.1 pada 2015 dan 2016. Kebijakan ini masih sejalan
dengan upaya Bank Indonesia untuk mengendalikan deisit transaksi berjalan pada tingkat yang lebih
sehat. Terjaganya stabilitas makroekonomi tersebut tidak terlepas dari hasil koordinasi erat antara Bank
Indonesia dan Pemerintah baik pusat maupun daerah.
Perkembangan Suku Bunga Perbankan selama tahun 2015
• Perkembangan suku bunga tabungan rupiah menurut kelompok Bank persen per tahun
• Perkembangan suku bunga simpanan berjangka rupiah menurut kelompok Bank Persen per tahun
The results of the Board of Governors conducted by Bank Indonesia on February 17, 2015 decided to lower
the BI Rate by 25 bps from 7.75 to 7.50 with Deposit Facility interest rate, down to 25 bps from 5.75 to
5.50 and Lending Facility remains at the level of 8.00. The policy was taken by Bank Indonesia which believed
that inflation will remain subdued and so low that it is below the target range of 4.1 in 2015 and 2016. This
policy is in line with Bank Indonesia’s efforts to control transaction deficit run at a healthier level. Maintaining
macroeconomic stability is inseparable from the result of close coordination between Bank Indonesia and the
government both central and local levels.
The Development of Banking Interest Rate for 2015 • The development of interest rates on savings rupiah by
Bank group percent each year
• Development of rupiah time deposit rates by Bank group percent each year
No Kelompok Bank
2015 Bank group
Jan Feb Mar Apr May
Jun Jul
Aug Sep
Oct Nov
Dec
1 Bank Persero
1.39 1.39
1.39 1.38
1.39 1.40
1.38 1.38
1.39 1.38
1.40 1.42
Limited Bank
2 Bank Pemerintah Daerah
2.19 2.17
2.18 2.12
2.12 2.13
2.07 2.13
2.15 2.13
2.13 2.06
Regional Government Bank
3 Bank Swasta Nasional
2.07 2.15
2.12 2.11
2.09 2.07
2.09 2.07
2.05 2.00
2.02 2.07
National Private Bank
4 Bank Asing dan Bank Campuran
0.87 1.08
0.82 0.88
0.85 0.88
0.90 0.90
1.09 0.88
0.90 0.91
Foreign Banks and Mixed Bank
5 Bank Umum
1.72 1.76
1.74 1.94
1.73 1.72
1.72 1.72
1.72 1.69
1.70 1.73
Commercial banks
No Kelompok Bank dan Jangka Waktu
2015 Bank Group and Period
Jan Feb
Mar Apr
May Jun
Jul Aug
Sep Oct
Nov Dec
1 Bank Persero
Limited Bank
1 Bulan 8.07
8.03 7.88
7.15 7.12
7.25 7.27
7.13 7.05
6.91 6.88
7.14
1 month
3 Bulan 8.82
8.77 8.60
8.28 8.09
7.85 7.87
7.80 7.61
7.39 7.19
7.25
3 months
6 Bulan 8.67
8.69 8.54
8.46 8.28
8.18 8.02
7.90 7.72
7.68 7.63
7.56
6 months
12 Bulan 8.81
8.82 8.82
8.77 8.69
8.54 8.40
8.27 8.21
8.15 8.01
7.87
12 months
24 Bulan 9.30
9.33 9.30
9.26 9.24
9.17 9.12
9.08 9.09
9.14 9.12
9.09
24 months
2 Bank Pemerintah Daerah
Regional Government Bank
1 Bulan 8.04
8.12 8.18
8.12 8.01
7.95 7.84
7.96 7.92
7.79 7.74
7.81
1 month
3 Bulan 8.99
8.55 8.73
8.57 8.56
8.52 8.38
8.07 7.92
8.15 7.96
8.26
3 months
6 Bulan 9.33
9.17 9.19
9.00 8.74
8.68 8.56
8.45 8.51
8.23 8.31
8.42
6 months
12 Bulan 9.09
9.19 9.29
9.28 9.27
9.25 9.18
9.03 8.97
8.99 9.02
9.21
12 months
24 Bulan 7.79
8.01 8.25
8.45 8.37
8.33 8.28
7.93 7.89
7.92 7.85
7.68
24 months
3 Bank Swasta Nasional
National Private Bank
1 Bulan 8.89
8.68 8.72
8.56 8.34
8.17 8.18
8.04 8.02
7.80 7.92
7.89
1 month
3 Bulan 9.00
9.15 8.97
8.76 8.71
8.47 8.25
8.21 8.12
8.32 8.21
8.35
3 months
6 Bulan 9.46
9.47 9.35
9.23 9.16
8.92 8.97
8.94 8.87
8.81 8.79
8.84
6 months
12 Bulan 8.54
8.71 8.77
8.76 8.82
8.69 8.66
8.44 8.37
8.34 8.25
8.36
12 months
24 Bulan 7.61
7.69 7.67
7.62 7.80
7.27 7.43
7.40 7.47
7.56 7.47
9.09
24 months
4 Bank Asing dan Bank Campuran
Foreign Banks and Mixed Bank
1 Bulan 7.37
7.61 7.25
7.02 6.93
6.78 6.86
6.80 7.09
7.27 7.19
7.36
1 month
3 Bulan 8.50
8.46 8.47
8.38 8.31
8.11 8.11
7.92 7.96
8.18 8.21
8.11
3 months
6 Bulan 9.21
9.12 9.12
9.00 9.00
8.99 8.96
8.89 8.85
8.82 8.74
8.71
6 months
12 Bulan 9.51
9.50 9.43
9.23 9.15
9.14 9.12
9.05 9.00
8.98 8.88
8.86
12 months
24 Bulan 9.99
9.93 9.88
10.06 9.79
9.54 9.32
8.77 8.70
8.87 8.64
9.62
24 months
5 Bank Umum
Commercial banks
1 Bulan 8.46
8.36 8.31
7.96 7.85
7.76 7.77
7.65 7.62
7.48 7.50
7.60
1 month
3 Bulan 8.91
8.94 8.81
8.59 8.50
8.27 8.13
8.06 7.95
7.99 7.90
7.99
3 months
6 Bulan 9.22
9.21 9.11
8.99 8.90
8.73 8.71
8.64 8.58
8.51 8.50
8.54
6 months
12 Bulan 8.77
8.87 8.92
8.89 8.90
8.80 8.75
8.58 8.53
8.51 8.44
8.47
12 months
24 Bulan 9.23
9.27 9.23
9.21 9.19
9.10 9.03
8.96 8.95
8.99 8.89
9.07
24 months
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
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106
Perkembangan Suku Bunga BPD Kaltim Selama Tahun 2015
The Development of BPD Kaltim Interest Rate in 2015
Nominal Counter Rate
Nominal 1-Sep-12
Sd Rp. 1 Juta 0.00
Up to IDR 1 million Rp 1 Juta sd Rp 100 Juta
0.25 IDR 1 million up to IDR 100 Million
Rp 100 Juta sd Rp 10 Milyar 0.75
IDR 100 million up to IDR 10 Billion Rp 10 Milyar sd Rp 30 Milyar
1.75 IDR 10 billion up to IDR 30 Billion
Rp 30 Milyar 2.00
IDR 30 Billion
Nominal Counter Rate
Counter Rate 18-Jun-12
1-Dec-15 Sd USD 1000
0.00 0.00
USD 1000 0.40
0.15
JASA GIRO RUPIAH Rupiah GiroCurrent Account Services
JASA GIRO VALAS Foreign Currency GiroCurrent Accounts Services
Nominal Counter Rate
Counter Rate Nominal
21-Jan-14 1-Feb-15
1 bln 1 month
3 bln 3 months
6 bln 6 months
12 bln 12 months
24 bln 24 months
1 bln 1 month
3 bln 3 months
6 bln 6 months
12 bln 12 months
24 bln 24 months
Rp. 1 Juta sd Rp. 100 Juta 7.50
7.50 6.25
4.75 4.50
7.50 7.50
6.25 4.75
4.50 IDR 1 million up to IDR 100 Million
Rp. 100 Juta sd Rp. 1 Milyar 7.50
7.50 6.25
4.75 4.50
7.50 7.50
6.25 4.75
4.50 IDR 100 million up to IDR 1 billion
Rp. 1 Milyar sd Rp. 10 Milyar 7.50
7.50 6.25
4.75 4.50
7.50 7.50
6.25 4.75
4.50 IDR 1 Billion up to IDR 10 billion
Rp. 10 Milyar sd Rp. 100 Milyar 7.50
7.50 6.25
4.75 4.50
7.50 7.50
6.25 4.75
4.50 IDR 10 Billion up to IDR 100 billion
= Rp. 100 Milyar 7.50
7.50 6.25
4.75 4.50
7.50 7.50
6.25 4.75
4.50 = IDR 100 billion
Nominal Counter Rate
Counter Rate Nominal
25-Mar-15 8-Jun-15
1 bln 1 month
3 bln 3 months
6 bln 6 months
12 bln 12 months
24 bln 24 months
1 bln 1 month
3 bln 3 months
6 bln 6 months
12 bln 12 months
24 bln 24 months
Rp 1 Juta sd Rp 100 Juta 7.25
7.25 6.00
4.50 4.25
6.25 6.25
6.75 7.00
4.25 IDR 1 million up to IDR 100 Million
Rp 100 Juta sd Rp 1 Milyar 7.25
7.25 6.00
4.50 4.25
6.25 6.50
6.75 7.00
4.25 IDR 100 million up to IDR 1 billion
Rp 1 Milyar sd Rp 10 Milyar 7.25
7.25 6.00
4.50 4.25
6.50 6.75
7.00 7.25
4.25 IDR 1 Billion up to IDR 10 billion
Rp 10 Milyar sd Rp100 Milyar 7.25
7.25 6.00
4.50 4.25
6.75 7.00
7.25 7.25
4.25 IDR 10 Billion up to IDR 100 billion
= Rp 100 Milyar 7.25
7.25 6.00
4.50 4.25
7.00 7.25
7.50 7.50
4.25 = IDR 100 billion
BUNGA DEPOSITO RUPIAH
Rupiah Deposit Rate
BUNGA DEPOSITO RUPIAH Rupiah Deposit Rate
Nominal Counter Rate
Counter Rate Nominal
27-Mar-12 29-Sep-15
USD 1 Juta 0.75
0.50 USD 1 Million
= USD 1 Juta 1.00
0.75 =USD 1 Million
BUNGA DEPOSITO VALAS Foreign Currency Deposit Rates
Jk.Waktu : 1, 3, 6, 12 bulan
Laporan Tahunan 2015 |
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2015 annual report |
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107
Pengelolaan Batas-batas GWM, PDN dan lain-lain Dalam rangka melaksanakan fungsi pengelolaan
batas-batas GWM, PDN dan lain-lain sesuai ketentuan yang berlaku, BPD Kaltim melakukan
kontrol dan evaluasi secara berkala. a. GWM Primer dan LDR LFR
Giro Wajib Minimum GWM Primer Rupiah yang wajib dijaga Bank sesuai PBI No.1515PBI2013
tentang Giro Wajib Minimum Bank Umum pada Bank Indonesia dalam Rupiah dan Valas yaitu
sebesar 8 dari rata-rata harian Dana Pihak Ketiga dalam Rupiah. Kemudian diubah sesuai
PBI No.1711PBI2015 yang ditetapkan tanggal 25 Juni 2015 dan berlaku sejak tanggal 3 Agustus
2015 yang berisi perubahan ketentuan tentang GWM LFR sebagai pengganti GWM LDR dimana
surat berharga yang diterbitkan oleh Bank menjadi salah satu komponen dalam pemenuhan GWM
LFR namun ketentuan GWM Primer sebesar 8 dari rata-rata harian Dana Pihak Ketiga dalam
Rupiah tidak mengalami perubahan. Management Boundaries GWM, PDN, etc.
In order to carry out the functions of managing the boundaries GWM, PDN, etc. according to applicable
regulations, BPD Kaltim does control and regular evaluation.
a. GWM Primary and LDR LFR
Giro Wajib MinimumStatutory Reserves GWM Primary Rupiah Bank must be maintained in
accordance with PBI No.15 15 PBI 2013 concerning Statutory Reserves of Commercial Banks with Bank
Indonesia in Rupiah and Foreign Currency that is equal to 8 of the daily average Third Party Funds
in Rupiah. Then modified according PBI No.17 11 PBI 2015 issued on June 25, 2015 and is valid from
the date of August 3, 2015 containing the amended terms of GWM LDR in which valuable documents
issued by the Bank became one of the components in compliance with GWM Primary of 8 of the daily
average Third Party Funds in the amount unchanged.
Nominal Counter Rate
Counter Rate Counter Rate
21-Jan-14 25-Mar-15
1-Jul-15 = Rp 2.500.000
0.00 0.00
0.00 Rp 2.500.000
4.50 4.25
3.25
Suku bunga Tabungan Prama sama dengan suku bunga Deposito terendah
BUNGA TABUNGAN SIMPEDA RUPIAH
Simpeda Rupiah Saving Interest Rate
BUNGA TABUNGAN PRAMA RUPIAH Prama Rupiah Saving Interest Rate
SUKU BUNGA SEERTIFIKAT DEPOSITO RUPIAH Nominal
Counter Rate Nominal
27-Mar-12 Rp 50.000
0.00 IDR 50,000
Rp 50.000 sd Rp 15 Juta 2.50
IDR 50.000 s d IDR 15 Million Rp 15 Juta sd Rp 50 Juta
2.75 IDR 15 million s d IDR 50 Million
= Rp 50 Juta 3.00
=IDR 50 Million
Nominal Counter
Rate Nominal
25-Mar-15 1 bln
1 month 3 bln
3 months 6 bln
6 months 12 bln
12 months 24 bln
24 months 24 bln
Rp 1 Milyar sd Rp 10 Milyar 4.00
4.25 4.50
4.75 4.25
4.25 IDR 1 Billion up to IDR 10 billion
= Rp 10 Milyar 4.25
4.50 4.75
5.00 4.75
4.75 =IDR 10 billion
Laporan Tahunan 2015 |
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108
Selanjutnya pada tanggal 26 November 2015 ditetapkan PBI No.1721PBI2015 yang
merupakan perubahan kedua atas PBI No.1515 PBI2013 dimana terdapat perubahan ketentuan
pemenuhan GWM Primer dalam Rupiah yaitu sebesar 7,5 dari rata-rata harian DPK dalam
Rupiah dan berlaku mulai tanggal 1 Desember 2015. Perhitungan GWM Primer Rupiah yang
diberlakukan di BPD Kaltim sesuai SK Direksi No.032SKBPD-PSTII2011 tentang Pedoman
dan Ketentuan Pemenuhan GWM Dalam Rupiah BPD Kaltim yaitu ditambahkan sebesar 0,005
di atas persentase GWM yang ditetapkan BI. Penambahan ini dilakukan untuk mengantisipasi
pelanggaran atau terjadinya kekurangan dalam pemenuhan GWM Primer.
b. GWM Sekunder GWM sekunder yang wajib dipenuhi yaitu
sebesar 4 dari rata-rata DPK Rupiah sesuai LBBU periode 2 minggu sebelumnya. Pemenuhan atas
GWM Sekunder yang dilakukan oleh BPD Kaltim adalah dalam bentuk SBI, SDBI, SUN dan RR SUN
dan atau dilakukan Excess Reserve Tunai sesuai dengan persentase yang ditetapkan oleh Bank
Indonesia bila pemenuhan dalam surat berharga tidak mencapai persentase yang ditetapkan.
Namun, sepanjang tahun 2015 pemenuhan GWM sekunder melalui Excess Reserve Tunai tidak
pernah dilakukan. Selama tahun 2015 tidak terjadi pelanggaran
GWM baik Primer maupun Sekunder, walaupun menjelang akhir tahun 2015 terjadi peningkatan
signiikan pada transaksi penarikan dana baik secara tunai maupun transfer oleh Pemerintah Daerah
guna pembayaran SP2D proyek pembangunan pemerintah, namun kewajiban pemenuhan Giro
Wajib Minimum masih dapat dipenuhi oleh Bank. Lebih lanjut, untuk memenuhi kebutuhan
masyarakat akan layanan transaksi perbankan yang handal dan terjangkau bagi masyarakat,
maka Bank Indonesia telah mengembangkan sistem SKNBI dari Generasi I kegenerasi II yang
lebih cepat dan handal dengan beberapa itur dan solusi atas kebutuhan sistem pembayaran.
BPD Kaltim sebagai salah satu peserta sistem pembayaran melalui SKNBI yang diselenggarakan
oleh Bank Indonesia telah pula melakukan pengembangan sistem SKNBI generasi II pada core
banking system Alphabits dengan menggunakan vendor yang antara lain mencakup:
a. Sistem dapat di akses langsung pada kantor cabang, kantor cabang pembantu dan sampai
kantor kas. Furthermore, on 26 November 2015 set PBI No.17
21 PBI 2015 which is the second amendment to PBI No.15 15 PBI 2013 where there is a change in
the primary reserve requirement GWM in Rupiah compliance provisions amount of 7.5 of the mean
daily average TPF in Rupiah and valid from date 1 December 2015. Calculation of Primary GWM Rupiah
imposed in accordance BPD Kaltim SK Directors No.032 SK BPD-PST II 2011 on Guidelines and
Conditions Fulfillment GWM in Rupiah BPD Kaltim is added 0,005 above the reserve requirement
percentage set by BI. The addition is done to anticipate the occurrence of violations or deficiencies
in the fulfillment of Primary GWM.
b. secondary reserve Secondary reserves that must be met is equal to 4
of the average DPK LBBU amount corresponding period of the previous 2 weeks. Fulfillment of the
secondary reserve conducted by BPD Kaltim is in the form of SBI, SDBI, SUN and SUN RR and or carried
Excess Reserve Cash according to the percentage set by Bank Indonesia if the fulfillment of the valuable
documents do not reach a specified percentage. However, throughout the year 2015 through the
secondary reserve requirement fulfillment through Excess Reserve Cash had never been done.
During 2015 there were no violations GWM both Primary and Secondary, although towards the end of
2015 a significant increase in the withdrawal of funds either in cash or transfer by the local government
to the payment of SP2D government development projects, but the obligations Statutory still be met
by the Bank. Furthermore, to meet local needs for banking services that are reliable and affordable for
the public, Bank Indonesia has developed a SKNBI system of Generation I to Generation II which is faster
and more reliable with few features and solutions for payment systems.
BPD Kaltim as one of the participants of the payment system through SKNBI organized by Bank Indonesia
has also conduct system development SKNBI Generation II in the core banking system Alphabits
using vendors which include:
a. The system that can be accessed directly at the branch offices, branch offices and to the cash
office.
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b. Transaksi outgoing langsung mendebet
rekening nasabah. c. Dapat menerapkan Service Level Agreement
SLA 2 dua jam incoming transfer dan 2 dua jam outgoing transfer.
d. Sistem yang terintegrasi pada data CIF nasabah dan proses eksekusi incoming murniretur
menjadi lebih cepat dan mudah. Selain itu, seiring dengan meningkatnya frekuensi
transaksi di dunia perbankan khususnya RTGS, maka dibutuhkan suatu sistem yang reliable
untuk meningkatkan kinerja dari sistem yang ada. RTSX adalah suatu aplikasi RTGS Generasi
II yang memberikan layanan dalam pelaksanaan dan penyelesaian transaksi untuk Bank Indonesia,
Partisipan dan semua pihak yang terkait. Untuk mendukung program RTGS Generasi II maka BPD
Kaltim telah melakukan pengembangan pada program interface dengan menggunakan vendor
agar dapat terintegrasi pada Program core banking sehingga proses transaksi RTGS dapat ditransaksikan
pada seluruh kantor cabang.
Funding
Perbankan secara lembaga memiliki fungsi menghimpun dan menyalurkan dana kepada
masyarakat yang bertujuan untuk menunjang pelaksanaan pembangunan dalam rangka
meningkatkan pertumbuhan ekonomi dan pemerataan pembangunan. Fungsi yang dikenal
dengan intermediasi ini telah dijalankan oleh BPD Kaltim dengan konsisten setiap tahunnya.
Dana Pihak Ketiga DPK Berdasarkan jenisnya, secara spasial di Kalimantan
Timur, terjadi penurunan yang cukup tajam dalam DPK atau simpanan milik pemerintah.
Penghimpunan DPK Kaltim pada Triwulan IV 2015 menurun -6.41 yoy. Penurunan ini terutama
disebabkan berkurangnya giro pemerintah yang disebabkan menurunnya pendapatan pemerintah
pada tahun 2015. b. Transactions outgoing direct debit the customer’s
account. c. Can apply Service Level Agreement SLA two 2
hours of incoming transfers and two 2 hours of outgoing transfers.
d. The integrated system on a CIF data execution process incoming customer and pure returns to
be faster and easier. In addition, along with the increased frequency of
transactions in the banking world, especially RTGS, we need a reliable system to improve the performance
of existing systems. RTS X is a Generation II RTGS application that provides services in the implementation
and completion of the transaction to Bank Indonesia, participants and all interested parties. To support the
program RTGS Generation II BPD Kaltim has developed in the program interface by using vendors to be
integrated into the program so that the core banking RTGS transaction process can be transacted at all
branches.
Funding Banking institutions have the function of collecting
and distributing funds to society that aims to support the implementation of the development in order to
enhance economic growth and equitable development. The function is known as the intermediation function
has been run by BPD Kaltim consistently every year.
Third Party Fund DPK Based on the type, spatially in East Kalimantan, there
was a sharp decline in deposits DPK or government property. Kaltim DPK Union in the fourth quarter 2015
decreased -6.41 yoy. This decrease was primarily due to reduce government demand deposits due to
declining government revenues in 2015.
2011 19,254,036
26,165,319 21,371,645
22,800,074 15,741,713
2013 2015
2012 2014
Dana Pihak Ketiga Konsolidasi 5 Tahun Terakhir Consolidated Third Party Fund in the last 5 Years
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110
Penurunan DPK turut dirasakan BPD Kaltim selama tahun 2015. Performa di akhir tahun menunjukkan
posisi DPK BPD Kaltim menurun hampir -31. Penurunan dana Pemerintah Daerah merupakan
faktor utama penurunan yang terjadi yang tidak dapat dipisahkan pula dari kondisi ekonomi Kalimantan
Timur dan Kalimantan Utara yang sedang melemah. Cabang Tenggarong, Cabang Malinau, Cabang Tana
Paser dan Cabang Tanjung Selor merupakan kantor- kantor yang mengalami penurunan terparah dalam
hal DPK. Hal ini bisa dilihat dari graik di bawah ini. Meskipun demikian, terdapat pula beberapa
Cabang yang mengalami peningkatan DPK yaitu Cabang Jakarta sebesar 32 yoy serta Cabang
Syariah Samarinda dan Cabang Syariah Balikpapan meskipun nilainnya dengan nilai kenaikan berturut-
turut 26 yoy dan 19 yoy. DPK decline in deposits is felt by BPD Kaltim during
2015. Performance at the end of the year shows the position of DPK BPD Kaltim decreased by almost -31
. Decrease in Local Government funds are the main factors the decline can not be separated as well from
the economic conditions of the East Kalimantan and North Kalimantan are being weakened. Branch
Tenggarong, Branch Malinau, Branch Tana Paser and Branch Tanjung Selor are experiencing the biggest
drop in terms of deposits DPK. This can be seen from the graph below. Nevertheless, there are also some
branches that experienced an increase in deposits DPK, namely the Jakarta branch by 32 yoy and
Syariah Branch Samarinda and Balikpapan despite the value consecutive rise 26 yoy and 19 yoy.
Komposisi DPK Cabang Terhadap Konsolidasi Third Party Fund DPK composition against Branch Consolidation
2014
19.76 3.89
7.57 13.31
4.40 8.50V
10.14 3.89
2.80 4.60
5.03 4.22
2.01 2.98
3.45 2.68
0.76
2015
21.17 3.34
7.32 8.12
4.07 8.76
8.66 3.89
2.66 4.57
6.05 3.18
1.86 3.58
6.59 4.88
1.31
2014 2015
Samar inda
Tana P aser
Balik papan
Tenggar ong
Tar ak
an Tanjung R
edeb Tanjung S
elor B
on tang
Nunuk an
Sanga tta
Senda w
ar M
alinau Penajam
Tideng P ale
Jak ar
ta Sy
ar iah Samar
inda Sy
ar iah
Balik papan
Jika dilihat berdasarkan jenis simpanan, giro merupakan bentuk simpanan yang paling tertekan.
Tidak jauh berbeda dengan catatan penurunan DPK giro regional Kalimantan Timur yang turun minus
dua digit, giro BPD Kaltim juga merasakan penurunan cukup besar dengan hanya berhasil membukukan
nilai Rp 5,458,593,- juta secara konsolidasi di akhir tahun 2015. Tekanan pada giro BPD Kaltim setidaknya
disebabkan beberapa hal, antara lain: a. Giro Pemda
- Ketidakpastian waktu penyaluran dana
perimbangan oleh Pemerintah Pusat pada akhir tahun 2015;
- Penurunan saldo giro sehubungan dengana danya pembayaran SP2D;
- Perpindahan saldo giro Pemda ke Deposito BPD Kaltim dalam rangka optimalisasi penempatan
dana. If it is seen from the type of savings, current accounts,
savings is a form of the most depressed. Not much different from the record decline in deposits of East
Kalimantan regional demand deposits were down minus two digits, Deposit BPD Kaltim also felt the
decline big enough with just managed to book value of IDR 5,458,593, - million on a consolidated basis at the
end of 2015. The pressure on the current account at least BPD Kaltim caused by several things, among below:
a. Local Government Giro
- Uncertainties time balancing the distribution of funds by the central government at the end of 2015;
- Decrease in current account balance of payment in respect with the payment of SP2D;
- Transfer of demand deposits to the Deposit BPD Kaltim local government in order to optimize the
placement of funds.
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b. Giro Swasta - Pencairan cek, bilyet giro serta transfer baik
kliring maupun RTGS untuk kegiatan operasional perusahaan dalam proyek APBD maupun APBN;
- Pencairan SP2D untuk proyek yang rekening giro;
- Transaksi operasional debitur tidak pada rekening giro di BPD Kaltim;
- Deisit anggaran dari beberapa pemerintah kota maupun kabupaten dalam penyaluran SP2D
kepada pihak swasta Melihat kendala-kendala tersebut di atas maka BPD
Kaltim telah mengoptimalkan treatment khusus untuk produk giro yang dilaksanakan hingga awal
tahun 2016. Selain itu, pendekatan kepada pihak Pemerintah Daerah di Kabupaten, Kota dan provinsi
dalam hal penyaluran dana perimbangan serta melakukan komunikasi kepada pihak-pihak terailiasi
lainnya. Selanjutnya terkait jenis tabungan, pada tahun 2015
mencapai target sebesar 89.3 dari yang telah direncanakan. Pencapaian tersebut dijelaskan lebih
rinci sebagai berikut: b. Private Giro
- Disbursement check, demand deposit and both clearing and RTGS transfer to operations of the
company in the project budget and the state budget; - SP2D disbursement to project in a currentgiro account;
- The transactions of the debtor is not in a currentgiro account in BPD Kaltim;
- The budget deficit of several municipalities and counties in SP2D disbursement to private parties
Seeing from some of the constraints mentioned above, BPD Kaltim has optimized the special treatment for current
accounts held until early 2016. In addition, the approach to the Local Government in the District, the city and the
province in terms of the distribution of equalization funds and communicated to the other affiliated parties.
Further related types of savings, by 2015 to reach the target of 89.3 of the planned.
The achievement is described in more detail as follows :
Pencapaian DPK Tabungan Berdasarkan Produk Third Party Fund DPK Achievement according to Products
Keterangan Realisasi 31 Desember 2015 dalam juta
Realization of December 31, 2015 in millions Information
Simpeda Rp 3,754,931,-
Simpeda Prama
Rp 1,686,558,- Prama
TabunganKu Rp 337,960,-
TabunganKu Tabungan Berkah
Rp 307,511,- Tabungan Berkah
Tabungan AL - Amin Rp 47,359,-
Tabungan AL - Amin Total
Rp 6,134,321,- Total
Kendala umum pencapaian DPK dalam bentuk tabungan di tahun 2015 adalah belum maksimalnya
program-program funding yang telah berjalan. Selan itu basis teknologi turut menjadi perhatian
utama dalam pengembangan produk dan jasa tabungan untuk kembali meningkatkan DPK. Dalam
rangka mengangkat kembali pencapaian DPK jenis tabungan, BPD Kaltim berkomitmen untuk tetap
melaksanakan program-program funding yang telah ditetapkan seperti One Man One Account dan One
Man Five Account. Implementasi produk tabungan Simpel bagi pelajar serta penerapan ketentuan
terbaru tiering untuk menjadi nasabah prioritas pada produk tabung, turut menjadi langkah taktis
yang diharapkan dapat memancing peningkatan DPK di periode selanjutnya.
DPK achievement of the common obstacles in the form of savings in 2015 is not maximal funding programs that
have been run. Besides, technology base also become a major concern in the development of products saving
and services to re-increase in deposits. In order to revive the achievement of savings in deposits, BPD Kaltim
committed to continue to implement programs of funding which has been set as One Man One Account
and One Man Five Account. Simple implementation of savings products to the students and the application of
the latest tiering to be a priority customers on saving products, contributed to the tactical steps that are
expected to provoke an increase in deposits in the next period.
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Penyertaan Saham dan Kinerja Keuangan Utama Anak Perusahaan
a. Penyertaan modal yang dilakukan oleh BPD Kaltim
b. Kinerja Keuangan Utama : • PT BPR Kutai Timur
Pencapaian DPK Tabungan Berdasarkan Produk DPK Achievement Savings based on Products
Investments Stocks and Main Financial Subsidiary Performance
a. Capital investment undertaken by BPD Kaltim
b. Main Financial Performance • PT BPR Kutai Timur
a. PT. BPR Kutai Timur Modal Setoran
Capital Deposit Dana Setoran
Deposit Funds Saham
Shares a. PT. BPR East Kutai
1. BPD Kaltim 2.000
- 15.75
1. BPD Kaltim 2. Pemkab Kaltim
9.000 -
70.87 2. Regency Kaltim
3. Pihak Swasta 10 orang 1.700
- 13.39
3. Private Party 10 people Total
12.700 -
100.00 Total
b. PT. BPR Kutai Sejahtera Modal Setoran
Capital Deposit Dana Setoran
Deposit Funds Saham
Shares b. PT. BPR Kutai Sejahtera
1. BPD Kaltim 12.200
- 81.06
1. BPD Kaltim 2. Pihak Swasta
2.850 -
18.94 2. Private Party
Total 15.050
- 100.00
Total c. Perusahaan Lain
Modal Setoran Capital Deposit
Dana Setoran Deposit Funds
Saham Shares
c. Other Companies 1. PT. Sarana Kaltim Ventura
4.077 7.41
1. PT. Sarana Kaltim Ventura 2. PT. Askrida
1.630 0.83
2. PT. Askrida Total
5.707
Keterangan Realisasi
Realization Pertumbuhan
Growth Information
Dec-15 Dec-14
Des’15Des’14 - Total Asset
41,599,076 40,734,536
2.12 total Assets
- Laba Rugi sebelum pjk 2,005,481
482,646 315.52
Profit Loss before tax - DPK
15,345,482 18,023,172
-14.86 Third Party Fund DPK
a. Tabungan 8,505,732
9,571,872 -11.14
a. Savings b. Deposito
6,839,750 8,451,300
-19.07 b. Deposit
- Antar Bank Pasiva 8,906,496
7,806,398 14.09
Inter-bank liabilities - Antar Bank Aktiva
12,930,526 16,668,071
-22.42 Interbank Assets
a. Giro 139,825
383,219 -63.51
a. Giro b. Tabungan
7,390,701 3,884,852
90.24 b. Savings
c. Deposito 5,400,000
12,400,000 -56.45
c. Deposit - Kredit
25,456,365 22,075,067
15.32 Credit
- Pinjaman yang diterima 1,200,000
1,800,000 -33.33
Loans received - Modal disetor
12,700,000 3,000,000
323.33 Paid-up capital
Sumber : Laporan Keuangan PT BPR Kutai Timur per akhir November 2015 dan 2014 Dana Setoran Modal DSM milik Pemkab. Kutai Timur Rp. 7,5 miliar dan pihak Swasta
Rp. 200 juta telah mendapatkan persetujuan dari OJK untuk menjadi modal disetor.
