Commonwealth Bank 2016 Annual Report
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Laporan Tahunan 2016 Commonwealth Bank Penjelasan Tema Theme Explanation Visi dari PT. Bank Commonwealth (Commonwealth Bank) adalah “to excel at securing and enhancing the financial wellbeing of people, businesses and communities”. The vision of PT Bank Commonwealth is “to excel at securing and enhancing the financial wellbeing of people, business and communities”. Dalam rangka mendukung visi ini, Commonwealth Bank memperbaharui misi yang ada untuk mendukung fokus Bank pada strategi dan segmen kunci. Misi yang telah diperbaharui adalah sebagai berikut: “to be the market leader in providing Digital Financial Solution for our Retail and SME target customers”. Commonwealth Bank percaya bahwa misi baru ini akan menjadi kekuatan yang menuntun organisasi ini dalam menciptakan nilai untuk jangka panjang kepada nasabah, staf dan pemegang saham kami. In order to align with this vision, Commonwealth Bank has renewed its mission to support the Bank’s focus strategy and key segments. The renewed mission is as follows: “to be the market leader in providing Digital Financial Solution for our Retail and SME target customers”. Commonwealth Bank believes that the new mission will lead this organisation to create longterm values to our customers, staff and shareholders. Commonwealth Bank bertujuan untuk selalu memberikan layanan keuangan yang disesuaikan dengan kebutuhan nasabah dengan solusi yang tepat dari Bank. Teknologi digital akan memberikan kesempatan bagi Commonwealth Bank untuk memberikan layanan terbaik dengan cara yang efisien dan memberikan manfaat untuk nasabah dan Commonwealth Bank. Dengan menggunakan digital solutions, jangkauan dan akses akan bisa diperluas dan ditingkatkan sesuai dengan tujuan Commonwealth Bank untuk berperan dalam “Financial Literacy and Inclusion”. Commowealth Bank always aims to provide financial services and solutions that are aligned with the customers’ needs. Digital technology allows Commonwealth Bank to provide the best services in an efficient way and deliver benefits for its customers and the Bank. By utilising digital solutions, the Bank’s reach and access can be expanded and improved along with Commonwealth Bank’s goal to take part in “Financial Literacy and Inclusion”. 2 2016 Annual Report Commonwealth Bank Kesinambungan Tema Theme Continuity Commonwealth Bank menyusun Laporan Tahunan yang mengacu pada ketentuan dalam kriteria Annual Report Award (ARA). For the 2016 Annual Report, Commonwealth Bank composes its content based on the Annual Report Award (ARA) criteria. Berikut kami sajikan cover dan tema Laporan Tahunan 4 (empat) tahun terakhir. Below is the list of the Annual Report covers and themes for the past four years. Laporan Tahunan 2015 2015 Annual Report Laporan Tahunan 2014 2014 Annual Report Laporan Tahunan 2013 2013 Annual Report Laporan Tahunan 2012 2012 Annual Report Laporan Tahunan 2015 mengambil tema “Komitmen dan Inovasi” The theme of 2015 Annual Report was “Commitment and Innovation” Laporan Tahunan 2014 mengambil tema “Menciptakan Peluang melalui Ekspansi Strategis” The theme of 2014 Annual Report was “Creating Opportunities through Strategic Expansion” Laporan Tahunan 2013 mengambil tema “Meraih Peluang Memperluas Jangkauan” The theme of 2013 Annual Report was “Reaching Opportunities in Expanding Outreach” Laporan Tahunan 2012 mengambil tema “Melaju Pesat Meraih Peluang” The theme of 2012 Annual Report was “Speeding Fast in Reaching Opportunities” 3 01. IKHTISAR KINERJA Performance Highlights Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Daftar Isi Table of Contents 2 Penjelasan Tema Theme Explanation 60 Jejak Langkah Milestone 3 Kesinambungan Tema Theme Continuity 62 Makna Logo Meaning of Our Logo 62 Perubahan Nama Name Changes 4 63 Visi, Misi dan Budaya Perusahaan Corporate Vision, Mission and Values Ikhtisar Kinerja 76 Identitas dan Riwayat Hidup Dewan Komisaris Board of Commissioners’ Identity and Curriculum Vitae Performance Highlights 77 Identitas dan Riwayat Hidup Direksi Board of Directors’ Identity and Curriculum Vitae 65 Bidang Usaha Business Sector 6 Daftar Isi Table of Contents 78 Struktur Organisasi Organisation Structure 8 Pencapaian Penting Commonwealth Bank Tahun 2016 Commonwealth Bank’s Important Achievements in 2016 80 Jumlah Karyawan dan Pengembangan Kompetensi Total Employees and Competence Development 9 Keunggulan Kami Our Strengths 82 Struktur Grup Group Structure 10 Ikhtisar Keuangan Financial Highlights 84 Komposisi Pemegang Saham Shareholders’ Composition 13 Ikhtisar Kinerja Operasional Operational Highlights 85 Daftar Entitas Anak/Entitas Asosiasi List of Subsidiaries/Associates 14 Ikhtisar Saham Highlight on Share Prices 85 Kronologis Pencatatan Saham Chronology of Stock Listing 14 Ikhtisar Obligasi, Sukuk atau Obligasi Konversi Highlights on Bonds, Sukuk or Convertible Bonds 86 Kronologis Pencatatan Efek Lainnya Chronology of Other Securities 15 Peristiwa Penting 2016 Significant Events in 2016 86 Lembaga dan Profesi Penunjang Perusahaan Corporate Supporting Bodies and Professions 20 Laporan Manajemen Management Report 23 Laporan Dewan Komisaris Board of Commissioners’ Report 28 Profil Dewan Komisaris Profile of the Board of Commissioners 35 Laporan Direksi Board of Directors’ Report 44 Profil Direksi Profile of the Board of Directors 87 Penghargaan dan Sertifikasi 2016 Awards and Certification in 2016 88 Wilayah Operasi dan Alamat Jaringan Commonwealth Bank Commonwealth Bank’s Area of Operations and Branch Networks 95 Informasi pada Website Perusahaan Information on Corporate Website 96 Analisa dan Pembahasan Manajemen Management Discussion and Analysis 54 Surat Pernyataan Kebenaran Isi Laporan Tahunan 2016 Statement of 2016 Annual Report Responsibility 56 Profil Perusahaan Company Profile 6 124 Tinjauan Fungsional Functional Review 126 Manajemen Risiko Risk Management 58 Nama dan Alamat Lengkap Perusahaan Corporate Name and Full Address 236 Sumber Daya Manusia Human Resources 59 Riwayat Singkat Perusahaan Corporate History in Brief 252 Operasional & Teknologi Informasi Operations & Information Technology 2016 Annual Report Commonwealth Bank | Performance Highlights 260 Tata Kelola Perusahaan Corporate Governance 344 Dana untuk Kegiatan Sosial dan Politik Funds for Social and Political Activities 347 Kode Etik Kepatuhan Compliance Code of Conduct 348 Whistleblowing System Whistleblowing System 350 Pengungkapan Informasi Kebijakan Remunerasi dalam Laporan Tahunan Pelaksanaan Tata Kelola Information Disclosure on the Remuneration Policy in the Governance Implementation’s Annual Report 262 Pendahuluan Foreword 262 Prinsip-prinsip GCG GCG Principles 263 Dasar Acuan Pelaksanaan Basic References for the Implementation 264 Arti Penting GCG The Importance of GCG 265 Penilaian Tata Kelola Perusahaan Corporate Governance Evaluation 267 Struktur dan Mekanisme GCG GCG Structure and Mechanism 268 Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS) 370 Pendahuluan Foreword 270 Dewan Komisaris Board of Commissioners 371 Dasar Penerapan CSR Basic of Implementation 276 Direksi Board of Directors 371 Struktur Pengelola CSR CSR Management Structure 281 Rapat Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors’ Meetings 371 Kebijakan dan Pelaksanaan CSR CSR Policies and Implementation 291 Hubungan Afiliasi Dewan Komisaris, Direksi dan Pemegang Saham Utama/Pengendali Affiliated Relations Among Board of Commissioners, Board of Directors, and Key Shareholders 292 Keberagaman Komposisi Dewan Komisaris dan Direksi Diverse Compositions of Members of the Board of Commissioners and the Board of Directors 294 Komite Audit Audit Committee 299 Komite Pemantau Risiko Risk Monitoring Committee 303 Komite Remunerasi dan Nominasi Remuneration and Nomination Committee 308 Komite Tata Kelola Terintegrasi Integrated Good Governance Committee 311 Komite-Komite di Bawah Direksi Committees Under the Board of Directors 321 Sekretaris Perusahaan Corporate Secretary 322 Satuan Kerja Audit Internal Internal Audit Working Unit 326 Penanganan Benturan Kepentingan Handling of Conflict of Interest 326 Fungsi Kepatuhan Compliance Function 333 Audit Eksternal External Auditor 334 Manajemen Risiko Risk Management 335 Perkara Penting yang Dihadapi Important Case 340 Penyediaan Dana untuk Pihak Terkait dan Penyediaan Dana Besar Provision of Funds to Related Parties and Provision of Major Funds 341 Rencana Strategis Bank Bank Strategic Plans 342 Transparansi Kondisi Keuangan dan Non-Keuangan Bank Transparency of Financial and Non-Financial Condition 342 Opsi Saham Stock Option 342 Penyimpangan Internal Internal Fraud 343 Transaksi yang Mengandung Benturan Kepentingan Transaction with Conflict of Interest 344 Pembelian Kembali Saham dan Obligasi Bank Bank’s Stock and Bonds Buyback 368 Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility 372 Corporate Social Responsibility yang Terkait dengan Lingkungan Hidup Corporate Social Responsibility Program Related to the Environment 373 Corporate Social Responsibility yang Terkait dengan Ketenagakerjaan, Kesehatan dan Keselamatan Kerja (K3) Corporate Social Responsibility Related to Employment, and Occupational Health and Safety (OHS) 377 Corporate Social Responsibility yang Terkait dengan Pembangunan Sosial dan Kemasyarakatan Corporate Social Responsibility Related to Social and Community Improvement 384 Corporate Social Responsibility yang Terkait dengan Tanggung Jawab kepada Konsumen Corporate Social Responsibility Related to Consumer Responsibility 390 Referensi Kriteria Annual Report Award Reference of Annual Report Award Criteria 406 Surat Edaran Otoritas Jasa Keuangan Terkait dengan Laporan Tahunan Circular Letter of Financial Services Authority on Annual Reports 416 Laporan Keuangan Financial Statements 7 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Pencapaian Penting Commonwealth Bank Tahun 2016 Commonwealth Bank’s Important Achievements in 2016 Bank mencatat pertumbuhan kredit untuk segmen Retail sebesar 38% jika dibandingkan dengan tahun sebelumnya, sementara penyaluran kredit untuk segmen SME terhadap total kredit bertumbuh menjadi 48% dari 42% di tahun sebelumnya. The Bank reported credit growth for Retail segment at 38%, higher than the growth of the previous year. Credit disbursement for SME against the total credit growth was recorded at 48%, higher than that in previous year which reached 42%. 8 Pendapatan fee-based income dari segmen Retail, yang merupakan salah satu kekuatan Bank juga menunjukkan pertumbuhan positif menjadi Rp423,6 miliar di tahun 2016 dari Rp413,8 miliar di tahun 2015. The Bank’s fee-based income from Retail segment, which is one of the Bank’s strengths, also indicates positive growth, from Rp413.8 billion in 2015 to Rp423.6 billion in 2016. Mengelola penurunan portofolio komersial secara bertahap dengan tetap menjaga rasio gross NPL di bawah 4% Perluasan target segmen untuk program literasi dan inklusi keuangan WISE (Women Investment Series) bagi pengusaha wanita. Managing the decline in the commercial portfolio in stages by maintaining gross NPL ratio under 4%. The expansion of the target segment for WISE (Women Investment Series) financial literacy and inclusion program for women entrepreneurs. 2016 Annual Report Commonwealth Bank | Performance Highlights Keunggulan Kami Our Strengths • Bank adalah anak perusahaan dari Grup CBA yang merupakan Bank terbesar di Australia dan masuk dalam 10 bank terbesar di dunia berdasarkan market capitalisation*. Grup CBA memberikan komitmen dan dukungan penuh untuk pelaksanaan strategi Bank yang baru baik untuk jangka pendek maupun jangka panjang. • The Bank is a subsidiary of CBA Group, the largest Banking group in Australia and one of the ten biggest banks in the world based on market capitalisation*. CBA Group is committed to fully supporting the Bank’s short-term and long-term strategies. • Bank telah membentuk tim manajemen yang kuat dengan pengalaman dan kompetensi yang solid serta komitmen untuk eksekusi strategi Bank. • The Bank has established a highly competent management team with a strong commitment to executing the Bank’s strategies. • Bank mempunyai service culture yang kuat, dan telah mencapai 10 besar menurut survei Marketing Research Indonesia (MRI) dan Infobank Bank Service Excellence Measurement. • The Bank has a strong service culture, and has achieved the top ten position according to the survey by Marketing Research Indonesia (MRI) and InfoBank Bank Service Excellence Measurement. • Bank mempunyai dasar pelayanan Internet Banking dan Mobile Banking, dimana Bank menjadi pionir dan merupakan satu dari dua bank di Indonesia yang memiliki fasilitas transaksi reksa dana melalui internet dan mobile banking yang menempatkan Bank sebagai pemilik mutual fund terbesar di antara bank asing dan campuran. • The Bank pioneered Internet Banking dan Mobile Banking basic services, and is one of the two banks in Indonesia with internet-based and mobile banking-based mutual funds transaction facility. This puts the Bank in the position as the biggest mutual funds provider among overseas and venture banks. • Bank mempunyai jaringan cabang di lebih dari 30 kota besar di Indonesia yang merupakan jaringan terbesar di antara bank asing dan campuran. Jaringan ini akan mendukung Bank dalam menjangkau target segmen Retail dan SME. • The Bank has offices in more than 30 cities in Indonesia, which makes it the Bank with the most expansive network among overseas and venture banks. This strong network helps the Bank reach its Retail and SME segment targets. * Sumber: http://banksdaily.com/topbanks/World/ market-cap-2016.html * Source: http://banksdaily.com/topbanks/World/ market-cap-2016.html 9 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Ikhtisar Keuangan Financial Highlights Laporan Posisi Keuangan Statements of Financial Position Laporan Posisi Keuangan dalam Jutaan Rupiah / Statements of Financial Position in Million Rupiah 2016 2015 2014 2013 2012 Jumlah Aset / Total Assets 18.842.610 22.333.900 22.264.647 20.582.092 14.381.018 Aset Produktif / Total Earning Assets 16.003.228 19.388.194 19.760.986 18.319.100 12.473.405 Jumlah Pinjaman yang Diberikan / Total Loans 11.697.793 13.745.446 15.639.231 13.482.112 9.970.741 762.314 892.198 750.261 753.778 811.039 13.236.285 15.259.451 15.273.933 14.228.759 11.353.898 Giro / Current Accounts 1.447.487 1.866.860 1.921.829 1.641.864 1.095.408 Tabungan / Savings 5.852.679 6.555.689 6.383.633 5.898.867 6.465.736 Deposito Berjangka / Term Deposits 5.936.119 6.836.902 6.968.471 6.688.028 3.815.369 1.065.081 1.540.798 1.529.066 273.067 312.119 0 0 261.694 254.269 0 14.886.285 17.957.013 17.803.123 16.329.643 12.335.245 0 0 0 49.891 348.845 3.956.325 4.376.887 4.461.524 4.252.449 2.045.773 64 64 64 64 64 Efek-efek / Marketable Securities Dana Pihak Ketiga / Third Party Funds Simpanan dari Bank Lain / Deposits From Other Banks Pinjaman yang Diterima / Borrowing Jumlah Liabilitas / Total Liabilities Efek-efek yang Diterbitkan / Marketable Securities Issued Ekuitas / Total Equity Investasi pada entitas asosiasi / Investment on Associated Entity Aset (dalam Jutaan Rupiah) / Assets (In Million Rupiah) 22.333.900 22.264.647 18.842.610 2016 10 2015 2014 Dana Pihak Ketiga (dalam Jutaan Rupiah) / Third Party Funds (In Million Rupiah) 20.582.092 2013 14.381.018 13.236.285 2012 2016 15.259.451 15.273.933 14.228.759 11.353.898 2015 2014 2013 2012 2016 Annual Report Commonwealth Bank | Performance Highlights Liabilitas (dalam Jutaan Rupiah) / Liabilities (In Million Rupiah) 17.957.013 17.803.123 14.886.285 Ekuitas (dalam Jutaan Rupiah) / Equity (In Million Rupiah) 16.329.643 4.376.887 4.461.524 3.956.325 4.252.449 2.045.773 12.335.245 2016 2015 2014 2013 2012 2016 Laporan Laba Rugi dan Penghasilan Komprehensif Lain Laporan Laba Rugi dalam Jutaan Rupiah / Statements of Profit or Loss in Million Rupiah 2015 2014 2013 2012 Statements of Profit or Loss and Other Comprehensive Income 2016 2015 2014 2013 2012 1.070.925 1.115.506 1.027.029 937.779 831.246 423.563 413.778 457.197 495.532 389.868 1.494.488 1.529.284 1.484.226 1.433.311 1.221.114 Beban Operasional Lainnya (Diluar CKPN) / Other Operating Expenses (Exclude CKPN) (1.245.607) (1.212.553) (1.130.909) (1.103.322) (984.370) Beban Cadangan Kerugian Penurunan Nilai Aset Keuangan dan Non Keuangan / Allowance for Impairment losses on Financial and Non Financial Assets (832.714) (369.133) (49.344) (38.494) (77.924) (2.078.321) (1.581.686) (1.180.253) (1.141.816) (1.062.294) (Rugi)/Pendapatan Operasional-Bersih / Operating (Loss)/Income-Net (583.833) (52.402) 303.973 291.495 158.820 (Rugi)/Laba sebelum Pajak Penghasilan / (Loss)/Income Before Tax Expense (562.112) (61.366) 293.964 292.470 137.143 (Rugi)/Laba Tahun Berjalan / (Loss)/Income for The Year (436.064) (59.995) 207.845 205.559 91.628 15.502 (24.642) 1.556 (130) 5.835 (Rugi)/Laba Komprehensif Tahun Berjalan / Comprehensive (Loss)/Profit for the Year (420.562) (84.637) 209.401 205.429 97.463 Diatribusikan kepada Pemilik Entitas Induk / Attributed to Parent Entity (420.562) (84.637) 209.401 205.432 97.457 - - - (3) 6 Pendapatan Bunga Bersih / Net Interest Income Pendapatan Operasional Lainnya / Other Operating Income Pendapatan Operasional / Operating Income Beban Operasional / Operating Expenses Pendapatan/(Beban) Komprehensif Lain / Other Comprehensive Income/(Expenses) Diatribusikan kepada Kepentingan Non-Pengendali / Attributed to Non-Controlling interests 11 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Pendapatan Operasional (dalam Jutaan Rupiah) / Operational Income (in Million Rupiah) Beban Operasional (dalam Jutaan Rupiah) / Operational Expenses (in Million Rupiah) 2.078.321 1.494.488 1.529.284 1.484.226 1.433.311 1.221.114 1.581.686 1.180.253 1.141.816 2016 2015 2014 2013 2012 2016 Kinerja Rasio Keuangan 2014 2013 2012 Financial Ratio Performance Rasio Keuangan / Financial Ratio 2016 2015 Rasio Laba sebelum Pajak terhadap Rata-rata Total Aset / Return on Average Assets -2,80% -0,24% 1,38% 1,65% 0,88% Rasio Laba setelah Pajak terhadap Rata-rata Modal Inti / Return on Average Equity -12,02% -1,52% 5,17% 6,28% 5,16% 5,86% 5,12% 4,49% 4,85% 5,27% Rasio Kecukupan Modal / Capital Adequacy Ratio 25,87% 22,90% 24,33% 25,78% 16,17% Rasio Kredit terhadap Dana Pihak Ketiga / Loan to Deposit Ratio (LDR) 88,33% 89,68% 102,00% 93,61% 87,57% Rasio Gross Non Performing Loan / Gross Non Performing Loan Ratio 3,64% 3,49% 0,80% 0,72% 0,84% Rasio Net Non Performing Loan / Net Non Performing Loan Ratio 1,68% 2,32% 0,55% 0,50% 0,49% 128,27% 104,61% 87,17% 80,80% 90,54% Aset Produktif Bermasalah dan Aset Non Produktif Bermasalah terhadap Total Aset Produktif dan Aset Non Produktif / Non Performing Productive Assets and Non Performing Non Productive Assets to Total Productive and Non Productive Assets 2,33% 2,00% 0,57% 0,46% 0,60% Aset Produktif Bermasalah terhadap Total Aset Produktif / Non Performing Productive Assets to Total Productive Assets 2,66% 2,48% 0,67% 0,53% 0,67% CKPN Aset Keuangan terhadap Aset Produktif / Financial Assets Impairment Provision to Productive Assets 3,13% 1,41% 0,35% 0,29% 0,57% GWM Utama Rupiah / Primary Minimum Reserve Requirement Rupiah 6,81% 7,69% 8,05% 8,05% 8,08% GWM Valuta Asing / Minimum Reserve Requirement Foreign Currency 8,12% 8,00% 8,15% 8,00% 8,00% Posisi Devisa Neto secara Keseluruhan / Overall Net Open Position (NOP) 0,97% 0,91% 0,59% 0,87% 2,55% Marjin Pendapatan Bunga Bersih / Net Interest Margin Biaya Operasional terhadap Pendapatan Operasional (BOPO) / Cost to Income Ratio 12 2015 1.062.294 2014 2013 2012 2016 Annual Report Commonwealth Bank | Performance Highlights Rasio Net Non Performing Loan / Non Performing Loan Net Ratio Rasio Kecukupan Modal / Capital Adequacy Ratio 25,87% 22,90% 24,33% 25,78% 2,32% 1,68% 16,17% 2016 2015 2014 2013 2012 2016 Rasio BOPO / Cost to Income Ratio 2015 0,55% 0,50% 0,49% 2014 2013 2012 Marjin Pendapatan Bunga Bersih / Net Interest Margin 128,27% 104,61% 5,86% 87,17% 2016 2015 2014 5,12% 90,54% 80,80% 2013 4,49% 2012 2016 2015 2014 5,27% 4,85% 2013 2012 Ikhtisar Kinerja Operasional Operational Highlights Indikator Kinerja Operasional Indikator Utama Lainnya / Other Key Indicator Operational Performance Indicator 2016 2015 2014 2013 2012 279.783 272.684 255.964 222.803 185.947 Jumlah Kantor / Number of Offices 70 91 91 91 91 Jumlah Karyawan / Number of FTE 1.750 2.148 2.386 2.129 2.043 8 3 7 7 - Jumlah Nasabah (Di luar Multifinance) / Number of Customers (Exclude Multifinance) Kualitas Pelayanan Keseluruhan Berdasarkan Peringkat Banking Service Excellency Monitoring MRI dan Majalah Info Bank Mystery Shopping Survey / Service Quality Overall Performance Based on Banking Service Excellency Monitoring MRI and InfoBank Magazine Mystery Shopping Survey Rank 13 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Jumlah Nasabah / Total Customers 279.783 272.684 Jumlah Karyawan / Total Employees 255.964 2.386 222.803 2016 2015 2014 2013 2.148 185.947 1.756 2012 2016 2015 2.129 2014 2013 2.043 2012 Ikhtisar Saham Highlight on Share Prices Sampai dengan akhir tahun 2016, Commonwealth Bank belum melakukan aktivitas perdagangan saham di Bursa Efek Indonesia, sehingga tidak terdapat informasi yang memuat tentang: (1) Jumlah saham yang beredar; (2) Kapitalisasi pasar; (3) Harga saham tertinggi, terendah, dan penutupan; dan (4) Volume perdagangan. Until the end of 2016, Commonwealth Bank has not conducted any trading activity on the Indonesia Stock Exchange. Therefore, there has not been any published information on: (1) Number of outstanding shares; (2) Market Capitalisation; (3) Highest, Lowest, and Closing Share Prices; and (4) Trading Volume. Ikhtisar Obligasi, Sukuk atau Obligasi Konversi Highlights on Bonds, Sukuk or Convertible Bonds Sampai dengan akhir tahun 2016, Commonwealth Bank belum melakukan menerbitkan obligasi di pasar modal, sehingga tidak terdapat informasi yang memuat tentang: (1) Jumlah obligasi/sukuk/obligasi konversi yang beredar (outstanding); (2) Tingkat bunga/imbalan; (3) Tanggal jatuh tempo; dan (4) Peringkat obligasi/ sukuk. 