Pos-pos keuangan utama PT BPR Kutai Timur periode Desember 2015 dibandingkan
Desember 2014 mengalami pertumbuhan terutama pada pos Antar Bank Pasiva ABP,
modal disetor, laba dan Antar Bank Aktiva ABA serta kredit. Total asset tumbuh sebesar 2.12
yang dipengaruhi oleh pertumbuhan Antar Bank Pasiva ABP sebesar 14.09, laba tumbuh yang
Main financial posts of PT BPR Kutai Timur period of December 2015 compared to December 2014
grew mainly on post Inter-bank liabilities ABP, paid-in capital, profit and Inter-Bank Assets ABA,
and loans. Total assets grew by 2.12 of which is influenced by the growth in Inter-bank liabilities
ABP at 14.09, earnings grew significantly by
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signiikan sebesar 315.52 dan modal disetor sebesar 323.33. Pertumbuhan laba dipengaruhi
oleh tumbuhnya total biaya sebesar 25.35 lebih rendah dibandingkan dengan total pendapatan
sebesar 43.47. Walaupun Dana Pihak Ketiga DPK menurun baik pos giro dan deposito, bank
memiliki sumber pendanaan lain dalam bentuk Antar Bank Pasiva ABP yang tumbuh sebesar
14.09 dari Rp. 7,81 milyar menjadi Rp 8,91 milyar. Selain memanfaatkan dana yang dihimpun dari
bank lain, setoran modal dari pemegang saham juga digunakan untuk mendukung kegiatan
operasional bank.
Rasio likuiditas menurun dengan persentase sebesar 7.33 yang dipengaruhi oleh
menurunnya kas dan ABA sebesar 21 lebih tinggi dibandingkan penurunan dana masyarakat
sebesar 14.75. Sementara itu, Loan to Deposit Ratio LDR menurun dengan persentase sebesar
6.10. Penurunan LDR tersebut dipengaruhi oleh tumbuhnya pinjaman yang diberikan sebesar
15.32 lebih rendah dibandingkan dengan dana masyarakat sebesar 22.80 yang terdiri
dari tabungan, deposito, Antar Bank Pasiva ABP dengan jangka waktu diatas 3 bulan, pinjaman
yang diterima, modal inti dan modal pinjaman. Di sisi lain, Return on Asset ROA tumbuh
signiikan sebesar 241.59, yang dipengaruhi oleh tumbuhnya laba sebesar 315.52 lebih
tinggi dibandingkan dengan pertumbuhan total asset sebesar 21.64. Tumbuhnya ROA tersebut
mencerminkan melalui pertumbuhan total asset sebesar 21.64 mampu menghasilkan laba
sebesar 315.52.
Return on Equity ROE tumbuh sebesar 26.12, yang dipengaruhi oleh pertumbuhan laba
setelah pajak sebesar 303.56 lebih tinggi dibandingkan dengan tumbuhnya modal inti
sebesar 219.98. Pertumbuhan ROE tersebut mencerminkan melalui pertumbuhan modal
inti sebesar 219.98 mampu menghasilkan laba sebesar 303.56. Sementara BOPO menurun
sebesar 12.79. Penurunan BOPO tersebut dipengaruhi oleh tumbuhnya biaya operasional
sebesar 25.35 lebih rendah dibandingkan dengan pertumbuhan operasional sebesar
43.73. Cost Efficiency Ratio CER pun mengalami penurunan sebesar 12.62, yang
dipengaruhi oleh pertumbuhan total biaya sebesar 25.35 lebih rendah dibandingkan
dengan total pendapatan sebesar 43.47. 315.52 and 323.33 of the paid-up capital. The
profit growth was influenced by the growth of a total cost of 25.35 lower than the total revenue
of 43.47. Although the Third Party Fund DPK decreased both postal giro and deposits, banks have
other sources of funding in the form of Inter-bank liabilities ABP, which grew by 14:09 from IDR 7.81
billion to IDR 8.91 billion. In addition to utilizing the funds raised from other banks, capital injection from
shareholders are also used to support operations of the bank.
The liquidity ratio decreased with the percentage of 7.33 were influenced by the decrease in cash
and ABA by 21 higher than the decline of public funds amounting to 14.75. Meanwhile, the Loan
to Deposit Ratio LDR decreased by the percentage of 6.10. The decline in LDR is influenced by the
growth of loans granted by 15.32 lower compared with public funds amounting to 22.80, consisting
of savings, deposits, Inter-bank liabilities ABP with maturities over 3 months, borrowings, core capital
and loan capital.
On the other hand, Return on Assets ROA grew significantly by 241.59, which was influenced by
the growth of profit of 315.52 higher than the growth in total assets of 21.64. The growth of
ROA reflected through the growth of total assets of 21.64 is able to generate a profit of 315.52.
Return on Equity ROE grew by 26.12, which was influenced by the growth in net profit after tax
amounted to 303.56 higher than the growth of core capital amounted to 219.98. ROE growth reflected
through the growth of core capital amounted to 219.98 able to generate a profit of 303.56. While
BOPO decreased by 12.79. The decline in BOPO is influenced by the growth in operating costs by
25.35 lower compared with operational growth of 43.73. Cost Efficiency Ratio CER also decreased
by 12.62, which was influenced by the growth of a total cost of 25.35 lower than the total revenue
of 43.47.
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Hal ini diimbangi dengan pertumbuhan Net Interest Margin NIM sebesar 54.97.
Pertumbuhan tersebut dipengaruhi oleh pertumbuhan pendapatan bunga bersih sebesar
53.54 sebaliknya aktiva produktif menurun sebesar 0.92.
Lebih lanjut, Capital Adequacy Ratio CAR tumbuh signiikan sebesar 100.91.
Pertumbuhan tersebut dipengaruhi oleh tumbuhnya modal yang signiikan sebesar
141.17 dari adanya penambahan modal milik Pemerintah Kabupaten Kutai Timur sebesar Rp
7,5 milyar dan pihak swasta sebesar Rp 200 juta lebih tinggi dibandingkan dengan pertumbuhan
ATMR sebesar 20.04. Meskipun Non Performing Loan NPL juga tercatat meningkat dari 4.86
menjadi 7.85 yang dipengaruhi oleh kredit yang diberikan sebesar 15.32 terutama
pada kelompok kredit konsumtif lebih rendah dibandingkan dengan kredit yang diklasiikasikan
sebesar 86.29 yang meningkat pada kelompok kurang lancar dan macet.
• PT. BPR Bepede Kutai Sejahtera This was offset by growth in Net Interest Margin
NIM of 54.97. The growth was influenced by growth in net interest income by 53.54 conversely
earning assets decreased by 0.92.
Furthermore, the Capital Adequacy Ratio CAR increased significantly by 100.91. The growth was
influenced by the growth of a significant capital amounted to 141.17 of the capital increase of the
Government of East Kutai Regency at the amount of IDR 7.5 billion and the private sector amounted
to IDR 200 million higher than the growth in RWA of 20.04. Although non-performing loans NPL
also recorded increases of 4.86 to 7.85 which is influenced by loans totaling 15.32 mainly
on consumer credit group is lower than the loan classified by 86.29 which increased in the group of
substandard and loss.
• PT BPR Bepede Kutai Sejahtera
dalam ribuan rupiah | In thousand rupiah
Keterangan Realisasi
Realization Pertumbuhan
Growth Information
Dec-15 Dec-14
Des15Des’ 14 - Total Asset
70,694,911 65,598,140
7.77 - Total Assets
- Laba setelah pajak 3,813,849
3,360,567 13.49
- Profit after tax - DPK
42,525,347 38,787,822
9.64 - Third Party Fund DPK
a. Tabungan 13,682,947
12,958,722 5.59
a. Savings b. Deposito
28,842,400 25,829,100
11.67 b . Deposit
- Pinjaman yang Diterima -
- 0.00
- Loans Received - Antar Bank Pasiva
3,700,000 2,900,000
27.59 - Inter-bank liabilities
- Antar Bank Aktiva 17,267,097
14,707,438 17.40
- Interbank Assets a. Giro
14,767,097 12,207,438
20.97 a. Giro
b. Tabungan -
- 0.00
b. Savings c. Deposito
2,500,000 2,500,000
0.00 c. Deposit
- Kredit yang diberikan 45,478,417
44,754,327 1.62
- Loans granted - Modal disetor
15,050,000 15,050,000
0.00 - Paid-up capital
Sumber: Laporan Keuangan PT BPR BKS per akhir Desember 2015 dan 2014 Dana setoran modal DSM milik BPD Kaltim sebesar Rp. 5 Miliar telah diakui sebagai Modal disetor
Secara keseluruhan kegiatan usaha PT BPR Bepede Kutai Sejahtera Desember 2015 dibandingkan
Desember 2014 mengalami pertumbuhan. Total asset tumbuh sebesar 7.77 yang dipengaruhi
oleh pertumbuhan Dana Pihak Ketiga DPK 9.64 dari pertumbuhan keseluruhan tabungan
dan deposito, penempatan dari bank lain ABP sebesar 27.59 dan laba sebesar 11.05. Yang
dioptimalkan kedalam bentuk penempatan antar bank ABA dan penyaluran kredit.
Overall, the business activities of PT BPR Bepede Kutai Sejahtera in December 2015 compared to December
2014 grew. Total assets grew by 7.77, which was influenced by the growth of third party funds DPK
9.64 of the overall growth of savings and deposits, placements from other banks ABP amounted to
27.59 and profit of 11.05which optimized into the form of inter-bank placements ABA and lending.
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Demikian pulan dengan Dana Pihak Ketiga DPK yang tumbuh sebesar 9.64 pada pos tabungan
dan deposito masing-masing sebesar 5.59 dan 11.67 dengan pertumbuhan pada deposito
sebesar 3, 6 dan 12 bulan. Selain sumber dana yang berasal dari kepercayaan masyarakat,
bank juga menghimpun dana yang bersumber dari bank lain dalam bentuk ABP. Laba bank
tumbuh sebesar 13.49 yang dipengaruhi oleh pertumbuhan total biaya sebesar 10.92 lebih
rendah dibandingkan dengan total pendapatan sebesar 11.29. Pendapatan didominasi oleh
pendapatan bunga terutama dari pendapatan bunga dari hasil penempatan antar bank dan
kredit.
Rasio likuiditas menurun sebesar 0.23 yang dipengaruhi oleh tumbuhnya Kas dan Antar
Bank Aktiva ABA sebesar 13.97 lebih rendah dibandingkan dengan tumbuhnya dana
masyarakat sebesar 14.23. Sementara itu, Loan to Deposit Ratio LDR menurun sebesar
6.05 dengan adanya pertumbuhan pinjaman yang diberikan sebesar 1.62 lebih rendah
dibandingkan dengan tumbuhnya dana masyarakat sebesar 8.16.
Return on Asset ROA tumbuh sebesar 7.92, dimana laba yang dihasilkan tumbuh
sebesar 13.94 lebih tinggi dibandingkan dengan tumbuhnya total asset sebesar 5.16.
Pertumbuhan ROA tersebut mencerminkan melalui pertumbuhan total asset sebesar
5.16 mampu menghasilkan laba dengan pertumbuhan sebesar 13.49. Sementara Return
on Equity ROE tumbuh sebesar 11.91 yang dipengaruhi oleh laba yang dihasilkan sebesar
11.05 sedangkan modal inti cenderung menurun sebesar 0.77. Pertumbuhan ROE
tersebut mencerminkan melalui penurunan modal inti sebesar 0.77 mampu menghasilkan
laba sebesar 11.05. Thus, gathering with Third Party Fund DPK, which grew
by 9.64 in postal savings and deposits respectively by 5.59 and 11.67 with growth in deposits amounted
to 3, 6 and 12 months. In addition to the source of funds comes from public confidence, the bank also collects
funds from other banks in the form of ABP. The bank’s profit grew by 13.49 were influenced by the growth
in the total cost amounted to 10.92 lower compared with total revenues of 11.29. Revenue was dominated
by interest income primarily from interest income from the inter-bank placements and credits.
The liquidity ratio decreased at 0.23, which was influenced by the growth Interbank Cash and Assets
ABA amounted to 13.97 which is lower compared to the growth of public funds as big as 14.23. Meanwhile,
the Loan to Deposit Ratio LDR decreased by 6.05 with the growth of loans amounted to 1.62 lower
compared to the growth of public funds amounting 8.16.
Return on Assets ROA grew by 7.92, which generated profit grew by 13.94 higher than the growth of total
assets of 5:16. The ROA growth reflected through the growth of total assets of 5.16 able to generate
earnings with growth of 13.49. While Return on Equity ROE grew by 11.91, which was influenced by the
income generated by 11:05 while the core capital tends to decrease by 0.77. The ROE growth reflected
through a reduction in core capital of 0.77 is able to generate a profit at the amount of 11.05.
Keterangan Desember
December ∆
Information 2015
2014 Likuiditas
40.53 40.62
-0.22 Liquidity
LDR 74.24
79.02 -6.05
LDR ROA
5.91 5.48
7.85 ROA
ROE 16.88
15.08 11.94
ROE BOPO
82.14 81.12
1.26 BOPO
CER 81.15
81.49 -0.42
CER NIM
23.37 22.61
3.36 NIM
NPL 3.94
2.78 41.73
NPL CAR
38.14 41.49
-8.07 CAR
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BOPO tumbuh sebesar 1.26, pertumbuhan BOPO tersebut dipengaruhi oleh biaya
operasional yang tumbuh sebesar 10.92 lebih tinggi dibandingkan dengan pendapatan
operasional sebesar 9.54. Cost Efficiency Ratio CER menurun sebesar 0.43 yang dipengaruhi
oleh tumbuhnya total biaya sebesar 10.92 lebih rendah dibandingkan dengan total pendapatan
11.39. Non Performing Loan NPL tumbuh sebesar 41.56 dari 2.78 menjadi 3.94
adapun penurunan NPL tersebut dipengaruhi oleh kredit yang diklasiikasikan tumbuh
sebesar 43.85 terutama pada kelompok macet sedangkan kelompok kurang lancar dan
diragukan cenderung menurun dibandingkan dengan kredit yang diberikan sebesar 1.62
terutama pada kredit konsumtif.
Di sisi lain, Capital Adequacy Ratio CAR menurun sebesar 0.09, penurunan tersebut dipengaruhi
oleh pertumbuhan modal sebesar 0.74 lebih rendah dibandingkan dengan pertumbuhan
ATMR sebesar 9.60. Penurunan ATMR tersebut mencerminkan menurunnya kemampuan bank
dalam rangka memenuhi kecukupan modal bank untuk kelangsungan usaha jangka panjang.
BOPO grew by 1.26, ROA growth is influenced by operating expenses grew by 10.92 higher as compared
with operating income of 9.54. Cost Efficiency Ratio CER decreased by 0.43 were influenced by the growth
of a total cost of 10.92 lower than the total income of 11:39. Non Performing Loan NPL grew by 41.56
from 2.78 to 3.94 while the decline in NPL was influenced by loans classified grew by 43.85 mainly on
the jammed group while the substandard and doubtful tends to decrease as compared to loans amounted to
1.62 mainly on consumer credit.
On the other hand, the Capital Adequacy Ratio CAR decreased by 0.09, the decrease was influenced by the
capital growth of 0.74 which is lower than the growth in risk-weighted assets ATMRamounted to 9.60.
The decline in risk-weight assets ATMR reflects the declining ability of banks to meet the capital adequacy
of the bank’s long-term business continuity.
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Customer Management dan Complaint Handling BPD Kaltim menyediakan layanan contact center and
complaint handling yang dikelola oleh Bankaltim Call Center pada nomor 0-800-1-738877 atau 0541
738877. Sebagai salah satu unit frontliner pelayanan, Bankaltim Call Center memberikan informasi
produk serta menerima permasalahan, kritik dan berbagai informasi dari nasabah dan masyarakat
dengan berusaha memberikan pelayanan terbaik kepada nasabah, calon nasabah dan masyarakat
pada umumnya. Complain Handling yang masuk melalui layanan Bankaltim Call Center terdiri atas
permohonan unregistered SMSBanking, transaksi ATM, transaksi BPDNet Online dan transaksi payment.
Jumlah telepon yang masuk ke Bankaltim Call Center pada tanggal 01 Januari 2014 hingga bulan
Desember 2015 dapat dilihat pada graik berikut. Customer Management and Complaint Handling
BPD Kaltim provide contact center services and complaint handling are managed by Bankaltim Call
Center at the number 0-800-1-738877 or 0541 738877. As one frontline unit of service, Bankaltim Call Center
provides product information and receive problems, criticism and the various information of customers
and society by trying to provide the best services to our customers, prospective customers and the
general public. Handling complaints that go through Bankaltim Call Center services consist of the application
for unregistered SMS banking, ATM, Online BPDNet transaction and payment transactions.
The number of incoming calls to Bankaltim Call Center on January 1st 2014 to December 2015 may be seen in
the following graph.
Graik 1 Jumlah Telepon Masuk Ke Bankaltim Call Center Graph 1 The amount of Phone Number Go To Bankaltim Call Center
0541-738877 0800-1-738877
JAN 14 FEB 14
M AR 14
APR 14 MEI 14
JUN 14 JUL 14
A GT 14
SEP 14 OK
T 14 NOV 14
DES 14 JAN 15
FEB 15 M
AR 15 APR 15
MEI 15 JUN 15
JUL 15 A
GT 15 SEP 15
OK T 15
NOV 15 DES 15
2689 1725
2154 2762
2563 2620
4031 2612
2904 3398
3299 4807
2813 1947
2702 2593
2707 2846
4022 2231
2969 2812
3106 4681
5821
8000 7000
6000 5000
4000 3000
2000 1000
3822 4368
4079 3884
5077 3966
3443 3184
2910 2339
3449 6681
4620 3993
3646 3470
5446 3078
3082 3236
2707 3715
2286
Tiket yang di buat oleh Agent Bankaltim Call Center berdasarkan telepon yang masuk dan diterima
oleh Agent digolongkan menjadi 2 dua, yaitu: Permintaan Informasi dan Pengaduan Nasabah.
Tickets are created by Bankaltim Agent Call Center is based on the incoming call received by the Agent and
classified into 2 two, namely: Information Request and Customer Complaints.
Graik 2 Jumlah Pengaduan Permintaan Informasi Graph 2 Number of Complaints and Requests for Information
JAN 14 FEB 14
M AR 14
APR 14 MEI 14
JUN 14 JUL 14
A GT 14
SEP 14 OK
T 14 NOV 14
DES 14 JAN 15
FEB 15 M
AR 15 APR 15
MEI 15 JUN 15
JUL 15 A
GT 15 SEP 15
OK T 15
NOV 15 DES 15
7000 6000
5000 4000
3000 2000
1000
279 2170
1186 1458
2445 2659 1996
3911
1949 1732
2034 2046
3220 2301
1751 1414
2486 1692
3501 4876
3056 3506
3794 3865
5982
220 218
207 183
165 125
116 108
101 122
103 94
92 92
69 193
297 405 293
255 244
164 216
Pengaduan Complaint
Informasi Information
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Pada Graik 2 sebelumnya terlihat bahwa jumlah permintaan informasi yang masuk ke Bankaltim Call
Center mengalami peningkatan jika dibandingankan dengan bulan-bulan sebelumnya. Rincian
permintaan informasi yang masuk ke Bankaltim Call Center pada bulan Januari 2015 s.d Desember 2015
dapat dilihat pada graik berikut:
Jumlah pengaduan yang masuk ke Bankaltim Call Center pada bulan Januari 2015-Desember 2015
dapat dilihat pada graik berikut:
Graik 4 Jumlah Pengaduan Nasabah Periode Januari – Desember 2015 Graph 4 Number of Customer Complaints January - December 2015
In the previous Graph 2, it could be seen that the number of requests for information coming into Bankaltim Call
Center increased if compared with previous months. Details of requests for information coming into
Bankaltim Call Center in January 2015 up to December 2015 can be seen in the following graph:
The number of complaints coming into Bankaltim Call Center in January 2015 - December 2015 can be seen in
the following graph:
Graik 3 Jumlah Permintaan Informasi Periode Januari-Desember 2015 Graph 3 Total Information Request from January to December 2015
JAN 15 FEB 15
M AR 15
APR 15 MEI 15
JUN 15 JUL 15
A GT 15
SEP 15 OK
T 15 NOV 15
DES 15
100 99
98 97
96 95
2254 1386
1715 2436
1641 3390
2978 3442
3703 3770
5887 4777
43 26
33 46
42 94
62 49
87 69
102 91
4 2
3 4
9 17
16 15
4 26
3 8
Informasi Rekening Account Information
Informasi ProdukProgram Product Information Program
Informasi Status Kartu ATM Information Status ATM Card
1 3
6 18
21 71
10 470
348
569
58 24
70 3
3 11
2 7
2 2
361 134
22 152
68 11
1 3
8 1
1 8
1
5 1101
1201 1502
2001 1102
1203 1503
2101 1102
1204 1600
2103 1104
1205 1701
2104 1105
1300 1800
2302 1107
1401 1801
2400 1108
1402 1802
2700 1109
1403 1803
2800 1200
1501 1900
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Secara umum, pengaduan yang berasal dari nasabah didominasi olehPIN ATM LupaSalah yang kemudian
diikuti dengan Blokir Kartu ATM.Pengaduan PIN ATM LupaSalah yang masuk ke Bankaltim Call
Center disebabkan oleh kelalaian nasabah yang mengakibatkan terblokirnya kartu ATM.
Kartu ATM akan otomotis terblokir ketika PIN yang dimasukkan oleh nasabah salah untuk ketiga kalinya.
Kesalahan PIN oleh nasabah biasanya disebabkan nasabah salah atau lupa dengan PIN kartu ATM yang
dimilikinya. Demi kemudahan nasabah, maka Agent Call Center membantu untuk pembukaan blokir
kartu ATM yang disebabkan oleh kesalahan PIN, sehingga nasabah dapat menggunakan kembali
kartu ATM yang dimilikinya 1 x 24 jam setelah pembukaan blokir kartu ATM dilakukan.
Sedangkan untuk pengaduan Blokir Kartu ATM lebih banyak disebabkan oleh kelalaian nasabah itu
sendiri seperti kartu ATM hilang. Sehingga untuk menghindari resiko penyalahgunaan ATM oleh
pihak yang tidak bertanggung jawab, tindakan pencegahan yang dilakukan oleh Agent Bankaltim
Call Center adalah melakukan pemblokiran kartu ATM nasabah yang melapor serta menginformasikan
kepada nasabah untuk dapat pembuatan Kartu ATM kembali di cabang tempat pertama kali nasabah
membuka rekening. Atau apabila kartu ATM telah ditemukan, nasabah bisa mendatangi kantor BPD
terdekat untuk melakukan permohonan pembukaan blokir kartu ATM.
Graik 5 Jumlah Pengaduan Triwulan I s.d IV Tahun 2015 Graph 5 Number of Complaints Quarter I up to IV Quarter 2015
Dari graik di atas terlihat bahwa jumlah pengaduan mengalami penurunan yang cukup signiikan dari
Triwulan I sampai dengan Triwulan IV.Penurunan ini terjadi karena petugas penerima pengaduan
In general, complaints from customers predominantly because of forgottenwrong ATM PIN followed by
blocking the ATM Card. Complaints on forgottenwrong ATM PIN coming into Bankaltim Call Center due to
customer negligence resulting in blocking of ATM card. ATM card will be automatically blocked when the PIN
entered by the customer is wrong for the third time. Errors by the customer PIN is usually caused by wrong or
forgotten ATM PIN card that the customers have. For the sake of convenience of customers, the Call Center Agent
helps to block the opening of ATM card error caused by a PIN, so that customers can reuse its ATM cards 1 x 24
hours after the opening of blocking ATM card had been done.
As for complaints for ATM card blocking more due to the negligence of the customer itself like missing the ATM
card. So as to avoid the risk of misuse of ATM by parties who are not responsible, precautionary measures
undertaken by Bankaltim Call Center Agent is blocking the customers’ ATM card who report and informing the
customers to be able to manufacture ATM card back at the branch where the first customers to open an
account. Or if the ATM card has been found, customers can visit the nearest BPD office to apply for the opening
of an ATM card blocking.
From the graph above, it shows that the number of complaints has decreased significantly from Quarter
I up to Quarter IV. This decrease occurs because the receiving officer complaints have mostly understand
Triwulan I Quarter I
Triwulan II Quarter II
Triwulan III Quarter III
Triwulan IV Quarter IV
3000 2500
2000 1500
1000 500
2783 2809
1127 597
Banyaknya Pengaduan | Number of complaints
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
120
sebagian besar telah memahami hal-hal yang perlu dilaporkan atau tidak. Laporan yang tidak perlu
dilaporkan adalah laporan yang tidak berpotensi menimbulkan kerugian pada nasabah antara lain:
Pengaktifannon aktif itur sms banking, pembukaan penutupan rekening, penggantian buku tabungan
karena sudah penuh dan penggantian kartu ATM karena sudah tidak terbaca mesin.
Dalam pelaksana kontrol nasabah dan pengelolaan pengaduan, BPD Kaltim menyusun evaluasi dan
mitigasi risiko sebagai berikut: 1. Pemantauan dari atasan langsung kepada
petugas di unit terkait dalam hal memberikan pemahaman kepada Nasabah mengenai
manfaat, risiko, biaya layanan produk serta syarat dan ketentuan masing masing Produk BPD
Kaltim secara jelas kepada Nasabah;
2. Pembaharuan SOP terkait produk, jasa dan layanan;
3. Sosialisasi dari pejabat terkait sehubungan dengan perkembangan ketentuan terbaru terkait
produk, jasa dan layanan maupun program terbaru sehingga pengetahuan karyawan BPD
Kaltim selalu up to date;
4. Penyampaian masalah-masalah yang terjadi dan bagaimana cara mengatasinya pada brieing
rutin yang dilaksanakan di tiap unit kerja; 5. Karyawan selalu menginformasikan kepada
Nasabah terkait mekanisme pengaduan dan sarana pengaduan yang bisa dilakukan nasabah
dalam menyampaikan pengaduan; 6. Menyampaikan kembali pentingnya menyimpan
ATM, buku tabungan dan menjaga kerahasiaan PIN;
7. Pelatihan bagi Unit terkait penanganan aduan dari sisi Regulasi dan Hukum;
8. Pelatihan dan sosialisasi rutin terkait Penanganan Pengaduan Nasabah bagi petugas di Kantor
Cabang Front Liner; 9. Penerbitan brosur mengenai produk danatau
jasa layanan BPD Kaltim yang dapat memberikan informasi yang jelas dan mudah dipahami oleh
Nasabah; 10. Pemantauan terhadap Jaringan dan Mesin ATM
pada unit terkait; 11. Pembaharuan Standar Operasional Prosedur
terkait Perlindungan Nasabah Penanganan Pengaduan Nasabah;
12. Pemahaman kepada Petugas di masing masing Cabang terkait pembuatan Laporan Penanganan
dan Penyelesaian Pengaduan Nasabah. the things that need to be reported or not. The report
that does not need to be reported is the report that do not potentially cause harm to customers, including:
Activation non active feature sms banking, opening closing of accounts, the replacement of savings book
because it is full and ATM card replacement because it was not machine-readable.
In implementing the control and management of customer complaints, BPD Kaltim prepare the
evaluation and mitigation of risk as follows: 1. Monitoring of the immediate supervisor to officers
in units linked in terms of providing understanding to the customer on the benefits, risks, costs of service
products as well as the terms and conditions of each product BPD Kaltim clearly to the Customer;
2. Renewal of SOP related products, services and service; 3. Dissemination of relevant officials in connection
with the latest developments related to the provision of products, services and services and the latest
program so the employees knowledge of BPD Kaltim are always up to date;
4. Submission of the problems that occur and how to overcome on the routine briefing held in each unit;
5. Employees always inform the customer related complaint mechanism and complaint facilities that
can be done by the customers in complaints; 6. Convey the importance of saving ATMs, passbook
and maintain the confidentiality of customers’ PIN; 7. Training for units related handling complaints of the
Regulation and the Law; 8. Training and routine socialization related Handling
Customer Complaints for officers in the Branch Office Front Liner;
9. Publishing brochures about the products and or services BPD Kaltim which can provide information
that is clear and easily understood by the customers; 10. Monitoring of the network and an ATM machine in
the unit concerned; 11. Renewal of Standard Operating Procedures related
to the Protection of Customer Customer Complaint Handling;
12. Understanding the clerk at each branch related on making report of Handling and Customer
Complaints’ Resolution.
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
121
Priority Bankaltim Total deposits on each product of Bankaltim Priority
in millions of Rupiah is as follows : a. Deposits
: IDR 741.882,- b. Giro
: IDR 4.266,- c. Simpeda
: IDR 158.832,- d. Berkah
: IDR 22.287,- e. Prama
: IDR 428.558,- f. Prama IB
: IDR 33.020,- g. Tabungaku
: IDR 15.829,- h. Tabungaku IB : IDR 1.213,-
i. Al Amin IB : IDR 20,-
Total : IDR 1,405,838,-
Bankaltim Prioritas Jumlah simpanan per produk Bankaltim Prioritas
dalam jutaan Rupiah adalah sebagai berikut: a. Deposito
: Rp 741,882,- b. Giro
: Rp 4,266,- c. Simpeda
: Rp 158,832,- d. Berkah
: Rp 22,287,- e. Prama
: Rp 428,558,- f. Prama IB
: Rp 33,020,- g. Tabungaku
: Rp 15,829,- h. Tabungaku IB : Rp 1,213,-
i. Al Amin IB : Rp 20,-
Jumlah : Rp 1,405,838,-
Sebagaimana tampak pada graik, secara umum layanan Bankaltim Prioritas mengalami peningkatan
selama tahun 2015 sebesar 50 yoy.Demikian pula dengan jumlah nasabah Bankaltim Prioritas yang
mengalami peningkatan sebesar 53.6 yoy di tahun 2015.
As shown in the graph, in general Bankaltim Priority service for 2015 increased by 50 yoy. As well as the
number of customers of Bankaltim Priorities increased by 53.6 yoy in 2015.
Developments Bankaltim Priority Service Facilities in
Komposisi Bankaltim Prioritas Per Cabang Composition Priority Bankaltim Per Branch
450,000,000.00 400,000,000.00
350,000,000.00 300,000,000.00
250,000,000.00 200,000,000.00
150,000,000.00 100,000,000.00
50,000,000.00 0.00
2014 2015
KCU Samar inda
Main Br anch O
ic e S
amarinda KC T
ana Paser
Br anch O
ic e T
ana P aser
KC Balik papan
Br anch O
ic e Balik
papan KC T
enggar ong
Br anch O
ic e T
eng gar
ong KC T
ar ak
an Br
anch O ic
e T ar
ak an
KC T anjung
R edeb
Br anch O
ic e T
anjung Redeb KC T
anjung Selor
Br anch O
ic e T
anjung S elor
KC B on
tang Br
anch O ic
e B ontang
KC Nunuk an
Br anch O
ic e Nun
uk an
KC Sanga tta
Br anch O
ic e S
angatta KC S
enda w
ar Br
anch O ic
e S endaw
ar KC M
alinau Br
anch O ic
e Malinau KC P
enajam Br
anch O ic
e P enajam
KC T ana T
idung Br
anch O ic
e T ana T
idung KC Jak
ar ta
Br anch O
ic e Jak
ar ta
KC S yar
iah K C Samar
inda
Br anch O
ic e Sharia S
amarinda KC S
yar iah Balik
papan Br
anch O ic
e Sharia Balik papan
KCU Samar inda
Main Br anch O
ic e S
amarinda KC T
ana Paser
Br anch O
ic e T
ana P aser
KC Balik papan
Br anch O
ic e Balik
papan KC T
enggar ong
Br anch O
ic e T
eng gar
ong KC T
ar ak
an Br
anch O ic
e T ar
ak an
KC T anjung
R edeb
Br anch O
ic e T
anjung Redeb KC T
anjung Selor
Br anch O
ic e T
anjung S elor
KC B on
tang Br
anch O ic
e B ontang
KC Nunuk an
Br anch O
ic e Nun
uk an
KC Sanga tta
Br anch O
ic e S
angatta KC S
enda w
ar Br
anch O ic
e S endaw
ar KC M
alinau Br
anch O ic
e Malinau KC P
enajam Br
anch O ic
e P enajam
KC T ana T
idung Br
anch O ic
e T ana T
idung KC Jak
ar ta
Br anch O
ic e Jak
ar ta
KC S yar
iah K C Samar
inda
Br anch O
ic e Sharia S
amarinda KC S
yar iah Balik
papan Br
anch O ic
e Sharia Balik papan
Komposisi Jumlah Nasabah Bankaltim Prioritas Per Cabang Composition Amount Per Customer Priority Bankaltim Branch
2014 2015
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
122
Perkembangan Fasilitas Layanan Bankaltim Prioritas Pada tahun 2015 BPD kaltim melakukan kerjasama
dengan beberapa Executive Lounge, yaitu: 2015 BPD Kaltim cooperating with several Executive
Lounge, namely:
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 BLUE SKY EXECUTIVE LOUNGE
BANDARA INTERNASIONAL SEPINGGAN | SEPINGGAN IINTERNATIONAL AIRPORT
BALIKPAPAN 2
BLUE SKY EXECUTIVE LOUNGE BANDARA SYAMSUDIN NOOR |
SYAMSUDIN NOOR AIRPORT BANJARMASIN
3 BLUE SKY EXECUTIVE LOUNGE
BANDARA INTERNASIONAL ADI SUTJIPTO | ADI SUTJIPTO INTERNATIONAL AIRPORT
JOGJAKARTA 4
BLUE SKY EXECUTIVE LOUNGE BANDARA INTERNASIONAL SULTAN |
SULTAN INTERNATIONAL AIRPORT VBN
5 BLUE SKY EXECUTIVE LOUNGE
BANDARA SOEKARNO HATTA TERMINAL IC | SOEKARNO HATTA AIRPORT TERMINAL IC
JAKARTA Blue Sky Executive Lounge
Blue Sky Executive Lounge
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 EL JOHN LOUNGE
BANDARA HANG NADIM | HANG NADIM AIRPORT
BATAM 2
EL JOHN LOUNGE BANDARA TJILIK RIWUT |
TJILIK RIWUT AIRPORT PALANGKARAYA
3 EL JOHN LOUNGE
BANDARA DEPATI AMIR | DEPATI AMIR AIRPORT
PANGKAL PINANG 4
EL JOHN LOUNGE BANDARA H.A.S HANANDJUDIN |
H.A.S HANANDJUDIN AIRPORT TANJUNG PANDAN BELITUNG
5 EL JOHN LOUNGE
BANDARA KALIMARAU | KALIMARAU AIRPORT
BERAU EL JOHN LOUNGE
EL JOHN LOUNGE
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 EMERALD SKY LOUNGE
BANDARA SOEKARNO HATTA TERMINAL 2E | SOEKARNO HATTA AIRPORT TERMINAL 2E
JAKARTA 2
EMERALD SKY LOUNGE BANDARA SOEKARNO HATTA TERMINAL 2F |
SOEKARNO HATTA AIRPORT TERMINAL 2F JAKARTA
EMERALD SKY LOUNGE EMERALD SKY LOUNGE
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 BLUE SKY EXECUTIVE LOUNGE
BANDARA JUANDA SURABAYA | JUANDA AIRPORT SURABAYA
SURABAYA 2
TROWULAN LOUNGE BANDARA JUANDA SURABAYA |
JUANDA AIRPORT SURABAYA SURABAYA
3 SINGOSARI LOUNGE
BANDARA JUANDA SURABAYA | JUANDA AIRPORT SURABAYA
SURABAYA ANGKASA PURA SURABAYA
ANGKASA PURA SURABAYA
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 JUATA INDAH EXECUTIVE
LOUNGE BANDARA INTERNASIONAL JUWATA TARAKAN
JUAWATA INTERNATIONAL AIRPORT TARAKAN TARAKAN
JUATA INDAH JUATA INDAH
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 JW LOUNGE
BANDARA SOEKARNO HATTA TERMINAL 1 A | SOEKARNO HATTA AIRPORT TERMINAL 1 A
JAKARTA 2
JW LOUNGE BANDARA SOEKARNO HATTA TERMINAL 3 |
SOEKARNO HATTA AIRPORT TERMINAL 3 JAKARTA
JW LOUNGE JW LOUNGE
NO NO
NAMA LOUNGE NAME LOUNGE
NAMA BANDARA NAME OF THE AIRPORT
KOTA CITY
1 TG LOUNGE
BANDARA INTERNASIONAL SEPINGGAN | SEPINGGAN INTERNATIONAL AIRPORT
BALIKPAPAN TAURUS GEMILANG
TAURUS GEMILANG
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
123
Kerjasama Selama Tahun 2015
No. NAMA
NAME PERIHAL KERJASAMA
ABOUT COOPERATION NOMOR PERIJINAN KERJASAMA
NO LICENSING PARTNERSHIP MULAI
START BERAKHIR
ENDED KATEGORI USAHA
BUSINESS CATEGORIES 1.