14 Until the end of 2016, Commonwealth Bank has yet to conduct any public offerings on bonds, Islamic bonds (sukuk), or convertible bonds. Therefore, there has not been any published information on: (1) Number of outstanding bonds, Islamic bonds (sukuk), or convertible bonds; (2) Interest Rate/Rewards; (3) Maturity date; (4) Bonds or Islamic Bonds Ranking. 2016 Annual Report Commonwealth Bank | Performance Highlights Peristiwa Penting 2016 Significant Events in 2016 Januari January Februari February Kunjungan rutin tahunan yang dilakukan tim leadership International Financial Services (IFS) A routine annual visit from International Financial Services (IFS) leadership team CommCare Club bersama Sekolah Bisa melakukan kunjungan ke KidZania untuk bermain simulasi peran pekerjaan, serta mengunjungi Sekolah Aluna untuk memberikan bantuan alat bantu mendengar (hearing aid) CommCare Club with Sekolah Bisa visited KidZania to play job role simulation, and paid a visit to Sekolah Aluna to donate hearing aid devices Maret March CommCare Club mengadakan Hari Donor Darah yang diikuti oleh karyawan Commonwealth Bank CommCare Club held Blood Drive event attended by Commonwealth Bank’s employees Pelaksanaan Workshop Senior Leadership Team – Peluncuran Visi dan Nilai-nilai Perusahaan Senior Leadership Team Workshop – The Launch of the Company’s Vision and Values Mei May CommRunners – Kegiatan Lari Bersama di Kebun Binatang Ragunan CommRunners – Running Event at Ragunan Zoo Commonwealth Bank menerima penghargaan Banking Service Excellence Monitoring Award 2016 Commonwealth Bank received Banking Excellence Monitoring Award 2016 Service 15 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Berkolaborasi dengan Commonwealth Life menyelenggarakan kelas FUNancial WISE untuk Komunitas Rombongan Kereta di Jakarta dan Ibu Rumah Tangga di Surabaya In collaboration with Commonwealth Life, organised WISE FUNancial Class for Commuterline Bloggers Community in Jakarta and Housewives in Surabaya Juni June Commonwealth Bank menerima penghargaan Service Quality Award 2016 dengan kategori Diamond Award untuk Regional Banking kategori multinasional dari Carre CCSL, Service Excellence Magazine 2016 Commonwealth Bank received Diamond Award at Service Quality Award 2016 in the category of multinational Regional Banking from Carre CCSL, Service Excellence Magazine 2016 Commonwealth Bank menerima penghargaan dari Warta Ekonomi di acara Digital Innovation Award for Banking 2016 Commonwealth Bank received Digital Innovation Award for Banking 2016 from Warta Ekonomi Acara Buka Puasa Bersama CommBankers Fast-breaking gathering with CommBankers Juli July Agustus August 16 Roadshow dalam rangka sosialisasi Visi dan Nilai-nilai Commonwealth Bank Socialisation Roadshow of Commonweatlh Bank’s Vision and Values Perayaan Hari Kemerdekaan Indonesia Indonesian Independence Day Celebration 2016 Annual Report Commonwealth Bank | Performance Highlights Konferensi Nasional 2016 untuk Branch Service Manager (BSM) Branch Service Manager (BSM) National Conference 2016 Agustus August Presiden Direktur Lauren Sulistiawati berbicara di Supermentor 15 yang diselenggarakan oleh Kedutaan Besar Australia President Director Lauren Sulistiawati was one of the guest speakers at the Supermentor 15 event which was held by the Australian Embassy Acara Town Hall One Commonwealth Bank One Commonwealth Bank Town Hall September September Commonwealth Bank memperoleh “The Most Responsive Selling Agent” dari KSEI (Kustodian Sentral Efek Indonesia) Commonwealth Bank received “The Most Responsive Selling Agent” by KSEI (Kustodian Sentral Efek Indonesia) Acara pengumuman pemenang Kompetisi Space Design Commonwealth Bank The announcement of Commonwealth Bank’s Space Design Competition Oktober October Pelaksanaan Gathering Nasabah Extra Wealth Extra Wealth Customer Gathering Kegiatan WISE dalam acara RAKERNAS IWAPI WISE program at RAKERNAS IWAPI 17 Laporan Tahunan 2016 Commonwealth Bank | Ikhtisar Kinerja Commonwealth Bank memperoleh Bisnis Indonesia Banking Award 2016 sebagai “The Most Efficient Bank” Kategori Buku 2 Oktober Commonwealth Bank received Bisnis Indonesia Banking Award 2016 as “The Most Efficient Bank” in Buku 2 Category October Kunjungan Commonwealth Bank of Australia (CBA) Managing Director & CEO, Ian Narev ke Indonesia Commonwealth Bank of Australia (CBA) Managing Director & CEO, Ian Narev’s paid a visit to Indonesia Commonwealth Bank mendukung acara Her World’s Women of the Year sebagai bagian dari program WISE Commonwealth Bank supported Her World’s Women of the Year Event as part of WISE program November November Penandatanganan Kerja Sama dengan Direktorat Jenderal Kependudukan dan Catatan Sipil sebagai bagian dari persiapan pembukaan rekening online The partnership signing with the Directorate General of Population and Civil Registration as part of the online account opening preparation Commonwealth Bank menerima “Straight Through Processing Award 2015” dari Bank of New York Mellon Commonwealth Bank received “Straight Through Processing Award 2015” from Bank of New York Mellon Pelaksanaan acara Extra Wealth Market Outlook 2016: “Calm and Steady to Win the Race” Extra Wealth Market Outlook 2016 event: “Calm and Steady to Win the Race” Desember December Acara Workshop Keuangan WISE untuk IWAPI WISE Financial Workshop event for IWAPI 18 2016 Annual Report Commonwealth Bank | Performance Highlights Desember December Commonwealth Bank meraih ‘The Best Reputation’ Bank dan ‘The Most Reliable’ Bank untuk kategori Bank Campuran dalam Indonesia Best Banking Brand Award 2016 oleh Warta Ekonomi Commonwealth Bank was awarded as ‘The Best Reputation’ Bank and ‘The Most Reliable’ Bank in Joint Venture Bank category at Indonesia Best Banking Brand Award 2016 held by Warta Ekonomi 19 02. LAPORAN Manajemen Management Report Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Bagi Dewan Komisaris, penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik adalah suatu keharusan. Suwartini Komisaris Independen / Plt Presiden Komisaris Independent Commissioner / Acting President Commissioner 22 2016 Annual Report Commonwealth Bank | Management Report Laporan Dewan Komisaris Board of Commissioners’ Report Para Pemegang Saham dan Pemangku Kepentingan yang Terhormat, Distinguished Shareholders and Stakeholders, Perkenankanlah saya mewakili Dewan Komisaris menyampaikan Laporan Pengawasan terhadap operasional Commonwealth Bank tahun 2016. On behalf of the Board of Commissioners, allow me to present the Board’s Oversight Report of Commonwealth Bank operational in 2016. Tahun 2016 bagi Commonwealth Bank merupakan tahun yang penuh tantangan, dimana tidak hanya berdampak bagi Commonwealth Bank secara korporasi, namun juga bagi perekonomian Indonesia secara umum. Masih belum stabilnya perekonomian dunia berdampak bagi semua sektor, tidak terkecuali sektor perbankan. The year 2016, for Commonwealth Bank, has been the period filled with challenges, which impacted to not only the Bank as a corporation, but also Indonesia’s economy as a whole. Indeed, all industries, including the banking industry, bore the brunt of global economy’s unstable condition throughout the year. Namun demikian, optimisme Commonwealth Bank tetap terjaga dengan baik, dan Commonwealth Bank memanfaatkan momentum tahun 2016 sebagai momentum konsolidasi internal dan penguatan untuk menghadapi tantangan-tantangan di masa yang akan datang. Commonwealth Bank, however, maintained its optimism and confidence, and, in fact, used the period as a momentum for internal consolidation and strengthening to face various challenges in the future. Penilaian Kinerja Direksi Tahun 2016 Assessment of the Board of Directors’ Performance in 2016 Kami memahami bahwa industri perbankan Indonesia menghadapi berbagai tantangan di tahun 2016 yang ditandai dengan perlambatan pertumbuhan kredit serta meningkatnya Non Performing Loan (NPL) industri. Namun demikian, Commonwealth Bank masih mampu menunjukkan kinerja yang cukup menggembirakan. Kami menilai bahwa Direksi telah berupaya maksimal dalam melaksanakan pengelolaan Perusahaan di tengah perlambatan pertumbuhan ekonomi di tahun 2016. Oleh karena itu, Dewan Komisaris mengapresiasi semua upaya Direksi yang telah berhasil menjaga agar Bank tetap dalam kondisi sehat. Perubahan strategi Bank yang fokus pada segmen Retail dan SME serta upaya mengurangi portofolio komersial secara bertahap merupakan langkah-langkah tepat untuk mempertahankan posisi Bank. We understand that the national banking industry is facing various challenges in 2016 marked by slow growth in credits and rising Non-Performing Loan (NPL). Commonwealth Bank, however, managed to record an uplifting performance. We believe all members of the Board of Directors have done their utmost to manage the Company amidst such challenges. Hence, the Board of Commissioners appreciates all efforts taken by the directors in maintaining the Bank’s soundness. The change in strategy with focus on Retail and SME segments, and efforts to gradually reduce commercial portfolio, are steps in the right direction to maintain the position. Aset Commonwealth Bank di akhir tahun 2016 mencapai Rp18,8 triliun, turun dari Rp22,3 triliun di tahun 2015. Penurunan ini terjadi akibat pengurangan portofolio komersial secara bertahap sesuai dengan strategi Bank. Selain itu, Direksi berhasil menjaga tingkat rasio gross NPL di bawah 4%. Dari sisi rasio kecukupan modal (CAR), Bank berhasil mempertahankan ratio Commonwealth Bank’s assets by the end of 2016 reached Rp18.8 trillion, showing a decline from Rp22.3 trillion in 2015. The decline was due to the gradual decrease in commercial portfolio in line with the Bank’s strategy. Furthermore, the Board of Directors managed to maintain the NPL gross ratio below 4%. In terms of the capital adequacy ratio (CAR), Commonwealth Bank 23 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen sebesar 25,87% yang berada di atas rata-rata industri. Hal ini menunjukkan kondisi Bank yang masih sehat untuk menunjang pertumbuhan di masa depan. managed to sustain its ratio of 25.87%, which is above the industry’s average level. This shows that the Bank is in a sound condition, and has the instruments needed to support future growth. Prospek Usaha Business Prospect Di tengah situasi ekonomi global yang mulai menunjukkan tanda-tanda perbaikan, Bank Indonesia memperkirakan pertumbuhan ekonomi pada kisaran 5,1%-5,5% di tahun 2017. With the global economy showing signs of rebound, Bank Indonesia predicted that in 2017, the national economic growth is likely to reach between 5.1% and 5.5%. Walaupun kondisi awal ekonomi Indonesia tahun 2017 masih mengalami sedikit ketidakpastian, namun kami percaya bahwa upaya pemerintah dalam memberikan keyakinan kepada pelaku pasar dengan melakukan berbagai terobosan dan kebijakan ekonomi yang mampu meningkatkan kinerja ekonomi secara keseluruhan serta berdampak terhadap industri perbankan. The economy was still quite unstable at the start of 2017. Nevertheless, we believe that the government’s actions will win the market confidence. The economic breakthroughs and policies should be able to improve the overall economic performance that impacts the banking industry. Melihat perkembangan perekonomian Indonesia dan kapabilitas pemerintahannya, Dewan Komisaris percaya bahwa pertumbuhan Commonwealth Bank akan semakin baik. Dewan Komisaris juga optimis bahwa prospek usaha yang telah disusun oleh Direksi sudah tepat dan dapat membawa Commonwealth Bank meraih pertumbuhan yang optimal. Ke depan, Dewan Komisaris mendukung Direksi untuk melanjutkan fokus dalam bisnis yang memiliki keunggulan kompetitif yaitu segmen Retail dan SME. Hal ini diperlukan untuk menyelaraskan dengan program transformasi bisnis yang telah dilakukan selama tahun 2016. Seeing the development in the country’s economy and capable handling of the government, the Board of Commissioners expresses its confidence that the Bank will grow better. The Board of Commissioners is also optimistic that all business prospects that the Board of Directors has determined are on point and can lead to the Bank’s optimal growth. For the future, the Board of Commissioners gives its full support to the Board of Directors to focus on the Bank’s businesses that offer competitive advantages, namely the Retail and SME segments. This is necessary to achieve the needed synergy with the business transformation program the Bank already started in 2016. Penerapan Tata Kelola Perusahaan Corporate Governance Implementation Bagi Dewan Komisaris, penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik (Good Corporate Governance) adalah suatu keharusan. Untuk mencapai itu, sepanjang tahun 2016, secara konsisten dan dengan komitmen yang tinggi, Dewan Komisaris telah menjalankan fungsi pengawasan dan pengarahan terhadap pelaksanaan strategi dan kebijakan yang diambil oleh pihak Manajemen Perusahaan. Dewan Komisaris telah memiliki Board Manual yang merupakan dokumen yang menjabarkan pelaksanaan tugas Dewan Komisaris. For the Board of Commissioners, the implementation of good corporate governance (GCG) is a requisite. Throughout 2016, the Board of Commissioners consistently and with commitment performed its oversight and guidance functions on the execution of the management’s strategies and policies. To help perform its functions, the Board of Commissioners has and refers to Board Manual, a document which describes the implementation of the Board’s tasks. Dewan Komisaris senantiasa pro aktif memberikan arahan dan masukan kepada Direksi terkait dengan pengelolaan Perusahaan. Fungsi pengawasan yang telah dilakukan oleh Dewan Komisaris tercermin melalui totalitas pelaksanaan program kerja Dewan Komisaris di antaranya adalah melihat proses kerja yang The Board of Commissioners actively gives guidance and insight to the Board of Directors in matters related to the Company’s management. The oversight function is reflected in the execution of all of the Board’s work programs, including overseeing the current work process, the conformity of the procedures 24 2016 Annual Report Commonwealth Bank | Management Report berjalan, kesesuaian prosedur yang diterapkan guna menjaga integritas, keterbukaan serta profesionalisme Perusahaan, rapat internal rutin Dewan Komisaris, rapat Dewan Komisaris dengan Direksi, rapat KomiteKomite dan rapat-rapat lainnya. implemented by the management to ensure the Bank’s integrity is maintained, the Company’s disclosure and professionalism, internal meetings of the Board of Commissioners with the Board of Directors, committees meetings, and other meetings. Komite Dewan Komisaris Supporting Committees Sesuai dengan ketentuan perundang-undangan, fungsi Dewan Komisaris adalah melakukan pengawasan atas pengurusan perseroan serta memberikan nasihat kepada Direksi. Sesuai pula dengan ketentuan otoritas perbankan, dalam menjalankan tugas kami dibantu 4 (empat) komite yaitu: Komite Audit, Komite Pemantau Risiko, Komite Remunerasi dan Nominasi serta Komite Tata Kelola Terintegrasi. Komite Audit melakukan evaluasi atas pelaksanaan internal control, evaluasi dan koordinasi dengan Kantor Akuntan Publik serta memantau tindak lanjut hasil temuan satuan kerja audit internal, eksternal auditor dan pengawas perbankan. Komite Pemantau Risiko bertugas melakukan evaluasi atas kebijakan manajemen risiko dan pemantauan pelaksanaan manajemen risiko. Komite Remunerasi dan Nominasi melaksanakan tugas terkait dengan evaluasi terhadap kebijakan dan pelaksanaan remunerasi dan nominasi serta memberikan rekomendasi kepada Dewan Komisaris terkait dengan aspek remunerasi dan nominasi. Komite Tata Kelola Terintegrasi bertugas mendukung Dewan Komisaris Entitas Utama dalam mengevaluasi pelaksanaan Tata Kelola Terintegrasi oleh Direksi Entitas Utama, serta memberikan rekomendasi terhadap penyempurnaan kebijakan Tata Kelola Terintegrasi. As stipulated in the prevailing Law, the Board of Commissioners is responsible for overseeing the management of the Company and gives advice to the Board of Directors. As regulated by the banking authority, in performing its duties, the Board of Commissioners is assisted by four (4) committees: The Audit Committee, the Risk Monitoring Committee, the Nomination and Remuneration Committee, and Integrated Governance Committee. The Audit Committee is tasked with evaluating the internal control, evaluating and coordinating with the Public Accountant Firm, as well as monitoring the follow-up of the findings by the Internal Audit working units, the External Auditor and banking supervisor. Risk Monitoring Committee evaluates the policy regarding risk management and the monitoring of its implementation. Nomination and Remuneration Committee performs duties related to the evaluation of the nomination and