PT. Asuransi Bangun Askrida PT. Asuransi Bangun Askrida
Perjanjian Kerjasama Penutupan Asuransi Kerugian Closing Insurance Cooperation Agreement
028APRJBPD-PSTVI2015 037APERJABA2015
11-Jun-15 11-Jun-17
Asuransi Umum General insurance
Penutupan Asuransi Kerugian Syariah Closure of Sharia Loss Insurance
041PRDBPD-PST-VII2013 021PERJABA-SYRHVII2013
31-Jul-13 31-Jul-15
ARO Koneksi Data Pelaksanaan Kerjasama Asuransi
Implementation of the Data Connection Cooperation Insurance 019PRJBPD-PSTIII2015
019PERJABA2015 11-Jun-15
11-Jun-2015 2.
PT. Bosowa Asuransi PT. Bosowa Insurance
Perjanjian Kerjasama Bancassurance Model Bisnis Referensi Cooperation Agreement Bancassurance Business Reference Model
077PRJBPD-PSTVIII2014 029PKS-BAVIII-2014
25-Aug-14 25-Aug-16
Asuransi Umum General insurance
3. PT. Asuransi Jiwa Syariah Al-Amin
PT. Life Insurance Sharia Al-Amin Perjanjian Kerjasama Asuransi Pembiayaan Syariah
Sharia Insurance Financing Cooperation Agreement 087PRJBPDPSTIX2014
033PKS-ALAMINDIRVIII2014 09-Oct-14
09-Oct-16 Asuransi Jiwa
Life insurance 4.
PT. Penjaminan Kredit Daerah Provinsi Kalimantan Timur
Jamkrida Kaltim PT. Regional Credit Guarantee
province of East Kalimantan Kaltim Jamkrida
Nota Kesepahaman Bersama Memorandum of Understanding
001Jamkrida.KTMoUXI2014 117PRJBPD-PSTXI2014
27-Nov-14 27-Nov-16
Asuransi Umum Jiwa PNS BUMN BUMD
General Life Insurance PNS SOEs and enterprises
Perjanjian Kerjasama Penjaminan Kredit Produktif Productive Credit Guarantee Cooperation Agreement
001Jamkrida.KTPKS-PRXI2014 118PRJBPD-PSTXI2014
Perjanjian Kerjasama Penjaminan Kontra Bank Garansi Cooperation Agreement Counter Guarantee Bank Guarantee
001JAMKRIDA.KTPKS-KBGI2015 001PRJBPD-PSTI2015
07-Jan-15 07-Jan-17
Perjanjian Kerjasama Penjaminan Atas Kredit Multiguna Cooperation Agreement On Multifunction Credit Guarantee
002JAMKRIDAKTPKS.PEGI2015 002PRJBPD-PSTI2015
Penjaminan Kredit Konstruksi dan Pengadaan BarangJasa Credit Guarantee Construction and Procurement of Goods Services
006Jamkrida.KTPKSKTRX2015 037PRJBPD-PSTX2015
18-Oct-15 18-Oct-18
5. Perusahaan Umum Jaminan
Kredit Indonesia Perum Jamkrindo
Public Enterprise Credit Guarantee Indonesia Perum Jamkrindo
Nota Kesepahaman Bersama MOU Kerjasama Penjaminan Cash Loan Non Cash Loan
Memorandum of Understanding MOU on Cooperation Assurance Non Cash Loan Cash Loan
130JamkrindoXI2014 112PRJBPD-PSTXI2014
25-Nov-14 25-Nov-16
Asuransi Umum Jiwa PNS BUMN BUMD
General Life Insurance PNS SOEs and enterprises
Penjaminan Kredit Produktif Productive Credit Guarantee
131JamkrindoXI2014 113PRJBPD-PSTXI2014
Penjaminan Kredit Konsumer untuk Produk Multiguna dan Personal Loan Consumer Credit Guarantee for Multifunction Products and Personal Loan
132JamkrindoXI2014 114PRJBPD-PSTXI2014
Penjaminan Kredit Konstruksi dan Pengadaan BarangJasa Credit Guarantee Construction and Procurement of Goods Services
133JamkrindoXI2014 115PRJBPD-PSTXI2014
Penjaminan Bank Garansi Guarantee Bank Guarantee
134JamkrindoXI2014 116PRJBPD-PSTXI2014
6. PT. Asuransi Kredit Indonesia
Askrindo PT. Asuransi Kredit Indonesia
Askrindo Perjanjian Kerjasama Induk
Master Cooperation Agreement ADD I.41PKSIndukASKDIRXII2014
063PRJBPD-PSTVII2014 10-Jul-14
10-Jul-16 Asuransi Umum Jiwa
PNS BUMN BUMD General Life Insurance
PNS SOEs and enterprises Perjanjian Kerjasama Asuransi Kredit Project Pre-Financing untuk Sektor
Konstruksi atau Non-Konstruksi Pengadaan BarangJasa Credit Insurance Project Cooperation Agreement Pre-Financing for the Construction
Sector or Non-Construction Procurement of Goods Services ADD II.44PKSASKDIRXII2014
064PRJBPD-PSTVII2014 Perjanjian Kerjasama Asuransi Kredit KonsumtifMultiguna
Consumer Credit Insurance Cooperation Agreement Multipurpose ADD II.42PKSASKDIRXII2014
065PRJBPD-PSTVII2014 Perjanjian Kerjasama Asuransi Kredit Umum bagi Usaha Profuktif
Cooperation Agreement for the Commercial Credit Insurance Enterprises Profuktif ADD I.43PKSASKDIRXII2014
066PRJBPD-PSTVII2014 Perjanjian Kerjasama Penjaminan Garansi Bank
Cooperation Agreement Guarantee Bank Guarantee 007PKSSUR-ASKDIRIX2014
085PRJBPD-PSTIX2014 22-Aug-14
22-Aug-16 7.
PT. Penjaminan Jamkrindo Syariah PT. Guarantee Jamkrindo Sharia
Nota Kesepahaman Bersama MOU | Memorandum of Understanding MOU
Kerjasama Penjaminan Kafalah | Cooperation Assurance Kafalah
Pembiayaan dengan Prinsip Syariah | Financing the Sharia
01MOU.JamsyarIII2015 020PRJBPD-PSTIII2015
30-Mar-15 29-Mar-17
Asuransi Umum Jiwa Syariah BPD Kaltim
Syariah General Insurance and
Sharia Life Sharia BPD Kaltim
Perjanjian Kerjasama Penjaminan Kafalah Guarantee Cooperation Agreement Kafalah
Pembiayaan MultigunaPersonal Loan untuk Pegawai Internal BPD Kaltim. Financing Multipurpose Personal Loan to Employees Internal BPD Kaltim.
014Jamkrindo SyariahIII2015 021PRJBPD-PSTIII2015
Perjanjian Kerjasama Penjaminan Kafalah Bank Garansi Guarantee Cooperation Agreement Kafalah Bank Guarantee
013Jamkrindo SyariahIII2015 022PRJBPD-PSTIII2015
Penjaminan KafalahPembuayaan Konstruksi dan Pengadaan BarangJasa Guarantee Kafalah Pembuayaan Construction and Procurement of Goods Services
061Jamkrindo SyariahX2015 035PRJBPD-PSTX2015
09-Oct-15 09-Oct-17
Penjaminan Kafalah Pembiayaan MultigunaKonsumtif Guarantee Kafalah Financing Multipurpose Consumer
062Jamkrindo SyariahX2015 036PRJBPD-PSTX2015
8. PT. Asuransi Umum Videi
PT. General Insurance Videi Perjanjian Kerjasama Penjaminan Garansi Bank
Cooperation Agreement Guarantee Bank Guarantee 019aPRJBPD-PSTIII2015
003.VIDEI-BPD KALTIM.04.15 27-Mar-15
27-Mar-17 Asuransi Umum
General insurance 9.
PT. Asuransi Central Asia ACA PT. Asuransi Central Asia ACA
Perjanjian Kerjasama Penutupan Asuransi Kerugian Closing Insurance Cooperation Agreement
025PRJBPD-PSTVI2015 071DIRTHVI15
16-Jun-15 16-Jun-15
Asuransi Umum General insurance
10. PT. Asuransi Tri Pakarta
PT. Insurance Tri Pakarta Perjanjian Kerjasama Penutupan Asuransi Kerugian
Closing Insurance Cooperation Agreement 015aPRJBPD-PSTIII2015
2 004?DIRPKS2013 05-Mar-15
05-Mar-17 Asuransi Umum
General insurance 11.
PT. Asuransi Asei Indonesia PT. Insurance Asei Indonesia
Penjaminan Kredit Kas dan Non Kas Credit Guarantee Cash and Non-Cash
060PRJBPD-PSTVI2014 29028VIPERJ-DIRASEI
17-Feb-14 17-Feb-16
Asuransi Umum General insurance
12. PT. Asuransi Jasa Indonesia
Jasindo PT. Asuransi Jasa Indonesia
Jasindo Perjanjian Kerjasama Penutupan Asuransi Kerugian
Closing Insurance Cooperation Agreement 029BPRJBPD-PSTVII2015
PKS.036A.AJI.VII2015-12-28 09-Jul-15
09-Jul-17 Asuransi Umum
General insurance 13.
PT. Jasaraharja Putera PT. Jasaraharja Putera
Addendum I Penutupan Asuransi Kredit KumpulanAsuransi Kecelakaan Diri Addendum I set Closing Credit Insurance Personal Accident Insurance
PADD10.1XII2015 052PRJBPD-PSTXII2015
12-Dec-15 12-Dec-17
Asuransi Umum General insurance
Addendum III Penerbutan Jaminan dalam Bentuk Back to Back Guarantee Addendum III Security Publication in the Form Back to Back Guarantee
PADD10.2XII2015 053PRJBPD-PSTXII2015
Cooperation in 2015
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
124
Pengembangan Bisnis
Selama tahun 2015, terdapat pembuatan produk dan jasa baru antara lain Laku Pandai Bankaltim
dan Tabungan SimPel. Laku pandai Bankaltim diluncurkan pada tanggal 15 Desember 2015 di
Samboja, Kabupaten Kutai Kartanegara. Laku Pandai atau Layanan Tanpa Kantor Dalam Rangka Keuangan
Inklusif adalah kegiatan layanan perbankan dan atau layanan keuangan lainnya yang dilakukan
tidak melalui jaringan kantor melainkan melalui kerjasama dengan pihak lain. Program yang
diinisiasi oleh Otoritas Jasa Keuangan ini diresmikan pelaksanaannya oleh BPD Kaltim bersamaan dengan
peluncuran produk Tabungan SimPel.BPD Kaltim menjadi Bank Pembangunan Daerah pertama
yang meluncurkan Laku Pandai, serta menjadi yang pertama melaksanakan peluncuran Laku
Pandai bersamaan dengan Tabungan SimPel. Hal ini membuktikan komitmen Bank untuk senantiasa
mengembangkan produk dan layanan yang memudahkan nasabah.
Dalam melaksanakan program pemasaran dan dalam rangka menjalankan marketing communication
yang integratif pada tahun 2015, BPD Kaltim melalui unit kerja Divisi Pengembangan Bisnis melakukan
strategi-strategi yang berintegrasi dengan program, unit kerja lain dalam menggerakkan funding dan
lending. Salah satu unsur penting dalam marketing communication yang menjadi perhatian utama
adalah terkait packaging produk dan layanan serta promosinya. Untuk menunjang promosi,
dilaksanakan pengemasan produk, jasa dan layanan yang belum ada maupun mengemas produk, jasa
dan layanan yang sudah ada, seperti program funding BankaltimLAH berhadiah Fantastik, Paket Merdeka
dan program lainnya. Di sisi lain, pembuatan desain tidak hanya terbatas pada promosi, namun juga bagi
kegiatan internal serta kegiatan korporasi dan event eksternal yang berhubungan dengan Bank.
Selama tahun 2015, BPD Kaltim melalui unit kerja Divisi Pengembangan Bisnis juga melaksanakan
beberapa kegiatan antara lain penarikan undian prama dengan tajuk Kemilau Prama Bankaltim 1
milyar pada 23 Januari 2015 yang bertempat di Stadion Madya Sempaja Samarinda. Dalam kegiatan
tersebut, pengundian tabungan Prama digabung dengan pengundian Tabungan Berkah dari BPD
Kaltim Syariah yang menyediakan hadiah 48 paket Umroh bagi nasabah. Selain itu, pada kesempatan
yang sama juga dilaksanakan peluncuran Mobile Banking Syariah.
Business Development
During 2015, there were manufacture of new products and services, which are Laku Pandai Bankaltim and
Tabungan SimPelSimple Savings. Laku Pandai Bankaltim launched on December 15, 2015 in Samboja,
Regency of Kutai Kartanegara. Laku Pandai atau Layanan Tanpa Kantor in the framework of Inclusive
Finance is an activity or banking services and other financial services that do not through the office network
but through cooperation with other parties. The program initiated by the Financial Services Authority
unveiled its implementation by BPD Kaltim coincide with the launched product of Tabungan SimPel. BPD
Kaltim has become the first regional development bank who launched Laku Pandai, as well as being the
first to implement in conjunction with the launch of Tabungan SimPel. This proves the Bank’s commitment
to continuously develop products and services that facilitate customer.
In implementing marketing programs and in order to run an integrated marketing communication in
2015, BPD Kaltim through the work unit Business Development Division conduct strategies that integrate
with the program, other work units in mobilizing funding and lending. One important element in the
marketing communication which became the major concern is related product packaging and services
as well as promotion. To support the promotion, implemented packaging of products, services and
services that did not exist or repacking of products, services and existing services, such as funding programs
with prizes BankaltimLAH which has fantastic prizes, Paket Merdeka and other programs. On the other hand,
making the design not only limited to the sale, but also for the internal activities and corporate activities and
external events related to the Bank.
During 2015, BPD Kaltim through the work unit Business Development Division also undertakes several activities
such as Prama drawing with the headline Kemilau Prama Bankaltim 1 milyar on January 23, 2015 held at
Madya Stadium Sempaja Samarinda. In these activities, Prama savings drawing combined with the drawing of
Tabungan Berkah from BPD Kaltim Syariah presents a gift of 48 Umrah packages for customers. In addition,
on the same occasion we also held the launch of Mobile Banking Sharia.
Laporan Tahunan 2015 |
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Pada tahun 2015, BPD Kaltim juga ditunjuk sebagai Tuan Rumah pelaksanaan Pengundian Tabungan
Simpeda Nasional Periode I Tahun XXVI 2015. Kegiatan tersebut dilaksanakan di Balikpapan
dan dihadiri oleh jajaran Otoritas Jasa Keuangan, Asbanda dan dua puluh lima Bank Pembangunan
Daerah se-Indonesia. Kemeriahan acara kemudian dilanjutkan dengan kegiatan peluncuran Laku
Pandai dan Tabungan SimPel di Samboja, Kabupaten Kutai Kartanegara dan dihadiri langsung oleh Ketua
Dewan Komisioner Otoritas Jasa Keuangan OJK Bapak Muliaman D. Hadad.
In 2015 , BPD Kaltim also appointed as the Host National Simpeda implementation raffle Savings Period I, XXVI
, 2015. The event was held in London and attended by the Financial Services Authority , Asbanda and twenty
five Regional Development Bank in Indonesia . The festive event was followed by the launch activities of
Conduct Smart and Simple Savings in Samboja , Kutai regency and attended by the Chairman of the Board of
Commissioners of the Financial Services Authority FSA Mr. Muliaman D. Hadad .
NO NO
PRODUK JASA PRODUCTS SERVICES
PRODUK DANA DANA PRODUCTS
PRODUK KREDIT CREDIT PRODUCTS
KONVENSIONAL CONVENTIONAL
SYARIAH SHARIA
RUPIAH RUPIAH
VALAS FOREIGN CURRENCY
A. PRODUK TABUNGAN A. SAVINGS PRODUCTS
1 Tabungan Simpeda
Simpeda Savings v
- v
- v
- 2
Tabungan Berkah Berkah Saving
v -
v -
v -
3 Tabungan Al Amin
Al Amin Savings v
- v
- v
- 4
Tabungan Al Amin iB Al Amin iB Savings
v -
- v
v -
5 Tabungan Prama
Prama Savings v
- v
- v
- 6
Tabungan Prama iB Prama Savings iB
v -
- v
v -
7 TabunganKU
TabunganKu v
- v
- v
- 8
TabunganKU iB TabunganKu iB
v -
- v
v -
9 Tabungan SimPel
SimPel Savings v
- v
- v
- 10 Laku Pandai Bankaltim
Laku Pandai Bankaltim v
- v
- v
- 11 Laku Pandai Bankaltim iB
Laku Pandai Bankaltim iB v
- -
v v
- B. PRODUK GIRO
B. PRODUCT GIRO 1
Giro Rupiah Rupiah Giro
v -
v -
v -
2 Giro Valas
Foreign Currency Giro v
- v
- -
v 3
Wadiah Wadi’ah
v -
v -
v -
4 Giro Valas Syariah
Foreign Currency Sharia v
- -
v -
v C. PRODUK DEPOSITO
C. DEPOSIT PRODUCTS 1
Deposito Rupiah Rupiah Deposit
v -
v -
v -
2 DepositoValas
Foreign Currency Deposit v
- v
- -
v 3
Sertiikat Deposito Certificates of Deposit
v -
v -
v -
4 Desposito on Call DOC
Deposit on Call DOC v
- v
- v
- 5
Deposito Mudharobah Mudharobah Deposit
v -
- v
v -
6 Deposito Valas Syariah
Sharia urrency deposits v
- -
v -
v
Tabel 16 Aktivitas Usaha dan Jasa Keuangan
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NO NO
PRODUK JASA PRODUCTS SERVICES
PRODUK DANA DANA PRODUCTS
PRODUK KREDIT CREDIT PRODUCTS
KONVENSIONAL CONVENTIONAL
SYARIAH SHARIA
RUPIAH RUPIAH
VALAS FOREIGN CURRENCY
D. PRODUK KREDITPEMBIAYAAN D. PRODUCT CREDIT FINANCING
1 Kredit Produktif
Earning credits Kredit Modal Kerja KMK
Working Capital Loan KMK -
v v
- v
- 2
Kredit Investasi KI Credit Investments KI
- v
v -
v -
Kredit Konsumsi Consumer Credit
Kredit Rumah Sejahtera Prosperous Mortgage
- v
v -
v -
Kredit Kendaraan Bermotor Vehicle Loans
- v
v -
v -
Personal Loan Personal Loan
- v
v -
v -
Kredit Agunan Tunai Cash Collateral Loan
- v
v -
v -
Kredit Multi Guna Multi Function Credit
- v
v -
v -
3 Kredit Program BPD Kaltim
Credit Program BPD Kaltim Kredit Sawit Sejahtera
Sawit Sejahtera Credit -
v v
- v
- Kredit Ternak Sejahtera
Ternak Sejahtera Credit -
v v
- v
- Kredit Perikanan Sejahtera
Perikanan Sejahtera Credit -
v v
- v
- Kredit Pangan Sejahtera
Pangan Sejahtera Credit -
v v
- v
- 4
Kredit UMKM MSME loans
Kredit Mikro Micro credit
- v
v -
v -
Kredit Kecil Small Loans
- v
v -
v -
Kredit Menengah Medium Credit
- v
v -
v -
Kredit Program Pemerintah Government Credit Program
- v
v -
v -
a. KPR FLPP a. KPR FLPP
- v
v -
v -
b. BAPERTARUM-PNS b. Bapertarum-PNS
- v
v -
v -
c. Dakab c. Dakab
- v
v -
v -
d. SUP 005 d. SUP 005
- v
v -
v -
e. Kredit Usaha Rakyat e. People’s Business Credit KUR
- v
v -
v -
Kredit Linkage Program Credit Linkage Program
- v
v -
v -
5 Pembiayaan Syariah
Financing Sharia Emas Berkah
Emas Berkah -
v -
v -
v Griya Berkah
Griya Berkah -
v -
v -
v Car Berkah
Car Berkah -
v -
v -
v Pembiayaan PNSD IB
Financing PNSD IB -
v -
v -
v Pembiayaan Produktif iB
Productive Financing iB -
v -
v -
v Smile Berkah
Smile Berkah -
v -
v -
v
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E. JASA E. SERVICES
1 ATM Bankaltim
ATM Bankaltim v
- v
- v
- 2
Bankaltim SMS SMS Bankaltim
v -
v -
v -
3 BPDnet Online
BPDnet Online v
- v
- v
- 4
Bankaltim Prioritas Priority Bankaltim
v -
v -
v -
5 Bankaltim DNA
Bankaltim DNA v
- v
- v
- 6
Bankaltim Mobile Service Bankaltim Mobile Service
v -
v -
v -
7 Bankaltim Call Center
Bankaltim Call Center v
- v
- v
- 8
Bank Garansi Bank guarantee
- v
v -
v -
9 BI RTGS
BI RTGS v
- v
- v
- 10 Kliring
Clearing v
v v
- v
- 11 Inkaso
InkasoCollection v
- v
- v
- 12 Letter of Credit
Letter of Credit -
v v
- v
- 13 Payment Point
Payment Point v
- v
- v
- 14 Pajak Online
Online Taxes v
- v
- v
- 15 Payroll
Payroll v
- v
- v
- 16 Referensi Bank
Reference Bank -
- v
- v
- 17 SKBDN Surat kredit
Berdokumen Dalam Negeri Domestik LC
SKBDN Letter of Domestic Documented Credit Domestic
LC -
v v
- v
-
18 Surat Dukungan Dana Letter of Support Funds
v v
v -
v -
19 SDB Safe Deposite Box SDB Safe Deposit Box
v -
v -
v -
20 Transfer Rupiah Rupiah Transfer
v -
v -
v -
21 Transfer Valas Currency Transfer
v -
v -
- v
22 Weekend Banking Weekend Banking
v -
v -
v -
23 SMS Notiikasi SMS Notifications
v -
v -
v -
24 E-Statement E -Statement
v -
v -
v -
25 Internet Banking Internet Banking
v -
v -
v -
26 Cash Management System Cash Management System
v -
v -
v -
NO NO
PRODUK JASA PRODUCTS SERVICES
PRODUK DANA DANA PRODUCTS
PRODUK KREDIT CREDIT PRODUCTS
KONVENSIONAL CONVENTIONAL
SYARIAH SHARIA
RUPIAH RUPIAH
VALAS FOREIGN CURRENCY
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Teknologi Informasi dan Jaringan
Teknologi Informasi dan Jaringan
Teknologi Informasi dan Jaringan
Information Technology and Network
“Hingga 2015, BPD Kaltim senantiasa konsisten menjalankan perannya seabagai
agen pembangunan dengan implementasi satu jaringan kantor di seluruh kecamatan
di Kalimantan Timur dan Kalimantan Utara yang telah mencapai 75 dalam realisasinya.
Pengembangan jaringan ini senantiasa diimbangi dengan pengembangan teknologi
yang menjadi basis penting dalam pelayanan kepada nasabah.”
“Until 2015, BPD Kaltim always consisten perform their role as agents of development
with the implementation of one office network in all districts in East and North
Kalimantan which has reached 75 in realization. The development of the network
always balanced with the development of technologies that become important bases
in services to the customers.”
APRIANSYAH
Direktur Operasional Operational Director
131 135
Teknologi Informasi Information Technology
Pengembangan Jaringan Kantor Network Development Office
Teknologi Informasi dan Jaringan
Information Technology and Network
Pengelolaan dan pengembangan teknologi informasi dilaksanakan oleh Divisi Teknologi
Informasi berdasarkan tata kelola teknologi informasi yang sesuai dengan Surat Keputusan Direksi BPD
Kaltim Nomor: 061SKBPD-PSTIII2014 tanggal 21 Maret 2014 tentang Struktur Organisasi BPD Kaltim.
Pengembangan teknologi informasi menjadi salah satu perhatian utama Manajemen khususnya dalam
mengembangkan strategic collaborationstrategic holding dalam rangka program transformasi BPD-SI.
BPD Kaltim menyadari, tanpa adanya kapabilitas yang memadai dari sisi teknologi informasi, kinerja
operasional Bank juga akan terhambat. BPD Kaltim meyakini bahwa sistem teknologi informasi yang
kuat dapat menjadi pondasi awal tercapainya tujuan sinergitas usaha baik secara internal maupun dalam
persaingan di antara Bank-bank nasional.
Dalam kegiatannya, sistem teknologi informasi dikembangkan berdasarkan prinsip-prinsip tata
kelola seperti struktur IT Steering Committee dan IT Strategy Committee sebagai otoritas pembuat
keputusan yang tepat dalam segala kegiatan dan pengembangan sistem teknologi informasi BPD
Kaltim. Dalam hal ini, ranah teknologi informasi menjalankan fungsi intermediasi atau penghubung
antara unit kerja lain dalam penerapan tata kelola teknologi informasi. Selama tahun 2015, Divisi
Teknologi Informasi yang menjadi unit kerja pengelola telah mengembangan produk dan jasa
maupun layanan Bank berbasis IT secara optimal. Produk dan jasalayanan tersebut antara lain:
Management and development of information technologies implemented by the Information
Technology Division based on information technology regulation in accordance with the Decree of the
Board of Directors of BPD Kaltim Number : 061SK BPD-PSTIII2014 dated March 21, 2014 concerning
Organizational Structure of BPD Kaltim. The development of information technology is one of
the main concerns, especially in developing strategic management collaboration strategic holding in the
framework of the transformation program of BPD-SI. BPD Kaltim realized, in the absence of adequate
capabilities in terms of information technology, the performance of Bank operations will also be hampered.
BPD Kaltim believes that a strong information technology systems could be the foundation of the
early achievement of synergy between businesses both internally and in the competition between national
banks. In its activities, the information technology system
developed based on the principles of governance such as IT structure Steering Committee and IT Strategy
Committee as appropriate decision making authority in all activities and the development of information
technology systems BPD Kaltim. In this case, the realm of information technology run inter-mediation function
or being a liaison between other work units in the application of information technology governance.