remuneration policy and its execution, and gives recommendation to the Board of Commissioners on aspects related to remuneration and nomination. Integrated Governance Committee is tasked with supporting the Board of Commissioners of the parent entity in the evaluation of integrated corporate governance by the Board of Directors of the parent entity, and providing recommendation for the improvement of the Bank’s integrated governance policy. Sepanjang tahun 2016, keempat komite telah menunjukkan kinerja yang baik dan telah memberikan kontribusi signifikan terhadap perkembangan Commonwealth Bank. Selain melalui implementasi program kerja yang tepat, fungsi masing-masing komite juga senantiasa ditingkatkan untuk lebih mendukung tugas dan tanggung jawab Dewan Komisaris. Dibantu dengan keempat komite tersebut, Dewan Komisaris senantiasa mendorong penerapan standar tata kelola yang baik secara menyeluruh di semua aspek Commonwealth Bank. Throughout 2016, the four committees performed well and made a noticeable contribution to the development of Commonwealth Bank. Aside from effective implementation of the work programs, the function of each committee has also been continuously upgraded to more effectively support the Board of Commissioners. Assisted by these three committees, the Board of Commissioners has consistently encouraged the implementation of GCG in all aspects of the Commonwealth Bank operations. Perubahan Komposisi Dewan Komisaris Changes in the Composition of the Board of Commissioners Terdapat perubahan komposisi Dewan Komisaris non independen di tahun 2016 karena keputusan pemilik. Rob Jesudason diangkat menjadi Presiden Komisaris dan Andrew Farmer diangkat sebagai Wakil Presiden There were some changes to the composition of the non-independent members of the Board of Commissioners in 2016 as per the decision of the owner. Rob Jesudason was appointed as President 25 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Komisaris masing-masing efektif pada 7 Maret 2017 dan 10 November 2016. Rob dan Andrew menggantikan Geoffrey David Coates dan Guy Martin Harding yang masing-masing berakhir masa jabatannya efektif pada 31 Oktober 2016. Commissioner, and Andrew Farmer was appointed as Vice President Commissioner, effective on 7 March 2017 and 10 November 2016, respectively. Rob and Andrew replaced Geoffrey David Coates and Guy Martin Harding, respectively, whose terms of service ended on 31 October 2016. Dengan demikian susunan Dewan Komisaris sebagai berikut: Accordingly, the composition Commissioners is as follows: of the Board No. Nama / Name 1 Robert Dharshan Jesudason *) Presiden Komisaris / President Commissioner 2 Andrew Farmer Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini **) Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner/Acting President Commissioner 4 Khairil Anwar Komisaris Independen / Independent Commissioner of Jabatan / Position *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. / Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. **) Sdri. Suwartini bertindak sebagai Pelaksana Tugas Sementara sebagai Presiden Komisaris sejak 25 Oktober 2016 hingga Sdr. Rob Jesudason efektif menjabat sebagai Presiden Komisaris pada tanggal 7 Maret 2017. / Suwartini served as Acting President Commissioner from 25 October 2016 until Rob Jesudason effectively served as President Commissioner effective on 7 March 2017. Berbekal pengalaman di bidang perbankan, Dewan Komisaris memiliki pemahaman dan kompetensi yang memadai, sehingga dapat menghadapi permasalahan yang timbul dalam kegiatan usaha Bank, membuat keputusan secara independen, mendorong peningkatan kinerja Bank, serta dapat secara efektif melakukan penelaahan dan memberikan masukan konstruktif terhadap Direksi. 26 Equipped with extensive experience in banking industry, all members of the Board of Commissioners have the understanding and competence required to face the challenges that may arise in the Bank’s business activities, and possess the capacity to make decisions independently and to encourage the improvement of the Bank’s performance. They can effectively conduct analysis and constructive inputs to the Board of Directors. 2016 Annual Report Commonwealth Bank | Management Report Apresiasi Kami Our Appreciation Sekali lagi, atas nama Dewan Komisaris, saya mengucapkan terima kasih dan apresiasi kepada Direksi, Manajemen, dan semua karyawan Commonwealth Bank yang telah bekerja keras dalam menjalankan tugas dan tanggung jawabnya. Once again, on behalf of the Board of Commissioners, I’d like to extend my gratitude and appreciation to all directors, the management, and all of Commonwealth Bank’s staff and employees for the hard work. Kami juga berterima kasih kepada para nasabah, pemegang saham, serta regulator kami - Bank Indonesia dan Otoritas Jasa Keuangan (OJK) - atas kepercayaan dan dukungan terhadap Commonwealth Bank. We also want to express our heartfelt by thanking all the customers and shareholders, as well regulators - Bank Indonesia and Financial Services Authority (OJK) - for their continuous trust and support for Commonwealth Bank. Atas nama Dewan Komisaris, On behalf of the Board of Commissioners, Suwartini Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner / Acting President Commissioner 27 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Profil Dewan Komisaris Profile of the Board of Commissioners 28 Andrew Farmer Suwartini Wakil Presiden Komisaris Vice President Commissioner Komisaris Independen / Plt Presiden Komisaris Independent Commissioner / Acting President Commissioner 2016 Annual Report Commonwealth Bank | Management Report Robert Dharshan Jesudason Khairil Anwar Presiden Komisaris President Commissioner Komisaris Independen Independent Commissioner 29 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Robert Dharshan Jesudason* Presiden Komisaris Warga Negara Inggris. Umur 45 tahun. Berdomisili di Hong Kong. President Commissioner A British citizen, 45 years old and residing in Hong Kong. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar Bachelor of Science di bidang Managerial and Administrative Studies dari University of Aston di Birmingham, UK. Earned his Bachelor of Science in Managerial and Administrative Studies from University of Aston, Birmingham, UK. Pengalaman Kerja Work Experience Beliau memiliki pengalaman selama lebih dari 23 tahun di bidang keuangan dan konsultan, termasuk di antaranya GE Capital, McKinsey & Company, Barclays, J.P. Morgan, Credit Suisse, ASB Bank dan Commonwealth Bank of Australia (CBA). Selain menjabat sebagai Presiden Komisaris di Commonwealth Bank di Indonesia, Rob sekarang merupakan Group Executive, International Financial Services di Commonwealth Bank of Australia yang berbasis di Hong Kong, dimana beliau bertanggung jawab mengelola pertumbuhan Grup di luar Australia. Robert Dharshan Jesudason (Rob Jesudason) has more than 23 years of experience in finance and consulting sector, including at GE Capital, McKinsey & Company, Barclays, J.P. Morgan, Credit Suisse, ASB Bank and Commonwealth Bank of Australia (CBA). In addition to serving Commonwealth Bank in Indonesia, he serves as Group Executive, International Financial Services for CBA which is based in Hong Kong, where he is responsible for managing CBA Group growth outside Australia. *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. *) Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. 30 2016 Annual Report Commonwealth Bank | Management Report Suwartini** Komisaris Independen / Plt Presiden Komisaris Warga Negara Indonesia. Umur 63 tahun. Berdomisili di Indonesia. Suwartini diangkat sebagai Komisaris Independen sejak November 2012. Independent Commissioner / Acting President Commissioner An Indonesian citizen, 63 years old and residing in Indonesia, Suwartini has held the position of Independent Commissioner since November 2012. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar MBA Business Administration dari Century University New Mexico. Suwartini earned her MBA degree from Century University, New Mexico, US. Pengalaman Kerja Work Experience Beliau memiliki pengalaman selama lebih dari 20 tahun di bidang perbankan, termasuk lebih dari 12 tahun sebagai Direktur Kepatuhan, Manajemen Risiko dan SDM. Di samping sektor perbankan, Suwartini juga selama 14 tahun berkarier di suatu organisasi internasional United Nations High Commissioner for Refugees (UNHCR). Saat ini aktif di Asosiasi Perbankan, antara lain di Forum Komunikasi Direktur Kepatuhan, PERBANAS, IBI, BARA, ISEI (Pusat dan Jakarta), Komisi Nasional GCG, LKDI dan juga menjabat sebagai Direktur di Lembaga Pengembangan Perbankan Indonesia, dan juga sebagai accessor untuk certification Risk Management dan General Banking. Suwartini has more than 20 years of experience working in the banking industry, including 12 years as Compliance Director, Risk Management Director and Human Resources Director. Aside from working in the banking sector, in the last 14 years Suwartini has also been active in the United Nations High Commissioner for Refugees (UNHCR). Currently, she is involved in several banking associations, including Compliance Directors Communication Forum, PERBANAS, IBI, BARA, ISEI (Central and Jakarta chapters), National Commission of GCG, LKDI and, is one of the directors at the Association of Indonesian Banking Development. She is also an accessor for the certification of Risk Management and General Banking. **)Sdri. Suwartini bertindak sebagai Pelaksana Tugas Sementara sebagai Presiden Komisaris sejak 25 Oktober 2016 hingga Sdr. Rob Jesudason efektif menjabat sebagai Presiden Komisaris pada tanggal 7 Maret 2017. **)Suwartini served as Acting President Commissioner from 25 October 2016 until Rob Jesudason effectively served as President Commissioner on 7 March 2017. 31 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Khairil Anwar Komisaris Independen Warga Negara Indonesia. Umur 61 tahun. Berdomisili di Indonesia. Khairil Anwar diangkat sebagai Komisaris Independen sejak Mei 2013. Independent Commissioner An Indonesian citizen, 61 years old and residing in Indonesia, Khairil Anwar was appointed as Independent Commissioner in May 2013. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar Master of Science Management dari Arthur D. Little Management Institute USA. Khairil Anwar earned his Master of Science Management degree from Arthur D. Little Management Institute, US. Pengalaman Kerja Work Experience Dengan pengalaman di bidang perbankan selama lebih dari 35 tahun, Khairil Anwar telah menjabat berbagai kedudukan penting di Bank Indonesia. Beliau terus mengembangkan karirnya di sektor perbankan termasuk hampir 10 tahun menduduki jabatan Direktur & Direktur Eksekutif di Bank Indonesia. Jabatan terakhir beliau di Bank Indonesia adalah Direktur Eksekutif/ Koordinator BI wilayah Kalimantan. With over 35 years of experience in the banking industry, Khairil Anwar has held various executive positions at Bank Indonesia. He then continued developing his career in the banking sector, including 10 years experience as Director and Executive Director at Bank Indonesia. His last position was as Bank Indonesia’s Executive Director/Coordinator for Kalimantan area. 32 2016 Annual Report Commonwealth Bank | Management Report Andrew Farmer Wakil Presiden Komisaris Warga Negara Inggris. Umur 43 tahun. Berdomisili di Hong Kong. Andrew Farmer diangkat sebagai Wakil Presiden Komisaris pada bulan November 2016. Vice President Commissioner A British citizen, 43 years old and residing in Hong Kong. Andrew Farmer was appointed as Vice President Commissioner in November 2016. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar Bachelor of Science, di bidang Management Science dari The University of Manchester, UK. Andrew Farmer holds Bachelor of Science degree in Management Science from The University of Manchester, UK. Pengalaman Kerja Work Experience Beliau bergabung dengan Commonwealth Bank pada tahun 2015 sebagai Chief Information Officer di unit bisnis International Financial Services. Beliau bertanggung jawab dalam mengelola teknologi di retail, komersial dan digital banking di 5 negara di luar Australia (offshore). Andrew Farmer joined Commonwealth Bank in 2015 as Chief Information Officer for the International Financial Services business. He is responsible for managing the groups of offshore technology in retail, commercial and digital banking across 5 countries. Beliau mempunyai pengalaman internasional yang luas di bidang teknologi dari berbagai industri, termasuk di antaranya sebagai Management Consultant di Accenture dan bekerja di Asia selama 6 tahun di BP sebagai Global Capability and Shared Services. He has extensive international technology experience across a variety of industries, including as Management Consultant in Accenture and 6 years working experience in Asia as BP’s Global Capability and Shared Services. 33 Laporan Tahunan 2016 Commonwealth Bank 34 | Laporan Manajemen 2016 Annual Report Commonwealth Bank | Management Report Laporan Direksi Board of Directors’ Report Bank Commonwealth berkomitmen menciptakan nilai tambah bagi nasabah dan seluruh pemangku kepentingan kami berlandaskan visi “to excel at securing and enhancing the financial wellbeing of people, businesses and communities”. Bank Commonwealth is committed to generating added value for our customers and stakeholders based on our vision “to excel at securing and enhancing the financial wellbeing of people, businesses and communities”. Para Pemegang Saham dan pemangku kepentingan lainnya yang kami hormati, Dear esteemed shareholders and other stakeholders, Perekonomian Indonesia menunjukkan pertumbuhan sebesar 5,02% pada tahun 20161 dan diperkirakan akan terus membaik dengan prediksi Bank Indonesia yang memperkirakan pertumbuhan ekonomi Indonesia pada kisaran 5,1%-5,5% di tahun 2017. Indonesia’s economy grew 5.02% in 2016 and is projected to continue to improve, with Bank Indonesia predicting the national economic growth within the range of 5.1% and 5.5% in 2017. Dengan melihat pertumbuhan ekonomi ini, Bank Commonwealth menanggapi dengan melakukan transformasi pada strategi bisnis yang berfokus pada segmen Retail dan SME. Di akhir tahun 2015, Bank Commonwealth telah memutuskan untuk keluar dari segmen Komersial dimana pelaksanaannya telah dijalankan sejak awal tahun 2016 dan masih berlangsung hingga tahun 2017 ini. Meskipun dampaknya akan semakin kecil, proses ini akan terus berlangsung hingga selesai yang diperkirakan akan memerlukan beberapa tahun ke depan. Bank Commonwealth responded to this condition, by transforming the Bank’s business strategy to focus on Retail and SME segments. At the end of 2015, Bank Commonwealth decided to exit from Commercial segment. Bank Commonwealth has implemented this policy since early 2016 and will continue to do so in 2017. Even though the impact on the policy implementation will gradually decrease, the process will proceed, and we predict it will require a few years for the process to conclude. Atas nama Direksi Bank Commonwealth, perkenankan saya untuk menyampaikan pencapaian kinerja di tahun 2016. On behalf of the members of Bank Commonwealth’s Board of Directors, please allow me to deliver the report on the Bank’s performance throughout 2016. Strategi Bank Bank Strategies Untuk mencapai target transformasi, Bank Commonwealth menetapkan misi untuk mendukung implementasi strategi pada target segmen yang ditetapkan. Adapun misi Bank adalah “To be the market leader in providing Digital Financial Solutions for our Retail & SME target customers”. Bank percaya bahwa misi ini akan menuntun organisasi dalam menciptakan nilai tambah bagi nasabah, karyawan, pemegang To achieve its transformation targets, Bank Commonwealth has set a clear mission to support the implementation of its strategies that focus on the targeted segments. Accordingly, the Bank’s mission is “to be the market leader in providing Digital Financial Solutions for our Retail & SME target customers”. Bank Commonwealth is confident that the mission can guide the organisation in generating added values for the 1 Biro Pusat Statistik 1 Biro Pusat Statistik 35 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen saham dan pemangku kepentingan lainnya seperti regulator dan negara Indonesia. benefit of the customers, employees, shareholders and stakeholders, including the regulator and the country. Untuk mendukung pencapaian misi tersebut, Bank telah merumuskan sejumlah langkah strategis di tahun 2016, antara lain: To support the achievement of the mission, the Bank formulated several strategic initiatives for the year 2016. They are as follow: 1. Bank akan fokus pada segmen nasabah Retail dan SME yang merupakan segmen yang menopang perekenomian Indonesia dan memiliki potensi pertumbuhan pesat di Indonesia. 1. The Bank was to focus on the Retail and SME segments, both of which have been proven to have the capability to sustain the country’s economy and have vast potentials for growth. 2. Memperkuat kapabilitas di bidang teknologi dan digital, yang mengarah pada pengembangan teknologi untuk menjadi pionir di bidang digital dalam industri perbankan. 2. The Bank was to strengthen its capability in the technology and digital sectors, with the objective of developing technology that paves the way for the Bank to become a pioneer in the digitalisation of the banking industry. 3. Melakukan berbagai inisiatif untuk meningkatkan produktivitas mencakup peningkatan produktivitas lini penjualan guna meningkatkan pendapatan Bank serta pengendalian biaya operasional yang optimal. 3. The Bank was to launch initiatives to boost productivity of its marketing sector to improve the Bank’s revenues, and to control operational costs. 4. Memperkuat posisi Bank melalui peningkatan kapabilitas Bank dalam hal sumber daya manusia yang didukung oleh struktur organisasi yang efektif dan efisien. 4. The Bank was to strengthen the Bank’s position by improving its human resource capability, supported with effective and efficient organisation structure. 5. Memperkokoh fondasi operasional Bank berdasarkan nilai-nilai (values) yang telah dicanangkan: Integrity, Accountability, Collaboration, Service dan Excellence. 5. The Bank was to reinforce the basis of its operations in accordance with the Bank’s corporate values, namely, Integrity, Accountability, Collaboration, Service and Excellence. Analisis Kinerja Tahun 2016 Performance Analysis in 2016 Selama tahun 2016, Bank berhasil mempertahankan pendapatan operasional (operating income) yang relatif stabil sebesar Rp1.494 miliar dibandingkan tahun sebelumnya sebesar Rp1.529 miliar meskipun di tahun 2016 Bank mengalami penurunan pendapatan yang cukup signifikan sebagai dampak dari eksekusi “exit strategy” bisnis Komersial. Kinerja pendapatan operasional yang baik ini berhasil dicapai dari pertumbuhan yang cukup besar dari pendapatan bisnis Retail dan SME yang menjadi fokus Bank dan berhasil menutup penurunan pendapatan dari segmen Komersial. Throughout 2016, the Bank managed to maintain its operating income relatively stable at Rp1,494 billion, as compared to the preceding year with Rp1,529 billion, despite the fact that the Bank experienced quite significant decrease in its revenues in 2016 as the result of the execution of the Bank’s “exit strategy” from the Commercial segment. This positive performance was achievable due to significant growth of the Retail and SME segments, both of which are the Bank’s focuses. The growth in both segments helped leverage the loss from the Commercial segment. Bank mencatat pertumbuhan kredit untuk segmen Retail sebesar 38% jika dibandingkan dengan tahun sebelumnya, sedangkan kredit segmen Komersial turun sebesar 68% yang menyebabkan secara keseluruhan kredit turun sebesar 15% dari Rp13.745 miliar di akhir tahun 2015 menjadi Rp11.698 miliar di tahun 2016. Sementara komposisi penyaluran kredit untuk segmen SME terhadap total kredit meningkat menjadi 48% dari In the Retail segment, Bank Commonwealth recorded 38% growth in credit compared to that in 2015. In the Commercial segment, the Bank reported 68% loss in credit. This means the overall credit decreased 15% from Rp13,745 billion at the end of 2015 to Rp11,698 billion by the end of 2016. The composition of credit disbursement for SME segment to the total credit rose 48% from 42% in 2015. Meanwhile, the Retail segment 36 2016 Annual Report Commonwealth Bank | Management Report sebelumnya 42% di tahun 2015, segmen Retail sebesar 39% dan segmen Komersial sebesar 13%. and the Commercial segment were recorded at 39% and 13%, respectively. Beban operasional (operating expense) di luar beban pencadangan kerugian penurunan nilai hanya naik sebesar 2,7% menjadi Rp1.245 miliar dibandingkan dengan tahun 2015 yang meningkat 7,2% dari tahun 2014. Hal ini merupakan hasil dari inisiatif peningkatan produktivitas dan process re-engineering. Operating expense outside the allowance for impairment losses rose 2.7%, amounting to Rp1,245 billion, compared to 2015 with an increase of 7.2% from 2014. This is the result of the initiative to improve productivity and re-engineering processes. Untuk segmen yang menjadi fokus Bank yaitu Retail dan SME, laba bersih di luar cadangan kerugian penurunan nilai yang berkaitan dengan percepatan hapus buku adalah sebesar Rp19 miliar di tahun 2016 dibandingkan dengan kerugian bersih sebesar Rp12,2 miliar di tahun 2015. Namun secara keseluruhan Bank membukukan rugi bersih sebesar Rp436 miliar di tahun 2016 yang merupakan dampak dari peningkatan pembukuan cadangan untuk portfolio kredit segmen Komersial. For the segments that have become the focus of the Bank, namely Retail and SME segments, the 2016 net profit outside allowance for impairment losses in regard to the acceleration of the write-off stood at Rp19 billion, whereas in 2015 the Bank recorded net loss of Rp12.2 billion. In general, however, the Bank recorded net loss of Rp436 billion in 2016. This was the impact of the Bank increasing the reserves for the credit portfolio of the Commercial segment. Prospek Usaha Bank Commonwealth Business Prospect Sampai dengan akhir tahun 2016, perekonomian Indonesia masih mengalami berbagai tantangan terkait dengan belum pulihnya perekonomian global maupun regional yang berdampak pada melambatnya pertumbuhan ekonomi, tekanan inflasi, dan depresiasi nilai tukar Rupiah terhadap Dolar Amerika Serikat, serta rendahnya harga komoditas. Until the end of 2016, Indonesia’s economy remained under pressure as the result of the global and regional economy still experiencing slowdown. Correspondingly, the country experienced economic slowdown, inflation, depreciation of IDR against USD, and low commodity prices. Mengantisipasi berbagai dampak perkembangan ekonomi global dan regional yang belum stabil, pada aspek kebijakan moneter, Bank Indonesia di tahun 2016 ini telah melakukan reformulasi kebijakan suku bunga acuan dengan mengubah acuan suku bunga dari BI Rate menjadi BI 7-Day Repo Rate. Langkah ini dilakukan untuk menyempurnakan transmisi kebijakan moneter. Bank Indonesia juga telah melakukan pelonggaran kebijakan moneter dan makroprudensial. Dari sisi perkembangan kredit, walaupun saat ini pertumbuhan kredit masih belum optimal, Bank Indonesia optimis di tahun 2017 ada potensi peningkatan, seiring dengan mulai terjadinya pemulihan ekonomi global dan regional. To anticipate the unfavourable aspects of the global and regional economy, in regard to the monetary policy, Bank Indonesia in 2016 reformulated its policy concerning interest rate benchmark by switching from BI Rate to BI 7-Day Repo Rate. The move aimed at completing the transmission of the country’s monetary policy. Bank Indonesia has also eased the country’s monetary and macroprudential policies. As for the credit growth, despite its unfavourable growth, Bank Indonesia remains optimistic that in 2017 credit has a good potential to grow following the improving global and regional economies. Sinergi kebijakan pemerintah dan Bank Indonesia telah mendorong optimisme pada perekonomian Indonesia. Hal tersebut terlihat pada inflasi yang diperkirakan terkendali, defisit neraca transaksi berjalan yang aman pada kisaran 2,0%-2,5% di tahun 2016 dan diperkirakan akan berada di kisaran 2,5%-3,0% di tahun 2017, serta keseimbangan fiskal yang dapat dikelola dengan baik oleh pemerintah. Berdasarkan Badan Pusat Statistik (BPS), pertumbuhan ekonomi di tahun 2016 mencapai 5,02% yang naik dibandingkan Synergy between the government’s policy and that of Bank Indonesia helped boost the optimism of the national economy. This was evident in the controllable inflation rate, the current account deficit staying at the safe level between 2.0% and 2.5% in 2016 and predicted to be between 2.5% and 3.0% in 2017, and fiscal balance that the government can manage well. Central Bureau of Statistics (BPS) reported the economic growth in 2016 grew 5.02%, higher than 4.79% in 2016. Meanwhile, Bank Indonesia predicted 37 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen dengan tahun 2015 sebesar 4,79%. Sedangkan Bank Indonesia memperkirakan pertumbuhan ekonomi pada kisaran 5,1%-5,5% di tahun 2017. the country’s economy would grow between 5.1% and 5.5% in 2017. Momentum pertumbuhan ekonomi di Indonesia dan prediksi pertumbuhan ekonomi jangka panjang dimana Indonesia diperkirakan menjadi peringkat 4 besar ekonomi dunia pada tahun 2050 menarik banyak pihak untuk melakukan investasi di Indonesia. Pertumbuhan ekonomi ini juga didorong oleh segmen Retail dan SME. Untuk segmen Retail, populasi Affluent and Emerging Affluent diperkirakan akan meningkat menjadi 141 juta pada tahun 2020. Untuk segmen SME, pelaku bisnis usaha kecil dan menengah diperkirakan mencapai 900 ribu pada tahun 2020. The momentum of economic upturn in Indonesia and the prediction for the long-term economic growth indicate that the country stands a chance of becoming among the top four in the global economy by 2050. This correspondingly has drawn many investors to invest in Indonesia. Economic growth also gets a boost from Retail and SME segments. Regarding the Retail segments, the population of Affluent and Emerging Affluent is predicted to rise to 141 million by 2020. As for the SME segment, the number of small and mediumscale entrepreneurs is predicted to reach 900 thousand in 2020. Dengan memperhatikan perkiraan pertumbuhan industri dan ekonomi, Bank Commonwealth akan fokus pada peningkatan kinerja segmen bisnis Retail dan SME dengan mengimplementasikan strategi bisnis sebagai berikut: Based on these predictions, Bank Commonwealth has set its focuses on improving the performance of Retail and SME segments. To do this, the Bank is to implement the following business strategies: • Untuk segmen Retail, Bank akan menawarkan solusi keuangan meliputi produk funding (tabungan dan deposito), lending (KPR, KTA dan Joint Finance) serta wealth management (investment dan insurance) yang sesuai dengan kebutuhan nasabah. Bank akan memanfaatkan teknologi digital untuk meningkatkan layanan untuk nasabahnya dan menjangkau target segmen secara lebih luas. • For the Retail segment, the Bank offers financial solutions comprising funding products (savings and term deposit accounts), lending products (mortgage loan, unsecured loan and Joint Finance), and wealth management products (investment and insurance) to customers. Bank Commonwealth is utilising the digital technology to improve its services to customers and to reach broader targets • Untuk segmen SME, Bank akan menawarkan solusi keuangan sesuai dengan kebutuhan nasabah dan menyeimbangkan komposisi jenis fasilitas pinjaman. Bank akan memanfaatkan teknologi digital untuk meningkatkan layanan untuk nasabahnya dan memperluas jangkauan. • For the SME segment, the Bank offers a financial solution catering to customers’ specific needs and balances the composition of loan facilities. The Bank utilises the digital technology to improve services to customers and expand its network. • Digital capabilities akan menjadi fondasi pertumbuhan bisnis Bank ke depannya baik sebagai Distribution Channel maupun Financial Solution. • Digital capabilities will become the foundation for the Bank’s business growth, either as Distribution Channel or as Financial Solution. Penerapan Tata Kelola Corporate Governance Dalam rangka meningkatkan kinerja Bank Commonwealth, melindungi kepentingan para Pemangku Kepentingan, dan memastikan kepatuhan terhadap peraturan perundang-undangan. Bank Commonwealth akan selalu melaksanakan kegiatan usahanya dengan berpedoman pada peraturan perundang-undangan yang berlaku dan kebijakan-kebijakan internal yang dicanangkan. To improve its performance, protect the interests of the stakeholders, and ensure its compliance of the prevailing laws and regulations, Bank Commonwealth, in its operations, refers and adheres to the prevailing laws and regulations and internal policies. 38 2016 Annual Report Commonwealth Bank | Management Report Dewan Komisaris, Komite, Direksi dan seluruh karyawan Bank Commonwealth secara terusmenerus menjunjung tinggi komitmen Bank untuk menerapkan nilai-nilai yang tertuang dalam corporate values dalam menjalankan setiap aktivitas operasional dan bisnis. Pengelolaan bisnis mengikuti prinsipprinsip Transparansi (transparency), Akuntabilitas (accountability), Tanggung Jawab (responsibility), Independensi (independency) dan Kewajaran (fairness) – TARIF. Bank Commonwealth meyakini, dengan penerapan prinsip-prinsip Tata Kelola tersebut akan menjamin terciptanya keseimbangan bisnis dan kontrol/manajemen risiko secara menyeluruh baik untuk jangka pendek maupun jangka panjang dengan memperhatikan kepentingan pemegang saham dan pemangku kepentingan lainnya. The Board of Commissioners, the Board of Directors, and all employees uphold the Bank’s commitment in executing its corporate values in all operations and business. The management of the Bank complies with the principles of Transparency, Accountability, Responsibility, Independency and Fairness, or TARIF. Bank Commonwealth believes that full compliance of the corporate governance principles will ensure the balance of business and risk control/management, either in a short term or in a long term, while safeguarding the interests of shareholders and other stakeholders. Manajemen Risiko Risk Management Bank Commonwealth telah melakukan pengelolaan risiko secara komprehensif dan terintegrasi guna mendukung kelangsungan dan pertumbuhan usahanya. Bank menyadari pentingnya menerapkan Manajemen Risiko secara konsisten untuk mengelola eksposur risiko yang dapat berdampak terhadap kegiatan usaha secara keseluruhan. Bank Commonwealth has carried out comprehensive and integrated risk management to ensure the Bank’s business sustainability and growth. The Bank realises the importance of consistently implementing risk management as it is necessary to manage risk exposures which can significantly affect the Bank’s business operations. Bank Commonwealth menerapkan prinsip pengelolaan risiko berdasarkan 4 (empat) pilar manajemen risiko yang berfokus pada pengawasan aktif Direksi dan Dewan Komisaris, kecukupan kebijakan dan prosedur, kecukupan proses manajemen risiko serta sistem pengendalian internal. Bank Commonwealth implements the principles of risk management, based on four (4) pillars of risk management, namely the active oversight by the Board of Directors and the Board of Commissioners, adequate policies and procedures, adequate risk management process, as well as internal control system. Bank Commonwealth menerapkan pendekatan Three Lines of Defense dalam merancang dan menerapkan kerangka kerja manajemen risiko. Unit Bisnis maupun operasional sebagai First Line of Defense bertanggung jawab untuk mengelola risiko terkait bisnis dan proses yang dimilikinya. Unit-unit Manajemen Risiko & Kepatuhan sebagai Second Line of Defense mendukung strategi dan filosofi risiko serta pengambilan keputusan bisnis yang sesuai dengan risk appetite Bank. Fungsi audit internal dan/atau pihak independen sebagai Third Line of Defense bertanggung jawab untuk melakukan pemantauan dan kaji ulang atas kerangka, pedoman dan penerapan manajemen risiko. Bank Commonwealth implements the Three Lines of Defense approach in designing risk management framework and executing it. Business and operational units, as the First Line of Defense, are accountable for managing risks related to business and its related processes. Risk Management and Compliance units, as the Second Line of Defense, support the risk strategy and philosophy, as well as business decision making which conform to the Bank’s risk appetite. The internal audit function and/or independent parties as the Third Line of Defense are accountable for monitoring and reviewing the framework, guideline, and implementation of risk management. Dalam melaksanakan kerangka kerja manajemen risiko, Bank telah melakukan beberapa hal antara lain dengan membentuk (1) Satuan Kerja Manajemen Risiko yang memiliki peran dan tanggung jawab mengelola risiko pada Bank, (2) Komite Manajemen Risiko yang membantu Direksi dan manajemen dalam memantau dan mengelola risiko dan (3) Komite Pengawas Risiko In executing the risk management framework, Bank Commonwealth carried several actions, including establishing (1) Risk Management work unit whose role and responsibility are to manage risks; (2) Risk Management Committee assigned to assist Board of Directors and the management in monitoring and managing risks; and (3) Risk Monitoring Committee 39 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen di tingkat Komisaris untuk melakukan pengawasan dan evaluasi kinerja dari Komite Manajemen Risiko dan Satuan Kerja Manajemen Risiko. in the level of commissioners tasked with monitoring and evaluating the performance of Risk Management Committee and Risk Management work unit. Bank Commonwealth memiliki kebijakan dan prosedur manajemen risiko yang ditetapkan untuk mengidentifikasi dan menganalisa risiko-risiko yang dihadapi, menetapkan batasan risiko dan pengendalian yang sesuai serta memantau kepatuhan terhadap batasan yang telah ditetapkan. Kebijakan dan sistem pengelolaaan risiko dikaji secara berkala untuk menyesuaikan sesuai dengan perubahan dalam kondisi pasar, produk dan jasa yang ditawarkan. Bank Commonwealth has policies and procedures to identify and analyse risks the Bank is facing, to determine the risk benchmark and suitable control, and to monitor the compliance with the determined benchmark. Risk management policies and system are subject to periodic review to conform to any changes in the market, as well as products and services offered. Bank Commonwealth bertekad untuk terus membangun kesadaran akan budaya risiko pada semua tingkatan organisasi melalui komunikasi akan pentingnya mengelola risiko secara berkala dan berkesinambungan. Satuan Kerja Manajemen Risiko melakukan sosialisasi strategi risiko dan kebijakannya ke seluruh unit bisnis terkait dalam mengupayakan terciptanya budaya risiko dan risk awareness yang kokoh. Bank Commonwealth is determined to foster strong awareness of risk culture and risk awareness on all levels of the organisation by periodically yet consistently communicating the importance of managing risks. Risk Management work unit also informs and educates the Bank’s risk strategies and policies to the related business units. Risk Appetite Statement menjabarkan tingkat dan jenis risiko yang dapat diterima Bank Commonwealth dalam rangka mengartikulasikan visi dan misinya untuk para pemangku kepentingan, sesuai dengan batasanbatasan yang diberikan. Risk Appetite Statement tersebut disetujui oleh Dewan Komisaris dan berisi matriks pengukuran baik kuantitatif maupun kualitatif beserta batasan toleransinya. Risk Appetite Statement describes the levels and types of risks acceptable by Bank Commonwealth as required to articulate the Bank’s vision and mission to the stakeholders according to the determined limitation. Risk Appetite Statement is approved by the Board of Commissioners and contains the measurement matrices for, quantitative and qualitative, and their tolerable limits. Dalam mengelola risiko secara komprehensif, Bank Commonwealth sebagai entitas utama telah menerapkan Manajemen Risiko Terintegrasi untuk mengidentifikasi, mengukur, memantau, dan memonitor berbagai jenis risiko pada seluruh lembaga jasa keuangan terelasi dalam Konglomerasi Keuangan Commonwealth Bank of Australia (CBA) di Indonesia. Pada saat ini terdapat tiga entitas CBA di Indonesia yaitu PT Bank Commonwealth (PTBC), PT Commonwealth Life (PTCL) dan First State Investment Indonesia (FSII), dan PT Bank Commonwealth (PTBC) telah ditunjuk sebagai Prime Entity. In managing risks comprehensively, Bank Commonwealth, as the parent entity, uses Integrated Risk Management to identify, measure and monitor various types of risks at all financial services institutions affiliated with Commonwealth Bank of Australia (CBA) financial conglomeration in Indonesia. Currently, there are three CBA entities in Indonesia: PT Bank Commonwealth (PTBC), PT Commonwealth Life (PTCL) and First State Investment Indonesia (FSII), and PT Bank Commonwealth (PTBC) has been appointed as Prime Entity. Bank Commonwealth melakukan penilaian Profil Risiko yang mencakup penilaian terhadap risiko inheren dan penilaian terhadap kualitas penerapan manajemen risiko yang mencerminkan sistem pengendalian risiko (risk control system). Penilaian tersebut dilakukan terhadap 8 (delapan) jenis risiko yaitu Risiko Kredit, Risiko Pasar, Risiko Likuiditas, Risiko Operasional, Risiko Hukum, Risiko Strategi, Risiko Kepatuhan dan Risiko Reputasi. Sedangkan, dalam Manajemen Risiko Terintegrasi, risiko yang dinilai juga mencakup Risiko Transaksi Intra-grup dan Risiko Asuransi. Dalam Bank Commonwealth has conducted an assessment of Risk Profile comprising the assessment of inherent risks and assessment of the quality of the risk management implementation that reflects risk control system. The Bank assessed eight (8) risk types: Credit Risk, Market Risk, Liquidity Risk, Operational Risk, Legal Risk, Strategic Risk, Compliance Risk and Reputation Risk. In Integrated Risk Management, the Bank assessed Intragroup Transactional Risk, and Insurance Risk. In assessing risk profiles, Bank Commonwealth refers to the prevailing regulations of Financial Services 40 2016 Annual Report Commonwealth Bank | Management Report melakukan penilaian profil Risiko, Bank Commonwealth mengacu pada ketentuan OJK yang berlaku. Selama tahun 2016, peringkat komposit untuk profil risiko Bank Commonwealth baik secara individu maupun terintegrasi per 31 Desember 2016 berdasarkan self assessment Bank berada pada peringkat 2 (Low to Moderate). Authority (OJK). Based on the Bank self assessment on both individual and integrated risk profile, the Bank’s composite rating as of 31 December 2016 was rated at 2 (Low to Moderate). Kode Etik (Code of Conduct) Code of Conduct Bank