During 2015, the Information Technology Division that had been into a work unit has developed products and
services as well as IT-based bank services optimally. Products and services include:
Teknologi Informasi Information Technology
No Nama Aplikasi
Application Name Keterangan
Information Pengguna
User 1
e-statement e-statement
Aplikasi rekening Koran elektronik sebagai itur layanan kepada nasabah untuk mencetak mutasi rekening melalui email
dengan media elektronik seperti smartphone, tablet, PC dan sebagainya
Application of electronic bank account statements as service features to customers to print transaction history via email with an
electronic device such as smartphones, tablets, PCs, etc. Kantor Cabang Konvensional Syariah Live KCU
Samarinda Conventional Branch Office Syariah Live KCU
Samarinda
2 Multibiller Phase II
Multibiller Phase II Penambahan menu payment di ATM BPD Kaltim untuk
kebutuhan pembayaran TV berlangganan dan pulsa Extra payment at the ATM menu BPD Kaltim for the payment needs
TV subscription and phone’s credit Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah 3
SMS Broadcast Generator Surat Kredit SMS Broadcast Generator Letter of Credit
Aplikasi pembuatan surat-surat kredit yang di-generate secara otomatis oleh sistem untukpinjaman yang memiliki
kolektibilitas tidak lancar Applications manufacture of the letters of credit that are generated
automatically by the system untukpinjaman who have not smoothly collectibility
Kantor Cabang Konvensional Conventional Branch Office
131
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
No Nama Aplikasi
Application Name Keterangan
Information Pengguna
User 4
Notiikasi SMS Broadcast Broadcast SMS notifications
Aplikasi yang dapat memberikan informasi kepada nasabah melalui SMS pada saat melakukan transaksi dengan nominal
tertentu Applications that can provide information to customers via SMS
when transactions with certain nominal Kantor Cabang Konvensional Syariah Live KCU
Samarinda Conventional Branch Office Syariah Live KCU
Samarinda 5
Mobile Banking SMS Banking OS Android Blacberry 10
Mobile Banking SMS Banking OS Android Blackberry 10
Aplikasi yang bertujuan untuk memudahkan user untuk menggunakan itur SMS Banking BPD Kaltim
Application that aims to allow a user to use the features of SMS Banking BPD Kaltim
Kantor Cabang Konvensional Syariah Conventional Branch Office Syariah
6 Supervisor Card
Supervisor Card Aplikasi yang dapat memudahkan cabang untuk melakukan
pengisian uang ke ATM dan dapat digunakan oleh pihak outsourcing
Applications that can allow the branch to perform charging money to an ATM and can be used by the outsourcing
Kantor Cabang Konvensional Live KCU Samarinda Conventional Branch Office Syariah Live KCU
Samarinda 7
RTGS Gen II RTGS Gen II
Aplikasi untuk melakukan pengiriman uang secara langsung antar rekening bank dengan format baru iso swift
Applications for transferring money directly between bank accounts with new format iso swift
Kantor Cabang Konvensional Syariah Conventional Branch Office Syariah
8 MPN Gen II
MPN Gen II Modul Penerimaan Negara generasi ke-2 yang menggunakan
kode billing untuk penyetoran penerimaan Negara oleh wajib pajak, wajib bayar atau wajib setor
State Receipt Module, 2nd Generation, which uses billing codes for depositing state revenue by taxpayers, shall pay or mandatory
deposit Kantor Cabang Konvensional
Conventional Branch Office
9 SKN Gen II
SKN Gen II Rencana Bank Indonesia melakukan implementasi Aplikasi
Sistem Kliring Nasional Next Generation SKNBI-NG Bank Indonesia’s plan implementing the National Clearing System
Application-Next Generation SKNBI-NG Kantor Cabang Konvensional
Conventional Branch Office 10 H2H, Pembayaran PDAM, Pendidikan
H2H, Payment PDAM, Education - H2H PDAM pembayaran tagihan PDAM melalui layanan ATM
BPD Kaltim - H2H PDAM is PDAM’s bill payment trough ATM BPD Kaltim
- H2H Pendidikan adalah pembayaran SPP dan keperluan studi lainnya melalui teller dan layanan ATM BPD Kaltim
- H2H Education is SPP’s bill payment and other study purposes through teller and ATM BPD Kaltim
Kantor Cabang Konvensional Syariah, PDAM yang telah live, KCU Samarinda, KC Balikpapan, KC Bontang,
KC Sangatta, KC Tarakan, KC Malinau, KC Nunukan. Pendidikan yang telah live: KCU Samarinda dengan
Universitas Mulawarman dan Cordova
Conventional Branch Office Syariah, PDAM that had live, KCU Samarinda, KC Balikpapan, KC Bontang,
KC Sangatta, KC Tarakan, KC Malinau, KC Nunukan. Education that had live : KCU Samarinda with Universitas
Mulawarman and Cordova
11 SILAKBK2 Sistem Informasi Laporan Keuangan Biro Keuangan dan BPD Kaltim
SILAKBK2 System Information Financial Statements Financial Bureau and BPD Kaltim
Pengembangan aplikasi untuk mempercepat pelaporan surat tanda setoran Samsat di Kantor Cabang BPD Kaltim ke Biro
Keuangan Pemprov Application development to speed up reporting in the Samsat
certificate of deposit BPD Kaltim Branch Office to the Provincial Finance Bureau
Kantor Cabang Konvensional Live KCU Samarinda Conventional Branch Office Live KCU Samarinda
12 Aplikasi BPDNet BPDNet Application
Aplikasi layanan berbasis web dan mobile: - Internet Banking
- Mobile Banking - CMS
- Laku Pandai
Web-based applications and mobile services : - Internet Banking
- Mobile Banking - CMS
- Laku Pandai Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah
13 H2H PLN H2H PLN
Pengembangan aplikasi pembayaran dan pembelian voucher PLN melalui ATM BPD Kaltim
Application development for payment and purchasing PLN’s voucher through ATM BPD Kaltim
Kantor Cabang Konvensional Syariah Conventional Branch Office Syariah
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Sementara itu, terdapat pula produk dan jasa Bank serta optimalisasi berbasis IT yang sedang
dikembangkan, antara lain: Meanwhile, there is also the Bank’s products and services
as well as IT-based optimization that is being developed, among other things:
No Nama Aplikasi
Application Name Keterangan
Information Pengguna
User 1
Aplikasi SDB SDB Application
Aplikasi untuk administrasi penyimpanan barang nasabah ke Safe Deposit Box
Applications for customer goods storage admin- istration to a Safe Deposit Box
Kantor Cabang Konvensional Conventional Branch Office
2 CDM
CDM Pengembangan aplikasi untuk layanan setoran
tunai melalui mesin CDM Development of applications for cash deposit
services through CDM Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah 3
Co-Branding BPR Co-Branding BPR
Kerjasama BPD Kaltim dan BPR terkait penggunaan kartu ATM dan layanan ATM
BPD Kaltim BPD Kaltim cooperation with BPR related to the
use ATM cards and ATM services BPD Kaltim. BPR Bepede Kutai Sejahtera
BPR Bepede Kutai Sejahtera 4
EDC EDC Pinpad EDC EDC Pinpad
Aplikasi EDC dan perubahan PIN melalui CS, license milik BPD Kaltim, sedangkan EDC yang
ada saat ini bekerjasama dengan vendor EDC application and change PIN via CS, license
belonging to BPD Kaltim, while the existing EDC is currently working with the vendor
Kantor Cabang Konvensional Syariah Conventional Branch Office Syariah
5 KIOSK
KIOSK Transaksi non tunai melalui KIOSK
Non-cash transactions through KIOSK Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah 6
Aplikasi BPDNET Application BPDNET
Pengembangan itur transfer Bersama dan Prima dengan jaringan yang bekerjasama
dengan vendor serta pengembangan itur SKN dan RTGS
Features development Transfer Bersama dan Prima with a network which in cooperation with
the vendor, and the feature development of SKN and RTGS
Kantor Cabang Konvensional Syariah Conventional Branch Office Syariah
7 Aplikasi BPDNet APMK
Application BPDNet APMK Pengembangan aplikasi BPDNet agar itur-
iturnya dapat diakses melalui mesin ATM BPD Kaltim
BPDNet application development so that its fea- tures can be accessed through the ATM machine
BPD Kaltim Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah
8 H2H PDL Pajak Daerah Lainnya
H2H PDL Other Local Tax Pengembangan aplikasi pembayaran PDL
melalui teller PDAM payment application development
through teller Kantor Cabang Konvensional
Conventional Branch Office 9
Aplikasi Virtual Account Application Virtual Account
Aplikasi yang dapat menampung dana pembukaan rekening
Applications that can accommodate funds account opening
Kantor Cabang Konvensional Conventional Branch Office
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Selain mengembangkan produk dan jasa di atas, Divisi Teknologi Informasi BPD Kaltim juga
melakukan pengembangan tools program bantu sebagai berikut:
In addition to developing products and services above, the Information Technology Division BPD Kaltim also
develops tools program support as follows:
No NamaAplikasi
Application Name Keterangan
Information Pengguna
User 1
Aplikasi Nasabah Prioritas Application of Priority Customers
Aplikasi yang dibuat untuk melengkapi informasi dan laporan nasabahprioritas yang
tidak terdapat di core banking Applications are made to complement the
information and report priority customers that are not on core banking
Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah
2 SILAKBK2
SILAKBK2 Aplikasi untuk mempercepat pelaporan
setoran ke Biro Keuangan Pemprov Applications for accelerating the reporting of
deposit to the Provincial Finance Bureau Kantor Cabang
Konvensional Conventional Branch Office
3 Rekonsiliasi PBB P2
Reconciliation PBB P2 Aplikasi untuk mengecek transaksi antara
Dispenda dengan BPD Kaltim Applications for checking transactions between
Dispenda with BPD Kaltim Kantor Cabang
Konvensional Conventional Branch Office
4 Marketing Tools
Marketing Tools Aplikasi yang dikembangkan dalam dua
jenis platform digital untukmempermudah tim marketing memberikan informasi
produk dan layanan BPD Kaltim Applications developed in two types of digital
platforms to facilitate the marketing team provides information on products and services
BPD Kaltim Kantor Cabang
Konvensional Syariah Conventional Branch Office
Syariah
5 Aplikasi Pengaduan Nasabah
Application of Customer Complaints
Aplikasi yang mendata complain dan masukan nasabah
Applications that record complaints and customer feedback
Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah
6 Video Conference Wan
Optimizer Video Conference Wan
Optimizer Media komunikasi jarak jauh untuk tatap
muka secara real time melalui media audio- visual
Media remote communication to-face in real time through audio-visual media
Kantor Cabang Konvensional Syariah
Conventional Branch Office Syariah
7 Upload SI
Upload SI Aplikasi untuk memudahkan user
melakukan pemotongan gaji pegawai diluar rekening KCU
Application to allow a user to cut staff salaries account outside KCU
Kantor Cabang Konvensional
Conventional Branch Office 8
Posisi Devisa Netto TV Position of Foreign exchange
Netto TV Aplikasi Server Side yang dikembangkan
dalam bentuk web Server Side Applications developed in the web
form Divisi Treasury
Internasional Treasury International
Division
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Pengembangan Jaringan Kantor
Jaringan kantor BPD Kaltim per 31 Desember 2015 telah merambah seluruh KabupatenKota di
Kalimantan Timur dan Kalimantan Utara. Jumlah jaringan kantor dan layanan BPD Kaltim mengalami
peningkatan sebesar 16.7 yoy. Peningkatan terbesar terjadi pada jaringan kantor dan layanan
syariah serta jumlah mesin Electronic Data Capture EDC untuk semakin memudahkan nasabah dan
masyarakat pada umumnya dalam bertransaksi
Network Development Oice
BPD Kaltim office networks since December 31, 2015 has penetrated all regencies cities in East Kalimantan
and North Kalimnatan. Total network of offices and service BPD Kaltim increased by 16.7 yoy. The largest
increase occurred in the office network and Islamic services and the number of Electronic Data Capture
EDC to further facilitate customers and the general public in the transaction.
No Status Kantor
Jumlah 2015 Amount 2015
Oice Status 1
Kantor Pusat Non Operasional 1
Non-Operational Headquarters 2
Kantor Cabang Dalam Negeri 15
Branch Offices Domestic 3
Kantor Cabang Pembantu Dalam Negeri 71
Sub Branch Office Domestic 4
Kantor Kas 72
Cash office 5
Payment Point 29
Payment Point 6
Kas KelilingKas MobilKas Terapung 13
Roving Cash Cash Car KasTerapung 7
ATMADM 296
ATMADM 8
Kantor Cabang Dalam Negeri Syariah 2
Branch Offices Domestic Syariah 9
Kantor Cabang Pembantu Dalam Negeri Syariah 14
Sub Branch Office Domestic Syariah 10 Kantor Kas Syariah
2 Syariah Cash Unit
11 Payment Point Syariah 10
Payment Point Syariah 12 Kas KelilingKas MobilKas Terapung Syariah
1 Roving Cash Cash Car Kas Terapung Syariah
13 Layanan Syariah di KCKCP Konvensional 26
Syariah Services KCKCP Conventional 14 EDC
468 EDC
Total 1020
No Nama Kantor
Oice Name Kabupaten Kota
Distric Jenis Kantor
Oice Type Tanggal Peresmian
Inauguration Date Kantor Cabang Pembantu |
Branch office 1
Batu Putih Tanjung Redeb
Konvensional | Conventional
10 September 2015 |
September 10, 2015 2
Melak Melak
Konvensional | Conventional
12 Juni 2015 | June
12, 2015 Kantor Kas |
Cash office 1
Gatot Subroto Samarinda
Konvensional | Conventional
8 Juli 2015 | July
8, 2015 2
Bengkuring Samarinda
Konvensional | Conventional
8 Juli 2015 | July
8, 2015 3
Kantor Gubernur Provinsi Kaltim
Samarinda Konvensional |
Conventional 7 Januari 2015 |
January 7, 2015 4
Paser Belengkong Tana Paser Konvensional |
Conventional 3 Agustus 2015 |
August 3, 2015 Pembukaan Jaringan Kantor Selama 2015
Network Office Opening in 2015
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
135
5 Dispenda
Balikpapan Konvensional
Conventional 7 Desember 2015
December 7, 2015 6
Kampung Empat Tarakan
Konvensional Conventional
16 Desember 2015 December 16, 2015
7 Tanjung Buyu
Perkasa Tanjung Redeb
Konvensional Conventional
6 Agustus 2015 August 6, 2015
8 Biduk-Biduk
Tanjung Redeb Konvensional
Conventional 6 Agustus 2015
August 6, 2015 9
Aji Kuning Nunukan
Konvensional Conventional
24 November 2015 November 24, 2015
10 Bukit Pelangi
Sangatta Konvensional
Conventional 1 Desember 2015
December 1, 2015 11
RSUD Sangatta Sangatta
Konvensional Conventional
1 Desember 2015 December 1, 2015
12 Long Apari
Melak Konvensional
Conventional 4 Agustus 2015
August 4, 2015 13
Sembakung Malinau
Konvensional Conventional
3 Agustus 2015 August 3, 2015
14 Gersik
Penajam Konvensional
Conventional 10 Desember 2015
December 10, 2015 Payment Point |
Payment Point 1
RSUD Tarakan Tarakan
Konvensional Conventional
12 Juli 2015 July 12, 2015
2 Dispenda
Sangatta Konvensional
Conventional 1 Desember 2015
December 1, 2015 Layanan Bergerak |
Moving service 1
Mobile Services Syariah
Cabang Syariah Samarinda
Syariah Sharia
1 Juni 2015 June 1, 2015
No Nama Kantor |
Oice Name Kabupaten Kota
| Distric Jenis Kantor
Oice Type Tanggal Peresmian
Inauguration Date
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
136
Syariah Human Capital
Sharia Human Capital
Syariah Human Capital
Sharia Human Capital
APRIANSYAH
Direktur Umum General Affairs Director
“Implementasi pemenuhan jabatan disusun dan dilaksanakan sesuai dengan Kamus
Kompetensi yang dimiliki BPD Kaltim untuk menyiapkan kader masa mendatang yang
sesuai kompetensi. Hal ini menjadi fokus Human Capital guna menghadapi tantangan di tahun-
tahun mendatang. Sementara spin off Syariah menjadi salah satu misi yang mulai dipersiapkan
di tahun 2015 untuk dapat direalisasikan dalam menyongsong persaingan usaha yang
lebih kompetitif.” “Implementation of the position
fulfillment isformulated and implemented in accordance with the Competency
Dictionary which is owned by BPD Kaltim, to prepare future cadre according to its
competence. It became Human Capital focus in order to face the challenges in the
coming years. While Sharia spin off being a mission that began prepared in 2015
to be realized in facing more competitive competition.”
HAIRUZZAMAN
Direktur Syariah dan Human Capital
Director of Sharia And Human Capital
139 139
140
144 148
148 159
Syariah Sharia
Kinerja BPD Kaltim Unit Usaha Syariah Performance of BPD Kaltim Sharia
Business Unit Perkembangan Kantor dan Layanan
Perbankan Unit Usaha Syariah Office Development and Sharia Business Unit
Banking Services Pengelolaan Human Capital
Human Capital Management Assessment
Assessment Pendidikan Dan Pelatihan
Education and Training Program Riset Budaya Perusahaan
Corporate Culture Research Program
Syariah
Transaksi keuangan berbasis ikih Islam syariah mengalami pertumbuhan dari tahun ke tahun.
Dalam satu dekade terakhir, pertumbuhan yang dicatat mencapai 10-12 per tahun. Secara umum
perkembangannya terkonsentrasi di Timur Tengah dan Asia meskipun terdapat perkembangan pasar
baru yang lebih luas selain negara mayoritas Muslim seperti United Kingdom UK, Luksemburg, Afrika
Selatan dan Hong Kong. Perkembangan ini sangat erat kaitannya dengan perhatian pemerintah negara
yang semakin melihat prospek keuangan syariah sangat menjanjikan, termasuk Indonesia.
Dampak krisis yang masih menyelimuti dunia turut memberikan imbas bagi keuangan syariah
khususnya dunia perbankan yang mengalami perlambatan menjadi 9 pada triwulan III 2015.
Mengingat pangsa pasar perbankan syariah di Indonesia selama 2015 hanya sebesar 4.61, maka
pangsa ini belum dapat memberikan sumbangsih optimal bagi Indonesia.
Meskipun demikian, share Unit Usaha Syariah UUS BPD Kaltim per Desember 2015 terhadap perbankan
syariah di Kalimantan Timur mengalami kenaikan dari tahun sebelumnya. Tercatat share asset BPD
Kaltim terhadap perbankan syariah Kalimantan Timur mencapai 21.38 dari tahun sebelumnya
17.17. Demikian pula dengan share pembiayaan yang sebesar 16.57. Hal ini menunjukkan eksistensi
UUS BPD Kaltim yang masih kuat dalam industri perbankan syariah khususnya di Kalimantan Timur
sejak kehadirannya pada 27 Desember 2006.
Kinerja BPD Kaltim Unit Usaha Syariah
Indikator-indikator kinerja BPD Kaltim Unit Usaha Syariah secara umum menunjukkan pertumbuhan
positif di tahun 2015. Meskipun belum mencapai Rencana Bisnis yang telah ditetapkan.
Asset BPD Kaltim Syariah mengalami kenaikan 15.98 yoy. Meskipun demikian, nilai tersebut belum
mencapai target tahun 2015 yang disebabkan belum maksimalnya penyaluran pembiayaan dikarenakan
adanya pembatasan ekspansi pembiayaan produktif. Untuk itu, strategi peningkatan pembiayaan
konsumtif dengan berdasar pada prinsip kehati- hatian.
Sharia
Financial transactions based Islamic jurisprudence sharia has grown from year to year. In the last decade,
the growth reached 10-12 per year. In general, development is concentrated in the Middle East and
Asia despite the development of new markets wider apart from Muslim-majority countries such as the
United Kingdom UK, Luxembourg, South Africa and Hong Kong.This development is closely associated
with the state government’s attention increasingly see Islamic financial prospects are very promising, including
Indonesia.
The impact of the crisis still enveloped the world and has an impact on Islamic finance, in particular the banking
world which slowed to 9 in the third quarter of 2015. Considering the market share of Islamic banking in
Indonesia during 2015 only amounted to 4.61, then this share has not been able to contribute optimally to
Indonesia.
Nevertheless, the share of Sharia Business Unit UUS BPD Kaltim per December 2015 against the Islamic
banking in East Kalimantan has increased from the previous year. Recorded asset share of BPD Kaltim to the
East Kalimantan Islamic Banking reached 21.38 from the previous year which is 17.17. Similarly, the share
of financing amounted to 16.57. This indicates the existence of BPD Kaltim UUS which is still strong in the
Islamic banking industry, especially in East Kalimantan since its presence on December 27, 2006.
Performance of BPD Kaltim Sharia Business Unit
Performance indicators of BPD Kaltim Sharia Business Unit in general show positive growth in 2015. Although,
it is not yet reached the Business Plan that has been set.
BPD Kaltim Sharia assets increased 15.98 yoy. Nevertheless, the value has not reached the target in
2015 caused by maximal distribution of funding were not maximal due to the restrictions on the expansion
of productive financing. Therefore, the strategy of increasing consumer financing based on the principles
of prudence.
Syariah Human Capital
Sharia Human Capital
139
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
Sementara itu, pencapaian laba yang menurun di tahun 2015 lebih disebabkan oleh besarnya
biaya penyusutan aktiva ijarah yang telah jatuh tempo. Kondisi ini terjadi tidak dapat dilepaskan
dengan kondisi ekonomi yang belum menunjukkan performa membaik di tahun 2015 serta tekanan
dalam negeri, khususnya di wilayah Kalimantan Timur dan Kalimantan Utara yang juga mengalami
perlambatan ekonomi.
Sektor pembiayaan terbesar Unit Usaha Syariah adalah pada Perantara Keuangan dengan besar
43.71 serta sektor Rumah Tangga sebesar 35.52. Sementara untuk sektor pertambangan dan
penggalian tidak dieksplor oleh usaha syariah BPD Kaltim terkait beberapa ketentuan.
Meanwhile, the achievement of profit decline in 2015 caused more by the cost of depreciation of Ijarah
activa that have been mature. This condition occur inseparable from the economic conditions that have
not shown improved performance in 2015 as well as domestic pressure, particularly in the North Kalimantan
and East Kalimantan which are also experiencing an economic slowdown.
The biggest funding sector of Sharia Business Unit is on the Financial Intermediary by 43.71 and Household
sector which is amounted 35.52. As for the mining and quarrying sector was not explored by BPD Kaltim
sharia related to provisions.
No Indikator Kinerja
Performance Indicators 2014
2015 Kenaikan Penurunan
Increase Decrease 1
Total Aset Total Asset
Rp1,191,602 Rp1,382,058
15.98 Giro
Giro Rp98,160
Rp108,441 10.47
2 DPK
DPK Tabungan
Savings Rp412,276
Rp429,056 4.07
Deposito Deposit
Rp273,001 Rp435,662
59.58 3
Pembiayaan Financing
Rp849,142 Rp882,287
3.90 4
Laba Profit
Rp15,165 Rp11,420
-24.70
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
140
Dari akumulasi pembiayaan tahun 2015, jenis pembiayaan konsumtif sebesar 47.61 sementara
53.39 sisanya merupakan pembiayaan produktif. Sementara itu, 97.79 di antara pembiayaan
produktif berbentuk modal kerja sementara sisanya merupakan pembiayaan investasi. Pada tahun
2016, pembiayaan akan melakukan penetrasi lebih besar pada sektor konsumtif kepada PNS dan PNSD
sembari meningkatkan lagi peneterasi pembiayaan UMKM dan dukungan modal kerja bagi proyek-
proyek pemerintah.
Perkembangan Kantor dan Layanan Perbankan Unit Usaha Syariah
Hingga penghujung 2015, UUS BPD Kaltim memiliki 2 dua kantor cabang, yaitu Samarinda
dan Balikpapan. Di bawah Kantor Cabang Syariah Samarinda terdapat 9 Sembilan Kantor Cabang
Pembantu Syariah yang telah beroperasi. Sementara di bawah Kantor Cabang Syariah
Balikpapan terdapat 5 lima buah Kantor Cabang Pembantu Syariah yang telah beroperasi.
Lebih lanjut, UUS BPD Kaltim juga memiliki 2 dua buah Kantor Kas Syariah yaitu Kantor Kas YPI
Yayasan Pendidikan Islam dan Kantor Kas Mall Plaza Mulia Samarinda, seiring dengan peningkatan
payment point menjadi sebanyak 9 buah di tahun 2015. Selain jaringan tersebut, BPD Kaltim Syariah
juga memberikan layanan Syariah office channeling di beberapa kantor cabang dan cabang pembantu
BPD Kaltim konvensional. From the accumulation of financing in 2015, the type
of consumer financing amounted to 47.61, while the remaining 53.39 is productive financing. Meanwhile,
97.79 of the productive financing is in the form of working capital while the rest is investment financing. In
2016, the financing sector will make greater penetration in the consumer sector to civil servants and regional
civil servant while increasing the penetration to SME financing and working capital support for government
projects.
Office Development and Sharia Business Unit Banking Services
Until the end of 2015, UUS BPD Kaltim has two 2 branches, namely Samarinda and Balikpapan. Under
Sharia Branch Office Samarinda there are 9 nine Sharia Auxiliary Branch Office has been operating.
While under the Branch Office Balikpapan there are five 5 Sharia Auxiliary Branch Office has been
operating.
Furthermore, UUS BPD Kaltim also has two 2 pieces of Sharia Cash Unit, namely, YPI Cash Office Islamic
Education Foundation and Cash Office Mall Plaza Mulia Samarinda, along with an increase in payment
points were 9 units in 2015. In addition to that network, BPD Kaltim Sharia also provides Sharia services office
channeling in several conventional branches and sub- branches of BPD Kaltim.
No Kantor Cabang Pembantu Syariah
Sharia Auxiliary Branch Oice 1
Wilayah Cabang Syariah Samarinda Territory Branch of Sharia Samarinda
1 KCPS Harapan Baru Kota Samarinda 2 KCPS Juanda Kota Samarinda
3 KCPS Loa Bakung Kota Samarinda 4 KCPS Sempaja Kota Samarinda
5 KCPS Dr. Soetomo Kota Samarinda 6 KCPS Suryanata Kota Samarinda
7 KCPS Tanjung Redeb Kabupaten Berau 8 KCPS Tenggarong Kabupaten Kutai Kartanegara
9 KCPS Tarakan Kota Tarakan 2
Wilayah Cabang Syariah Balikpapan Territory Branch of Sharia Balikpapan
1 KCPS Kebun Sayur Kota Balikpapan 2 KCPS Sepinggan Kota Balikpapan
3 KCPS Tanah Grogot Kabupaten Paser 4 KCPS Batu Ampar Kota Balikpapan
5 KCPS A. Yani Kota Balikpapan
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
141
Dalam rangka menyediakan produk-produk dan jasa perbankan syariah yang sesuai dengan
keinginan pasar, UUS BPD Kaltim didukung oleh Sumber Daya Insani yang memiliki komitmen untuk
meningkatkan perekonomian masyarakat melalui sistem yang sesuai syariah. Adapun strategi yang
dilakukan antara lain berupa pengembangan SDI dengan memberikan pelatihan untuk meningkatkan
kualitas pelayanan, kemampuan dan motivasi kerja, dedikasi dan komitmen sehingga dapat memenuhi
kompetensi yang dibutuhkan. In order to provide the products and services of sharia
banking in accordance with the wishes of the market, UUS BPD Kaltim supported by Human Resources which
is committed to improving the community’s economy through the system in accordance with sharia. The
strategies such as HR development by providing training to improve service quality, ability and motivation,
dedication and commitment so that it could meet the required competencies.
No Jenis Pelatihan
Type of Training Lokasi
Location Tanggal Pelaksanaan
Implementation date Jumlah Peserta
Number of participants 1
Workshop Aplikasi Muqashid Syariah pada Perbankan Syariah Workshop of Muqashid Sharia Application in Islamic Banking
Jakarta 4-6 Februari 2015
February 4-6, 2015 1
2 Training, Pra-UAT UAT Interface RTGS Generasi II
Training, Pra-UAT UAT Interface RTGS, II
nd
Generation Jakarta
15-18 Januari 2015 January 15-18, 2015
2 3
Training for Trainer Training for Trainer
Surabaya 2-5 Maret 2015
March 2-5, 2015 2
4 Accounting of Islamic Bank
Accounting of Islamic Bank Jakarta
16-19 Maret 2015 March 16-19, 2015
2 5
Workshop Eksekutif Kupas Tuntas Ijarah Muntahiyah Bit Tamlik IMBT dari Fiqih hingga Aplikasinya Executive Workshop Completed Ijarah Muntahiyah Bittamlik IMBT of Fiqh to Application
Jakarta 19-20 Maret 2015
March 19-20, 2015 1
6 Sosialisasi Persiapan Industrial Test SKNBI Generasi II
Preparation socialization of Industrial Test SKNBI, IInd Generation Jakarta
23 Maret 2015 March 23, 2015
1 7
Workshop Eksekutif Pembiayaan Bermasalah pada Bank Syariah Executive Workshop on Bank Sharia Non Performing Finance
Jakarta 27-28 Maret 2015
March 27-28, 2015 1
Perkembangan Sumber Daya Insani Organik dan Non Organik BPD Kaltim Syariah The development of Organic and Non-Organic Human Resources of BPD Kaltim Sharia
160 140
120 100
80 60
40 20
UUS Sharia Office
KCPS Sharia Sub Branch
Office Outsourcing
Outsourcing Kacab. Syariah
Sharia Branch Office KK. Syariah
Sharia Cash Office
2011 2012
2013 2014
2015
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
142
Strategi pengembangan lainnya antara lain berupa rotasi dan mutasi tenaga kerja yang dilaksanakan
secara strategis sesuai dengan kebutuhan job description yang membutuhkan baik di UUS, Kantor
Cabang maupun jaringan kantor lainnya.
No Jenis Pelatihan
Type of Training Lokasi
Location Tanggal Pelaksanaan
Implementation date Jumlah Peserta
Number of participants 8
Penjelasan Kembali Refreshment Sistem BI-RTGSBI- Explanation Refreshment BI-RTGSBI- System
Jakarta 30 Maret - 1 April 2015
March 30 – April 1, 2015 2
9 Pokok-pokok Pengaturan dan Evaluasi Industrial Tes Sistem
Principles of Regulation and Evaluation of Industrial Test Systems Jakarta
16-Apr-15 April 16, 15
2 10
Kliring Nasional Bank Indonesia SKNI Generasi II Bank Indonesia National Clearing SKNI, IInd Generation
Jakarta 26-27 Mei 2015
May 26-27, 2015 2
11 Over Pembiayaan Syariah Bagi Pegawai BPD Kaltim
Over Sharia Financing For Employees of BPD Kaltim Samarinda
8-10 Juni 2015 June 8-10, 2015
6 12
Pelatihan Penggunaan Aplikasi Sistem BI RTGSBI-SSSS Generasi II dan BI-ETP Training of Application BI RTGSBI-SSSS IInd Generation and BI-ETP
Jakarta 8-10 Juli 2015
July 8-10, 2015 2
13 Workshop Project Financing: Analysis, Risk Mitigation, Evaluation Decision Making
Workshop “Project Financing: Analysis, Risk Mitigation, Evaluation Decision Making” Jakarta
5-6 Agustus 2015 August 5-6, 2015
1 14
Pelatihan Guest Bank Sistem BI-RTGSBI-SSSS Generasi II Training of Guest Bank System BI-RTGSBI-SSSS Generation II
Pontianak 6-7 Agustus 2015
August 6-7, 2015 2
15 Workshop Pembahasan Komprehensif Rencana Bisnis Bank: Tahapan Penyusunan, Evaluasi dan
Revisi sebagai Upaya Mewujudkan Perencanaan Strategis Bank Workshop Discussion of Comprehensive Business Plan: Stages of preparation, evaluation and revision
as an Effort to Realize Strategic Planning Bank Jakarta
19-20 Agustus 2015 August 19-20, 2015
2 16
Rencana Implementasi Sistem Kliring Nasional Bank Indonesia SKNBI Tahap II Modul Miltiple Implementation Plan for the National Clearing System of Bank Indonesia SKNBI Phase II Modul Miltiple
Jakarta 3-Sep-15
September 3, 15 2
17 Workshop Strategic Planning dan Transformasi BPD
Workshop Strategic Planning and Transformation of BPD Jakarta
10-11 September 2015 September 10-11, 2015
1 18
In House Training Program Pemeliharaan Sertiikasi Manajemen Risiko In House Training Program, Maintenance of Risk Management Certification
Samarinda 14 September 2015
September 14, 2015 1
19 Three Critical Points in Impairment CKPS Method: Strategi Menurunkan CKPN
Three Critical Points in Impairment CKPS Method: Lowering strategies CKPN Jakarta
15-Sep-15 September 15, 15
1 20
Workshop Ekonomi 2016 dan Implikasinya Terhadap Penyusunan Rencana Bisnis Bank Economic Workshop in 2016 and Its Implication Bank Business Plan
Surabaya 7-8 Oktober 2015
October 7-8, 2015 1
21 Sosialisasi Pokok-pokok Pengaturan Tentang Sistem BI-RTGS, BI-SSSS dan Sistem BI-ETP
Socialization Principles Settings About BI-RTGS, BI-SSSS and BI-ETP System Jakarta
12-13 Oktober 2015 October 12-13, 2015
3 22
Sosialisasi Penggunaan Aplikasi Asuransi PT. Asuransi Bangun Askrida Socialization Insurance Application at PT. Asuransi Bangun Askrida
Samarinda 19 Oktober 2015
October 19, 2015 1
23 Sosialisasi Business Continuity Plan BCP Sistem BI-RTGS, BI-SSSS dan BI-ETP
Socialization of Business Continuity Plan BCP BI-RTGS, BI-SSSS and BI-ETP System Jakarta
4-Nov-15 November 4, 15
2 24
Seminar Perbankan Syariah dan Rapat Kerja Program Transformasi BPD - Workstream Syariah Seminar on Islamic Banking and Work Meeting BPD Transformation Program - Workstream Sharia
Aceh 7-8 Desember 2015
December 7-8, 2015 1
Other development strategy such as workforce rotation and mutation strategically implemented in accordance
with the needs of the job description both in Sharia Business Unit, Branch Office, or other office network.
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
143
Dalam pelaksanaan pengembangan Human Capital, BPD Kaltim mengimplementasikan strategi Blue
Print Sumber Daya Manusia tahun 2015–2019 yang juga merupakan program kerja Direktur
Syariah Human Capital. Pengembangan Human Capital atau Sumber Daya Manusia diharapkan
kedepan akan dapat menyasar keseluruhan lini baik level yang paling bawah Staf sampai dengan
Pejabat Eksekutif. Pengembangan yang merata tersebut akan berdampak positif bagi pelaksanaan
pengembangan karir pegawai dan mendukung program tujuan bisnis bank secara korporasi.
In the implementation of Human Capital development, BPD Kaltim implement Blue Print strategies of Human
Resources in 2015-2019 which is also a Sharia and Human Capital Director work program. Human
Capital or Human Resources Development is expected in the future will be able to target either the entire line
of the lowest level Staff up to the Executive Officer. The equitable development that will positively impact
the implementation of employee career development and support program bank business objectives as
corporation.
Human Capital
Pengelolaan Human Capital Human Capital Management
Restrukturisasi Organisasi BPD Kaltim melalui Surat Keputusan Direksi nomor: 061SKBPD-PSTIII2014
tanggal 21 Maret 2014 dan Action Plan pemenuhan jabatan akan dilaksanakan pada tahun 2014–2015
merupakan milestone penting dalam rangka pengembangan sumber daya manusia BPD Kaltim.
Hal ini menghasilkan banyak pembaruan dalam hal ketentuan maupun program untuk meningkatkan
kuantitas dan kualitas sumber daya manusia dalam usaha mencapai visi Bank yang setara dengan Bank
Nasional. Organizational Restructuring of BPD Kaltim through
Directors’ Decree number: 061 SK BPD-PST III 2014 dated March 21, 2014 and the Action Plan fulfillment of
office shall be carried out in 2014-2015, is an important milestone in the development of human resources of
BPD Kaltim. This results many innovations in terms of either provisions or programs to improve the quantity
and quality of human resources in order to achieve the vision of the Bank which is equivalent to the National
Bank.