Commonwealth berkomitmen untuk menerapkan prinsip Good Corporate Governance dalam setiap kegiatan Bank di semua tingkatan struktur organisasi. Code of Conduct disusun untuk menjadi dasar perilaku bagi Dewan Komisaris, Direksi dan karyawan Bank sebagai acuan dalam penerapan standar etika bagi perusahaan dan semua karyawan dalam menerapkan nilai-nilai (values) dan etika bisnis sehingga menjadi bagian dari budaya Bank untuk mencapai Visi dan Misi Bank. Bank Commonwealth is committed to implementing the principles of Good Corporate Governance in each of its activity and on all levels of the organization. Code of Conduct is designed to become the basis of conduct for the members of the Board of Commissioners and the Board of Directors, as well as for all employees. It is a reference for the Company and employees in applying corporate values and business ethics, as part of the corporate cultures helping the Bank achieve its vision and mission. Whistleblowing System Whistleblowing System Bank Commonwealth berkomitmen menjaga lingkungan kerja dan budaya organisasi yang tidak mentolerir tindak penyimpangan, korupsi dan perilaku yang tidak pantas sesuai dengan nilai-nilai perusahaan yang dituangkan dalam Kebijakan Perlindungan Whistleblower. Kebijakan ini diharapkan dapat mendorong karyawan untuk melaporkan indikasi tindak penyimpangan, penyuapan dan korupsi, kegiatan ilegal, tidak etis, atau pelanggaran hukum dan peraturan lainnya. Bank Commonwealth is also committed to creating working environment and corporate cultures that do not tolerate any misconduct, corrupt practices and misappropriation. This commitment is reflected in the corporate action in the form of Whistleblower Protection Policy. The policy is expected to encourage employees to report any indication of misconduct, bribery and other corrupt practices, illegal and unethical activities, or violations of law and other regulations. Corporate Social Responsibility Corporate Social Responsibility Bank Commonwealth memandang bahwa kegiatan Tanggung Jawab Sosial Perusahaan (Corporate Social Responsibility/CSR) merupakan komitmen untuk ikut membangun masyarakat, lingkungan dan sumber daya manusia di negara Indonesia. Komitmen tersebut adalah ikatan moral bagi perusahaan untuk ikut memberdayakan dan memberi manfaat bagi masyarakat luas. Bank Commonwealth realises the importance of Corporate Social Responsibility (CSR), and is committed to help develop the community, environment, and human resources in Indonesia. This commitment is a moral binding for the Company to help empower and benefit the public. Sebagai bagian dari Tanggung Jawab Sosial Perusahaan (CSR), Bank mengembangkan beberapa program CSR yang berfokus pada dua pilar yaitu pemberdayaan komunitas eksternal (khususnya perempuan) dan peningkatan keterlibatan karyawan dalam program sosial. As part of Bank Commonwealth’s Corporate Social Responsibility, the Bank has developed several CSR programs with focus on the empowerment of external community (notably women), and fostering the involvement of the employees in social programs. Bank Commonwealth menyadari pentingnya peranan perempuan baik dalam kehidupan keluarga maupun Bank Commonwealth understands the key role that women play in a family, in the community, and in the 41 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen sebagai pelaku bisnis dan juga dalam komunitas. Bank percaya dengan memberdayakan kemampuan dan talenta perempuan, akan memberikan dampak positif dan signifikan untuk perkembangan masyarakat dan negara secara umum. economy. The Bank believes that women who are empowered can develop their talents and significantly benefit the society and the country. Sejalan dengan fokus pada pemberdayaan perempuan, salah satu kegiatan CSR yang telah dijalankan adalah Financial Literacy program atau edukasi untuk peningkatan literasi keuangan perempuan melalui program WISE (Women Investment Series), sebuah gerakan sadar keuangan dari perempuan untuk perempuan yang diluncurkan sejak November 2014. Hal ini juga selaras dengan program OJK untuk meningkatkan literasi keuangan masyarakat. In line with the Bank’s focus on empowering women, one of the Bank’s CSR current activities is Financial Literacy program for women through WISE (Women Investment Series) program. WISE program is a financial literacy movement for women launched in November 2014. This is also in support of OJK program to foster financial literacy among the people. Selain itu, untuk peningkatan keterlibatan karyawan dalam program sosial, Bank melanjutkan berbagai program kerja yang telah berjalan, yang semuanya dilaksanakan di bawah payung kegiatan sosial Bank -“CommCare”. To foster the involvement of the employees in social programs, the Bank continued its working programs running under the umbrella of Commonwealth Bank’s social body, “CommCare”. Perubahan Komposisi Direksi Change in Board of Directors Composition Selama 2016, Bank telah melakukan beberapa perubahan stuktur organisasi dan komposisi Direksi yang diselaraskan dengan fokus bisnis pada segmen Retail dan SME. Jajaran direksi diperkuat dengan ditambahnya dua direktorat bisnis yaitu Direktur Retail Banking, dan Direktur SME and Corporate Strategy. Jajaran kepemimpinan juga diperkuat dengan promosi internal maupun perekrutan karyawan profesional (prohire) yang memiliki pengalaman di bidangnya. Dengan struktur organisasi yang lebih efektif dengan jabaran yang jelas mengenai fungsi dan tanggung jawab masing-masing unit, Bank percaya bahwa kapabilitas dan efektifitas SDM akan dapat ditingkatkan secara signifikan untuk menunjang kesuksesan eksekusi strategi. Throughout 2016, Commonwealth Bank made several changes to the organisational structure, and the composition of the Board of Directors was made to accommodate the Bank’s focus on the Retail and SME segments. The Board was made stronger with the addition of two business directorates, namely Director of Retail Banking, and Director of SME and Corporate Strategy. The Bank also reinforced the management with internal promotion and pro-hire recruitment. With more effective organisation and clearer description of the function and responsibilities of each unit, the Bank believes the capability and effectiveness of the Bank’s human resources could significantly improve and help the execution of the Bank’s strategies. 42 2016 Annual Report Commonwealth Bank | Management Report Susunan Direksi adalah sebagai berikut: No. The composition of the Board of Directors is as follows: Jabatan / Position Nama / Name 1 Lauren Sulistiawati Presiden Direktur / President Director 2 Ida Apulia Simatupang*) Direktur SME & Corporate Strategy / Director of SME & Corporate Strategy 3 Rustini Dewi Direktur Retail Banking / Director of Retail Banking 4 Tjioe Mei Tjuen Direktur Operations & IT / Director of Operations & IT 5 Angeline Nangoi Direktur Kepatuhan / Director of Compliance 6 Adhiputra Tanoyo**) Direktur Manajemen Risiko / Director of Risk Management 7 Stephen Vile***) Direktur Manajemen Risiko / Director of Risk Management *) Sejak 24 Februari 2017, jabatan Ida A. Simatupang berubah menjadi Direktur SME & Corporate Strategy. Sebelumnya beliau menjabat sebagai Direktur Strategy, Digital Solutions & Customer Franchise sejak bulan Agustus 2016. / Since 24 February 2017, Ida A. Simatupang's title has changed to Director of SME & Corporate Strategy. Previously her title was Director of Strategy, Digital Solutions & Customer Franchise from August 2016. **) Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017. / Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017. ***) Stephen Vile akan menggantikan Adhiputra Tanoyo sebagai Direktur Manajemen Risiko dan telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. / Stephen Vile will replace Adhiputra Tanoyo as Director of Risk Management and has obtained confirmation from the FSA by letter No.SR-103 / PB.12 / 2016 of 29 November 2016 concerning the decision on the candidacy of the Board of Directors Member of the Commonwealth Bank. At present, the relevant documents are still in the process so that he currently is not effectively serving as the Director of the Commonwealth Bank yet. Penutup Closing Atas nama Direksi, kami menyampaikan terima kasih kepada Pemegang Saham, Dewan Komisaris dan pemangku kepentingan lainnya atas kepercayaan yang telah diberikan. Kami juga menyampaikan terima kasih atas kerja keras, dedikasi dan komitmen karyawan dalam memberikan upaya terbaik untuk membantu pencapaian Visi dan Misi Bank Commonwealth. Kami berharap kepercayaan dan dukungan ini akan selalu menjadi motivasi bagi kami untuk menghasilkan kinerja yang lebih baik bagi perusahaan dan para stakeholders lainnya untuk kedepannya. On behalf of the Board of Directors, we would like to extend our deepest gratitude to all shareholders, the Board of Commissioners, and other stakeholders for their confidence in us. We would also like to express our appreciation for the hard work, dedication and commitment of all employees, and for their best contribution to help Bank Commonwealth realise its vision and mission. We believe the confidence and support we have been shown will continue to motivate us to perform even better for the benefit of the Company and the stakeholders. Atas nama Direksi, On behalf of the Board of Directors, Lauren Sulistiawati Presiden Direktur / President Director 43 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Profil Direksi Profile of the Board of Directors 44 Angeline Nangoi Tjioe Mei Tjuen Lauren Sulistiawati Direktur Kepatuhan Director of Compliance Direktur Operations & IT Director of Operations & IT Presiden Direktur President Director 2016 Annual Report Commonwealth Bank | Management Report Rustini Dewi Adhiputra Tanoyo Ida A. Simatupang Stephen Vile Direktur Retail Banking Director of Retail Banking Direktur Manajemen Risiko Director of Risk Management* Direktur SME & Corporate Strategy Director of SME & Corporate Strategy Direktur Manajemen Risiko Director of Risk Management *) Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017 dan posisinya digantikan oleh Stephen Vile. / Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017 and will be replaced by Stephen Vile. 45 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Lauren Sulistiawati Presiden Direktur Warga Negara Indonesia. Umur 56 tahun. Berdomisili di Indonesia. Lauren Sulistiawati diangkat sebagai Presiden Direktur pada bulan Februari 2016. President Director An Indonesian citizen, 56 years old and residing in Indonesia, Lauren Sulistiawati was appointed as President Director in February 2016. Kualifikasi/Riwayat Pendidikan Qualification/Educational Background Menyelesaikan studi di San Francisco State University dengan predikat Magna Cum Laude. Lauren Sulistiawati graduated from San Francisco State University with Magna Cum Laude. Pengalaman Kerja Work Experience Beliau memiliki lebih dari 25 tahun pengalaman di sektor perbankan dan memegang posisi kepemimpinan operasional, strategis dan manajerial. Sebelumnya Lauren bekerja di sejumlah bank internasional dan nasional, seperti Citibank Indonesia, Bank Permata, Lippo Bank, Standard Chartered Bank, dan ANZ-Panin Bank. Sebelum bergabung dengan Commonwealth Bank, Lauren adalah Managing Director/Country Business Manager of Global Consumer Bank di Citibank Indonesia, dimana beliau memimpin pengelolaan sektor bisnis Citibank dalam Retail Banking, Sales & Distribution, Consumer Lending, dan Wealth Management. Sebelumnya beliau juga pernah bekerja di Bank Permata sebagai Direktur Retail Banking, Direktur Legal & Compliance, Direktur HR dan Direktur Strategi, kemudian juga memiliki pengalaman panjang di Citibank Indonesia dengan menempati berbagai posisi antara lain: Head of Retail Banking & Consumer Finance, Head of Consumer Finance & Citifinancial Business, Chief Financial Officer (CFO) di Citibank Indonesia. Pengalaman lain di Standard Chartered Bank sebagai Country Head of Finance dan ANZ-Panin sebagai Financial Controller. She has had more than 25 years of experience in the banking sector, and held several top operational, strategic and managerial positions. Previously, Lauren worked at some of the international and national banks, including Citibank Indonesia, Bank Permata, Lippo Bank, Standard Chartered Bank, and ANZ-Panin Bank. Prior to joining Commonwealth Bank, Lauren was Managing Director/Country Business Manager of Global Consumer Bank at Citibank Indonesia, where she led the management of the business in retail banking, sales & distribution, consumer lending, and wealth management. Previously she also worked for Bank Permata as Director of Retail Banking, Director of Legal & Compliance, Director of Human Resources, and Director of Strategies. At Citibank, she had held a string of strategic positions, including Head of Retail Banking & Consumer Finance, Head of Consumer Finance & CitiFinancial Business, Chief Financial Officer (CFO) di Citibank Indonesia. She had also worked at Standard Chartered Bank as Country Head of Finance, and ANZ-Panin as Financial Controller. 46 2016 Annual Report Commonwealth Bank | Management Report Ida Apulia Simatupang Direktur SME & Corporate Strategy Warga Negara Indonesia. Umur 53 tahun. Berdomisili di Indonesia. Ida Apulia Simatupang diangkat sebagai Direktur SME & Corporate Strategy efektif mulai 24 Februari 2017. Sebelumnya beliau menjabat sebagai Direktur Strategy, Digital Solutions & Customer Franchise sejak bulan Agustus 2016. Director of SME & Corporate Strategy An Indonesian citizen, 53 years old and residing in Indonesia, Ida Apulia Simatupang was appointed Director of SME & Corporate Strategy effectively since 24 February 2017. Previously, Ida’s title was Director of Strategy, Digital Solutions & Customer Franchise from August 2016. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Menyelesaikan studi Master dari Carnegie Mellon University, di Pittsburgh, USA dalam bidang Business Administration. Ida Apulia Simatupang earned her Master’s degree in Business Administration from Carnegie Mellon University in Pittsburgh, USA. Pengalaman Kerja Work Experience Beliau memiliki pengalaman lebih dari 20 tahun di industri perbankan, consumer goods dan perusahaan konsultan ternama. Selama karirnya di the Boston Consulting Group, Unilever Indonesia, Permata Bank dan Citibank, beliau telah berhasil mengembangkan bisnis, memimpin proses akuisisi dan integrasi bisnis, serta merancang strategi bisnis jangka panjang. Sebelum bergabung dengan Commonwealth Bank, beliau menjabat sebagai Deputy Cards and Loans Business Head di Citibank NA, Indonesia. Ida Apulia Simatupang has more than 20 years of experiences in the banking industry, consumer goods industry and also reputable consulting firm. Her achievement among others are successfully growing the business, leading business acquisition and integration process and creating long-term business strategy during her tenure in the Boston Consulting Group, Unilever Indonesia, Permata Bank and Citibank. Prior to joining Commonwealth Bank, Ida was Deputy Cards and Loans Business Head in Citibank NA, Indonesia. 47 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Angeline Nangoi Direktur Kepatuhan Warga Negara Indonesia. Umur 60 tahun. Berdomisili di Indonesia. Angeline Nangoi diangkat sebagai Direktur Kepatuhan pada bulan Juli 2014. Director of Compliance An Indonesian citizen, 60 years old and residing in Indonesia, Angeline Nangoi was appointed as Director Compliance in July 2014. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Menyelesaikan pendidikan di Fakultas Teknik Institut Teknologi Bandung, Bandung pada tahun 1980. Angeline Nangoi earned her degree in Technical Engineering from Bandung Institute of Technology (ITB), Bandung in 1980. Pengalaman Kerja Work Experience Beliau memulai karirnya di perusahaan konsultan engineering setelah meraih gelar sarjana teknik dari ITB di tahun 1980. Beliau memasuki dunia perbankan pada tahun 1982 dan sejak itu berkarir selama 34 tahun dengan pengalaman di bidang Marketing, Kredit, Tresuri dan Kepatuhan. Sebelum bergabung dengan Commonwealth Bank, beliau menjabat sebagai Compliance Director di Bank OCBC Indonesia dan sebagai Corporate Secretary setelah menjadi Bank OCBC NISP Tbk. Selain itu, beliau juga pernah menjabat sebagai Direktur Kepatuhan di PT Bank Societe Generale Indonesia, sebagai Direktur di Bank Global Indonesia, General Manager di Bank Bumiraya Utama dan bekerja di PT Indovest Bank. Angeline Nangoi commenced her career working at an engineering consultation firm after earning her degree in Technical Engineering from ITB in 1980. She entered the banking industry in 1982 and has since built her career which has lasted for 34 years and counting. She has had experiences in the marketing, credit, treasury, and compliance sectors. Prior to working at Commonwealth Bank, she had held the positions of Compliance Director at Bank OCBC Indonesia, and as Corporate Secretary following the bank’s transformation to Bank OCBC NISP Tbk. She was also Compliance Director at PT Bank Societe Generale Indonesia, one of the directors of Bank Global Indonesia, General Manager of Bank Bumiraya Utama, as well as working for PT Indovest Bank. 48 2016 Annual Report Commonwealth Bank | Management Report Adhiputra Tanoyo* Direktur Manajemen Risiko Warga Negara Indonesia. Umur 44 tahun. Berdomisili di Indonesia. Adhiputra Tanoyo diangkat sebagai Direktur Manajemen Risiko pada bulan September 2013. Director of Risk Management An Indonesian citizen, 44 years old and residing in Indonesia, Adhiputra Tanoyo was appointed as Risk Management Director in September 2013. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Lulus dari Erasmus Universiteit Rotterdam pada tahun 1998. Adhiputra Tanoyo graduated from Erasmus Universiteit Rotterdam in 1998. Pengalaman Kerja Work Experience Beliau mengawali karirnya di Indover Bank sebagai Credit Analyst. Selain sempat bekerja di Konsultan Risk Management ternama seperti Arthur Andersen dan Ernst & Young, Adhiputra terus mendalami karir di bidang Risk Management selama lebih dari 15 tahun. Ia telah mengikuti berbagai pelatihan terkait Risk Management dan juga menerima beasiswa dari Swedish International Development Agency (SIDA) untuk Risk Management di Swedia. Pada tahun 2009, beliau bergabung dengan PT Bank UOB Indonesia dan posisi terakhirnya adalah sebagai Executive Director, Head of Risk Management. Adhiputra Tanoyo started his career by joining Indover Bank as Credit Analyst. Whilst working for a leading risk management consultation firm, such as Arthur Andersen, and Ernst & Young, Adhiputra continued to improve his expertise in Risk Management for more than 15 years. He took part in various training programs, related to Risk Management and was scholarship grantee from Swedish International Development Agency (SIDA) for a Risk Management training program in Sweden. In 2009, he joined PT Bank UOB Indonesia, and his last position was Executive Director, Head of Risk Management. *)Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017. *) Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017. 49 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Tjioe Mei Tjuen Direktur Operations & IT Warga Negara Indonesia. Umur 59 tahun. Berdomisili di Indonesia. Tjioe Mei Tjuen diangkat sebagai Direktur Operations & IT pada bulan November 2016. Director of Operations & IT An Indonesian citizen, 59 years old and residing in Indonesia, Tjioe Mei Tjuen was appointed as Director of Operational & IT in November 2016. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar sebagai Bachelor of Science in Computer Science & Statistics dari University of London, United Kingdom dengan penghargaan First Class Honors. Tjioe Mei Tjuen earned her Bachelor of Science in Computer Science & Statistics from University of London, United Kingdom with First Class Honors. Pengalaman Kerja Work Experience Dengan pengalaman lebih dari 32 tahun terutama di bidang perbankan, Mei Tjuen memiliki keahlian dalam transformasi dan integrasi platform operations and technology untuk mendukung pertumbuhan bisnis organisasi. Sebelum bergabung dengan Commonwealth Bank, Mei Tjuen menjabat sebagai Director for Technology & Operations di Bank Permata, dan pernah menduduki berbagai jabatan strategis di perbankan lainnya seperti Bank Ekonomi Raharja sebagai Chief Operation Officer, Barclays Bank Indonesia sebagai Chief Operation Officer, dan di Citibank Indonesia sebagai Chief Operations and Technology. Tjioe Mei Tjuen has more than 32 years of experience notably in the banking industry, Mei Tjuen has an expertise in operations and technology platform transformation and integration to support business. Before she joined Commonwealth Bank, Mei Tjuen was Director for Technology & Operations at Permata Bank, and has held various strategic positions in the banking sector, including as Chief Operation Officer at Bank Ekonomi Raharja, Chief Operation Officer at Barclays Bank Indonesia, and at Citibank Indonesia as Chief Operations and Technology. 50 2016 Annual Report Commonwealth Bank | Management Report Rustini Dewi Direktur Retail Banking Warga Negara Indonesia. Umur 48 tahun. Berdomisili di Indonesia. Rustini Dewi diangkat sebagai Direktur Retail Banking pada bulan Juli 2016. Director of Retail Banking An Indonesian citizen, 48 years old and residing in Indonesia, Rustini Dewi was appointed Director of Retail Banking in July 2016. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Menyelesaikan pendidikan sebagai Sarjana jurusan Akuntasi di Universitas Trisakti Jakarta. Rustini Dewi earned her Bachelor’s degree in Accounting from Trisakti University, Jakarta. Pengalaman Kerja Work Experience Beliau bergabung dengan Commonwealth Bank sebagai Chief of Retail Banking pada bulan April 2016. Beliau memiliki lebih dari 25 tahun pengalaman di industri perbankan dengan kemampuan beragam mulai dari memimpin Retail Bank Business, Customer Segmentation, Business Intelligence, Merchant Partnership, Asset Liability Management, Finance, M&A Project, Business Planning, Cost Control, Controller dan kemampuan analytical audit, koordinasi dan komunikasi yang baik. Sebelum bergabung dengan Commonwealth Bank, beliau adalah Retail Banking Head di Citibank Indonesia. Selain itu, beliau pernah menjabat di Bank Permata sebagai Head of Segment, Strategic Merchant Partnership & BIU. Sebelum bergabung dengan Bank Permata, beliau pernah menjabat sebagai Head of Strategic Planning & Implementation, Head of Business Finance for Consumer Banking dan Business Planning Manager di ABN AMRO Bank. Rustini Dewi joined Commonwealth Bank as Director of Retail Banking in April 2016. She has more than 25 years of experience in the banking industry, having been in various units from Retail Bank Business, Customer Segmentation, Business Intelligence, Merchant Partnership, Asset Liability Management, Finance, M&A Project, Business Planning, Cost Control, Controller, as she possesses good skills in analytical audit, coordination and communication. Prior to joining Commonwealth Bank. She had been Retail Banking Head at Citibank Indonesia, then Head of Segment, Strategic Merchant Partnership & BIU at Bank Permata, Head Retail Banking Business Finance at Bank Permata, Head of Strategic Planning & Implementation at ABN AMRO Bank, Head of Business Finance for Consumer Banking at ABN AMRO Bank, and Business Planning Manager at ABN AMRO Bank. 51 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Stephen Vile** Direktur Manajemen Risiko Warga Negara Australia, umur 57 tahun. Berdomisili di Hong Kong. Stephen Vile diangkat sebagai Direktur pada bulan Desember 2016. Director of Risk Management An Australian citizen, 57 years old and residing in Hong Kong. Stephen Vile was appointed as Director in December 2016. Kualifikasi/Riwayat Pendidikan Qualifications/Educational Background Memperoleh gelar Diploma Finance & Investment dari Securities Institute of Australia. Stephen Vile earned his Diploma’s degree in Finance & Investment from Securities Institute of Australia. Pengalaman Kerja Work Experience Beliau memiliki pengalaman lebih dari empat dekade dalam bidang perbankan, khususnya di Manajemen Risiko dan telah memimpin tim-tim besar maupun kecil. Sebelum bergabung dengan Commonwealth Bank, Stephen Vile merupakan General Manager Risk Management Operations Hong Kong pada Commonwealth Bank of Australia. Berbagai jabatan lain di Commonwealth Bank of Australia adalah: General Manager International Credit Risk Management, General Manager Risk Management Property, Executive Manager Risk Management Property Finance NSW/ QLD, serta Chief Manager Credit Approvals Customer Service Division. Stephen Vile has more than four decades of experience in banking industry, specifically in Risk Management and leading various size of teams. Before he joined Commonwealth Bank, Stephen Vile was General Manager of Risk Management Operations Hong Kong at Commonwealth Bank of Australia. His various positions at Commonwealth Bank of Australia namely: General Manager of International Credit Risk Management, General Manager of Risk Management Property, Executive Manager of Risk Management Property Finance NSW/QLD, and Chief Manager of Credit Approvals Customer Service Division. **) Stephen Vile akan menggantikan Adhiputra Tanoyo sebagai Direktur Manajemen Risiko dan telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. **)Stephen Vile will replace Adhiputra Tanoyo as Director of Risk Management and has obtained confirmation from the FSA by letter No.SR-103 / PB.12 / 2016 of 29 November 2016 concerning the decision on the candidacy of the Board of Directors Member of the Commonwealth Bank. At present, the relevant documents are still in the process so that he currently is not effectively serving as the Director of the Commonwealth Bank yet. 52 2016 Annual Report Commonwealth Bank | Management Report 53 Laporan Tahunan 2016 Commonwealth Bank | Laporan Manajemen Surat Pernyataan Kebenaran Isi Laporan Tahunan 2016 Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab Atas Laporan Tahunan 2016 PT Bank Commonwealth Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Bank Commonwealth Tahun 2016 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi laporan tahunan Perusahaan. Demikian pernyataan ini dibuat dengan sebenarnya. Dewan Komisaris / Board of Commissioners Suwartini Andrew Farmer Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner / Acting President Commissioner Wakil Presiden Komisaris / Vice President Commissioner Khairil Anwar Komisaris Independen / Independent Commissioner 54 2016 Annual Report Commonwealth Bank | Management Report Statement of 2016 Annual Report Responsibility Statement by Members of the Board of Commissioners and the Board of Directors Regarding Responsibility for 2016 Annual Report of PT Bank Commonwealth. We, the undersigned, hereby declare that all the information in the 2016 Annual Report of PT Bank Commonwealth has been presented in their entirety, and that we assume full responsibility for the accuracy of the contents of this annual report. This statement is duly made in all integrity. Direksi / Board of Directors Lauren Sulistiawati Presiden Direktur / President Director Ida Apulia Simatupang Rustini Dewi Tjioe Mei Tjuen Direktur SME & Corporate Strategy / Director of SME & Corporate Strategy Direktur Retail Banking / Director of Retail Banking Direktur Operations & IT / Director of Operations & IT Angeline Nangoi Adhiputra Tanoyo Direktur Kepatuhan / Director of Compliance Direktur Manajemen Risiko / Director of Risk Management 55 03. Profil Perusahaan Company Profile Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Nama dan Alamat Lengkap Perusahaan Corporate Name and Full Address Nama Company’s Name PT Bank Commonwealth (Commonwealth Bank) Alamat Address World Trade Center 6, lantai 3A Jl. Jend. Sudirman Kav. 29-31 Jakarta 12920, Indonesia Telepon Phone +62 21 5296 1222, +62 21 2554 9500 Call Center 15000 30 (Indonesia) +62 21 2935 2935 (Akses Internasional) Faksimili Faximile +62 21 5296 2293 Website www.commbank.co.id Email [email protected] Facebook CommbankID Twitter @commbank_ID Tanggal Berdiri Date of Establishment 10 Januari 1997 Dasar Hukum Pendirian Legal Basis of Establishment PT Bank Commonwealth didirikan berdasarkan Akta No. 63 tanggal 20 Agustus 1996 yang diubah melalui Akta No. 72 tanggal 12 Desember 1996, keduanya dibuat di hadapan Notaris Sutjipto, SH, MKn. Notaris di Jakarta, yang kemudian disahkan oleh Menteri Kehakiman melalui Surat Keputusan No.C2156 HT.01.01.TH 1997 tanggal 10 Januari 1997. PT Bank Commonwealth was established based on Notary Deed No. 63 dated 20 August 1996, revised with Notary Deed No. 72 dated 12 December 1996, both signed before Sutjipto, SH, MKn. Notary in Jakarta, and legalised by Minister of Justice of the Republic of Indonesia in the Decision Letter No. No.C2-156 HT.01.01.TH 1997 dated 10 January 1997. 58 Modal Dasar Authorised Capital Rp13.000.000.000.000,- Modal Ditempatkan dan Disetor Penuh Issued and Paid Up Capital Rp3.819.667.000.000,- Jumlah Kantor Layanan Number of Branches 70 (per Desember 2016) Jaringan ATM ATM Network 145 (per Desember 2016) Jumlah Karyawan Employees 1.750 orang 1.750 employees 2016 Annual Report Commonwealth Bank | Company Profile Riwayat Singkat Perusahaan Corporate History in Brief PT Bank Commonwealth (selanjutnya disebut “Commonwealth Bank” atau “Bank”) merupakan anak perusahaan Commonwealth Bank of Australia (CBA) yang merupakan penyedia layanan keuangan terintegrasi terbesar di Australia dan brand yang terkemuka di industri keuangan Australia. PT Bank Commonwealth (hereinafter reffered as “Commonwealth Bank” or “Bank”) is a subsidiary of Commonwealth Bank of Australia (CBA), Australia’s leading provider of integrated financial services and the most recognised brand in the Australian financial services industry. Grup CBA adalah salah satu perusahaan terbesar yang terdaftar di Bursa Efek Australia dan termasuk dalam The Morgan Stanley Capital Global Index. CBA Group is one of the largest listed companies on the Australian Securities Exchange and is included in the Morgan Stanley Capital Global Index. Kehadiran Commonwealth Bank merupakan bagian dari strategi jangka panjang CBA untuk mengembangkan bisnisnya hingga ke Asia Pasifik, khususnya di Indonesia dan China. Di Indonesia, CBA telah hadir dalam bentuk kantor perwakilan sejak tahun 1992. The presence of Commonwealth Bank is part of CBA’s long-term strategy to expand its business in Asia Pacific, particularly in Indonesia and China. In Indonesia, it was marked with the opening of its representative office in 1992. Pada tahun 1997, CBA membentuk perusahaan joint venture untuk menyediakan layanan perbankan korporat bagi entitas bisnis Indonesia dan perusahaan lainnya, dan pada tahun 2000, perusahaan tersebut berubah menjadi Commonwealth Bank, dengan CBA sebagai pemegang saham utama. In 1997, CBA established a joint venture to provide corporate banking services to Indonesian business entities and other corporations, and then it became Commonwealth Bank, with CBA as a majority shareholder in 2000. Pada tahun 2007, sebagai bagian dari rencana pengembangan pasar Small and Medium Enterprise (SME), Commonwealth Bank melakukan merger dengan Bank Arta Niaga Kencana (ANK) yang berbasis di Surabaya dengan penguasaan pasar yang dominan di wilayah Jawa Timur. Merger tersebut telah membantu Commonwealth Bank memperkuat bisnis SME serta membangun jaringan yang lebih luas di Indonesia bagian timur. In 2007, as part of an expansion plan to develop Small and Medium Enterprise (SME) market, Commonwealth Bank merged the Surabaya-based Bank Artha Niaga Kencana (ANK), which had a strong presence in Eastern Java. The merger has helped Commonwealth Bank strengthen its SME business and develop broader network in Eastern Indonesia. Dasar pendirian Commonwealth Bank dikukuhkan melalui Akte Notaris No. 90 yang disahkan oleh Menteri Kehakiman RI No.C-06028HT.01.04-HT.2007. The foundation of the establishment of Commonwealth Bank was confirmed based on the Notary Deed No. 90 passed by the Minister of Justice of the Republic of Indonesia No. C-06028HT.01.04-HT.2007. 59 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Jejak Langkah Milestone 10 Januari 1997 Commonwealth Bank didirikan pertama kali pada tanggal 20 Agustus 1996 dengan nama PT Bank BII Commonwealth dan memperoleh pengesahan pendirian pada 10 Januari 1997 10 Januari 1997 Commonwealth Bank was established on 20 August 1996 with the name PT Bank BII Commonwealth and obtained its legalisation of establishment on 10 January 1997 1992 1997 CBA membuka kantor perwakilan di Indonesia dan hanya meneruskan layanan ke kantor cabang di Australia CBA opened its representative office in Indonesia with direct inquiries to CBA branch offices in Australia 60 2000 Desember 2007 Penggabungan (merger) Commonwealth Bank dengan PT Bank Arta Niaga Kencana (ANK) untuk memperkuat keberadaan Commonwealth Bank di Surabaya, kota terbesar kedua setelah Jakarta Desember 2007 Merger between Commonwealth Bank and PT Bank Arta Niaga Kencana (ANK) to strenghten Commonwealth Bank’s existance in Surabaya, the second largest city after Jakarta 2007 2009 Agustus 2000 Perubahan nama PT Bank BII Commonwealth menjadi PT Bank Commonwealth Commonwealth Bank fokus kepada produk yang lebih banyak dan diversifikasi portfolio Agustus 2000 Name change from PT Bank BII Commonwealth to PT Bank Commonwealth Focus on wider range of products & diversified portfolios 2016 Annual Report Commonwealth Bank | Company Profile Peluncuran Budaya Sales & Service, Pengenalan Auto Decisioning untuk nasabah SME, Kajian kualitas kredit SME terpilih, serta Peluncuran Mobile Banking Embedding Sales & Service Culture, Auto Decisioning Introduction for SME Customers, SME Credit Quality Review, Mobile Banking Launch 2010 2012 4 pilar utama strategi bisnis: SME, Business Banking, Wealth Management dan Retail Banking yang mempunyai orientasi pada aspek terpenting: staff kami, Pelatihan Kredit untuk BM, Proyek SME - implementasi proses dan kebijakan yang baru dan ringkas mengenai manual scorecard Four main pillars of business strategy: SME, Business Banking, Wealth Management dan Retail Banking which orientated on: Our People, Credit training for BM, SME Project - new and stream line process and policy implementation on manual score card 2013 Commonwealth Bank meluncurkan sejumlah inovasi baru seperti: aplikasi mobile banking BizLoan, peluncuran aplikasi mobile banking WISE (Women Investment Series), serta peluncuran COMPASS (Commonwealth Bank Platform Advancement for Superior Sales and Service) Commonwealth Bank launched new inovations such as: BizLoan mobile banking application Launch, WISE (Women Investment Series) mobile banking application launch, COMPASS (Commonwealth Bank Platform Advancement for Superior Sales and Service) 2015 Peluncuran visi baru CBA, peluncuran Financial Health Check - Aplikasi Mobile Cashflow, Perjanjian Vostro Rupiah dengan CBA, Peluncuran PLA dan Mortgage Academy CBA Refreshed Vision Launch, Financial Health Check Launch, Cashflow mobile banking application Launch, Rupiah Vostro Arrangement with CBA, PLA and Mortgage Academy Launch 2016 Commonwealth Bank mentransformasi kerangka strategi (strategy framework) dengan menetapkan segmen Retail dan SME sebagai target nasabah Bank Commonwealth Bank transformed it’s strategy framework by focusing on Retail and SME segments as The Bank’s target customers 61 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Makna Logo Meaning of Our Logo Logo ini dibuat dari sebuah bentuk berlian berwarna kuning dan hitam. Ada lima titik di bagian kuning logo tersebut yang mewakili lima titik dari sebuah rasi bintang yang dikenal dengan nama rasi Bintang Selatan yang mewakili empat kebaikan moral dari keadilan, kebijaksanaan, tenggang rasa, dan keteguhan. The logo shows a diamond shape with the colours of yellow and black. There are five points in the yellow part, which represent the five points of the Southern Star constellation. They represent four moral values, namely Justice, Wisdom, Tolerance and Perseverance. Perubahan Nama Name Change Commonwealth Bank berdiri pada tahun 1997 dengan nama PT Bank BII Commonwealth. Kemudian pada tahun 2000 terjadi perubahan nama menjadi PT Bank Commonwealth (Commonwealth Bank). 62 Commonwealth Bank was established in 1997 under the name of PT Bank BII Commonwealth. In 2000 the name was changed to PT Bank Commonwealth (Commonwealth Bank). 2016 Annual Report Commonwealth Bank | Company Profile Visi, Misi dan Budaya Perusahaan Corporate Vision, Mission dan Values Dalam rangka mendukung penciptaan tujuan Perusahaan, maka Commonwealth Bank memandang perlu untuk menetapkan Visi dan menguatkan Misi Perusahaan. Penguatan Misi Perusahaan dilakukan dengan cara menyesuaikan rumusan misi yang ada sebelumnya dengan kondisi saat ini. To support the Company’s objectives, Commonwealth Bank deems it necessary to define the Company’s Vision and strengthen Mission. The strengthening of the Company’s mission is done by aligning the existing mission statement with the current conditions. Visi Vision To excel at securing and enhancing the financial wellbeing of people, businesses and communities Misi Mission To be the market leader in providing digital financial solutions for our Retail & Small and Medium-Sized Enterprises (SME) target customers. 63 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Budaya Perusahaan Corporate Culture Integrity Have the courage to do and say what’s right Collaboration Listen and work as one inclusive team Excellence Do your best Accountability Take ownership and follow up Service Help others Penetapan Visi dan Misi Vision and Mission Approval Visi dan Misi Commonwealth Bank telah disetujui oleh Direksi pada tanggal 21 Mei 2016 The Board of Directors approved the Commonwealth Bank’s Vision and Mission on 21 May 2016 64 | 2016 Annual Report Commonwealth Bank Company Profile Bidang Usaha Business Sector Kegiatan Usaha Menurut Anggaran Dasar Terakhir dan Kegiatan Usaha yang Dijalankan The business activities as Described in the Articles of Association and the actual Business Activties Pada tahun 2016, bidang usaha Commonwealth Bank berdasarkan Akta Perubahan terakhir Nomor 90 Tanggal 16 November 2007 persetujuan Menteri Hukum dan Hak Asasi Manusia RI Surat Keputusan No. C-06028 HT.01.04-TH.2007 Tanggal 11 Desember 2007, Anggaran Dasar adalah: In 2006, the business activities of Commonwealth Bank were based on the Deed of Amendment No. 90 dated 16 November 2007 approved by the Minister of Law and Human Rights of the Republic of Indonesia with Decision Letter No. C-06028 HT.01.04-TH.2007 dated 11 December 2007, and the Articles of Association as follows: • Berusaha di bidang perbankan. • Seluruh kegiatan usaha tersebut dijalankan oleh Commonwealth Bank. • The business field is in the banking services. • All of the business activities are conducted by Commonwealth Bank. Produk/Jasa Products/Services Produk/Jasa Commonwealth Bank ditujukan untuk melayani 2 (dua) segmen usaha: Products/Services provided by Commonwealth Bank fall into two categories, namely: Retail Banking SME Banking Perbankan Retail Perbankan UKM Dengan berbagai produk dan fasilitas inovatif, Commonwealth Bank memberikan layanan yang optimal kepada nasabah di segmen usaha Retail & SME sesuai dengan kebutuhan dan keperluan nasabah sehingga dapat memberikan manfaat dan nilai tambah lebih besar bagi nasabah. Through various innovative products and facilities, Commonwealth Bank provides a wide range of offering for the Retail and SME business segments based on the customers’ needs and requirements with the aim of delivering more added values and benefits. 