Perkembangan Jumlah Pegawai Growth in the Number of Employees
2000
1000
2011 2013
2015 2012
2014 1177
1459 1693
1875 1908
Unit Kerja Grand Total
Work Unit Kantor Pusat
356 Headquarters
Cabang Utama Samarinda 255
Main Branch Samarinda Cabang Balikpapan
153 Branch of Balikpapan
Cabang Jakarta 37
Branch of Jakarta Cabang Tana Paser
92 Branch of Tana Paser
Cabang Tenggarong 131
Branch of Tenggarong Cabang Tarakan
71 Branch of Tarakan
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
144
Unit Kerja Grand Total
Work Unit Cabang Tanjung Redeb
91 Branch of Tanjung Redeb
Cabang Tanjung Selor 66
Branch of Tanjung Selor Cabang Bontang
69 Branch of Bontang
Cabang Syariah Smd 120
Branch of Sharia Smd Cabang Sangatta
90 Branch of Sangatta
Cabang Nunukan 69
Branch of Nunukan Cabang Malinau
69 Branch of Malinau
Cabang Sendawar 82
Branch of Sendawar Cabang Penajam
65 Branch of Penajam
Cabang Tideng Pale 36
Branch of Tideng Pale Cabang Syariah Balikpapan
56 Branch of Sharia Balikpapan
Grand Total 1908
Grand Total
Pegawai Berdasarkan Jenis Kelamin Tahun 2015 Employees Based on Gender in 2015
48 52
Laki-laki | Male
Perempuan | Female
Pegawai Berdasarkan Pendidikan Tahun 2015 Employees Based on Education in 2015
66.5 20.5
0.2
0.2 1.0
0.1 4.9
7.2
SLTA
S1 D1
S2 D3
S3 D4
Lainnya | Other
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
145
Dilihat dari usia, pegawai BPD Kaltim didominasi oleh usia muda antara 26 s.d 35 tahun dengan total
presentase 53.46 dimana 28.30 di antaranya adalah laki-laki dan 25.16 perempuan. Komposisi ini
baik perbandingan antara laki-laki dan perempuan serta jumlah pegawai sesuai retang usia pada
dasarnya tidak berbeda jauh dengan komposisi pada tahun 2014. Sebagai penggerak utama BPD Kaltim,
sumber daya manusia menjadi elemen penting terutama karena BPD Kaltim diisi oleh orang-orang
muda yang memiliki kreatiitas dan semangat juang tinggi untuk membesarkan Bank ini, hal itu tercermin
dari komposisi pegawai yang didominasi usia muda dan penuh semangat.
Judging from age, employees of BPD Kaltim dominated by young age between 26 to 35 years old with total
percentage of 53.46, whereas 28.30 of them were male and 25.16 were female. It’s a good composition
comparison between men and women and employees number in conformity of range of age is basically not
much different from the composition in 2014. As prime mover of BPD Kaltim, human resources becomes an
important element especially because BPD Kaltim was filled by young people who have the creativity and
high morale to raise the Bank rate, that is reflected in the composition of employees that predominantly by
young and energetic people.
Pegawai Berdasarkan Usia Employees Based on Age
Komposisi Persentase Pegawai Berdasarkan Usia dan Jenis Kelamin Composition of Employees Percentage Based on Age and Gender
14.36
53.46 22.59
0.47 9.12
19-25
56-68 26-35
36-45 46-55
19-25 26-35
36-45 46-55
56-68
0.37 6.71
9.96 28.30
15.78 6.81
Laki-laki | Male
Perempuan | Fimale
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
146
Atas perubahan Struktur Organisasi tersebut, BPD Kaltim telah menindaklanjuti dengan menerbitkan
Surat Keputusan Direksi nomor 227SKBPD-PST XI2015 tanggal 02 Nopember 2015 yang berisi
tentang penempatan pegawai pada formasi pegawai sesuai Struktur Organisasi baru. Berdasarkan
Formasi yang telah disusun tersebut, masih terdapat beberapa. Perhitungan kebutuhan pegawai
akan dilakukan dengan beberapa metode untuk mempertimbangkan perlu tidaknya penambahan
pegawai antara lain: a. Disusun dalam Blueprint HC yang disampaikan
oleh Direktur Syariah Human Capital kepada Otoritas Jasa Keuangan OJT bahwa
pemenuhan kebutuhan pegawai dapat dihitung dengan metode perhitungan EPE Earning
Per Employee pencapaian laba per pegawai ataupun APE Asset Per Employee pencapaian
asset per pegawai.
b. Metode Work Load Analysis yaitu perhitungan
kebutuhan pegawai berdasarkan Beban Pekerjaan masing – masing unit
c. Analisa Formasi Pegawai d. Rencana Bisnis BPD Kaltim tahun
Kebutuhan Pegawai BPD Kaltim pada tahun 2016 mendatang akan diprioritaskan untuk mengisi
jabatan struktural yang masih kosong, pembukaan jaringan operasional baru dan penggantian pegawai
yang berhenti dari kedinasan Pensiun, Meninggal Dunia, Mengundurkan Diri dan Pemberhentian
Lainnya. Upon a change in the Organizational Structure,
BPD Kaltim has followed up with the issued of Board of Directors decree number 227 SK BPD-PST XI
2015 dated November 02, 2015, which contains about staffing employee on employee formation that
appropriate with New Organization structure. Based on the formation that had been developed, there are still
some calculation of employee needs to be done with some methods to consider the necessity of additional
staff, among others :
a. Compiled in HC Blueprint delivered by Sharia Director of Human Capital to the Financial Services
Authority OJK that meet the needs of employees can be calculated by the method of calculation
of EPE Earning Per Employee achievement of earnings per employee or APE Assets Per Employee
achievements assets per employee
b. Workload Analysis is calculation method about needs of employees based on Employment Expenses of
each unit. c. Analysis of Employee Formation
d. BPD Kaltim Business Plan of the year BPD Kaltim employee needs in 2016 will be given
priority due to fill the structural positions which are still vacant, the opening of new operational network and
replacement of employees who quit from the service pension, Death, Resignation and Other Dismissal.
Pegawai Berdasarkan Status Kepegawaian Tahun 2015 Employees Based on Employment Status in 2015
Pengurus | Management Kontrak | Contract
Tetap | Permanent Trainee | Trainee
9.6 31.2
58.5 0.7
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
147
Assessment
Assesment Center dilaksanakan untuk mencari kandidat untuk dipromosikan ke Jabatan Struktural
maupun Jabatan Profesional. Assesment yang dilakukan antara lain:
-
Assesment Center Calon Pejabat Eselon IV untuk mencari kandidat Koordinator Pemimpin
Kantor Kas atau Penyelia maupun Jabatan Profesional yang setara;
- Assesment Center Calon Pejabat Eselon III untuk
mencari kandidat Pemimpin Bidang maupun Jabatan Profesional yang setara;
- Assesment Center Calon Pejabat Eselon II untuk
mencari kandidat Pemimpin Cabang atau maupun Pemimpin Departemen;
- Assesment Center Calon Pejabat Eselon I
untuk mencari kandidat Pemimpin Divisi atau Pemimpin Wilayah.
Assesment Center yang dilakukan telah disesuaikan dengan Kebutuhan Kompetensi Jabatan yang telah
dirumuskan berdasarkan Kamus Kompetensi yang dimiliki oleh BPD Kaltim. Kompetensi yang dapat
diukur adalah Kompetensi Inti dan Kompetensi Pendukung. Untuk Kompetensi Bidang dapat diukur
dari pelatihan yang telah diterima maupun sertiikasi yang diikuti.
Pendidikan Dan Pelatihan
Seperti tahun-tahun sebelumnya, pada tahun 2015, BPD Kaltim melalui Divisi Human Capital memberikan
perhatian besar pada peningkatan kapabilitas dan kualitas sumber daya manusia dengan penyediaan
kesempatan pendidikan dan pelatihan yang integratf di berbagai aspek bisnis Bank. Tidak hanya
dalam wilayah operasional, namun juga supporting yang menjadi rotor penggerak kinerja Bank.
Pendidikan dan pelatihan yang dilaksanakan secara umum terbagi dalam dua jenis yaitu public training
dan in house training, dengan fokus bidang sebagai berikut:
1. Pelatihan Bidang Teknologi Informasi 2. Pelatihan Bidang Kredit
3. Pelatihan Sumber Daya Manusia dan Umum 4. Pelatihan Treasury
5. Pelatihan manajemen risiko dan kepatuhan 6. Pelatihan audit
Assessment
Assesment Center conducted to find a candidate to be promoted to the Professional Structural Position and
Position. Assesment conducted, among others :
- Assesment Center Echelon IV Candidates to search Coordinator candidates Cash Office’s Leaders or
Supervisor or Professionals Position which is equal; - Assesment Center Echelon III Candidates to search
candidates for Sector Manager or Professionals Position which is equal;
- Assesment Center Echelon II Candidates to search candidates for Branch Manager or Head of
Department; - Assesment Center Echelon I Candidates to search
candidates for Division Manager or Regional Manager.
Assessment Center conducted has adapted with Position Competency Requirements that have been formulated
based on the competencies dictionaries owned by BPD Kaltim. Competencies that can be measured is the core
competence and supporting competence. For Sectoral Competency can be measured from the training and
certification that has been received.
Education and Training
As in previous years, in 2015, BPD Kaltim through the Division of Human Capital pays great attention
on improving the capabilities and quality of human resources by providing education and training
opportunities that are integrative in various aspects of the Bank’s business. Not only in the operational areas,
but also supporting area that being the rotor that drive Bank’s performance.
Education and training that conducted generally divided into two types namely public training and in-
house training, with a focus on the following areas:
1. Training of Information technology 2. Training of Credit
3. Training of Human Resources and General Affair 4. Training of Treasury
5. Training of Risk Management and Compliance 6. Training of Audit
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
148
7. Pelatihan perencanaan 8. Orientasi internal bagi pegawai kontrak
administrasi baru 7. Training of Planning
8. Internal orientation for new honorary administrative employees.
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation date Peserta
Participant 1
IHT Pemrograman Web Berbasis PHP IHT, PHP-based Web Programming
BPD Kaltim 20-23 Januari 2015
January 20-23, 2015 25
2 Sosialisasi Penggunaan Aplikasi CKPN Individual Penggolongan Sandi Core Banking di Lingkungan BPD Kaltim
Socialization of Individual CKPN Application Usage Classification of Core Password of Banking in BPD Kaltim Environment
BPD Kaltim 26 Januari - 27 Maret 2015
January 26 - March 27, 2015 41
3 IHT Pembekalan Internal Bagi Penyelia Layanan Nasabah,Pemimpin Kantor Kas Koordinator BPD Kaltim
IHT, Internal debriefing For Customer Service Supervisor, Manager of Cash Office BPD Kaltim Coordinator BPD Kaltim
16-18 Februari 2015 February 16-18, 2015
20 4
Sosialisasi APU PPT, Peraturan Perusahaan, dan pelayanan Bagi Pegawai BPD Kaltim Cab Tana Paser Socialization of APU PPT,Company regulations, and services For BPD Kaltim Employees Branch of Tana Paser
BPD Kaltim 22 Februari 2015
February 22, 2015 84
5 Sosialisasi APU PPT, Peraturan Perusahaan, dan pelayanan Bagi Pegawai BPD Kaltim Cab Bontang
Socialization APU PPT,Company regulations, and services For BPD Kaltim Employees Branch of Bontang BPD Kaltim
28 Februari 2015 February 28, 2015
68 6
Sosialisasi APU PPT, Peraturan Perusahaan, dan pelayanan Bagi Pegawai BPD kaltim Cab Sangatta Socialization APU PPT,Company regulations, and services For BPD Kaltim Employees Branch of Sangatta
BPD Kaltim 28 Februari 2015
February 28, 2015 87
7 Sosialisasi Peraturan Perusahaan, dan pelayanan Bagi Pegawai BPD Kaltim Cab Balikpapan
Socialization Company Regulations, and services For BPD Kaltim Employees Branch of Balikpapan BPD Kaltim
07 Maret 2015 March 7, 2015
140 8
Sosialisasi APU PPT, Peraturan Perusahaan, dan pelayanan Bagi Pegawai BPD Kaltim Cab Nunukan Socialization APU PPT,Company regulations, and services For BPD Kaltim Employees Branch of Nunukan
BPD Kaltim 23 Februari 2015
February 23, 2015 65
9 Refreshment Etika Pelayanan Prima Bagi Pegawai BPD Kaltim
Refreshment Excellent Service Ethics For BPD Kaltim Employees BPD Kaltim
21 Februari 2015 Februari 21, 2015
243 10
Sosialisasi Struktur Organisasi, Uraian Jabatan, Penyempurnaan SOP Sistem Kepangkatan, Penggajian, Penyempurnaan Jalinan Kepangkatan, Jabatan Pegawai Perubahan Tabel Penggajian Pegawai BPD Kaltim
Socialization of Organizational Structure, Position Description, SOP Improvement of System Ranks, Payroll, Interwoven Completion of Ranks, Position of Employee and BPD Kaltim Employee Payroll Changes Table
BPD Kaltim 06 Maret 2015
March 6, 2015 140
11 Workshop Penyusunan BluePrint Human Capital BPD Kaltim Tahap 1
Workshop on BPD Kaltim Human Capital Blue Print Formulation Phase 1 PT. Leadership Nasional
16 Maret 2015 March 16, 2015
1 12
IHT Pembekalan Internal dan sosialisasi APU PPT Bagi Pegawai Kontrak Administrasi Frontliner Batch 1 IHT Internal briefing and socialization APU PPT Fornew honorary administrative employees Frontliner Batch 1
BPD Kaltim 09-12 Maret 2015
March 9-12, 2015 20
13 IHT Pembekalan Internal dan sosialisasi APU PPT Bagi Pegawai Kontrak Administrasi Frontliner Batch 2
IHT Internal briefing and socialization APU PPT For new honorary administrative employees Frontliner Batch 2 BPD Kaltim
16-19 Maret 2015 March 16-19, 2015
19 14
IHT Pembekalan Internal dan sosialisasi APU PPT Bagi Pegawai Kontrak Administrasi Frontliner Batch 3 IHT Internal briefing and socialization APU PPT For new honorary administrative employees Frontliner Batch 3
BPD Kaltim 23-26 Maret 2015
March 23-26, 2015 20
15 IHT Consultative Selling Skill For Priority Banking
IHT Consultative Selling Skill For Priority Banking Telequest Consulting
11-13 Maret 2015 March 11-13, 2015
20 16
IHT Consultative Selling Skill For Priority Banking IHT Consultative Selling Skill For Priority Banking
Telequest Consulting 18-20 Maret 2015
March 18-20, 2015 20
17 Program Pemeliharaan Sertiikasi Manajemen Resiko Penerapan Manajemen Resiko dan Tata Kelola Perusahaan
dalam Rangka Maningkatkan Kualitas Berbasis Budaya Sadar Resiko” Maintenance Program of Risk Management Certification “ Application of Risk Management and Corporate Govern-
ance in order to Improve Quality Based on Risk Conscious Culture” PT. Leadership Nasional
16 Maret 2015 March 16, 2015
40
Daftar Pelatihan Program Pengembangan In House Training Pegawai BPD Kaltim Periode Sampai Dengan 31 Desember 2015 List Of Training Development Program In House Training of BPD Kaltim Employees Up To December 31, 2015
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
149
18 Program Pemeliharaan Sertiikasi Manajemen Risiko Identiikasi dan Mitigasi Risiko Operasional Risiko Kredit
Maintenance Program of Risk Management Certification “Identification and Mitigation of Operational Risk and Credit Risk
PT.Leadership Nasional 23 Maret 2015
March 23, 2015 46
19 Program Pemeliharaan Sertiikasi Manajemen Risiko Identiikasi dan Mitigasi Risiko Operasional Risiko Kredit
Maintenance Program of Risk Management Certification “Identification and Mitigation of Operational Risk and Credit Risk
PT.Leadership Nasional 30 Maret 2015
March 30, 2015 24
20 Refreshment Sharing Session Bidang Pelayanan, APU PPT, Serta Sosialisasi PeraturanPerusahaan BPD Kaltim
Refreshment Sharing Session of Service Division, APU PPT, and Socialization of BPD Kaltim Company Regulations BPD Kaltim
24 Januari 2015 January 24, 2015
78 21
Refreshment Sharing Session Bidang Pelayanan, APU PPT, Serta Sosialisasi PeraturanPerusahaan BPD Kaltim Refreshment Sharing Session of Service Division, APU PPT, and Socialization of BPD Kaltim Company Regulations
BPD Kaltim 17 Januari 2015
17 Januari 2015 29
22 IHT Pembekalan Bagi Pegawai Kontrak Administrasi Baru Batch 4
IHT Briefing For new honorary administrative employees Batch 4 BPD Kaltim
06-09 April 2015 April 6-9, 2015
20 23
IHT Pembekalan Internal dan sosialisasi APU PPT Bagi Pegawai Kontrak Administrasi Baru Batch 5 IHT Internal briefing and socialization APU PPT For new honorary administrative employees Batch 5
BPD Kaltim 13-16 April 2015
April 13-16, 2015 15
24 Pelatihan Petugas Mitra Layanan Taspen
Training for Officers Partner of Taspen services Taspen
18 April 2015 April 18, 2015
54 25
Sosialisasi Program Perhitungan Nilai Wajar Kolektif PSAK Syariah PSAK Sharia Collective Fair Value Calculation Program Socialization
BPD KALTIM SYARIAH 23-24 April 2015
April 23-24,2015 12
26 Workshop LPPI Program pengembangan pegawai
Workshop LPPI on Employee development program LPPI
14-15 April 2015 April 14-15, 2015
10 27
IHT Memiliki Portofolio Kredit Yang Produktif:Strategi dan Teknik Pembiayaan Kreidt Konsumer dan UMKM IHT Have a Productive Credit Portfolio: Strategies and Techniques of Consumer Credit Financing and SME
deBestsolution 13-15 April 2015
April 13-15,2015 35
28 IHT Memiliki Portofolio Kredit Yang Produktif:Strategi dan Teknik Pembiayaan Kreidt Konsumer dan UMKM.
IHT Have a Productive Credit Portfolio: Strategies and Techniques of Consumer Credit Financing and SME deBestsolution
06-08 Mei 2015 Mei 6-8, 2015
35 29
IHT Unlimited Prospecting for Banker Batch III IHT Unlimited Prospecting for Banker Batch III
Telequest Consulting 6-7 Mei 2015
Mei 6-7, 2015 25
30 IHT Legal Audit BPD Kaltim
IHT Legal Audit BPD Kaltim Pragya Counsulting
20-22 Mei 2015 Mei 20-22,2015
25 31
IHT Sosialisasi Pelatihan SKNBI Generasi Ke II IHT Socialization Training of SKNBI IInd Generation
BPD Kaltim 29 - 30 Mei 2015
Mei 29 - 30, 2015 29
32 Sosialisasi SOP Terkait Pengembangan Produk Jasa BPD Kaltim
Socialization of SOP Related to Products Development Services of BPD Kaltim BPD Kaltim
12-13 Mei 2015 Mei 12-13, 2015
34 33
IHT Take Over Pembiayaan Syariah IHT Take Over of Sharia financing
Iqtishad Consulting 08-13 Juni 2015
Juni 8-13, 2015 35
34 Sosialisasi Optimalisasi TI E-Banking
Socialization of IT E-Banking Optimization BPD Kaltim
08-12 Juni 2015 Juni 8-12, 2015
25 35
Update Informasi SID SID Updates Information
BPD Kaltim 23 Juni 2015
June 23, 2015 20
36 Workshop Koreksi Data
Workshop of Data Correction BPD Kaltim
24 Juni 2015 Juni 24, 2015
6 37
Sosialisasi MPN G2 BPD Kaltim Cab Utama Socialization of MPN G2 BPD Kaltim Primary Branch
BPD Kaltim 13 Juli 2015
July 13, 2015 51
38 IHT Teleservice Excellence for Call Center
IHT Teleservice Excellence for Call Center Telequest
03-06 Agustus 2015 August 3-6, 2015
8 39
Executive Gathering Bagi Pejabat BPD Kaltim Executive Gathering for BPD Kaltim Officers
ESQ outbound 15-16 Agustus 2015
August 15-16, 2015 80
40 IHT Pelatihan Petugas Mitra Layanan Taspen Wilayah Utara
IHT Training for Partner Officers of Taspen service on North Region Taspen
20 Agustus 2015 August 20, 2015
15 41
Pembekalan Internal dan sosialisasi APU PPT Pegawai Kontrak Administrasi Baru Batch 6 Internal briefing and socialization of APU PPT for new honorary administrative employees Batch 6
BPD Kaltim 07-11 September 2015
September 7-11, 2015 35
42 IHT PSAK 24
IHT PSAK 24 Ikatan Akuntan Indonesia
2 September 2015 September 2, 2015
19 43
Efektif communication skill for Customer Service Effective communication skill for Customer Service
PT. Kahala Citra Indonesia 12-13 September 2015
September 12-13, 2015 35
44 Pembekalan Internal dan sosialisasi APU PPT Pegawai Kontrak Administrasi Baru Batch 7
Internal briefing and socialization of APU PPT for new honorary administrative employees Batch 7 BPD Kaltim
14-18 September 2015 September 14-18, 2015
48 45
Refreshment Sertiikasi Manajemen Risiko Risk Management Certification Refreshment
PT.Leadership Nasional 14 September 15
September 14, 2015 19
46 IHT Pembekalan Internalbagi Pemimpin Kantor Kas Koordinator Baru
IHT Internal briefing for Cash Office Manager New Coordinator BPD Kaltim
05-07 Oktober 2015 October 5-7, 2015
13 47
Training Sosialisasi Produk E-Channel BPD Kaltim dan Perogram Laku Pandai Training Socialization of BPD Kaltim E-Channel Product and Laku Pandai Program
BPD Kaltim 19-21 Oktober 2015
October 19-21, 2015 23
48 Sosialisasi Skim Kredit Pegawai Bankaltim Sejahtera
Socialization of Credit Scheme for Prosperous Bankaltim Employee BPD Kaltim
30 Oktober 2015 October 30, 2015
77 No
Kegiatan Activities
Penyelenggara Organizer
Tanggal Pelaksanaan Implementation date
Peserta Participant
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
150
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation date Peserta
Participant
Daftar Pelatihan Program Pengembangan Public Class Training Pegawai Bpd Kaltim Sampai Dengan Periode 31 Desember 2015 List Of Training Development Program Public Class Training Of BPD Kaltim Employee Up To December 31, 2015
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation Date Peserta
Participant 1
Pelatihan Cadangan Kerugian Penurunan Nilai Training Allowance for Impairment Losses
Asbanda 15-16 Januari 2015
January 15-16, 2015 1
2 Pelatihan Cost Reduction with Lean Mindset
Training Cost Reduction with Lean Mindset Kontan Academy
19-20 Januari 2015 January 19-20, 2015
2 3
Sosialisasi Industrial Test SKNBI Generasi II Socialization Industrial Test SKNBI Generasi II
Bank Indonesia 22 Januari 2015
January 22, 2015 2
4 Pelatihan Teknis SKNBI Generasi II
Technical Training SKNBI II
nd
Generation Bank Indonesia
09 Februari 2015 February 9, 2015
1 5
Pelatihan Teknis SKNBI Generasi II, Technical Training SKNBI II
nd
Generation Bank Indonesia
10-12 Februari 2015 February 10-12, 2015
2 6
Pelatihan Risk Based Audit Risk Based Audit Training
Asbanda 5-6 Februari 2015
February 5-6, 2015 1
7 Pelatihan Best Practice in Research Methods For Business Bank
Training of Best Practice in Research Methods For Business Bank Patrarijaya
20-22 Januari 2015 January 20-22, 2015
2 8
Workshop Aplikasi Maqashid Syariah pada Perbankan Syariah Maqashid Sharia in Islamic Banking Application Workshop
Lembaga Training dan Konsultan Keuangan Syariah
04-05 Februari 2015 February 4-5, 2015
5 9
Pendidikan dan Pelatihan Pemimpin Cabang Angkatan 178 Education and Training Branch Executive Force 178
Lembaga Pengambangan Perbankan Indonesia 6 Februari - 12 April 2015
February 6 - April 12, 2015 2
10 Pelatihanan Kehumasan dan Protokoler
Training of Public Relations and Protocol Patrarijaya
09-11 Februari 2015 February 9-11, 2015
1 11
Pelatihan Uji Nasional Sertiikasi Keahlian Pengadaan BarangJasa Training Examination GoodsServices National Skills Certification
Lembaga Kajian dan Pelatihan Manajemen LKPM
10-13 Februari 2015 February 10-13, 2015
1 12
Seminar Nasional Penerapan PSAK 24 Revisi 2013 National Seminar on PSAK 24 Implementation, 2013 Revision
PT.Pointer Aktuarial Strategis 10 Februari 2015
February 10, 2015 3
13 Pelatihan Sertiikasi K3 Operator Mesin Diesel Genset
Training Certification of K3 Diesel Machine Operators Genset PJK3 Indonesia Management Centre IMAC
25-28 Februari 2015 February 25-28, 2015
1 14
Workshop Program Anti Fraud Antisipasi Terhadap Ancaman Cyber crime Workshop Program on Anti Fraud Anticipation Threats Against Cyber Crime
PT. Infobank Lentera Cipta Kreasi 26-27 Februari 2015
February 26-27, 2015 2
15 Peningkatan Portofolio Kredit Perumahan Melalui Penerapan Strategi yang
Efektif untuk Menghindari Ancaman NPL Tahun 2015 Improvement of Housing Loan Portfolio Through Effective Implementation
Strategies for Avoiding Threats of NPL in 2015 PT. Infobank Lentera Cipta Kreasi
25-27 Februari 2015 February 25-27, 2015
5 16
Pelatihan Credit Risk Modeling Training of Credit Risk Modeling
Lembaga Pengembangan Perbankan Indonesia 25-26 Februari 2015 February 25-26, 2015
4 17
Training For The Trainer Training For The Trainer
John Robert Powers 02-05 Maret 2015
March 2-5, 2015 11
18 Pelatihan Masa Persiapan Pensiun
Retirement Preparation Training PT. Duta Transformasi Insani
09-13 Maret 2015 March 9-13, 2015
5 19
Workshop Eksekutif Kupas Tuntas Ijarah Muntahiyah Bit Tamlik IMBT dari Fiqih hingga Aplikasinya
Executive Workshop of Ijarah Muntahiyah Bittamlik IMBT analysis from Fiqh to Application
Lembaga Training dan Konsultan Keuangan Syariah
19-20 Maret 2015 March 19-20, 2015
2 20
Pelatihan Strategi Menangani Kredit Bermasalah Training on Strategy to Handle Non Performing Loans
Asbanda 19-20 Maret 2015
March 19-20, 2015 7
21 Sosialisasi Peraturan Perpajakan terkait Tata Cara Pembuatan Pelaporan
Faktur Pajak Berbentuk Elektronik Socialization Related on Tax Regulation Reporting Procedure for Electronic Tax
Invoice Form KPP Madya Balikpapan
25 Maret 2015 March 25, 2015
2 49
Seminar For UKM Seminar For SME
Markplus 5 November 2015
November 5, 2015 4
50 Brainstorming Etika Layanan Budaya Perusahaan Bagi Pejabat kantor cabang di wilayah kerja tengah
Brainstorming of Service Ethics Corporate Culture For Branch Office Officers in The Center Working Area BPD Kaltim
7 November 2015 November 7, 2015
114 51
Brainstorming Etika Layanan Budaya Perusahaan Bagi Pejabat kantor cabang di wilayah kerja Selatan Brainstorming of Service Ethics Corporate Culture For Branch Office Officers in The South Working Area
BPD Kaltim 14 November 2015
November 14, 2015 51
52 IHT Solusi Pembiayaan di masa perlambatan ekonomi : fokus kredit konsumer dan UKM
IHT Financing solutions in the middle of economic slowdown: the focus on consumer and SME loans PT. Dempo Wisnu Kencana 18 - 20 November 2015
November 18-20, 2015 35
53 Brainstorming Etika Layanan Budaya Perusahaan Bagi Pejabat kantor cabang di wilayah kerja Utara
Brainstorming Service Ethics Corporate Culture For Official Branch Office in the North Working Area BPD Kaltim
21 November 15 November 21, 2015
58 54
Sosialisasi Sharing Session Bidang Human Capital Socialization Sharing Session Human Capital Division
BPD Kaltim 04 Desember 2015
December 4, 2015 34
55 IHT Legal Audit - Aspek Hukum Perkreditan
IHT Legal Audit - Legal Aspects of Credit QC Consulting
16 s.d 18 Desember 2015 December 16-18, 2015
39
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
151
33 Workshop Efeective Risk Based Audit for Internal Audit Bank
Workshop Effective Risk Based Audit for Internal Audit Bank PT. Infobank
09-10 April 2015 April 9-10, 2015
7 34
Workshop Revisi Rencana Bisnis RBB 2015: Identiikasi Kunci Perubahan RBB Berdasarkan Economic Outlook,MEA,dan Arah Kebijakan Ekonomi Nasional
2015-2020 | Workshop Revised Business Plan RBB, 2015: Identification of RBB
Changes Key Based on Economic Outlook, MEA, and the National Economic Policy Directions year of 2015-2020
PT Risk Management Guard 23-Apr-15
April 23, 2015 2
35 Pelatihan Menghadapi Audit Legal
Training Facing Legal Audit Pragya Consulting
09-10 April 2015 April 9-10, 2015
5 36
Pembayaran Biaya Pembatalan Keikutsertaan Assessment Center Assessor Certification |
Cancellation Fee Payment for Participation on the Assessment Center, Assessor Certification
PPM Manajemen 20-24 April 2015
April 20-24, 2015 1
37 Minaut Indonesia: Problem Solving Decision Making
Minaut Indonesia: Problem Solving Decision Making PPM Manajemen
20-24 April 2015 April 20-24, 2015
6 38
Pelatihan Audit Syariah Sharia Audit Training
ASBANDA 08-10 April 2015
April 8-10, 2015 4
39 Workshop Asset and Liability ManagementALMA Terapan : Manajemen
Aset-Liabilitas dan Penguatan output dari Fungsi Alco Bank Konvensional dan Syariah |
Workshop Asset and Liability Management ALMA Applied: Asset-Liability Management and Strengthening output from Alco Function of Conventional Bank
and Sharia PT. Risk Management Guard
08-10 April 2015 April 8-10, 2015
1
40 Pelatihan Aspek Legal Akad Bank Syariah Angkatan XV
Training of Legal Aspects and Akad of Sharia Bank, Force XV LPPI
16-17 April 2015 April 16-17, 2015
5 41
Pelatihan Integrated Marketing Communication Training of Integrated Marketing Communication
MarkPlus 16-17 April 2015
April 16-17, 2015 2
42 Sosialisasi Pokok-Pokok Pengaturan dan Evaluasi Industiral Test Sistem Kliring
Nasional Bank Indonesia Generasi II | Socialization Principles of Regulation and
Evaluation Industrial Test Bank Indonesia National Clearing System Generation II Bank Indonesia
16-Apr-15 April 16, 2015
1 43
Training Layanan Kepada Nasabah Prioritas BPD Melalui Peningkatan Kapabilitas Priority Banking |
Training Service To Customers Through Increased Capability BPD Priority Priority Banking
ASBANDA 16-17 April 2015
April 16-17, 2015 2
44 Training Aspek Hukum Dalam Penyelesaian Kredit Bermasalah
Training Legal Aspects of Non Performing Loans In Settlement ASBANDA
23-24 April 2015 April 23-24, 2015
2 45
Pelatihan Digital Marketing Digital Marketing Training
PPM Manajemen 22-23 April 2015
April 22-23, 2015 1
46 Workshop RBB 2015: Identiikasi Kunci Perubahan RBB Berdasarkan Econimic
Outlook,MEA dan Arah Kebijakan Ekonomi Nasional 2015-2020 RBB Workshop 2015: Identification of Key Changes RBB Based Economic Outlook,
MEA and the National Economic Policy Directions 2015-2020 Risk Management Guard
23-Apr-15 April 23, 2015
2 47
Pelatihan Starategi Menangani Kredit Bermasalah Training Strategy to Handle Non Performing Loans
ASBANDA 22-23 April 2015
April 22-23, 2015 4
48 Training Anti Money Laundering Pendanaan Terorisme
Training Anti-Money Laundering Terrorism Financing Synergy Partner Prima
23-24 April 2015 April 23-24, 2015
2 No
Kegiatan Activities
Penyelenggara Organizer
Tanggal Pelaksanaan Implementation Date
Peserta Participant
49 Seminar Market Outlook
Seminar Market Outlook Bloomberg
01 Mei 2015 May 1, 2015
3 No
Kegiatan Activities
Penyelenggara Organizer
Tanggal Pelaksanaan Implementation Date
Peserta Participant
22 Workshop Perubahan Format Sistem Aplikasi Laporan Publikasi Bank
Workshop of Format Change of Bank Publication Reports Application System OJK
27 Maret 2015 March 27, 2015
1 23
Sosialisasi Roadmap Keuangan Berkelanjutan Socialization of Sustainable Financial Road map
Bank Indonesia 10 Maret 2015
March 10, 2015 1
24 Seminar BPDSI
Seminar of BPDSI Asbanda
25 Maret 2015 March 25, 2015
1 25
Seminar Sinergi Nasional Pengembangan Ekonomi Syariah Melalui Pemberdayaan pesantren
Seminar of National Synergy of Economic Development Through Empowerment on Islamic boarding school
Bank Indonesia 30 Maret 2015
March 30, 2015 1
26 Islamic Financial Services Board IFSB Annual Meeting
Islamic Financial Services Board IFSB Annual Meeting Bank Indonesia
30 Maret 2015 March 30, 2015
1 27
Seminar BPDSI dan penarikan Undian Tabungan Simpeda, dan Musyawarah Nasional XV Asbanda
Seminar of BPDSI and withdrawal of Simpeda Saving and Asbanda XVth National Conference
Asbanda 13 s.d 15 Maret 2015
March 13-15, 2015 6