65 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Perbankan Retail Retail Banking Segmen usaha Retail Banking merupakan salah satu segmen yang dimiliki oleh Commonwealth Bank dengan fokus nasabah perorangan baik dari kelas menengah atas (emerging affluent) dan kelas atas (affluent). Bank menawarkan serangkaian produk dan layanan untuk membantu para nasabah mencapai tujuan finansialnya dengan menawarkan solusi layanan serta kemudahan dan kenyamanan dalam bertransaksi bagi nasabah melalui transaksi elektronik. Retail banking constitutes one of the targeted business segments of Commonwealth Bank focusing on individuals from both emerging affluent and affluent customers. The Bank offers a range of products and services to help customers achieve their financial goals, as well as providing customers with service solutions as and the comfort of conducting electronic transactions. Emerging Affluent Emerging Affluent Commonwealth Bank mendefinisikan segmen Emerging Affluent adalah individu dalam usia 20 – 40 tahun, berpendidikan, dan memiliki tujuan finansial untuk mulai menciptakan kekayaan (wealth creation), memenuhi berbagai kebutuhan gaya hidup, serta menciptakan kondisi keuangan keluarga yang lebih mapan. Dalam hal bertransaksi, segmen kelas menengah atas ini menginginkan agar dapat bertransaksi secara cepat, aman, dan nyaman. Commonwealth Bank defines Emerging Affluent segment as individuals aged between 20 and 40, educated and set a financial goal of creating wealth, eager to meet a range of lifestyle needs, and create a more established family financial condition. The emerging affluents are increasingly apt to need a fast, safe and comfortable way of transactions. Commonwealth Bank memberikan solusi finansial untuk dapat memenuhi kebutuhan nasabah melalui layanan yang optimal dan integritas yang tinggi, baik melalui layanan digital maupun melalui cabang-cabang kami: Commonwealth Bank provides financial solutions that will help customers meet their needs through optimal service with high integrity by means of both our digital services or branches: • Untuk kegiatan perbankan sehari-hari, nasabah dapat mengakses layanan perbankan elektronik • For daily banking activities, customers can access 24-hour electronic banking services throughout 66 2016 Annual Report Commonwealth Bank | Company Profile selama 24 jam di seluruh Automated Teller Machine (ATM) Commonwealth Bank, serta bebas biaya transaksi di jaringan ATM Bersama dan Prima yang berjumlah lebih dari 110.000 di seluruh Indonesia. Kami juga menyediakan solusi internet banking dan mobile banking, sehingga nasabah dapat dapat bertransaksi kapan saja dan dimana saja. Commonwealth Bank’s automated tellers machine (ATMs) and free-transaction services in more than 110,000 ATM Bersama and Prima across Indonesia. We also provide internet and mobile banking solutions, enabling customers to make a transaction anytime and anywhere. • Untuk memenuhi kebutuhan nasabah akan tempat tinggal untuk keluarga, kami memiliki solusi Kredit Pemilikan Rumah (KPR) dengan beberapa macam skema pembayaran yang akan membantu nasabah dalam merencanakan keuangannya. • To meet customers’ need for house for their family, we also provide Housing Ownership Loan (KPR) solution, with several payment schemes that will help customers create a financial plan. • Dalam menciptakan kekayaan untuk masa depan, kami memiliki solusi wealth management khusus seperti produk Auto-Invest kami yang akan membantu nasabah dalam berinvestasi selain dari produk tradisional seperti tabungan dan deposito, serta membantu nasabah dalam mencapai rencana masa depan. Dalam bertransaksi reksadana, kami juga menyediakan layanan internet banking dan mobile banking sehingga nasabah dapat bertransaksi secara nyaman. • In helping customers manage their wealth for their future, we have designed wealth management solutions such as our Auto-Invest that will help customers invest in traditional products like savings and deposit and also help customers create their future plan. In helping customers make a deal on mutual funds in comfort, we provide Internet Banking and Mobile Banking services. 67 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Affluent Affluent Commonwealth Bank sebagai salah satu pionir di dunia wealth management mengerti akan kebutuhan nasabah di segmen ini. Bank memberikan layanan terbaik dan penuh integritas melalui: Commonwealth Bank, one of the pioneers in wealth management, understands the needs of customers from this segment. The Bank provides its best service with high integrity through: • Relationship Manager untuk memberikan solusi investasi yang sesuai dengan tujuan finansial dan profil risiko dari nasabah. • Relationship Manager that provides investment solution suited to customers’ financial goal and risk. • Layanan Wealth Management yang lengkap, dengan produk-produk pilihan reksadana, obligasi pemerintah, layanan valuta asing, serta bancassurance. Hal ini juga dilengkapi dengan layanan market update yang memberikan informasi kepada para nasabah mengenai kondisi ekonomi terkini serta strategi investasi untuk mengantisipasinya. • Complete Wealth Management Service, with mutual fund products options, government bonds, foreign exchange services, and bancassurance. This is complete with market updates that provide information to customers about the latest economic condition and investment strategy to enable them to anticipate it. • Bank memberikan diversifikasi dalam portofolio nasabah melalui layanan solusi dalam berinvestasi di properti melalui Kredit Pemilikan Rumah (KPR). • The Bank provides diversification of customers’ portfolio through solution service related to investment in property through Housing Ownership Loan (KPR). Produk Product Bank menyediakan produk yang komprehensif untuk nasabahnya dengan melihat karakteristik nasabah berupa: The Bank’s Product provides comprehensive products for its customers catered to the characteristics of customers: 1. Wealth Management 1. Wealth Management 68 Commonwealth Bank melayani berbagai kebutuhan perbankan dengan memberikan beragam produk Wealth Management kepada nasabah retail dengan segmen emerging affluent maupun affluent, dan nasabah SME. Adapun produk Wealth Management yang ditawarkan: Commonwealth Bank provides a range of needed wealth management products, targeted to retail customers, emerging affluent and affluent segment and SMEs. Wealth Management products on offer include: • Produk Investasi • Investment Product Dalam membantu perencanaan dan pengelolaan keuangan nasabah, Commonwealth Bank memberikan solusi investasi yang aman, nyaman dan lengkap untuk nasabah dengan berinvestasi pada produk Reksa Dana dan Obligasi Pemerintah. Sebagai Bank yang terdaftar dan diawasi oleh OJK, produk investasi yang ditawarkan kepada nasabah disesuaikan dengan tujuan finansial maupun profil risiko dari masing-masing nasabah. To help customers create financial plan and management, Commonwealth Bank provides a safe, comfortable and comprehensive investment solution service for customers eager to invest in Mutual Funds or Government Bonds. As a registered bank and supervised by the Financial Services Authority (OJK), investment products offered to customers are suited to the respective customers’ financial goal and risk profile. oo Reksa Dana Commonwealth Bank telah membangun reputasi sebagai salah satu Bank Agen Penjual Reksa Dana terbesar di Indonesia. Bank melalui kerjasamanya dengan oo Mutual Fund Commonwealth Bank Mutual Fund is well recognised as one of the largest Mutual Fund Bank Agents in Indonesia. Through collaboration with Indonesia’s leading 2016 Annual Report Commonwealth Bank | Company Profile Manajer Investasi terkemuka di Indonesia menyediakan produk-produk yang termasuk dalam produk reksadana berkinerja terbaik sepanjang tahun 2016. Di bulan Agustus 2016, Commonwealth Bank mendapatkan penghargaan dari Kustodian Sentral Efek Indonesia (KSEI) sebagai agen penjual yang paling responsif dalam penerapan sistem S-Invest yang merupakan sistem pengelolaan investasi terpadu untuk para investor di Indonesia. Investment Manager, the Bank provides products included into Mutual Fund with the best performance throughout 2016. In August 2016, Commonwealth Bank received an award from the Indonesian Central Securities Depository (KSEI) as the most responsive sale agent in terms of applying S-Invest system, an integrated investment management system for investors in Indonesia. Selain itu, Commonwealth Bank merupakan salah satu pelopor penyedia layanan investasi secara elektronik, dimana nasabah dapat melakukan transaksi produk reksadana yang mudah dan aman melalui Internet Banking dan Mobile Banking. Bank juga menyediakan fasilitas Auto-Invest (pembelian berkala) sehingga memudahkan nasabah untuk dapat berinvestasi selain dari produk tradisional seperti tabungan dan deposito untuk membantu mencapai tujuan finansialnya. On top of that, Commonwealth Bank is one of the pioneers in providing electronic services in which customers can make transactions in an easy and comfortable manner through Internet and Banking and Mobile Banking. The Bank also provides Auto-Invest facility (periodical purchase), enabling customers to make investments apart from traditional products such as saving and deposit to help customers achieve their financial goal. oo Obligasi Pemerintah Commonwealth Bank menyediakan layanan transaksi pembelian dan penjualan surat berharga pada pasar perdana dan pasar sekunder. Surat berharga pada pasar sekunder ditawarkan dalam berbagai seri obligasi baik yang berdenominasi Rupiah, oo Government Bond Commonwealth Government Bond provides services related to the purchase and sale of securities at the initial public offering and secondary market. Securities at secondary market are offered in various series of bonds denominated in the Rupiah, Euro or USD. In 69 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Euro maupun Dollar Amerika Serikat. Di tahun 2016, Bank berpartisipasi dalam memasarkan secara perdana untuk produk SUKUK 008 dan ORI 013. • Bancassurance dan Asuransi Umum (General Insurance) • Bancassurance and General Insurance (General Insurance) Selain membantu nasabah dalam mengembangkan kekayaan, Commonwealth Bank juga menerapkan strategi wealth management dalam fase wealth protection and wealth distribution dengan tujuan melindungi kekayaan nasabah yang telah diakumulasi melalui produk-produk asuransi atau bancassurance. Selama lebih dari 10 tahun, Commonwealth Bank telah bekerja sama dengan beberapa Perusahaan Asuransi terkemuka yang memiliki keuangan yang sehat, reputasi yang baik, dan sangat berpengalaman. Apart from assisting customers in creating wealth, Commonwealth Bank also applies wealth management strategy at the wealth protection and wealth distribution phase, with the purpose of protecting customers’ accumulated wealth through insurance products or bancassurance. For more than 10 years, Commonwealth Bank has been collaborating with several leading Insurance Companies that have healthy financial condition, good reputation and having years of experience in the industry. Melalui produk Bancassurance, Commonwealth Bank memberikan solusi yang lengkap untuk berbagai kebutuhan nasabah, seperti perlindungan kesehatan, perencanaan dana pendidikan, perencanaan pensiun, dan juga perencanaan dana warisan. Selain itu, Bank juga menyediakan produk untuk perlindungan jiwa kepada nasabah yang memiliki fasilitas pinjaman di Bank. Through Bancassurance product, Commonwealth Bank provides a complete solution for diverse customers’ need such as health protection, education saving plan, pension fund plan and inheritance plan. Besides, the Bank also provides products pertaining to life protection to customers that have loan facility in the Bank. Seiring dengan pertumbuhan bisnis dari produk pinjaman kepada nasabah Retail dan SME, Commonwealth Bank juga menyediakan produk asuransi umum untuk memberikan perlindungan terhadap aset-aset nasabah dari risiko kerusakan ataupun kehilangan. In parallel with the growing business of loan product for retail and SMEs customers, Commonwealth Bank also provides a general insurance to protect customers’ assets from the risk of damages or loss. Dengan adanya layanan bancassurance dan asuransi umum ini, Bank menyediakan solusi lengkap bagi nasabah tidak hanya untuk individu namun juga untuk kepentingan bisnis nasabah. With the bancassurance and general insurance, the Bank provides a complete solution, not only for individuals but also for the interest of customers’ business. 2. Produk Pendanaan 70 2016, Bank participated in issuing SUKUK (Islamic bonds) 008 and ORI 013 at the initial public offering. 2. Funding Products Commonwealth Bank juga menawarkan berbagai produk-produk pendanaan untuk membantu transaksi para nasabah yang disesuaikan dengan karakter dan kebutuhan finansial nasabah melalui produk-produk di bawah ini: Commonwealth Bank also provides a range of funding products to help customers to make transactions catering to customers’ financial needs through the following products: • Tabungan oo Melalui produk Tabungan Bunga Harian, nasabah dapat memenuhi berbagai kebutuhan transaksi sehari hari melalui layanan elektronik yang lengkap seperti • Saving oo Through the saving with daily interest, customers can meet diverse needs of daily transaction through complete electronic service such as ATM, Internet Banking, 2016 Annual Report Commonwealth Bank | Company Profile ATM, Internet Banking, Mobile Banking dan debit card yang sudah terkoneksi secara luas dan online melalui jaringan ATM Bersama, Prima dan Maestro. Selain suku bunga kompetitif melalui produk ini nasabah juga dapat menikmati fasilitas point reward yang dapat ditukarkan dengan berbagai hadiah yang menarik. Mobile Banking and debit card that have already been widely connected to joint ATM, Prima and Maestro. Apart from competitive interest, through these products, customers can enjoy point reward that can be exchanged to various attractive prizes. oo Bank memiliki produk Tabungan Commonwealth yang menawarkan suku bunga yang sangat kompetitif sebagai alternatif berinvestasi untuk nasabah dengan profil risiko yang konservatif. oo Commonwealth Saving product offers competitive interest rate which can be set as an alternative instrument for customers with conservative risk profile. oo Tabungan AusStudent adalah produk unggulan Bank yang mengedepankan koneksi Bank dengan Commonwealth Bank of Australia. Tabungan ini memberikan berbagai kemudahan dan fasilitas bagi orangtua yang memiliki putra-putri yang sedang melanjutkan studi di Australia melalui layanan bebas biaya transfer antar rekening Commonwealth Bank di Indonesia dengan rekening di Commonwealth Bank of Australia. oo AusStudent Saving is the Bank’s superior product that is primarily connected to Commonwealth Bank of Australia. This saving provides a range of easiness and facilities for parents whose children are pursuing a study in Australia through free-of-charge transfer service between bank account of Commonwealth Bank in Indonesia and that in Commonwealth Bank of Australia. • Giro Commonwealth Bank juga menyediakan produk Giro yang dilengkapi dengan berbagai kemudahan transaksi melalui layanan e-channel dan tersedia dalam berbagai pilihan mata uang. • Overdraft Commonwealth Bank also provides Overdraft products complete with diverse ease of transactions through e-channel service and available in various foreign currencies. • Deposito Bank juga menawarkan produk deposito sebagai salah satu pilihan berinvestasi dengan bunga yang kompetitif, khususnya untuk para nasabah yang berprofil risiko konservatif. • Deposit The Bank also provides deposit product as one of the investment options with competitive rate, especially for customers with conservative risk profile. • Layanan Valuta Asing (Foreign Exchange) Sebagai Bank yang mempunyai akses global, Commonwealth Bank memberikan layanan foreign exchange dengan beragam keunggulan berupa: • Foreign Exchange Service As a bank with global access, Commonwealth Bank provides exchange rate service with diverse advantages including: oo Kemudahan bertransaksi melalui telepon dengan FX Specialist kami serta berita terkini dari dunia global yang diproduksi langsung dari kantor pusat kami di Commonwealth Bank of Australia menjadikan layanan ini merupakan pilihan untuk strategi investasi dalam bentuk mata uang asing. oo The ease of transaction by phone with our FX Specialist and the latest global news directly produced from our central office at Commonwealth Bank of Australia, making this service an option for investment strategy, especially in foreign currencies. oo Fasilitas FX Order Watch yang merupakan salah satu layanan unggulan kami dimana nasabah dapat menentukan batas nilai tukar untuk beberapa hari ke depan oo FX Order Watch is one of our superiority services through which customers can determine the value of foreign exchange limit in the coming several days and 71 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan dan secara otomatis instruksi ini akan dieksekusi sesuai dengan batas nilai tukar yang ditetapkan oleh nasabah. automatically, this instruction will be executed in accordance with the value exchange limit that customers set. oo Kemudahan bertransaksi dengan nilai tukar yang spesial untuk mata uang asing melalui Internet Banking dan Mobile Banking. Nasabah akan mendapatkan kode transaksi (deal code) dari FX Specialist kami dan dapat bertransaksi dimana saja dengan memasukkan kode transaksi tersebut. oo Ease of transaction with the special exchange value for foreign exchange through Internet Banking and Mobile Banking, customers will get deal code from our FX Specialist and can make deal anywhere by including the deal code. SME Banking SME Banking Commonwealth Bank memiliki fokus utama memberikan layanan pembiayaan bagi segmen Small Medium Enterprise (SME), baik bagi nasabah pengusaha perseorangan maupun nasabah berbadan hukum. Layanan pembiayaan yang disediakan oleh Bank ditujukan untuk memenuhi kebutuhan modal kerja maupun kebutuhan pembiayaan investasi usaha bagi para nasabah segmen SME. Commonwealth Bank focuses its service to provide financing for Small-and-Medium Enterprises (SMEs), either individual business players or companies with legal entity. The Bank focuses its service to meet the need for working capital or investment in business from the targeted segement of SMEs. Untuk segmen SME yang menjadi target pemberian layanan pembiayaan Bank adalah nasabah dari segmen Established SME dan Emerging SME. The Bank’s financing service is