28 Workshop Penyusunan Blue Print Pengembangan SDM BPD Kaltim dan Blue
Print UUS BPD Kaltim Menuju Spin Off | Workshop on Blue Print formulation of
Human Resources Development of BPD Kaltim and Blue Print of UUS BPD Kaltim Towards Spin Off
Leadership Nasional 24 s.d 25 Februari 2015
February 24-25, 2015 1
29 Workshop Perubahan Format Sistem Aplikasi Laporan Publikasi Bank
Workshop of Format Change of Bank Publication Reports Application System OJK
27 Maret 2015 March 27, 2015
1 30
Accounting Of Islamic Bank Accounting Of Islamic Bank
LPPI 16-19 Maret 2015
March 16-19, 2015 5
31 Pendidikan Dan Pelatihan Pincab Syariah Angkatan 13
Education and Training For Sharia Branch Manager Force 13 LPPI
10 Maret-10 April 2015 March 10-April 10, 2015
1 32
Workshop Quality Assurance Improvement Program Workshop Quality Assurance Improvement Program
Ikatan Auditor Intern Bank 06-07 April 2015
April 6-7, 2015 2
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
152
50 Workshop Sistem Penatagunaan Tanah dan Tata Ruang Nasional
Land Stewardship System and the National Spatial Pusat Pengkajian Pengembangan Informasi
Publik 06-07 Mei 2015
May 6-7, 2015 1
51 Workshop Efective Risk Based Audit For Internal Audit Bank
Workshop Effective Risk Based Audit For Internal Audit Bank Infobank
07-08 Mei 2015 May 7-8, 2015
9 52
Pelatihan Corporate Finance Corporate Finance Training
Lentera Pro 07-09 Mei 2015
May 7-9, 2015 2
53 Workshop Integreted Stress Test:Menguji Akurasi Kebijakan Berdasarkan
Integrasi Stress Test Model dari 4 empatRisiko Utama Risiko Kredit,Pasar,Likuiditas,dan Operasional
Workshop on Integrated Stress Test: Test Accuracy of the Policy Based on Integration Stress Test Model of 4 four Key Risk Credit Risk, Market, Liquidity and Operational
RMG 11-13 Mei 2015
May 11-13, 20155 4
54 ESQ Character Building I smd
ESQ Character Building I smd ESQ
16-17 Mei 2015 May 16-17, 2015
35 55
Pelatihan Manajemen Perpajakan Taxation Management Training
PT. Mairodi Mandiri Sejahtera 18-20 Mei 2015
May 18-20, 2015 2
56 Workshop Review dan Updating peran dan fungsi internal Audit menuju
lembaga keuangan yang sehat Workshop Review and Updating the role and functions of internal audit towards a
healthy financial institutions RMG
20-21 Mei 2015 May 20-21, 2015
2 57
Product Innovation Management Product Innovation Management
PPM 20-22 Mei 2015
May 20-22, 2015 1
58 Uji Kompetensi Manajemen Risiko Level I dan II 2015
2015 Risk Management Competency Test Level I and II LSPP
23 Mei 2015 May 23, 2015
61 59
ESQ Character Building I Cab Balikpapan ESQ Character Building I, Balikpapan Branch
ESQ 23-24 Mei 2015
May 23-24, 2015 18
60 Workshop GCG : Menyusun Formulasi Assessment oleh Divisi Unit Risk
Owner dan Memahami Implementasi GCG yang Ideal GCG Workshop: Conducting Formulation Assessment Division Unit Risk Owner
and Understanding Implementation of Ideal GCG RMG
28-29 Mei 2015 May 28-29, 2015
1 61
Pelatihan Kehumasan Protokoler Training of Public Relations Protocol
Fresh Consulting 27-29 Mei 2015
May 27-29, 2015 3
62 Sosialisasi POJK dan SEOJK tanggal 29 Mei 2015
Socialization of POJK and SEOJK dated May 29, 2015 OJK
29 Mei 2015 May 29, 2015
1 63
Diklat Pemimpin Cabang Pembantu Training for Auxiliary Branch Manager
LPPI 18-30 Mei 2015
May 18-30, 2015 5
64 Pembekalan Materi Program Sertiikasi Kepatuhan Anti Money Loundring
Debriefing Material Certification Program of Compliance and Anti Money Laundering
Forum Kepatuhan Direktur Kepatuhan 27-28 Mei 2015
May 27-28, 2015 1
65 Uji Sertiikasi Level 1 Program Sertiikasi Kepatuhan Anti Money Loundring
Certification Test on Certification Program Level 1 Compliance and Anti Money Laundering
LSPP 30 Mei 2015
May 30, 2015 1
66 Tata Kelola PerusahaanGCG sebagai pilar Keberhasilan Bank
Corporate Governance GCG as a pillar of the Bank’s success BSMR
30 Mei 2015 May 30, 2015
4 67
Workshop Kebijakan Ketenagakerjaan BUMN Terkait Kontrak Kerja,Penetapan Imbalan Pasca Kerja dan Outsourcing
Workshop of SOE Employment Policies Related to Contracts of Work, Determination and Post-Employment Benefits Outsourcing
RMI 5 Juni 2015
June 5, 2015 2
68 Workshop Audit Methodology and Quality Review: Penerapan Ris Based
Audit Planning, Penyusunan Standard An Prosedur Audit Sesuai Dengan Standards For The Professional Practice Of Internal Auditing SPPIA dan Standar
Pelaksanaan Fungsi Audit Intern Bank SPFIB Workshop on Audit Methodology and Quality Review: Implementation of Risk Based
Audit Planning, Formulation Standard An Audit Procedures In accordance with Standards For The Professional Practice Of Internal Auditing SPPIA and Standard
Conduct of Bank Internal Audit SPFIB Infobank
4-5 Juni 2015 June 4-5, 2015
2
69 Project Financing : Analysis,Risk Mitigation,Evaluation Decision Making
Project Financing : Analysis,Risk Mitigation,Evaluation Decision Making Infobank
4-5 Juni 2015 June 4-5, 2015
10 70
Workshop Non Performing LoanNPL Non Performing Financing NPF : Kupas Tuntas Strategi Penanganan NPL NPF dan Teknik Negoisasi Dalam
Kerangka Perbaikan Kualitas Kredit Syariah Konvensional Workshop Non Performing LoanNPL Non Performing Financing NPF : Complete
Analysis of NPL Management Strategy NPF and Negotiation Techniques In Credit Quality Improvement for Sharia Conventional
RMG 3-4 Juni 2015
June 3-4, 2015 2
71 Pelatihan Legal Drafting Writing Skill
Training of Legal Drafting Writing Skill UVI Consultant
3-5 Juni 2015 June 3-5, 2015
1 72
Seminar Spirit Revolution to br a Great SalesmanMarketing Seminar of Spirit Revolution to be a Great Salesman Marketing
PT. Kahala Citra Indonesia 6 Juni 2015
June 6, 2015 10
73 Pelatihan Basic Asset Liability Management
Training of Basic Asset Liability Management LPPI
8-11 Juni 2015 June 8-11, 20155
4 74
Diklat Pemimpin Cabang Angkatan 179 Training for Sub-Branch Manager Force 179
LPPI 27 April - 05 Juni 2015
April 27 - June 5, 2015 3
75 Pelatihan Practical Marketing Research
Practical Marketing Research Training Marplus institute
11-12 Juni 2015 June 11-12, 2015
2
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
153
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation Date Peserta
Participant 76
Pelatihan Return On Training Investment Training of Return On Training Investment
PPM Management 10-11 Juni 2015
June 10-11, 2015 2
77 Peluang dan Tantangan Implementasi Data dan Crisis Center Menghadapi MEA
2015 Challenges and Opportunities of Implementation of Crisis Center and Data on
Facing the AEC 2015 Bloomberg Businessweek
10 Juni 2015 June 10, 2015
2 78
Undangan 2015 Balanced Scorecard BSC Invitation of “2015 Balanced Scorecard BSC”
Asbanda 10-11 Juni 2015
June 10-11, 2015 3
79 Workshop Nasional Akuntansi
National Workshop on Accounting Indonesia Management Centre
10-11 Juni 2015 June 10-11, 2015
2 80
Pelatihan Designing Standart Operating Procedure SOP Training of Designing Standard Operating Procedure SOP
PPM Manajemen 11-12 Juni 2015
June 11-12, 2015 2
81 Training Management for Professional Secretary
Training of Management for Professional Secretary PPM Manajemen
16-18 Juni 2015 June 16-18, 2015
5 82
Kegiatan Check Up 3 Critical Points in Impairment CKPN Method:Pemetaan Rekomendasi Perbaikan Atas Temuan Regulator dalam Rangka Best Practice
CKPN Dan PSAK 55 Activity of Check Up 3 Critical Points in Impairment CKPN Method : Mapping on
Improved Recommendation of Regulator finding in the Best Practice CKPN and PSAK 55
RMG 22 Juni 2015
June 22, 2015 1
83 Pelatihan EFFECTIVE OFFLINE ONLINE SALES NETWORKING
Training of EFFECTIVE OFFLINE ONLINE SALES NETWORKING PT.MarkPlusIndonesia
27 Juni 2015 June 27, 2015
9 84
Corporate Languaage Training Corporate Language Training
English First 10 Maret s.d 12 Mei 2015
March 10 - May 12, 2015 7
85 Sosialisasi Modul Penerimaan Negara Generasi Dua MPN G-2
Socialization of 2nd Generation State Revenue Module MPN G-2 Bank Indonesia
02 Juli 2015 July 2, 2015
6 86
Program Pemeliharaan Rencana Bisnis Bank sebagai Sarana Bank dalam Mengendalikan Risiko Strategik
Maintenance Program of “Business Plan as a Bank Tools in Strategic Risk Control” BSMR
06 Juli 2015 July 6, 2015
2 87
Sosialisasi Update Hands On BI-SSSS dan BI-ETP Socialization of Update Hands On BI-SSSS and BI-ETP
Bank Indonesia 08-10 Juli 2015
July 8-10, 2015 4
88 Executive Education Program 2015 : The New Integrating Marketing
Finance Executive Education Program 2015 : The New Integrating Marketing Finance
PT. Markplus Indonesia 08-10 Juli 2015
July 8-10, 2015 2
89 Undangan Sosialisasi Tabungan Siswa
Socialization Invitation of Students Savings ASBANDA
30 Juli 2015 July 30, 2015
1 90
Pelatihan Maximizing Leadership Potensials Training on Maximizing Potentials of Leadership
Dale Carniage 04-06 Agustus 2015
August 4-6, 2015 16
91 Workshop Project Financing: Analysis ,Risk Mitigation,Evaluation Decision
Making Workshop of Project Financing: Analysis ,Risk Mitigation,Evaluation Decision
Making PT.Infobank
05-06 Agustus 2015 August 5-6, 2015
13 92
Pelatihan Ujian Nasional Sertiikasi Keahlian Pengadaan BarangJasa IAIN Training National Examination for Certification Skills on Procurement of Goods
Services IAIN IAIN Unit Layanan Pengadaan
05-06 Agustus 2016 August 5-6, 2016
2 93
Pelatihan Ujian Nasional Sertiikasi Keahlian Pengadaan BarangJasa LKPN Training National Examination for Certification Skills on Procurement of Goods
Services LKPN LPKN
05-06 Agustus 2017 August 5-6, 2017
2 94
Workshop Penguatan Internalisasi GCG,Manajemen Risiko dan Budaya Perusahaan dalam Rangka Menuju Transformasi BPD
Workshop of “Strengthening Internalization of GCG, Risk Management and Corporate Culture towards BPD transformation.
PT.Leadership Nasional 05-06 Agustus 2018
August 5-6, 2018 1
95 Menghadiri Undangan Sosialisasi Pelatihan Laporan Stabilitas Moneter dan
Sistem Keuangan Bulanan Bank Umum Syariah dan Unit Usaha Syariah LSMK BU UUS
Attending invitation of Socialization Training Stability Report Monthly Monetary and Financial System in Islamic Banks and Sharia Business Unit LSMK BU UUS
Bank Indonesia 05-06 Agustus 2019
August 5-6, 2019 2
96 Sosialisasi Implementasi Ketentuan Kewajiban Penggunaan Rupiah DI Wilayah
NKRI Socialization of Implementation of Obligate Conditions of Rupiah Use in Indonesia
Bank Indonesia 14 Agustus 2015
August 14, 2015 2
97 Workshop Pembahasan Komperhensif Rencana Bisnis Bank: Tahapan
Penyusunan ,Evaluasi dan Revisi sebagai Upaya Mewujudkan Perencanaan Strategis Bank yang Efektif
Workshop Discussion of Comprehensive Business Plan: Stages of Formulation, evaluation and revision as an Effort to Realize Strategic Planning on Effective Bank
Infobank 19-20 Agustus 2015
August 19-20, 2015 4
98 Pelatihan Penerapan Fungsi Kepatuhan dan Pengawasan Internal untuk
Mencegah Kejahatan Perbankan Training Implementation of Compliance and Internal Control to Prevent Banking
Crime FKDKP
19-20 Agustus 2015 August 19-20, 2015
4 99
Basic Trade Finance Training Basic Trade Finance Training
ASWIFTINDO 20 Agustus 2015
August 20, 2015 2
100 Training Analis Lingkungan TAL Tahun 2015 : Pembiayaan Investasi Eisiensi Energi bagi Lembaga Jasa Keuangan
Training of Environtment Analys TAL year of 2015 : Financing Energy Efficiency Investments for Financial Services Institutions”
OJK 12-14 Agustus 2015
August 12-14, 2015 2
101 Public Training Sunset Policy Jilid II Public Training Sunset Policy Volume II
ASBANDA 11-12 Agustus 2015
August 11-12, 2015 1
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
154
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation Date Peserta
Participant 102 Hukum Manajemen Klaim Asuransi
Legal Insurance Claims Management PATRARIJAYA
25-27 Agustus 2015 August15-27, 2015
2 103 Workshop GCG : Panduan Taknis Self Assessment dalam Perspektif Bank
Maupun Regulator GCG Workshop : Technical Guidelines for Self Assessment in Bank and Regulator
Perspectives` RMG
27-28 Agustus 2015 August 27-28, 2015
1 104 Pelatihan Talent Management System Development
Training of Talent Management System Development Dunamis
1-2 September 2015 September 1-2, 2015
2 105 ESQ Character Building Service from heart bagi pegawai kontrak administrasi
Baru Batch 6 ESQ Character Building Service from heart for new honorary administrative
employees Batch 6 ESQ Leadership Center
05-06 September 2015 September 5-6, 2015
35 106 Training Procurement pengadaan barang jasa
Training Procurement procurement of goods and services Asbanda
07 - 08 September 2015 September 6-8, 2015
2 107 Pelatihan Dasar Perbankan Syariah Basic Training of Islamic Bank PDPS
Basic Training of Sharia Banking Basic Training of Islamic Bank PDPS ICDIF-LPPI
08 - 11 September 2015 September 8-11, 2015
4 108 Check up 3 three critical points in impairment CKPN method : strategi
menurunkan CKPN dan rekomendasi perbaikan temuan regulator dalam kerangka best practice
Check up 3 three critical points in impairment CKPN method : strategy to Lowering CKPN and Improved Recommendation on the findings Regulator in the
Best Practice Framework RMG
15-Sep-15 September 15, 2015
3
109 ESQ Character Building Service from heart bagi pegawai kontrak administrasi Baru Batch 7
ESQ Character Building Service from heart for new honorary administrative employees Batch 7
ESQ Leadership Center 19-20 September 2015
September 19-20, 2015 48
110 Technical aspec in impairment CKPNPSAK55 method : panduan teknis perhitungan dan implementasi CKPN kolektif dan individual berbasis best
practice Technical aspect in impairment CKPNPSAK55 method : technical guide for
calculation and implementation of CKPN collective and individual-based on best practice
RMG 16 - 18 September 2015
September 16-18, 2015 5
111 Pembekalan Materi Uji Sertiikasi Level 1 Program Sertiikasi Kepatuhan Anti Money Loundering
Debriefing Materials Certification Test Level 1 Certification Program Compliance and Anti Money Laundering
Forum Kepatuhan Direktur Kepatuhan LSPP 30 Sept s.d 03 Oktober 2015
Sept 30 - Oct 3, 2015 2
112 Penilaian Eisiensi Kinerja Cabang Branch Performance Efficiency Assessment
Equilibrium Learning Center 28 s.d 29 September 2015
September 28-29, 2015 2
113 Training ESQ Character Building Service From Heart Training ESQ Character Building Service From Heart
ESQ 165 03-04 Oktober 2015
October 3-4, 2015 135
114 Sosialisasi program transformasi BPD Socialization of BPD transformation program
Asbanda 7-Sep-15
September 7, 2015 2
115 Basic Training of Islamic Bank PDPS Basic Training of Islamic Bank PDPS
ICDIF- LPPI 08 - 11 September 2015
September 8-11, 2015 4
116 Workshop strategic Planning dan transformasi BPD SI Workshop on Strategic Planning and transformation of BPD SI
Asbanda 10 - 11 September 2015
September 10-11, 2015 2
117 Pelatihan ,Sosialisasi,dan Pertemuan forum Komunikasi Kliring JakartaFKKJ dan Koordinator Pertukaran Warkat Debit KPWD Selain BI di wilayah kliring Jakarta
Training, socialization and meetings of Clearing communication forum Jakarta FKKJ and Coordinator of Debit Scripless Exchange KPWD besides BI in clearing
areas of Jakarta Bank Indonesia
03-04 Oktober 2015 October 3-4, 2015
2 118 Pelatihan Manajemen Perawatan Gedung dan FasilitasBuilding Maintenance
Training of Building and Facility Maintenance Management Building Maintenance Expertindo Traing Consulting
05-06 Oktober 2015 October 5-6, 2015
2 119 Pelatihan PPh pasal 21 update terbaru 2015
Training Income Tax Article 21, the latest updates in 2015 Formasi Tax Training
05-06 Oktober 2015 October 5-6, 2015
2 120 Credit Remedial - Legal Aspect : Prosedur Lengkap Aspek Hukum dalam
Penyelesaian Kredit Bermasalah Temasuk Jaminan dan Strategi Eksekusinya Credit Remedial - Legal Aspect : Complete procedure of Legal Aspects in the
Settlement of Non Performing Loans Including Security and Execution Strategy Risk Management Guard
7-8 Oktober 2015 October 7-8, 2015
3 121 Workshop prospek ekonomi 2015 dan implikasinya terhadap penyusunan
rencana bisnis bank Workshop of 2015 economic outlook and its implications for the preparation of its
business plan LPPI
7-8 Oktober 2015 October 7-8, 2015
2 122 Workshop Sinkronisasi Corporate Plan dan RBB BPD SI
Workshop Synchronization of Corporate Plan and RBB BPD SI ASBANDA
12-13 Oktober 2015 October 12-13, 2015
2 123 Pelatihan Manajemen Perawatan bangunan Gedung dan FasilitasBuilding
Maintenance Training of Building and Facility Maintenance Management Building Maintenance
Expertindo Traing Consulting 19-21 Oktober 2015
October 19-21, 2015 2
124 Pelatihan Treasury Management Training of Treasury Management
PT. Domus Alba 12 Oktober-7 November 2015
October 12 - November 7, 2015 10
125 Penyempurnaan Fungsi Kpatuhan, Perbaikan Kerangka Prosedur, dan Indentiikasi Kinerja
Completion of the Compliance Function, improvement the Procedural Framework and Identification of Performance
RMG 28 - 29 Oktober 2015
October 28-29, 2015 1
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
155
No Kegiatan
Activities Penyelenggara
Organizer Tanggal Pelaksanaan
Implementation Date Peserta
Participant 126 Pelatihan Uji Sertiikasi Pengadaan di Bidang TI Certiied IT Procurement
Expert training Certification Testing of Procurement in the IT Sector Certified IT
Procurement Expert Sharing Vision
04 - 06 November 2015 November 4-6, 2015
2 127 Workshop Regulasi dan Perkembangan bisnis KPR ltv, Reinancing, Top up, Take
Over, dll Workshop of Regulation and Development mortgage business LTV, Refinancing,
Top up, Take Over, etc. Asbanda
05 - 06 November 2015 November 5-6, 2015
3 128 Seminar Menjadi Komisaris Yang Efektif dan Bertanggungjawab
Seminar of Being Commissioner of Effective and Responsible PT. Intipesan Pariwara
10 - 11 November 2015 November 10-11, 2015
1 129 Seminar dengan Tema Menjadi Komisaris yang Efektif dan Bertangung Jawab
Seminar of Being Commissioner of Effective and Responsible intipesan
10-11 November 2015 November 10-11, 2015
1 130 Workshop Penyediaan Likuiditas Akhir Tahun Pada BPDSI
Workshop of End of the Year Liquidity Provision On BPDSI Asbanda
10-Nov-15 November 10, 2015
2 131 Sosialisasi peraturan menteri keuangan RI nomor : 191PMK.0102015 tentang
penilaian kembali aktiva tetap Socialization of regulatory finance minister of Indonesia Number: 191 PMK.010
2015 on fixed asset revaluation. KPP Madya Balikpapan
11-Nov-15 November 11, 2015
2 132 Legal Audit Legal Opinion
Legal Audit Legal Opinion Indotama Consulting
10-12 November 2015 November 10-12, 2015
1 133 Workshop Tata Cara Penyusunan Laporan Keuangan Kantor Pusat LKP dan
Laporan Keuangan Publikasi Bank Yang Benar Workshop Procedures for Preparation of Head Office Financial Statements and
Condensed Financial Statement which Correct PT. Risk Management Guard
18-19 November 2015 November 18-19, 2015
2 134 Workshop Implementasi peraturan terbaru kepala PPATK No. PER-21.02
PPATK022015 tentang arti pencucian uang dan pencegahan pendanaan terorisme.
Workshop on Implementation of the latest regulations heads of PPATK No. PER- 21.02PPATK022015 about the meaning of money laundering and combating the
financing of terrorism. Pusdiknas
18-19 November 2015 November 18-19, 2015
2
135 Training ESQ Eksekutif Character Building - Personal Transformation Training of ESQ Executive Character Building - Personal Transformation
ESQ Leadership Center 21-22 November 2015
November 21-22, 2015 50
136 Pelatihan Pembiayaan Kredit Modal Kerja Training of Working Capital Financing
SSA Consulting 30 November s.d 01 Desember 2015
November 30 - December 1, 2015 2
137 Pelatihan Bantuan Hidup Dasar Penyakit Jantung Training of Basic Life Aid of Cardiovascular Disease
Yayasan Jantung Indonesia 05 Desember 2015
December 5, 2015 3
138 Workshop Kredit Analysis, Monitoring and problem solving Workshop of Credit Analysis, Monitoring and problem solving
PT. Infobank Lentera Cipta Kreasi 10 s.d 11 Desember 2015
December 10-11, 2015 5
139 Program Pemeliharaan Sertiikasi Manajemen Risiko dengan tema : Workshop Mengembangkan Microbanking yang Produktif dari perencanaan hingga
pengendalian kredit bermasalah Maintenance Program of Risk Management Certification with the theme: Workshop
on Developing Productive Micro Banking from planning to controlling of non- performing loans
BSMR 11 Desember 2015
December 11, 2015 5
140 ESQ Character Building Eksekutif ESQ Character Building Executive
ESQ Leadership Center 11 - 13 Desember 2015
December 11-13, 2015 2
141 Workshop 7 tujuh jam optimalisasi laba 2015 : Pemanfaatan metode perhitungan atas alokasi cadangan kerugian penurunan nilai PSAK 55
Workshop of 7 seven hours optimizing profit, 2015: Exploiting the method of calculation of the allocation of allowance for impairment losses IAS 55
PT. Risk Management Guard 15 Desember 2015
December 15, 2015 4
Laporan Tahunan 2015 |
BANKALTIM
2015 annual report |
BANKALTIM
156
Alokasi dana pendidikan dan pelatihan pegawai ditetapkan merujuk pada Surat Keputusan Direksi
Bank Indonesia Nomor No.31310KepDir Tentang Sediaan Dana Untuk Pengimbangan Sumber Daya
Manusia Bank Umum Direksi Bank Indonesia Pasal 3. Dalam hal ini, biaya pendidikan dan pelatihan
sumber daya manusia telah diproyeksi dengan seksama oleh Divisi Human Capital BPD Kaltim untuk
dapat memenuhi ketentuan tersebut.
Realisasi biaya pendidikan dan pelatihan selama tahun 2015 telah mencapai 49.42 dari rencana
bisnis bank atau mengalami peningkatan 13.8 poin dari realisasi pelaksanaan pendidikan dan pelatihan
pada tahun 2014 sebesar 35.57. Hal ini tidak terlepas dari konsep Human Capital Management
yang diterapkan berdasarkan perkembangan organisasi yang memandang karyawan sebagai
aset Human Capital dengan nilai yang dapat ditingkatkan melalui beragam proses yang harus
dianggap sebagai investasi.
Pendidikan dan pelatihan memiliki peran penting dalam menentukan kualitas sumber daya manusia
yang dimiliki industri perbankan sesuai dengan parameter yang ditetapkan oleh regulator Bank
Indonesia dan Otoritas Jasa Keuangan. BPD Kaltim telah melaksanakan pendidikan dan pelatihan di
tahun 2015 dengan rasio biaya 2.47 terhadap anggaran biaya tenaga kerja yang tersedia dalam
Rencana Bisnis Bank tahun 2015 serta rasio realisasi terhadap biaya tenaga kerja sebesar
4.37. Nilai tersebut akan senantiasa dievaluasi untuk memantapkan kesiapan BPD Kaltim dalam
menghadapi perkembangan dan persaingan bisnis dunia perbankan yang memerlukan tenaga kerja
yang berkompeten dan memiliki daya saing yang tinggi.
Untuk rencana Divisi Human Capital kedepan akan melakukan beberapa langkah antara lain :
a. Penyusunan Road Map pengisian jabatan yang
masih kosong dalam struktur organisasi serta mendukung penyediaan tenaga kerja terhadap
pembukaan jaringan operasional baru.
b. Menyusun Standarisasi kualiikasi dan
kompetensi pegawai yang diarahkan untuk mengisi jabatan – jabatan profesional.
c. Me-review keseluruhan isi dari Buku Pedoman Perusahaan dan Standard Operating Prosedur
yang menjadi pedoman operasional Bidang Allocation of employee education and training cost
set refers to the Decree of Directors of Bank Indonesia Number 31310 Kep Dir Regarding Stock of Funds
To Offset Commercial Bank Human Resources Management of Bank Indonesia Article 3. In this case,
the cost of education and training for humans resources have projected closely by the Division of Human Capital
of BPD Kaltim to be able to meet those conditions.
Realization of education and training cost for 2015 has reached 49.42 of the bank’s business plan or increase
by 13.8 points from the realization of education and training in 2014 which is 35.57. It is inseparable from
the concept of Human Capital Management that applied based on development of organization that see
the employees as an asset Human Capital with a value that can be improved through a various processes that
should be considered as an investment.
Education and training have an important role in determining the quality of human resources which
owned by the banking industry in accordance with the parameters set by the regulator Bank Indonesia and
the Financial Services Authority. BPD Kaltim has been carrying out education and training in 2015 with a ratio
of 2.47 of labor budget costs available in the Business Plan 2015 and the ratio of the cost of labor realization
that amounted to 4.37. This value will be regularly evaluated to establish the readiness of BPD Kaltim in
the face of business and banking world competition that requires a competent work force and has high
competitiveness.
In order to the future plan, Human Capital Division will perform several steps, among others:
a. Preparation of the Roadmap for filling the positions which are still vacant in the organizational structure
as well as to support the provision of employment to the opening of the new operational network.
b. Develop Standardization of qualification and competence of the employees which are directed
to fill the professional positions. c. Reviewing the entire contents of the Company
Manual and Standard Operating Procedures that became operational guidelines for Human
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Sumber Daya Manusia disesuaikan dengan regulasi regulasi yang ditetapkan pemerintah
maupun Otoritas Jasa Keuangan dengan tujuan agar operasional pengelolaan sumber daya
manusia sesuai dengan prinsip Good Corporate Governance GCG.
d. Review dan pembaruan Peraturan Perusahaan BPD Kaltim yang akan habis masa berlakunya
pada tanggal 01 Juni 2016 sebagai pedoman bagi pegawai untuk menjalankan hak dan
kewajibannya.
e. Implementasi pemenuhan Kebutuhan
Kompetensi Jabatan KKJ seluruh lini jabatan yang telah disusun sesuai dengan Kamus
Kompetensi yang dimiliki oleh BPD Kaltim dengan langkah langkah pemberian pendidikan
pelatihan bagi pegawai, rotasi secara generalis untuk tenaga pelaksana dengan tujuan penyiapan
kader kader pada masa mendatang, sertiikasi bidang, konseling pegawai dan pengukuran
kompetensi melalui assessment Center.
f. Penyusunan perhitungan perencanaan
kebutuhan pegawai berdasarkan Work Load Analysis WLA dengan tujuan untuk menentukan
proyeksi kebutuhan pegawai secara akurat sehingga akan berpengaruh pada eisiensi biaya
tenaga kerja dan menambah motivasi pegawai karena beban kerja setiap pegawai telah dapat
diperhitungkan secara matang.
g. Melakukan mutasi sebagai sarana evaluasi pegawai, pengembangan pegawai dan
pemenuhan struktur organisasi. h. Melakukan rekrutmen pegawai yang transparan,
obyektif dan independen untuk memperoleh kandidat pegawai yang bermutu dan
berintegritas tinggi.
i. Melaksanakan Assesment Center bagi calon
pejabat di eselon IV, III, II, dan I disesuaikan dengan kebutuhan kompetensi jabatan masing
masing jabatan.
j. Implementasi perubahan status Pegawai Kontrak Administrasi menjadi Pegawai Tetap
Masa Pensiun 40 Tahun. k. Pengawasan terhadap Pelaksanaan Penyerahan
Pekerjaan Kepada Perusahaan lain Alih Daya Resources adapted to the regulations that set by the
government and the Financial Services Authority in order to get the operational management of
human resources in accordance with the principles of Good Corporate Governance GCG.
d. Review and update of BPD Kaltim company regulations which will expire on June 1, 2016 as a
guideline for employees to exercise their rights and obligations.
e. Implementation of Position Competency Needs KKJ fulfillment in entire line of positions that have
been prepared in accordance with the Dictionary of competencies owned by BPD Kaltim with providing
education and training for employees, rotated generalist for executive personnel with the aim of
setting up cadres in the future, sector certification, employee counseling and measurement of
competencies through the assessment center.
f. Preparation of planning calculation based on the
needs of employees’ Work Load Analysis WLA in order to determine accurately the projection of
employees needs that would affect the efficiency of labor costs and increase employee motivation
because of the workload of each employee would be calculated carefully.
g. Mutation as a tool of employee evaluation, employee development and fulfillment of
organizational structure. h. Doing recruitment that transparent, objective and
independent to obtain quality and high integrity employee candidates.
i. Implement the Assessment Center for prospective
officials at echelon IV, III, II and I adapted to the needs of each job competency.
j. Implementation the changes of status from honorary administrative employees become
Permanent Employees with 40 Years Retirement. k. Supervision on the implementation of Works
handover To Other Companies outsourcing
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outsoursing serta menyiapkan Buku Peraturan Perusahaan yang mengatur mengenai
Pengelolaan Tenaga Kerja Alih Daya sehingga dapat tercipta kerjasama dengan Perusahaan
Penyedia Tenaga Alih Daya yang selaras dan mendukung kegiatan operasional BPD Kaltim
serta memiliki langkah mitigasi terhadap potensi permasalahan alih daya pada masa mendatang.
Program Riset Budaya Perusahaan
Sesuai dengan Blue Print Human Capital Transformation, BPD Kaltim berkomitmen
melaksanakan transformasiHuman Capital dan transformasi budaya perusahaan sebagai satu
kesatuan yang terintegrasi, terukur, sistematis dan komprehensif. Dengan strategi pada pilar
pertama yaitu ”Budaya Perusahaan Pembelajaran” yaitu membangun budaya korporat melalui
pengembangan nilai-nilai dan budaya 6C secara sistematis melalui komunikasi intensif, kontekstual
reward consequence dan adanya panutan role model.
A. Program internalisasi budaya kerja Untuk merealisasikan program transformasi
budaya kerja BPD Kaltim, maka Divisi Human Capital melalui departemen pendidikan
Pelatihan melaksanakan Program Pengukuran Inisiatif Program Internalisasi Budaya Kerja bagi
Pegawai Sesuai Nilai-nilaiCore Value BPD Kaltim, dengan alur program sebagai berikut.
and prepare the Companies Rule Book which regulates the Outsourcing Labor management to
create harmony in partnership with the provider company of the outsourced personnel and support
the operational activities of BPD Kaltim and have mitigation againts potential problems of
outsourcing in the future.
Corporate Culture Research Program
In accordance with the Human Capital Transformation Blueprint, BPD Kaltim is committed to implement
Human Capital transformation and transformation of the company culture as one entity that integrate,
measurable, systematic and comprehensive. With the strategy of the first pillar, namely “Corporate Culture
and Learning” that aim to build a corporate culture through the development of 6C cultural and values
systematically through intensive communication, contextual reward and consequence and the
existance of role model.
A. Internalization Work Culture Program To realize BPD Kaltim work culture transformation
program, the Division of Human Capital through the Department of Education Training implementing
the Measurement Initiatives Program, Work Culture Internalization Program for employee According
Values Core Value of BPD Kaltim, the plot is as follows :
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Kondisi Saat Ini
Existing Condition
Pengukuran Budaya Kerja
Work Culture Measurement
Kondisi Yang
Diinginkan
Ideal Condition
Pengembangan Program
Developing Program
Program Eksekusi
Execution the Program
Evaluasi
Evaluation
Perlunya pengukuran
internalisasi budaya kerja
bagi pegawai BPD Kaltim
Importance of measurement
Work Culture internalization
For Employees of BPD Kaltim
Pengumpulan data dan
melakukan analisa awal
terhadap kondisi budaya saat ini
Data collection and analysis of
the beginning of the current culture
conditions
Membuat dan merumuskan solusi
program yang sesuai dengan
kondisi budaya dan tantangan yang
dihadapi saat ini
Create and formulate program solutions in
accordance with the culture conditions and
challenges that appear nowadays
Pelaksanaan program
Transformasi Budaya Kerja
Bankaltim
Implementation of BanKaltim
Work Culture Transformation
Program
Melakukan evaluasi
terhadap keseluruhan
program yang telah dijalankan
An evaluation of the entire program that
has been executed
Implementasi budaya kerja
yang sesuai dengan Core
Values BPD Kaltim
Work culture implementation in
accordance with the Core Values of
BPD Kaltim
B. Pelaksanaan Pada Tahap awal, telah dilaksanakan Program
pengukuran budaya kerjaOrganization Culture Health Index OCHI, yang dilaksanakan secara
online selama 01 satu bulan, dimulai pada awal Bulan Desember 2015 yang melibatkan seluruh
pegawai BPD Kaltim dengan jumlah responden mencapai 70 dan tingkat validasi 95.
Pada tahapan ini menghasilkan informasi berupa tingkat entropi organisasi yang menunjukan
adanya energi yang terpakai untuk kegiatan tidak produktif dilingkungan kerja, faktor yang
berpotensi menghambat budaya kerja yang sehat, dan harapan pegawai terhadap budaya
organisasi, serta gambaran implementasi core value 6C oleh seluruh pegawai BPD Kaltim
yang belum maksimal.
Hasil program pengukuran budaya kerja tersebut, menjadi dasar dalam penentuan
program selanjutnya dI Tahun 2016 sesuai alur program diatas untuk menginternalisasi Budaya
Kerja 6C. Sehingga pada akhirnya menciptakan keselarasan antara manajemen dan seluruh
lapisan pegawai dalam rangka menujukkan citra perusahaan yang positif dan meningkatkan
engagement pegawai, memaksimalkan kinerja sesuai dengan visi, misi dan sasaran strategis
BPD Kaltim, dan seluruh pegawai BPD kaltim memiliki values nilai-nilai utama yang sama
sebagai dasar membangun budaya kerja yang kuat dan mengakar serta mampu membuat
perbedaan. B. Implementation
At the initial stage, have been implemented measurement program of work culture
Organizational Culture Health Index Ochi, that conducted online for 1 one month, starting in early
December 2015 and involving all employees of BPD Kaltim with the number of respondents up to 70
and the validation rate of 95.
This stage generates information such as the level of organization entropy that shows the existing
energy used for unproductive activities in the work environment, a factor that potentially hinder the
healthy of work culture, and employee expectations of organizational culture, and the description of the
implementation of core values 6C by all employees of BPD Kaltim that has not been maximum.
The results of the work culture measurement program, become the basis in determining the next
program in 2016 corresponding with program flow that mentioned above, to internalize Work Culture
6C. In the end, the harmony between management and all levels of employees will be created in order
to show a positive company images and to increase employees engagement, maximize the performance
in line with BPD Kaltim vision, mission and strategic objectives, and all employees of BPD Kaltim own the
same values the core values as the basic to build strong and rooted work culture as well as to be able
to make a difference.
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Economic Highlight
Kepatuhan Dan Manajemen Risiko
Teknologi Informasi dan Jaringan
Teknologi Informasi dan Jaringan
Kepatuhan dan Manajemen Resiko
Compliance And Risk Management
APRIANSYAH
Direktur Umum General Affairs Director
“Prinsip-prinsip Tata Kelola Perusahaan yang baik
Good Corporate Governance dilaksanakan oleh segenap elemen
BPD Kaltim dalam bidang operasional maupun non-operasional yang
didukung pula dengan penerapan manajemen risiko yang komprehensif
khususnya dalam menghadapi kondisi ekonomi yang kurang
menguntungkan.” “Principles of Good Corporate
Governance implemented by all elements of BPD Kaltim in the field
of operational and non-operational which is also supported by the
implementation of comprehensive risk management, especially in the face of
unfavorable economic conditions.”
ANDI HADIWIJAYA
Direktur Kepatuhan Compliance Director
163 183
Tata Kelola Perusahaan Yang Baik Compliance and Risk Management
Manajemen Risiko Risk Management
Kepatuhan dan Manajemen Risiko
Compliance and Risk Management
Tantangan ekonomi global merupakan masih menjadi perhatian utama para pelaku usaha untuk
bisa tanggap dan mampu mengambil strategi terbaik guna menjaga stabilitas usahanya. Dalam
menghadapi tantangan tersebut perusahaan harus memiliki tata kelola perusahaan yang baik Good
Corporate Governance dan manajemen risiko yang handal sebagai pondasi dalam menyusun berbagai
strateginya.
BPD Kaltim senantiasa melaksanakan prinsi-prinsip tata kelola perusahaan yang baik dalam setiap level
organsiasi, diiringi dengan praktek manajemen risiko yang bersinergis untuk mengelola Bank secara
baik dan sehat. Hal ini didasarkan pada keyakinan bahwa implementasi tata kelola perusahaan dan
manajemen risiko yang baik merupakan pondasi ketahanan Bank di tengah lingkungan usaha yang
semakin dinamis dan kompetitif.
Tata Kelola Perusahaan Yang Baik
BPD Kaltim menjalankanpraktek kegiatan perbankan dengan menerapkan 5 lima Prinsip wajib tata kelola
perusahaan, yaitu; Keterbukaan Transparancy, Akuntabilitas Accountability, Tanggung Jawab
Responsibility, Independensi Independency danKewajaran Fairness. Dengan tata kelola
perusahaan yang baik diharapkan dapat menurunkan kompeksitas risiko, meningkatkan kepatuhan
terhadap peraturan perundang-undangan yang berlaku serta dapat meningkatkan kepercayaan dan
melindungi kepentingan stakeholders.
Penerapan prinsip tata kelola perusahaan didasarkan kepada landasan peraturan perundang-undangan
yang berlaku di industri perbankan indonesia, antara lain:
- Peraturan Bank Indonesia No. 84PBI2006 dan
No. 814PBI2006 tentang Perubahan Atas Peraturan Bank Indonesia No. 84PBI2006
tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum.
- Peraturan Bank Indonesia Nomor 131PBI2011
Tanggal 5 Januari 2011 Tentang Penilaian Tingkat Kesehatan Bank Umum.
- Surat Edaran Bank Indonesia No. 1515DPNP Tanggal 29 April 2013 perihal pelaksanaan Good
Corporate Governance bagi Bank Umum. - Surat Edaran Bank Indonesia No. 1324DPNP
Tanggal 25 Oktober 2011 tentang Penilaian Tingkat Kesehatan Bank Umum.
Global economic challenges is still a major concern of business actor to be responsive and able to take the
best strategies in order to maintain the stability of its business. In the face of these challenges, companies
must have reliabel good corporate governance GCG and risk management as a foundation in formulating
various strategies.
BPD Kaltim continue to implement the principles of good corporate governance in all levels of the
organization, accompanied by the risk management practices in synergism to manage the Bank in good and
healthy. It is based on the belief that the implementation of corporate governance and risk management is the
foundation of the resilience of banks in the middle of the business environment which is more dynamic and
competitive.
Good Corporate Governance
BPD Kaltim practicing banking activities by implementing five 5 mandatory Principles of corporate
governance, namely; Transparency, Accountability, Responsibility, independency and fairness. With
good corporate governance, expected to reduce the complexity of risk, improve compliance with legislation
and regulations, and help to build confidence and protect the interests of stakeholders.
The implementation of GCG principles are based on a foundation of legislation in force in the Indonesian
banking industry, among other:
- Bank Indonesia Regulation No. 84 PBI 2006 and No. 814PBI 2006 on Amendment to Bank
Indonesia Regulation No. 84PBI2006 concerning on Implementation of Good Corporate Governance
for Commercial Banks.
- Bank Indonesia Regulation No. 131PBI2011 on January 5, 2011 concerning on Commercial Banks
Soundness Level Assessment. - Circular Letter of Bank Indonesia No. 1515DPNP on
April 29, 2013 regarding the implementation of Good Corporate Governance in Commercial Banks.
- Circular Letter of Bank Indonesia No. 1324DPNP on October 25, 2011 regarding Assessment of
Commercial Bank Soundness Level
163
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Kegiatan penilaian Good Corporate Governance, diawali dengan melakukan self assessment
terhadap Dewan Pengawas, Direksi, Komite-Komite, Kepatuhan dan Manajemen Risiko, Audit Internal dan
Eksternal, transparansi kondisi keuangan termasuk penyediaan dana besar dan rencana strategik bank.
Hasil penilaian ini yang kemudian dapat menjadi tolak ukur apakah sebuah bank tersebut mempunyai
tata kelola yang baik atau pun tidak. Dan melalui penilaian ini pula dapat diambil langkah-langkah
perbaikan dan pencegahan yang nantinya dapat membuat bank tersebut menjadi lebih baik dimasa
yang akan datang. Tentunyamenjadi tugas bagi seluruh pegawai untuk tetap mempertahankan
budaya yang baik bagi bank, sehingga diharapkan dapat meningkatkan kepercayaan masyarakat dan
komitmennya kepada BPD Kaltim sebagai Bank Daerah.
Pelaksana Fungsi Kepatuhan dan Manajemen Risiko
Dalam pelaksanaan kepatuhan dan manajemen risiko, BPD Kaltim memiliki Direktorat Kepatuhan
yang membawahi unit kerja Divisi Kepatuhan dan Manajemen Risiko.
Direktur yang membawahi Direktorat Kepatuhan adalah Roosita Margaretha yang habis masa
tugasnya pada 12 Oktober 2015. Berdasarkan Surat Keputusan Gubernur Provinsi Kalimantan Timur
Nomor: 821K.6612015 tentang Pemberhentian dan Penunjukan Pelaksana Tugas Direktur
Kepatuhan Bank Pembangunan Daerah Kalimantan Timur yang ditetapkan pada 13 Oktober 2015, maka
Roosita Margaretha menjadi Plt. Direktur Kepatuhan hingga dilantiknya Andi Hadiwijaya sebagai Direktur
Kepatuhan deinitif pada 28 Desember 2015.
• Kepatuhan • Administrasi
Kepatuhan • Compliance
• Administrative Compliance
• Manajemen Risiko Pasar | Market Risk Management
• Manajemen Risiko Kredit | Credit Risk Management
• Manajemen Risiko Likuiditas | Liquidity Risk Management
• Manajemen Risiko Operasional Lainnya |
Operasional Risk Other Management
• Administrasi Manajemen Risiko |
Risk Management Administration
• Kepatuhan Syariah | Sharia Compliance
• Manajemen Risiko Syariah |
Sharia Risk Management
• Administrasi Kepatuhan Manajemen Risiko
Syariah | Compliance
Administration Sharia Risk Management
Garis Komando Command line
Garis Koordinasi Coordinate lines
KETERANGAN: EXPLANATION:
DEPARTEMEN KEPATUHAN
MANAJEMEN RISIKO SYARIAH
DIVISI KEPATUHAN MANAJEMEN RISIKO
COMPLIANCE MANAGEMENT RISK
DIVISION DIREKTUR
KEPATUHAN
DEPARTEMEN MANAJEMEN
RISIKO DEPARTEMEN
KEPATUHAN COMPLIANCE
DIRECTOR
C OMPLIANCE
DEPARTMENT MANAGEMENT RISK
DEPARTEMENT Compliance
Department Sharia Risk Management
The activities of Good Corporate Gorvernance assessment begins with self assessment on the
Supervisory Board, Board of Directors, Committees, Compliance and Risk Management, Internal and
External Audits, financial transparency including large exposure and strategic plans of bank. The result of this
assessment can be a benchmark whether a bank has a good corporate governance or not. And through the
assessment, improvement and preventive measures which could make the bank better in the future. It
certainly becomes the employees’ responsibility to maintain good culture for the bank; therefore, it can
increase public trust and their commitment to BPD Kaltim as a regional bank.
Compliance and Risk Management Function Implementer
In the implementation of compliance and risk management, BPD Kaltim have the Compliance
Directorate which oversees the work unit of Compliance and Risk Management Division.
Director of the Directorate of Compliance is Roosita Margaretha which is completing his mission on
October 12, 2015. Based on the Decree of the Governor of East Kalimantan Province No. 821 K.661 2015 on
the dismissal and appointment of Acting Compliance Director of Bank Pembangunan Daerah Kalimantan
Timur set on October 13, 2015, then Roosita Margaretha became Acting Compliance Director until
the the inauguration of Andi Hadiwijaya as definitive Compliance Director on December 28, 2015.
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Pengawasan Aktif Dewan Pengawas Pengawasan aktif dilaksanakan oleh Dewan
Pengawas BPD kaltim melalui langkah-langkah berikut:
a. Menetapkan kebijakan umum, menjalankan
pengawasan, pengendalian dan pembinaan berdasarkan ketentuan perundang-undangan
yang berlaku; b. Memastikan terselenggaranya pelaksanaan GCG
dalam setiap kegiatan usaha bank pada seluruh tingkatan atau jenjang organisasi;
c. Melaksanakan pengawasan terhadap
pelaksanaan tugas dan tanggung jawab Direksi serta memberikan nasehat kepada Direksi;
d. Menyetujui dan melakukan pengawasan
terhadap pelaksanaan rencana bisnis bank; e.
Membentuk dan memastikan efektivitas pelaksanaan tugas dari Komite Audit, Komite
Pemantau Risiko dan Komite Remunerasi dan Nominasi;
f. Menyediakan waktu yang cukup untuk melaksanakan tugas dan tanggung jawabnya
secara optimal. Terhadap kebijakan yang menyangkut kegiatan
operasional Bank, Dewan Pengawas tidak pernah memberikan rekomendasi, akan tetapi terbatas pada
penyediaan dana kepada pihak tekait serta dalam melakukan tugas pengawasan, Dewan Pengawas
mengarahkan dan memantau terhadap pelaksanaan kebijakan Bank, Dewan Pengawas dapat melakukan
evaluasi serta menyetujui rencana bisnis bank.
Pelaksanaan Tugas dan Tanggung Jawab Dewan Pengawas dan Direksi
No. Keterangan | Remarks
Dewan Pengawas | Supervisory Board Direksi | Board of Director
1. Jumlah |
Quantity 2 dua orang |
2 two persons 5 lima orang |
5 five persons 2.
Komposisi | Composition
• Ketua Dewan Pengawas | Chairman of Supervisory Board
- H. Sulaiman Gafur periode tahun 2015-2018 |
tenure 2015-2018 • Anggota Dewan Pengawas Independen |
Member of Independent Supervisory Board
- H. Mardeksyah Bajurie periode tahun 2014-2017 |
tenure 2014-2017 • Direktur Utama |
President Director H. Zainuddin Fanani
periode tahun 2015-2019 | tenure 2015-2019
• Direktur Kredit | Credit Director
Ismunandar Azis periode tahun 2014-2018 |
tenure 2014-2018 • Direktur Operasional |
Operational Director H. Apriansyah
periode tahun 2012-2016 | tenure 2012-2016
• Direktur Syariah Human Capital | Sharia and Human Capital Director Hairuzzaman
periode tahun 2015-2019 | tenure 2015-2019
• Direktur Kepatuhan | Compliance Director
Andi Hadiwijaya periode tahun 2015-2019 |
tenure 2015-2019
Active supervision of the Supervisory Board Active supervision conducted by the Supervisory
Board of BPD Kaltim through the following steps:
a. Sets general policy, carry out monitoring, control and guidance based on the provisions of the applicable
legislation; b. Ensure the implementation of GCG in every bank’s
business activities at all levels of the organization; c. Conduct supervision to the performance of duties and
responsibilities of the Board of Directors and provide advice to the Board of Directors;
d. Approve and supervise the implementation of bank’s business plan;
e. Establish and ensure the effectiveness of implementation of the duties of the Audit Committee,
Risk Monitoring Committee and Remuneration and Nomination Committee;
f. Provide sufficient time to carry out their duties and responsibilities optimally.
Supervisory Board never provide recommendations on policies relating to the operations of the Bank, but
limited to the provision of funds to related parties and to perform supervisory duties, the Supervisory Board
directs and monitors the implementation of the Bank’s policies, and the Supervisory Board can evaluate and
approve the bank business plan.
Duties and Responsibilities of the Board of Supervisory and Directors
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a Tugas dan tanggung jawab a Duties and Responsibilities
No. Keterangan | Remarks
Dewan Pengawas | Supervisory Boards Direksi | Board of Director
3 Kriteria |
Criteria • Warga Negara Indonesia yang bertaqwa kepada Tuhan Yang Maha Esa; |
Indonesian citizens who devout to god the almighty • Memiliki dedikasi tinggi, cakap dan mempunyai kemampuan untuk
menjalankan kebijakan pemegang saham dalam melakukan pembinaan dan pengawasan Bank; |
Highly dedicated, competent and capable to comply with the shareholders’ policy in advising and supervising the Bank.
• Memiliki pengetahuan dibidang keuangan dan perbankan serta mempunyai akhlak dan moral yang baik; |
Having knowledge in finance and banking and having good charácter and moral;
• Memenuhi persyaratan telah lulus Penilaian Kemampuan dan Kepatutan Fit and Proper Test sesuai dengan Ketentuan Bank Indonesia; |
Qualifying and having passed the fit and proper test based on the provisión of Bank
Indonesia. • Warga Negara Indonesia yang bertaqwa kepada Tuhan Yang Maha Esa; |
Indonesian citizens who devout to god the almighty • Memiliki pengalaman kerja paling kurang 15 lima belas tahun pada
lembaga keuanganperbankan; | Having work experience at least 15 fifteen
years in finance banking institution. • Memiliki pengalaman paling kurang 5 lima tahun di bidang operasional
sebagai Pejabat Eksekutif Bank; | Having experience at least 5 five years in
operational sector as a bank executive officer. • Memenuhi persyaratan telah Lulus Penilaian Kemampuan dan Kepatutan
Fit and Proper Test sesuai dengan ketentuan Bank Indonesia; | Qualifying
and having passed the fit and proper test based on the provision of Bank Indonesia.
4 Independensi Anggota
Members of Independent Dewan Pengawas BPD Kaltim : |
Supervisory Board of BPD Kaltim: • Tidak merangkap jabatan pada 1 satu atau lebih lembagaperusahaan
keuangan lain, baik yang berkedudukan di dalam maupun di luar negeri; |
Not officiating double positions in 1 one or more other finance institutions companies, domiciled either inside or outside the country.
• Tidak memiliki hubungan keuangan, hubungan kepengurusan, kepemilikan saham maupun hubungan keluarga dengan anggota
Dewan Pengawas lainnya, Direksi atau hubungan dengan Bank sebagaimana ketentuan pelaksanaan GCG bagi Bank Umum; |
Not having financial, organizational relationship, shareholding relationship, or
family relationship with the other members of Supervisory Board, Board of Directors or relationship with the bank in accordance with the provision of
GCG implementation for comercial Banks;
• Tidak memiliki saham pada BPD Kaltim maupun pada bank danatau perusahaan lain, baik yang berkedudukan di dalam maupun di luar
negeri | Not having shares at BPD Kaltim or at the other Banks andor the
other companies, either inside or outside the country. Direksi BPD Kaltim : |
Board of Directors of BPD Kaltim: • Tidak memiliki saham yang melebihi 25 dua puluh lima perseratus
baik pada BPD Kaltim dan perusahaan lain, yang berkedudukan di dalam maupun di luar negeri; sesuai data per Desember 2015 |
Having shares not more than 25 twenty five per cent either in BPD Kaltim or in another
company, neither insidenor outside the country; acording to data per December 2015
• Tidak memiliki hubungan keuangan, dan hubungan keluarga dengan anggota Dewan Pengawas, anggota Direksi lain danatau pemegang
saham pengendali BPD Kaltim; | Not having financial relationship and
family relationship with the members of supervisory board, with the members of the other Board of Directors and or with the shareholders controlling of BPD
Kaltim; • Tidak merangkap jabatan sebagai anggota Dewan Pengawas, Direksi,
atau Pejabat Eksekutif pada bank, perusahaan danatau lembaga lain, baik yang berkedudukan di dalam maupun di luar negeri; |
Not officiating double positions as the member of Supervisory Board, Board of Directors, or
Executive Officer at the other banks, companies andor institutions, either inside or outside the country.
Dewan Pengawas | Supervisory Boards Direksi | Board of Director
• Menetapkan kebijakan umum, menjalankan pengawasan, pengendalian dan pembinaan berdasarkan ketentuan perundang-undangan yang
berlaku; | Establishing general policy, working on supervisión, control and
fostering based on the pertinent laws and regulation • Memastikan terselenggaranya pelaksanaan GCG dalam setiap kegiatan
usaha bank pada seluruh tingkatan atau jenjang organisasi; | Ensuring
the implementation of GCG in every bank business activity on all levels or organizational levels;
• Melaksanakan pengawasan terhadap pelaksanaan tugas dan tanggung jawab Direksi serta memberikan nasehat kepada Direksi; |
Working on the supervisión upon the implementation board of directors’ duty and responsibility
and giving advice to the Board of Directors; • Menyetujui dan melakukan pengawasan terhadap pelaksanaan rencana
bisnis bank; | Approving and supervising the implementation of bank business
plan; • Membentuk dan memastikan efektivitas pelaksanaan tugas dari Komite
Audit, Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi; |
Establishing and ensuring the effectivity of the Audit Committees’, the Risk Monitoring Committees’, and Remuneration and Nomination Committees’ job
implementation; • Menyediakan waktu yang cukup untuk melaksanakan tugas dan tanggung
jawabnya secara optimal. | Making enough time to implement the duty and
the responsibility as well as possible. • Mengelola BPD Kaltim sesuai dengan kewenangan dan tanggungjawabnya
sebagaimana diatur dalam anggaran dasar dan peraturan perundang- undangan yang berlaku; |
Managing BPD Kaltim pursuant to the authority and the responsibility as it is arranged in the articles of association and the pertinent
laws and regulation; • Memimpin, mengurus dan melaksanakan kebijakan umum bank sesuai
dengan misi dan fungsi bank; | Leading, managing and complying with
general policy of the bank based on the misión and function of the bank; • Melaksanakan prinsip-prinsip GCG dalam setiap kegiatan usaha pada
seluruh tingkatan atau jenjang Organisasi BPD Kaltim; | Performing the
principles of GCG in every business activity on all levels or organizational levels; • Bertanggungjawab penuh atas pelaksanaan kepengurusan Bank dan
wajib mempertanggung jawabkan pelaksanaan tugasnya kepada pemegang saham melalui RUPS; |
Fully responsible for the implementation of Bank organization and must account the implementation of his duty to the
shareholders in General Meeting of Shareholders; • Menerapkan prinsip kehati-hatian dalam penyediaan dana termasuk
diversiikasi portofolio atas penyediaan dana yang diberikan.| Applying
precautionary principles in the provision of fund including portfolio diversification for the fund provision given.
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1. Dalam melaksanakan fungsi pengendalian intern Bank, Dewan Pengawas didukung oleh
Komite-Komite Dewan Pengawas sebagai berikut:
a Komite Audit a.1 Struktur, keanggotaan, keahlian, dan
independensi anggota pada posisi sampai dengan Desember 2015
Struktur • Ketua Komite : Dewan Pengawas
Independen • Anggota Komite : Pihak Independen,
berasal dari mantan Pejabat Eksekutif BPD Kaltim yang telah melalui masa
cooling off lebih dari 6 enam bulan. • Anggota Komite : Pihak Independen,
berasal dari mantan Pejabat Eksekutif BPD Kaltim yang telah melalui masa
cooling off lebih dari 6 enam bulan.
Keanggotaan Masa jabatan anggota Komite Audit
adalah 3 tiga tahun dan dapat diangkat kembali untuk 1 satu kali masa jabatan
berikutnya.
Susunan keanggotaan Komite Audit posisi sampai dengan Desember 2015
adalah: • Ketua Komite : H. Mardeksyah Bajurie
• Anggota Komite : Mariatul Kiftiah
: Retno Yuliastuti Keahlian
Ketua Komite : Bidang Kepatuhan dan Risiko Anggota Komite 1 : Bidang Audit Akuntansi
Anggota Komite 2 : Bidang Audit Akuntansi
Independensi • Tidak memiliki hubungan keuangan,
kepengurusan, kepemilikan saham danatau hubungan keluarga dengan
Dewan Pengawas, Direksi danatau Pemegang saham Pengendali BPD
Kaltim;
• Tidak merangkap jabatan pada BPD Kaltim, Bank lain, baik yang
berkedudukan di dalam maupun di luar negeri.
a.2 Tugas dan tanggung jawab • Melakukan pemantauan dan evaluasi
atas perencanaan dan pelaksanaan audit terhadap standar audit yang
1. In carrying out the Bank’s internal control function, supervisory Board supported by the Supervisory Board
Committees as follows: a Audit Committee
a.1 The structure, membership, expertise and
independence of members in the position until December 2015
Structure • Chairman of the Committee: Independent
Supervisory Board • Members of the Committee: Independent Party,
originated from former of BPD Kaltim Executive Officers who have been through a cooling off
period of more than six 6 months. • Members of the Committee: Independent Party,
originated from former of BPD Kaltim Executive Officers who have been through a cooling off
period of more than six 6 months.
Membership Tenure of Audit Committee members is three 3
years and may be reappointed for 1 one more tenure.
The composition of the Audit Committee position until December 2014 is:
• Chairman of the Committee: H. Mardeksyah Bajurie • Members of the Committee: Mariatul Kiftiah
: Retno Yuliastuti Expertise
Committee Chairman: Sector Compliance and Risk Committee Member 1: Sector of Audit Accounting
Committee Member 2: Sector of Audit Accounting
Independency • Does not have inancial, management, share
ownership and or family relationship with the Supervisory Board, the Board of Directors and or
Controlling shareholder of BPD Kaltim;
• Do not hold double positions on BPD Kaltim, another bank, both domestic and abroad.
a. 2 Duties and responsibilities • Monitor and evaluate the planning and
implementation of the audit about applicable audit standards as well as monitoring on the
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berlaku serta pemantauan atas tindak lanjut hasil audit dalam rangka menilai
kecukupan pengendalian intern; • Pemantauan dan evaluasi pelaksanaan
audit oleh Akuntan Publik dengan standar audit yang berlaku;
• Memantau dan
mengevaluasi kesesuaian laporan keuangan dengan
standar yang berlaku; • Memberikan rekomendasi mengenai
penunjukan dan pemberhentian Audit Ekstern;
• Mengevaluasi pelaksanaan tugas SKAI terhadap Standar Audit yang berlaku;
• PemantauanEvaluasi Pelaksanaan
Audit oleh Akuntan Ekstern sesuai Standar Audit yang berlaku;
• PemantauanEvaluasi kesesuaian
laporan keuangan dengan Standar yang berlaku;
• PemantauanEvaluasi Pelaksanaan
tindak lanjut oleh ManajemenDireksi. a.3 Frekuensi rapat
Rapat dilakukan minimal 1 satu kali dalam sebulan dan rapat yang dilakukan
selama tahun 2015 adalah sebagai berikut:
No. Tanggal | Date
Keterangan | Remarks 1.
22 Januari 2015 January 22, 2105
Rapat Bulanan Januari 2015 Monthly meeting January 2015
2. 18 Februari 2015
February 18, 2015 Rapat Bulanan Februari 2015
Monthly meeting February 2015 3.
24 Maret 2015 March 24, 2015
Rapat Bulanan Maret 2015 Monthly meeting March 2015
4. 13 April 2015
April 13, 2015 Rapat Bulanan April 2015
Monthly meeting April 2015 5.
18 Mei 2015 May 18, 2015
Rapat Bulanan Mei 2015 Monthly meeting May 2015
6. 16 Juni 2015
June 16, 2015 Rapat Bulanan Juni 2015
Monthly meeting June 2015 7.
23 Juli 2015 July 23, 2015
Rapat Bulanan Juli 2015 Monthly meeting July 2015
8. 20 Agustus 2015
August 20, 2015 Rapat Bulanan Agustus 2015
Monthly meeting August 2015 9.
21 September 2015 September 21, 2015
Rapat Bulanan September 2015 Monthly meeting September 2015
10. 22 Oktober 2015
October 22, 2015 Rapat Bulanan Oktober 2015
Monthly meeting October 2015 11.
23 November 2015 November 23, 2015
Rapat Bulanan November 2015 Monthly meeting November 2015
12. 21 Desember 2015
December 21, 2015 Rapat Bulanan Desember 2015
Monthly meeting December 2015
follow-up results of the audit in order to assess the adequacy of internal controls;
• Monitoring and Evaluating the implementation of audit by public accountant with the applicable
standard audit; • Monitoring and evaluating the suitability
of financial statements with the applicable standardization;
• Giving recommendation concerning the appointment and the dismissal of the external
audit; • Evaluating the implementation of task handled
by Internal Audit Work Unit SKAI about the applicable standard audit;
• Monitoring evaluating the implementation of audit made by the external audit base don the
applicable standard audit; • Monitoringevaluating the suitability of inancial
statements with the applicable standardization; • Monitoringevaluating the implementation of the
follow-up made by the management Board of Directors.
a. 3 The Frequency of Meetings Meeting is conducted at least once in a month and
meetings conducted during 2015 were as follows:
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a. 4 Program kerja dan realisasinya Program kerja Komite Pemantau Risiko
tahun 2016 dan realisasi program kerja tahun 2014 disampaikan lebih
lengkap dalam Laporan Good Corporate Governance GCG BPD Kaltim Tahun
2015.
b Komite Pemantau Risiko b.1 Struktur, keanggotaan, keahlian, dan
independensi anggota pada posisi sampai dengan Desember 2015
Struktur • Ketua Komite : Dewan Pengawas
Independen • Anggota Komite : Pihak Independen
berasal dari mantan Pejabat Eksekutif Bank BPD Kaltim.
• Anggota Komite : Pihak Independen berasal dari Akademisi.
Keanggotaan Masa jabatan anggota Komite Pemantau
Risiko adalah 3 tiga tahun dan dapat diangkat kembali untuk 1 satu kali masa
jabatan berikutnya.
Ketua Komite : H. Mardeksyah Bajurie Anggota Komite : Sudarmo
: Sugeng Hariyadi Keahlian
Ketua Komite : Bidang Kepatuhan dan Risiko Anggota Komite 1 : Bidang Manajemen Risiko
Anggota Komite 2 : Bidang Ekonomi Independensi
• Tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham
danatau hubungan keluarga dengan Dewan Pengawas, Direksi danatau
Pemegang saham Pengendali BPD Kaltim;
• Rangkap jabatan yang dimiliki oleh anggota Komite telah
memperhatikan kompetensi, kriteria independensi, kerahasiaan, kode
etik dan pelaksanaan tugas dan tanggung jawab serta telah mengacu
pada ketentuan Bank Indonesia tentang pelaksanaan Good Corporate
Governance Bagi Bank Umum. a. 4 Work Program and realization
The work program of the Risk Monitoring Committee in 2016 and the realization of the work program in
2014 presented more completely in the Statement of Good Corporate Governance GCG of BPD Kaltim
year 2015.
b Risk Monitoring Committee b.1 Structure, membership, skill, and independency
of members on the position until December 2015
Structure • Chairman of Committee : Independent
Supervisory Board • Members of Committee : Independent party
coming from the former of Bank Executive Officers of BPD Kaltim.
• Members of Committee : Independent party coming from Academicians.
Membership The members of Risk Monitoring Committee’s
tenure is 3 three years and can be promoted again for one more tenure.
Chairman of Committee : H. Mardeksyah Bajurie Members of Committee : Sudarmo
: Sugeng Hariyadi Expertise
Committee Chairman: Sector of Compliance and Risk
Committee Member 1: Sector of Risk Management
Committee Member 2: Sector of Economics
Independency • Unrelated inancial, management, share
ownership and or family relationship with the Supervisory Board, the Board of Directors
and or Controlling shareholder of BPD Kaltim;
• Double positions held by members of the Committee had been considering the
competence, independence criteria, secrecy, code of conduct and execution of tasks
and responsibilities as well have been referring to Bank Indonesia regulation on
the implementation of Good Corporate Governance for Commercial Banks.
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b.2 Tugas dan tanggung jawab • Mempelajari kebijakan manajemen
risiko yang ditetapkan oleh perusahaan
• Memantau dan mengevaluasi laporan manajemen risiko yang dikirim ke
Bank Indonesia • Mengevaluasi
kinerja Komite
Manajemen Risiko dan SKMR pada Divisi Kepatuhan dan Manajemen
Risiko • Menyampaikan laporan hasil evaluasi
tersebut kepada Dewan Pengawas • Melakukan self assessment terhadap
kinerja Komite Pemantau Risiko • Melakukan pemantauan setidaknya 4
dari 8 jenis risiko bank b.3 Frekuensi rapat
Rapat dilakukan minimal 1 satu kali dalam sebulan dan rapat yang dilakukan
selama tahun 2015 adalah sebagai berikut:
No. Tanggal | Date
Keterangan | Remarks 1.
14 Januari 2015 January 14, 2105
Rapat BulananDesember 2014 Monthly meeting December 2014
2. 13 Februari 2015
February 13, 2015 Rapat Bulanan Januari 2015
Monthly meeting January 2015 3.
18 Maret 2015 March 18, 2015
Rapat Bulanan Februari 2015 Monthly meeting February 2015
4. 14 April 2015
April 14, 2015 Rapat Bulanan Maret 2015
Monthly meeting March 2015 5.
28 Mei 2015 May 28, 2015
Rapat Bulanan April 2015 Monthly meeting April 2015
6. 10 Juni 2015
June 10, 2015 Rapat Bulanan Mei 2015
Monthly meeting May 2015 7.
23 Juli 2015 July 23, 2015
Rapat Bulanan Juni 2015 Monthly meeting June 2015
8. 13 Agustus 2015
August 13, 2015 Rapat Bulanan Juli 2015
Monthly meeting July 2015 9.
31 Agustus 2015 August 31, 2015
Rapat Bulanan Agustus 2015 Monthly meeting August 2015
10. 07 September 2015
September 07, 2015 Rapat Bulanan September 2015
Monthly meeting September 2015 11.
09 November 2015 November 09, 2015
Rapat Bulanan Oktober 2015 Monthly meeting October 2015
b.2 Duty and Responsibility • Studying the risk management policy
arranged by the company; • Monitoring and evaluating the risk
management report which is sent to Bank Indonesia;
• Evaluating the performance of Risk Management Committee and Risk
Management Work Unit SKMR in Compliance Division and Risk
Management;
• Submitting report of the evaluation result to the Supervisory Board;
• Making self assessment about the performance of Risk Monitoring
Committee; • Monitoring at least 4 of 8 kinds of Bank
risks. b.3 Frequency of Meetings
Meeting is conducted at least once in a month and the meetings held in 2015 were
as follows:
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c Komite Remunerasi dan Nominasi c.1 Struktur, keanggotaan, keahlian, dan
independensi anggota pada posisi sampai dengan Desember 2015
Struktur Ketua
Komite : Dewan Pengawas Independen
Anggota Komite
: Anggota Dewan Pengawas BPD Kaltim
Anggota Komite
: Pejabat Eksekutif yang membawahi Sumber
Daya Manusia Pemimpin Divisi Sumber Daya Manusia BPD
Kaltim.
Keanggotaan Masa jabatan anggota Komite Pemantau
Risiko adalah 3 tiga tahun dan dapat diangkat kembali untuk 1 satu kali masa
jabatan berikutnya.
Ketua Komite : H. Sulaiman Gafur Anggota Komite : H. Mardeksyah Bajurie
: H. Andi Hadiwijaya Januari 2012 s.d.
28 Desember 2015 Keahlian
Ketua Komite : Bidang Ekonomi Anggota Komite 1 : Bidang Kepatuhan dan
Risiko Anggota Komite 2 : Bidang Manajemen
Independensi • Tidak memiliki hubungan keuangan,
kepengurusan, kepemilikan saham danatau hubungan keluarga dengan
Dewan Pengawas, Direksi danatau Pemegang saham Pengendali BPD
Kaltim;
• Rangkap jabatan yang dimiliki oleh anggota Komite telah memperhatikan
kompetensi, kriteria independensi, kerahasiaan, kode etik dan pelaksanaan
tugas dan tanggung jawab serta telah mengacu pada ketentuan Bank
Indonesia tentang pelaksanaan Good Corporate Governance Bagi Bank
Umum.
c.2 Tugas dan tanggung jawab • Melakukan
evaluasi terhadap
kebijakan remunerasi c Remuneration and Nomination Committee
c1 Structure, membership, expertise and
independence of members in the position until December 2015
Structure Chairman of the Committee: Independent
Monitoring Board Committee
members: Members of the Supervisory Board of BPD Kaltim
Committee members: Executive Officer in charge of Human Resources Head of Human
Resources Division of BPD Kaltim.
Membership Tenure of the Risk Monitoring Committee
members is three 3 years and can be reappointed for 1 one more tenure.
Chairman of the Committee: H. Sulaiman Gafur Members of the Committee: H. Mardeksyah
Bajurie : H. Andi Hadiwijaya January 2012 until December 28, 2015
Expertise Committee Chairman: Sector of Economics
Committee Member 1: Sector of Compliance and Risk
Committee Member 2: Sector of Management Independency
• Unrelated inancial, management, share ownership and or family relationship with
the Supervisory Board, the Board of Directors and or Controlling shareholder of BPD
Kaltim;
• Double positions held by members of the Committee had been considering
the competence, independence criteria, secrecy, code of conduct and execution of
tasks and responsibilities as well have been referring to Bank Indonesia regulation on
the implementation of Good Corporate Governance for Commercial Banks.
c.2 Duties and responsibilities • To evaluate the remuneration policy
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• Memberikan rekomendasi kepada Dewan Pengawas mengenai kebijakan
remunerasi Dewan Pengawas dan Direksi serta pejabat eksekutif dan
pegawai secara keseluruhan.
• Menyusun dan
memberikan rekomendasi mengenai sistem
serta prosedur pemilihan dan atau penggantian anggota Dewan
Pengawas dan Direksi kepada Dewan Pengawas untuk disampaikan kepada
Rapat Umum Pemegang Saham.
• Memberikan rekomendasi mengenai calon anggota Dewan Pengawas dan
atau Direksi kepada Dewan Pengawas untuk disampaikan kepada Rapat
Umum Pemegang Saham.
• Memberikan rekomendasi mengenai pihak independen yang akan menjadi
anggota komite kepada Dewan Pengawas.
c.3 Frekuensi rapat Rapat dilakukan minimal 1 satu kali
dalam sebulan dan rapat yang dilakukan oleh Komite Remunerasi dan Nominasi
selama tahun 2015 adalah sebagai berikut:
No. Tanggal | Date
Keterangan | Remarks 1.
07 Januari 2015 January 07, 2015
Rapat Bulanan Januari 2015 Monthly meeting January 2015
2. 03 Februari 2015
February 03, 2015 Rapat Bulanan Februari 2015
Monthly meeting February 2015 3.
26 Maret 2015 March 26, 2015
Rapat Bulanan Maret 2015 Monthly meeting March 2015
4. 28 April 2015
April 28,2015 Rapat Bulanan April 2015
Monthly meeting April 2015 5.
10 Juni 2015 June 10, 2015
Rapat Bulanan Mei 2015 Monthly meeting May 2015
6. 22 Juni 2015
June 22, 2015 Rapat Bulanan Juni 2015
Monthly meeting June 2015 7.
15 Juli 2015 July 15, 2015
Rapat Bulanan Juli 2015 Monthly meeting July 2015
8. 19 Agustus 2015
August 19, 2015 Rapat Bulanan Agustus 2015
Monthly meeting August 2015 9.
10 September 2015 September 10, 2015
Rapat Bulanan September 2015 Monthly meeting September 2015
10. 10 Oktober 2015
October 10, 2015 Rapat Bulanan Oktober 2015
Monthly meeting October 2015 11.
19 November 2015 November 19, 2015
Rapat Bulanan November 2015 Monthly meeting November 2015
12. 21 Desember 2015
December 21, 2015 Rapat Bulanan Desember 2015
Monthly meeting December 2015
• Provide recommendations
to the
Supervisory Board regarding the remuneration policy of the Board
Supervisory and the Board of Directors and executive officers and employees in general.
• Develop and provide recommendations about system and procedures of election
and or replacement of members of the Supervisory Board and the Board
of Directors to the Supervisory Board to be submitted to the General Meeting of
Shareholders.
• Provide recommendations regarding prospective members of the Supervisory
Board and or Board of Directors to the Supervisory Board to be submitted to the
General Meeting of Shareholders.
• Provide recommendations regarding an independent party who will be the
members of the committee to the Board Supervisory.
c3 Frequency of meetings Meeting is conducted at least once in a month
and the meetings held by the Remuneration and Nomination Committee for 2015 is as
follows:
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Penerapan Fungsi a. Fungsi Kepatuhan
1 Dalam rangka penerapan kepatuhan Bank terhadap ketentuan perundang-undangan
yang berlaku, bank telah menunjuk seorang Direktur Kepatuhan sebagaimana
dipersyaratkan oleh ketentuan Bank Indonesia tentang Pelaksanaan Fungsi Kepatuhan Bank
Umum.
2 Guna mendukung pelaksanaan fungsi
Direktur yang Membawahkan Kepatuhan, Bank telah membentuk Satuan Kerja
Kepatuhan Departemen Kepatuhan pada Divisi Kepatuhan dan Manajemen Risiko yang
bersifat independen terhadap satuan kerja operasional.
3 Sebagaimana Peraturan Bank Indonesia
Nomor 132PBI2011 Tanggal 12 Januari 2011 Tentang Pelaksanaan Fungsi Kepatuhan Bank
Umum, maka Direktur yang Membawahkan Fungsi Kepatuhan secara berkala melaporkan
tugas dan tanggung jawab Direktur yang membawahkan Fungsi Kepatuhan kepada
Direktur Utama dan setiap semester melaporkan ke Bank Indonesi yang mencakup :
a. Merumuskan strategi guna mendorong terciptanya Budaya Kepatuhan Bank;
b. Mengusulkan kebijakan kepatuhan atau prinsip-prinsip kepatuhan yang akan
ditetapkan oleh Direksi; c.
Menetapkan sistem dan prosedur kepatuhan yang akan digunakan untuk
menyusun ketentuan dan pedoman internal Bank;
d. Memastikan bahwa seluruh kebijakan, ketentuan, sistem, dan prosedur, serta
kegiatan usaha yang dilakukan bank telah sesuai dengan ketentuan Bank Indonesia
dan peraturan perundang-undangan yang berlaku, termasuk Prinsip Syariah
bagi Bank Umum Syariah dan Unit Usaha Syariah;
e. Meminimalkan Risiko Kepatuhan Bank; f. Melakukan tindakan pencegahan agar
kebijakan danatau keputusan yang diambil Direksi Bank atau pimpinan Kantor
Cabang Bank asing tidak menyimpang dari ketentuan Bank Indonesia dan peraturan
perundang-undangan yang berlaku;
g. Melakukan tugas-tugas lainnya yang terkait dengan Fungsi Kepatuhan.
Function Implementation a. Compliance Function
1 In order to apply compliance of Bank to the applicable laws and regulation, Bank has
appointed a Director of Compliance as it is required by stipulation of Bank Indonesia regarding
Implementation of Compliance Function Of Comercial Banks.
2 In order to support implementation of Director Function supervises compliance, Bank has
established a Compliance Work Unit Compliance Department in Compliance and Risk
Management Division which is independent to the operational work unit.
3 As stated in regulation of Bank Indonesia No. 132PBI2011 dated on January 12th, 2011
regarding implementation of comercial bank compliance function, Director who supervises
compliance function periodically reports duty and responsibility of Director who supervises
compliance function to the President Director and in every semester reports to Bank Indonesia which
includes: a. Formulating strategy to support realization of
Bank Compliance Culture; b. Suggesting compliance policies or principles of
compliance which are going to be established by Board of Directors;
c. Establishing system and procedure of compliance which are going to be used to
arrange internal provision and guidance of Bank;
d. Ensuring all policy, provision, system, and procedure, and business activities run by
Bank are in accordance to provision of Bank Indonesia and the applicable laws and
regulation, including principles of Sharia In Sharia Comercial Banks And Sharia Business
Unit;
e. Minimizing Risk of Bank Compliance; f. Making preventive measures, so policy andor
decisión made by Board of Directors of Bank or leader of foreign Branch Office do not diverge
from provision of Bank Indonesia and the applicable laws and regulation;
g. Doing other duties related to Compliance Function.
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b. Fungsi Auditor Intern • BPD Kaltim telah menerapkan fungsi audit
intern pada seluruh aspek dan unsur kegiatan bank secara efektif dengan berpedoman
pada persyaratan dan tata cara sebagaimana diatur dalam ketentuan Bank Indonesia dan
Penerapan Standar Pelaksanaan Fungsi Audit Intern Bank Umum.
• Sebagai efektiitas pelaksanaan fungsi audit intern telah dibentuk Satuan Kerja Audit Intern
SKAI yang independen terhadap satuan kerja operasional, beserta Kontrol Intern Cabang
KIC di Kantor Cabang BPD Kaltim yang bertugas untuk membantu pelaksanaan tugas
SKAI dalam melakukan fungsinya.
• Bank telah memiliki Standar Pelaksanaan Fungsi Audit Intern Bank SPFAIB, dengan
menyusun piagam audit intern Internal Audit Charter sesuai Surat Keputusan Direksi BPD
Kaltim No. 154SKBPD-PSTXII2007 tanggal 17 Desember 2007 sebagaimana telah diubah
dengan Surat Keputusan Direksi Nomor 020 SKBPD-PSTI2013 tanggal 30 Januari 2013
dan Surat Keputusan Direksi Nomor 161SK BPD-PSTVII2014 tanggal 08 Juli 2014 serta
Surat Keputusan Direksi Nomor 134SKBPD- PSTVI2015 tanggal 25 Juni 2015.
• Menyusun panduan audit intern berbasis risiko, sebagaimana tertuang dalam Buku
Pedoman Perusahaan tentang Organisasi Satuan Kerja Audit Intern sebagaimana Surat
Keputusan Direksi Nomor 133SKBPD-PST VI2015 tanggal 25 Juni 2015.
• SKAI telah melakukan fungsi pengawasan secara independen dengan cakupan tugas
yang memadai dan sesuai dengan rencana, pelaksanaan maupun pemantauan hasil audit.
c. Fungsi Audit Ekstern • Dalam melakukan audit laporan keuangan,
Bank telah menunjuk Kantor Akuntan Publik Sriyadi, Elly, Sugeng dan Rekan sebagai Akuntan
Publik. • Penunjukan Akuntan Publik dalam rangka
audit laporan keuangan tahunan berdasarkan rekomendasi dari Komite Audit yang
disampaikan kepada Dewan Pengawas untuk memperoleh persetujuan RUPS.
• KAP Sriyadi, Elly, Sugeng dan Rekan sebagai Akuntan Publik yang ditunjuk mampu bekerja
secara independen, memenuhi Standard profesional Akuntan Publik, dan memiliki
perjanjian kerja serta ruang lingkup audit yang telah ditetapkan.
b. Function of Internal Auditor • BPD Kaltim has implemented function of internal
audit in all aspects and elements of bank activities effectively based on the requirements
and procedures as regulated by provision of Bank Indonesia and Impelementation Standard of
Comercial Bank Internal Audit Function.
• To actualize an efective implementation of internal audit function, Internal Audit Work Unit SKAI
has been established which is independent of operational work unit, and Branch Internal Control
KIC in branch office of BPD Kaltim which is in charge of helping implementation of duty of SKAI in
performing its function.
• The Bank already has Bank Internal Audit Function Implementation Standard SPFAIB, by arranging
the Internal Audit Charter in accordance to BPD Kaltim Board of Directors Decree No. 154 SK of
BPD-PST XII 2007 dated December 17, 2007 as amended by the Board of Directors Decree No. 020
SK of BPD-PST I 2013 dated January 30, 2013 and Board of Directors Decree No. 161 SK of BPD-PST
VII 2014 dated July 8, 2014 and Board of Directors Decree No. 134 SK of BPD-PST VI 2015 dated
June 25, 2015.
• Develop risk-based internal audit guidelines, as set forth in the Handbook of the Company concerning
the Internal Audit Work Unit as the Board of Directors Decree No. 133 SK of BPD-PST VI 2015 dated
June 25, 2015.
• The Internal Audit Work Unit has conducted monitoring function independently with adequate
task scope and in accordance with the planning, implementation and monitoring of the audit results.
c. Function of External Auditor • In auditing inancial statements, Bank has appointed
Public Accountant Firm Sriyadi, Elly, Sugeng, and Partners as the Public Accountants.
• Appointing Public Accountant in order to make audit of annual financial statements based on
recommendation of Audit Committee presented to Supervisory Board to get approval from General
Meeting of Shareholders RUPS.
• Public Accountant Firm Sriyadi, Elly, Sugeng, and Partners as the appointed Public Accountant
are capable to work independently, fulfill the professional standard of public accountant, and
have a job contract and established audit scope.
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d. Penerapan Manajemen Risiko dan
Pengendalian Intern d.1 Pengawasan Aktif Dewan Pengawas dan
Direksi Bank Pengawasan aktif Dewan Pengawas dan
Direksi Bank, dilaksanakan melalui antara lain:
• Evaluasi atas Rencana Bisnis Bank, dimana
rencana bisnis tersebut merupakan kebijakan manajemen risiko Bank secara
menyeluruh. • Melalui
Komite Pemantau
Risiko melakukan evaluasi atas Laporan Proil
Risiko Bank yang disampaikan oleh Divisi Kepatuhan dan Manajemen Risiko.
• Adanya pemantauan atas kepatuhan terhadap limit risiko yang telah ditetapkan
oleh Bank. d.2
Kecukupan Kebijakan, Prosedur dan Penetapan Limit
Kebijakan manajemen risiko Bank, dituangkan dalam Rencana Bisnis Bank.
Dimana didalamnya terdapat penentuan batas risiko kredit yang dapat diterima antara
lain Non Performing Loan NPL, penyediaan dana baik kepada sektor ekonomi maupun
pihak terkait dan tidak terkait, Loan to Deposit Rasio LDR, GWM, dan PDN.
d.3 Kecukupan Proses Identiikasi, Pengukuran, Pemantauan dan Pengendalian Risiko serta
Sistem Informasi Manajemen Risiko Proses manajemen risiko Bank dapat
dikatakan cukup memadai meski mengalami penurunan kualitas dalam
penerapannya, hal ini ditandai dengan adanya peningkatan risiko inheren pada
aktivitas perkreditan, operasional dan jasa, perencanaan strategik, dan pemenuhan
peraturan Bank Indonesia masih terdapat kelemahan dalam pengelolaan risikonya.
d.4 Sistem Pengendalian Intern Cakupan sistem pengendalian intern dalam
penerapan manajemen risiko Bank, dapat dinilai sebagai berikut:
• Pengendalian intern secara keseluruhan
masih dilaksanakan oleh satuan kerja audit intern melalui Kontrol Intern Cabang
KIC. Namun untuk Divisi kredit terdapat unit yang melakukan pemantauan dan
pengendalian atas kredit yang diberikan; d. Implementation of Risk Management and Internal
Control d.1 Active Supervision of Supervisory Board and Board
of Directors of Bank Active Supervision of Supervisory Board and Board
of Directors of Bank are carried out through some activities:
• Evaluating on Bank Business Plan, in which that
business plan is the policy of overall Bank Risk Management.
• Through Risk Monitoring Committee evaluate the report of Bank Risk Profile reported by
Compliance and Risk Management Division. • Presence of monitoring on compliance to risk
limit that determined by Bank d.2
Sufficiency of Policy, Procedure and Limit Determination
Policy of Bank Risk Management is set in Bank Business Plan in which there is the determination
of acceptable credit risk limit such as Non Performing Loan NPL, provison of fund for sector
of economy or related and unrelated parties, Loan to Deposit Rasio LDR, GWM, and PDN.
d.3 Adequacy of Identification Process, Measurement, Monitoring and Risk Control and Risk
Management Information System The Bank’s risk management process can be quite
adequate despite the decline in the quality of implementation, this is shown by an increased
of inherent risk in lending activities, operations and services, strategic planning, and compliance
with Bank Indonesia regulations that are still a weaknesses in the risk management.
d.4 Internal Control System Scope of internal control system in the
implementation of risk management, can be assessed as follows:
• Overall internal controls are still carried out by the internal audit work unit through the Internal
Control Branch KIC. But for the credit division there are units that perform monitoring and
control of loans;
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• Terdapat penetapan wewenang dan tanggung jawab untuk pemantauan
kepatuhan kebijakan, prosedur, dan limit; • Terdapat penetapan jalur pelaporan dan
pemisahan fungsi yang jelas dari satuan kerja operasional kepada SKAI dan KIC.
• Terdapat struktur organisasi yang menggambarkan secara jelas kegiatan
usaha Bank; • Untuk pelaporan keuangan dan kegiatan
operasional dapat dikatakan cukup akurat dan tepat waktu;
• Prosedur untuk memastikan kepatuhan Bank terhadap ketentuan dan
perundang-undangan yang berlaku belum cukup memadai;
• Belum terdapat review yang efektif, independen, dan obyektif terhadap
prosedur penilaian kegiatan operasional Bank;
• Belum terdapat pengujian dan review yang memadai terhadap sistem informasi
manajemen; • Dokumentasi atas cakupan, prosedur
operasional, temuan audit, serta tanggapan pengurus Bank berdasarkan
hasil audit dilaksanakan oleh Satuan Kerja Audit Intern SKAI dan Sekretariat Dewan
Pengawas;
• Terdapat veriikasi dan review secara berkala dan berkesinambungan terhadap
penanganan kelemahan Bank yang bersifat material dan tindakan pengurus
Bank untuk memperbaiki penyimpangan yang terjadi.
e. Penyediaan Dana Kepada Pihak Terkait related party dan Penyediaan Dana Besar large
exposure.
No. Penyediaan Dana
Fund Provision Dewan Pengawas | Board of Supervisory
Debitur | Debtor Nominal
jutaan rupiah Nominal
Millions of rupiah 1.
Kepada Pihak Terkait To Related Parties
38 12.561
2. Kepada debitur inti :
To the debtor core: a. Individu |
Individual 5
712.380 b. Group |
Group 20
4.502.869 Total
5.215.249
• There is a determination of the authority and responsibility for monitoring the compliance on
policies, procedures and limits; • There is a determination of reporting lines
and a clear separation of the functions of the operating unit to the Internal Audit Work Unit
and Branch Internal Control • There is an organizational structure that clearly
illustrates the Bank’s business activities; • For the reporting of inancial and operational
activities, it can be considered accurate and timely;.
• Procedures to ensure the Bank compliance to the provisions and legislation that in force is not
sufficient enough; • Lack of efective, independent, and objective
review to the assessment procedure of the Bank’s operations;
• Lack of adequate testing and review to the management information system;
• Documentation on the scope, operational procedures, audit findings, as well as the Bank
management response based on the results of audits conducted by the Internal Audit Unit
SKAI and the Secretariat of the Supervisory Board;
• There is a veriication and review regularly and continuously to the the handling of the material
weaknesses of Bank and Bank management actions to correct deviations that occur.
e. Provision of Funds To Related Parties and Large Exposure.
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f Rencana Strategis Bank f.1 Rencana jangka panjang corporate plan;
Bank saat ini sedang melakukan review terhadap rencana jangka panjang corporate
plan BPD Kaltim Tahun 2013-2017 sebagaimana diatur dalam Peraturan Bank
Indonesia tentang Pelaksanaan Good Corporate Governance Bagi Bank Umum.
f.2 Rencana jangka menengah dan pendek business plan
Bank membuat business plan sebagaimana ketentuan Peraturan Bank Indonesia tentang
Rencana Bisnis Bank Umum, gambaran umum business plan yang disusun per posisi
November 2015 adalah sebagai berikut :
Permodalan Rasio CAR Bank Pembangunan Daerah
Kalimantan Timur per September 2015 adalah sebesar 16,98, dengan Proyeksi Rasio CAR
per Maret 2015 adalah sebesar 18,84, dimana pada Juni 2015 diproyeksikan meningkat
menjadi 19,13 dan per September 2015 adalah sebesar 17,82, serta meningkat
menjadi 19,56 per Desember 2015, sedangkan pada Desember 2016 dan 2017
diproyeksikan sebesar 20,17 dan 20,47.
Kualitas Aset Rasio aset produktif bermasalah terhadap aset
produktif adalah sebesar 5,27, serta Rasio NPL Gross dan NPL Netto posisi September 2015
adalah sebesar 9,87 dan 2,42, sementara total CKPN NPL yang dibentuk sebesar Rp.
1.242.837 Juta.
Rentabilitas Rasio rentabilitas posisi September 2015 dan
proyeksinya pada tahun 2016 secara umum digambarkan sebagaimana tabel berikut :
RASIOINDIKATOR | RATIO INDICATOR
Aktual | Actual Debitur | Debtor
Return On Assets ROA Return On Assets ROA
1,51 2,01
Return On Equity ROE Return On Equity ROE
9,70 11,08
Capital Adequecy Ratio CAR Capital Adequecy Ratio CAR
16,98 19,09
Loan to Deposit Ratio LDR Loan to Deposit Ratio LDR
60,99 62,14
f. Bank Strategic Plan f.1 long term plan Corporate plan;
Bank is currently conducting a review of the long term plan corporate plan of BPD Kaltim
year 2013-2017 as stipulated in Bank Indonesia Regulation concerning Implementation of Good
Corporate Governance for Commercial Banks.
F.2 short and medium term plan business plan Bank makes business plans as stipulated in Bank
Indonesia Regulation concerning Commercial Bank Business Plan, an overview of the business
plan drawn up by the position of November 2015 are as follows:
Capitalization CAR of Bank Pembangunan Daerah Kalimantan
Timur by September 2015 amounted to 16.98, with CAR projections per March 2015 amounted
to 18.84, whereas in June 2015 is projected to increase to 19.13 and per September 2015
amounted to 17, 82, and increased to 19.56 by December 2015, while in December 2016 and
2017 is projected at 20.17 and 20.47.
Asset Quality The ratio of non-performing earning assets to
the earning assets was 5.27, and the gross NPL ratio and Net NPL position of September 2015
amounted to 9.87 and 2.42, while total NPL Allowance for Impairment Losses formed Rp.
1,242,837 Million.
Proitability The profitability ratio position of September 2015
and the projection for 2016 is generally described as the the following table:
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Likuiditas Posisi Rasio LDR Loan to Deposit Ratio Bank
Pembangunan Daerah Kalimantan Timur per September 2015 adalah sebesar 60,99,
dengan Proyeksi Rasio LDR per Maret 2015 adalah sebesar 71,92, dimana pada Juni
2015 diproyeksikan menjadi 67,08 dan per September 2015 adalah sebesar 62,14,
serta meningkat menjadi 67,21 per Desember 2015, sedangkan pada Desember
2016 dan 2017 diproyeksikan sebesar 67,33 dan 67,71.
g Transparansi Kondisi Keuangan dan Non Keuangan Bank
• Bank telah mentransparansikan kondisi keuangan dan non keuangan kepada
stakeholders dan mempublikasikannya melalui media lokal surat kabar berbahasa
Indonesia yang memiliki peredaran luas di tempat kedudukan Kantor Pusat Bank.
• Bank menyusun laporan keuangan dengan tata cara, jenis dan cakupan sebagaimana
diatur dalam ketentuan Bank Indonesia serta menyampaikannya kepada Bank Indonesia.
• Bank mentransparansikan informasi produk dan tata cara pengaduan nasabah secara
cukup memadai sesuai dengan ketentuan Bank Indonesia.
• Mentransparansikan informasi
produk dan tata cara pengaduan nasabah sesuai
dengan ketentuan Bank Indonesia tentang Pengaduan Nasabah dan Mediasi Perbankan.
• Bank menyusun laporan pelaksanaan good corporate governance dengan cakupan
sebagaimana ketentuan yang berlaku dan menyajikannya dalam homepage bank www.
bankaltim.co.id.
RASIOINDIKATOR | RATIO INDICATOR
Aktual | Actual Debitur | Debtor
Biaya Operasional dibanding Pendapatan Operasional
BOPO Operation Efficiency Biaya Operasional dibanding
Pendapatan Operasional BOPO Operation Efficiency
91,12 87,1329
Net Interest Margin NIM Net Interest Margin NIM
5,84 5,55
Non Performing Loan NPL gross |
Non Performing Loan NPL gross
9,87 7,64
Non Performing Loan NPL nett Non Performing Loan NPL nett
2,42 2,93
Liquidity LDR Loan to Deposit Ratio position of Bank
Pembangunan Daerah Kalimantan Timur per September 2015 amounted to 60.99, with LDR
projection per March 2015 amounted to 71.92, whereas in June 2015 is projected to be 67.08
and per September 2015 amounted to 62.14, and increased to 67, 21 by December 2015, while
in December 2016 and 2017 is projected at 67.33 and 67.71.
g. Transparancy of Financial and non-inancial conditions of Bank
• Bank has made transparent its financial and
non-financial conditions to the stakeholders and has published them on the local media of
newspaper written in Indonesian whose the circulation is wide in area where the head office
of the Bank is located in.
• Bank compiles inancial statements with procedure, type and scope as regulated in
provision of Bank Indonesia and reports them to Bank Indonesia.
• Bank has made transparent the product information and the procedure of customers’
complaint adequately in accordance with stipulation of Bank Indonesia.
• Make transparent the product information and procedures for customer complaints
in accordance with the provisions of Bank Indonesia concerning Customer Complaints
and Banking Mediation.
• Bank compiles a report on the implementation of good corporate governance with a scope as
the applicable regulations and presenting it in the bank homepage www.bankaltim.co.id.
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A. Kepemilikan Saham Anggota Dewan Pengawas Dan Direksi
B. Hubungan Keuangan Dan Hubungan Keluarga Anggota Dewan Pengawas Dan
Direksi • Sesama anggota Dewan Pengawas dan
anggota Direksi serta Pemegang Saham Pengendalinya tidak memiliki hubungan
keuangan sebagaimana dalam Surat Pernyataan.
• Sesama Anggota Dewan Pengawas dan Anggota Direksi tidak memiliki hubungan
kepengurusan dimana anggotanya tidak menduduki jabatan sebagai anggota Dewan
Pengawas atau Direksi pada perusahaan dimana anggota Dewan Pengawas Bank
menjadi anggota dewan Pengawas dan atau anggota Direksi.
• Anggota Dewan Pengawas dan anggota Direksi belum memiliki saham masing-
masing maupun secara bersama-sama sampai dengan 25 dua puluh lima persen
• Sesama anggota Dewan Pengawas dan sesama anggota Direksi tidak memiliki
hubungan keluarga sebagaimana diatur dalam Peraturan Bank Indonesia tentang
Pelaksanaan Good Corporate Governance.
No. Kepemilikan Saham mencapai 5
lima perseratus di: Shareholdings of 5 five percent:
Dewan Komisaris Board Of Comissioner
Direksi Director
1. BPD Kaltim |
BPD Kaltim -
- 2.
Anak Perusahaan BPR Kutai Sejahtera
Subsidiary BPR Kutai Sejahtera -
8,97 3.
Anak Perusahaan BPR Kutai Timur
Subsidiary BPR Kutai Timur -
1,57 4.
Bank lain | Others Bank
- -
5. Lembaga Keuangan Bukan Bank
Non-Bank Financial Institutions -
- 6.
Perusahaan lainnya Others Company
- -
Total | Total
- 10,54
Catatan : Dewan Pengawas dan Direksi BPD Kaltim secara individu maupun bersama-sama belum mempunyai kepemilikan saham yang mencapai 25 dua puluh lima persen.
Note : Board of Supervisory and Director BPD Kaltim individually or jointly do not have an
ownership interest reaching until 25 twenty-five percent
A. Shares Ownership of Supervisory Board and Board of Directors
B. Financial Relationships and Family Relations of the Supervisory Board and Board of Directors
Members • Members of the Supervisory Board and the
Board of Directors aa well as Controlling Shareholder has no financial relationship as in
the Statement. • Among Member of the Board Supervisory and
Member of Board of Directors does not have a management relationship in which the
members do not occupy a position as member of the Supervisory Board or Board of Directors
on the company in which members of Supervisory Board of Bank became a member
of its Supervisory Board and or members of Board of Directors.
• Member of the Supervisory Board and member of Board of Directors do not own shares
individually or jointly up to 25 twenty five percent
• Members of the Supervisory Board and other members of Board of Directors do
not have family relationship as stipulated in Bank Indonesia Regulation concerning
Implementation of Good Corporate Governance.
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