targeted to both Established SME and Emerging SMEs. Established SME Established SME Established SME didefinisikan sebagai segmen usaha yang dijalankan dan dikelola oleh pemilik usaha secara langsung atau oleh tenaga pengelola profesional dengan Established SME is defined as business segment run and managed directly by owner of the business or by professional management with established business 72 2016 Annual Report Commonwealth Bank | Company Profile model bisnis yang sudah mapan. Bank menyediakan/ menawarkan solusi menyeluruh bagi nasabah segmen bisnis ini dengan tujuan untuk membantu nasabah menjalankan dan mengembangkan usahanya melalui penyediaan akses yang cepat dan nyaman kepada produk pembiayaan dan produk Bank lainnya serta pemberian saran usaha yang sesuai dengan kebutuhan nasabah. model. The Bank offers/provides comprehensive solutions for this business segment, with the purpose of helping customers run and develop their business through the provision of quick and comfortable access to the Bank’s financing products and other products and also give business tips catering to the customers’ business need. Untuk segmen Established SME, Bank melihat bahwa menjalankan proses kredit dengan cepat, mudah, dan nyaman adalah aktivitas kunci agar dapat bersaing di pasar. Untuk itu Bank selalu berupaya untuk memperbaiki alur proses kredit, meningkatkan kapasitas dan kapabilitas sumber daya manusia, menyesuaikan kebijakan dan prosedur kredit agar selalu sesuai dengan kondisi yang terjadi di pasar serta memanfaatkan kapabilitas teknologi untuk mendukung pemberian layanan pembiayaan bagi nasabah. Berbagai langkah lain yang sedang dan akan dijalankan oleh Bank dalam mendukung layanan bagi nasabah segmen SME adalah: In regard to Established SME, the Bank sees that quick, easy and comfortable process of achieving credit is a key to being able to compete in the market. For that reason, the Bank always tries to improve the process of lending credit, enhancing the capacity and capability of human capital, adapting to credit-related policy and procedure to respond to the real market condition and utilise technological capability to support the provision of financing service for customers. The Bank is taking various steps to support the provision of service for SME segment customers. They include: • Melakukan aktivitas pemasaran dengan mengimplementasikan metode penjualan berdasarkan kebutuhan nasabah serta pendalaman hubungan dengan para nasabah. • Conducting marketing activities by implementing sale method based on customers need and intense relationship with customers. • Membangun kemitraan strategis dengan mitramitra terpilih sebagai salah satu saluran akuisisi nasabah baru untuk menjangkau dan menawarkan kesempatan pembiayaan yang lebih luas. • Establishing a strategic partnership with selected partners as one of the channels for acquisition of new customers to reach and offer wider financing opportunities. • Membangun hubungan kerjasama dengan komunitas SME dan membuka jaringan yang menghubungkan antara pelaku usaha SME dengan ekosistem usaha SME. • Collaborating with SME community and open a network connecting SME business players to SME business ecosystem. • Memanfaatkan analisa data debitur yang ada untuk meningkatkan volume kredit. • Utilising the existing debtor data analysis to increase credit volume. • Sejalan dengan visi dan misi Bank untuk menyediakan literasi/pendidikan keuangan kepada para nasabahnya, Bank berencana untuk memberikan layanan nasihat usaha yang disesuaikan dengan kebutuhan nasabah. • In parallel with the Bank’s vision and mission to educate its customers about financial issues, the Bank has a plan to provide business tips catering to customers’ needs. • Beberapa inisiatif bisnis lainnya yang dilakukan untuk memberi nilai tambah dari layanan kepada nasabah untuk segmen SME serta untuk memastikan bahwa layanan yang diberikan Bank telah sesuai dengan kebutuhan nasabah sehingga Bank dapat memberikan layanan secara efektif: • Taking several other business initiatives to provide added values to the services that the Bank provides to SME segment and ensure that services are in accordance with what customers need and this way, Bank can give service effectively: a. Memperkuat koordinasi dan kerjasama dengan segmen Retail (Emerging Affluent dan Affluent) untuk meningkatkan referal dan cross-selling. a. Strenghtening coordination and cooperation with retail segment (Emerging Affluent and Affluent) to increase referral and cross-selling. 73 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan b. Fokus kepada manajemen aktivitas penjualan dari tenaga penjual untuk meningkatkan produktivitas. b. Focusing on sale activity management conducted by sale executives to increase productivity. c. Implementasi budaya risiko untuk memperkuat dan meningkatkan kesadaran dan budaya risiko dari tim bisnis Established SME sehingga dapat menjaga kualitas dari pertumbuhan portofolio kredit SME. c. Implementing risk culture to strenghten and increase awareness and risk cuklture among business team, Established SME and this way, the quality and SME credit portfolio growth can be well maintained. Emerging SME (eSME) Emerging SME (eSME) Segmen eSME ditujukan untuk pengusaha individual dengan skala yang lebih besar daripada segmen Mikro dan sudah memiliki entitas bisnis yang resmi. Dengan melihat bahwa segmen ini sudah menggunakan Bank dalam melakukan transaksinya, Bank akan menjadikan pasar ini sebagai target nasabah dengan menyediakan kebutuhan finansial mereka melalui produk dan layanan seperti kredit, asuransi dan pembayaran. Hal ini akan ditambah dengan memberikan dukungan untuk bisnis mereka untuk mencapai pasar yang lebih besar. eSME segment is intended for lager scale of individual business people compared to micro segment and has a formal business entity. By learning that this segment has used Bank in making a deal, Bank aims this segment as its target customers by providing their financial needs through products and service such as credit, insurance and payment. Apart from this, Bank will also support their business to reach a bigger market. Sama dengan Established SME, untuk segmen eSME, Bank perlu mengerti proses end-to-end dan siklus nasabahnya sehingga Bank bisa memberikan produk dan layanan sesuai kebutuhan nasabahnya. Beberapa hal yang dilihat dan diidentifikasi oleh Bank untuk pengembangan layanan bagi segmen eSME antara lain: Bank also needs to understand end-to-end process and cycle of customers like what it has done to Established SME, to enable the Bank to provide products and services catering to its customers’ need. Several things that the Bank has discovered and identified to develop services for eSME segment include: 74 2016 Annual Report Commonwealth Bank | Company Profile • Bank melihat perlunya menyediakan akses ke produk finansial yang relevan untuk nasabah bisnis disertai dengan edukasi di bidang keuangan (financial literacy). • The Bank sees it is necessary to provide customers with an access to relevant financial products accompanied with financial literacy education. • Pemberian akses informasi untuk nasabah dalam mengelola dan memperbesar bisnisnya yang akan disampaikan melalui teknologi digital. • Providing customers with an access to information on how to manage and develop their business by way of digital technology. • Pengembangan komunitas usaha sebagai kunci dari pertumbuhan bisnis nasabah. • Developing a business community as a key to customers’ business growth. Produk Products Kami menawarkan berbagai produk pembiayaan SME untuk kebutuhan modal kerja maupun investasi nasabah. We offer a range of financing products to SMEs to meet their need for capital and investment. Kami memberikan produk pembiayaan modal kerja dalam bentuk fasilitas Overdraft (Kredit Rekening Koran) dan Demand Loan untuk memenuhi kebutuhan modal kerja jangka pendek (hingga 12 bulan) dengan fleksibilitas dalam penarikan serta pembayaran kewajiban pinjaman. We provide working capital in the form of Overdraft and Demand Loan to meet their need for a short-term working capital (up to 12 months) with flexibility in drawing and obligation payment. Kami juga memiliki produk Term Loan yang disediakan untuk memenuhi kebutuhan investasi nasabah SME seperti untuk pembelian lokasi usaha, pembelian mesin, dan kebutuhan bisnis lainnya. We also have Term Loan product, which is specially designed to meet SMEs’ need for investment such as the purchase of operating site, purchase of machines, and other operating needs. Bagi nasabah yang bergerak dalam bidang ekspor – impor, produk Trade Finance kami merupakan solusi dimana nasabah dapat memperoleh fasilitas pembukaan Letter of Credit (L/C), pembiayaan pre dan pasca-ekspor, pembiayaan pasca impor hingga penerbitan Bank Garansi. Our Trade Finance product is a solution for customers specialising in export-import business. It provides a range of services, from Letter of Credit (L/C) preand post-export financing, to the issuance of Bank Guarantee. 75 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Identitas dan Riwayat Hidup Dewan Komisaris Board of Commissioners’ Identity and Curriculum Vitae Susunan Dewan Komisaris pada 2016 sebagai berikut: Composition of the Board of Commissioners in 2016 was as follows: No. Nama / Name Jabatan / Position 1 Robert Dharshan Jesudason *) Presiden Komisaris / President Commissioner 2 Andrew Farmer Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini **) Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner/Acting President Commissioner 4 Khairil Anwar Komisaris Independen / Independent Commissioner *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. / Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. **) Sdri. Suwartini bertindak sebagai Pelaksana Tugas Sementara sebagai Presiden Komisaris sejak 25 Oktober 2016 hingga Sdr. Rob Jesudason efektif menjabat sebagai Presiden Komisaris pada tanggal 7 Maret 2017. / Suwartini served as Acting President Commissioner from 25 October 2016 until Rob Jesudason effectively served as President Commissioner effective on 7 March 2017. Informasi mengenai Riwayat Hidup Dewan Komisaris dapat dilihat di Bagian Profil Dewan Komisaris yang memuat Nama, Jabatan, Umur, Domisili, Pendidikan, Pengalaman Kerja, dan Riwayat Penunjukkan sebagai Anggota Dewan Komisaris. 76 The information on the biographies of the Board of Commissioners can be seen in the Board of Commissioners’ Profiles containing Name, Position, Age, Domicile, Education, Work Experience, and History of Appointment as members of the Board of Commissioners. 2016 Annual Report Commonwealth Bank | Company Profile Identitas dan Riwayat Hidup Direksi Board of Directors’ Identity and Curriculum Vitae Susunan Direksi pada 2016 sebagai berikut: No. Composition of the Board of Directors in 2016 was as follows: Jabatan / Position Nama / Name 1 Lauren Sulistiawati Presiden Direktur / President Director 2 Ida Apulia Simatupang*) Direktur SME & Corporate Strategy / Director of SME & Corporate Strategy 3 Rustini Dewi Direktur Retail Banking / Director of Retail Banking 4 Tjioe Mei Tjuen Direktur Operations & IT / Director of Operations & IT 5 Angeline Nangoi Direktur Kepatuhan / Director of Compliance 6 Adhiputra Tanoyo**) Direktur Manajemen Risiko / Director of Risk Management 7 Stephen Vile***) Direktur Manajemen Risiko / Director of Risk Management *) Sejak 24 Februari 2017, jabatan Ida A. Simatupang berubah menjadi Direktur SME & Corporate Strategy. Sebelumnya beliau menjabat sebagai Direktur Strategy, Digital Solutions & Customer Franchise sejak bulan Agustus 2016. / Since 24 February 2017, Ida A. Simatupang's title has changed to Director of SME & Corporate Strategy. Previously her title was Director of Strategy, Digital Solutions & Customer Franchise from August 2016. **) Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017. / Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017. ***) Stephen Vile akan menggantikan Adhiputra Tanoyo sebagai Direktur Manajemen Risiko dan telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. / Stephen Vile will replace Adhiputra Tanoyo as Director of Risk Management and has obtained confirmation from the FSA by letter No.SR-103 / PB.12 / 2016 of 29 November 2016 concerning the decision on the candidacy of the Board of Directors Member of the Commonwealth Bank. At present, the relevant documents are still in the process so that he currently is not effectively serving as the Director of the Commonwealth Bank yet. Informasi mengenai Riwayat Hidup Direksi dapat dilihat di Bagian Profil Direksi yang memuat Nama, Jabatan, Umur, Domisili, Pendidikan, Pengalaman Kerja, dan Riwayat Penunjukkan sebagai Anggota Direksi. The information on the biographies of the Board of Directors can be seen in the Board of Directors’ Profiles containing Name, Position, Age, Domicile, Education, Work Experience, and History of Appointment as members of the Board of Directors. 77 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Struktur Organisasi Organisation Structure Per 31 Desember 2016 As of 31 December 2016 BOARD OF COMMISSIONERS President Director Lauren Sulistiawati DIRECTOR OF RETAIL BANKING Rustini Dewi DIRECTOR OF RISK MANAGEMENT**) Adhiputra Tanoyo EVP, Head of Corporate Strategy & Digital Solutions Rian E. Kaslan EVP, Head of Credit Risk (Vacant) SVP, Head of Process & Control Ivan Pidyananda (Acting) EVP, Head of Communication & Corporate Secretary Safitri Damajanti EVP, Head of Market & Balance Sheet Risk Management Aditya Purawardana SVP, Head of Position Management, Treasury & Markets (Vacant) EVP, Head of Customer Experience & Business Intelligence Bernard Lokasasmita SVP, Head of Operational Risk Maria Yovanka CHIEF OF TREASURY AND MARKETS Liliawati Gunawan EVP, Head of Sales & Distribution Anwar Zaenudin EVP, Head of SME Banking Widjojo EVP, Head of Wealth Management & Customer Segments Ivan Jaya SVP, Head of Wholesale Banking Achiro Y. Operata EVP, Head of Consumer Lending (Vacant) DIRECTOR OF STRATEGY DIGITAL SOLUTIONS OF CUSTOMER FRANCHISE*) Ida A. Simatupang EVP, Head of Liquidity & Balance Sheet Management Lucky Syafril SVP, Head of Retail Banking in Business Control and Surveilance Charly Ferdinandus SVP, Head of Retail Banking Performance Management & Strategic Planning Feddy Fadillah SVP, Head of Collection & Recovery Ewon SVP, Head of Financial Crime Unit Marco Lalisang VP, Head of Risk Analytics & MIS (Vacant) SVP, Head of Creadit Quality Review and Credit Policy Estrelita Lestari *) Sejak 24 Februari 2017, jabatan Ida A. Simatupang berubah menjadi Direktur SME & Corporate Strategy. / Since 24 February 2017, Ida A. Simatupang's title has changed to Director of SME & Corporate Strategy. **) Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017 dan posisinya digantikan oleh Stephen Vile. / Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017 and will be replaced by Stephen Vile. 78 VP, Head of Credit Risk Admin, Monitoring, Wholesale Acceptance & Middle Office Suryaji 2016 Annual Report Commonwealth Bank | Audit Committee DIRECTOR OF OPERATIONS & IT Tjiioe Mei Tjuan Company Profile Risk Oversight Committee DIRECTOR OF COMPLIANCE Angeline Nangoi Remuneration & Nomination Committee CHIEF OF FINANCE Jonanda Yattha Saputra CHIEF OF HUMAN RESOURCES Bagus Harimawan CHIEF AUDIT EXECUTIVE Reza Soemadipraja EVP, Head of Central Operations Victor Indajang SVP, Head of Compliance Reinard Y. Seno SVP, Head of Corporate Shared Services Janto Widodo SVP, Head of HR Shared Services & Remuneration Chairany Danusaputra SVP, Head of Business & Support Audit Frisa Sukma C.T. EVP, Head of Credit Operations Thane Go SVP, Head of AML & Sanctions Vera S. Amrul SVP, Head of Business Performance & Reporting Dedy Mulyawan VP, Head of HR Center of Exellence Solihin Hakiekie SVP, Head of IT Audit Data Analytics Iwan Fadillah EVP, Head of Risk & Control Management (Vacant) SVP, Head of Legal RA Noerindah VP, Head of Tax Compliance & Advisory Yanti R. Gondoprawiro AVP, Head of Resourcing, HRIS & Reporting Ikhsan Sobirin VP, Head of Assurance, Reporting and Monitoring Cecilia Purnama VP, Head of Financial Control Ariswari H. Pratiwi VP, HRBP Retail Banking Yosep Achmar EVP, Head of IT Application Management & Strategy Bambang Irawan SVP, Head of IT Infrastructures, Security & Operations Yulianto SVP, Head of IT Governance, RIsk & Cyber Security Fandhy Haristha VP, Head of Security, Safety & BCM Bambang Wahyudi SVP, Head of Finance Business Partner for SME (Vacant) SVP, Head of Finance Business Partner for Retail Banking (Vacant) VP, Head of Regulatory Reporting Ariswari H. Pratiwi (Acting) SVP, HRBP SME Banking; Wholesale Banking, Risk Management and Internal Audit Mirna Harahap VP, HRBP Operations & IT, Strategy, Digital Solutions & Customer Franchise and BoD-BoC function Monica E. Hartiko VP, HRBP Compliance & Legal, Finance Services, Treasury & Markets and HR Sidkenu Aris Martanto SVP, HR Strategy Delivery & Workforce Analytic (Vacant) 79 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Jumlah Karyawan dan Pengembangan Kompetensi Total Employees and Competence Development Jumlah Total Karyawan Total Number of Employees Jumlah total karyawan Commonwealth Bank pada 2016 sebanyak 1.750 orang, menurun dibandingkan tahun 2015 sebanyak 2.144 orang. In 2016, Commonwealth Bank employed 1,750 people, a decline from 2,144 employees in 2015. Jumlah Karyawan Menurut Level Organisasi Number of Employees Based on the Level in the Organisation Jenjang Karir / Career Level 2015 2016 4 7 Director 2015 Jenjang Karir / Career Level 2016 Jumlah / Total % Jumlah / Total % Division Head 34 1,59% 39 2,23% Department Head 60 2,80% 80 4,57% Other 2.050 95,62% 1.631 93,20% Jumlah Karyawan (orang) / Total Employees 2.148 100,00% 1.750 100,00% 2015 Jenjang Karir / Career Level Jumlah / Total % Jumlah / Total % Grade G 13 0,61 15 0,86 Grade F 70 3,26 57 3,26 Grade E 210 9,77 218 12,46 Grade D 400 18,62 371 21,20 Grade C 642 29,89 464 26,51 Grade B 652 30,35 527 30,11 Grade A 71 3,31 - 0 PKWT (Direct Contract) 86 4 98 5,60 2.144 100 1.750 100 Jumlah Total / Total Employees 80 2016 2016 Annual Report Commonwealth Bank | Company Profile Jumlah Karyawan Menurut Tingkat Pendidikan Tingkat Pendidikan / Education Level Number of Employees Based on the Level of Education 2015 2016 Jumlah / Total % Jumlah / Total % S3 / Doctorate Degree 1 0,05% 0 0,00% S2 / Master’s Degree 131 6,11% 127 7,26% 1.778 82,93% 1.487 84,97% D3 / Diploma 3 137 6,39% 114 6,51% SMA / Senior High School 97 4,52% 22 1,26% 2.144 100,00% 1.750 100,00% S1 / Bachelor’s Degree Jumlah Total / Total Employees Jumlah Karyawan Menurut Status Karyawan Menurut Status Number of Employees Based on the Employment Status 2015 2016 Tahun / Year Jumlah / Total % Jumlah / Total % Tetap / Permanent 2.058 96% 1.652 94,40% Kontrak / Contract 86 4% 98 5,60% 2.144 100,00% 1.750 100,00% Jumlah Total / Total Pengembangan Kompetensi Karyawan Employees Competency Development Pengembangan kompetensi karyawan dilakukan menggunakan pendekatan manajemen bakat (talent management). The employee competency development is realised using the talent management approach. Informasi mengenai jumlah karyawan dapat dilihat secara lengkap di Bagian Pengembangan Sumber Daya Manusia. Information on the number of employees is detailed comprehensively in Human Resources Development section. 81 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Struktur Grup Group Structure Commonwealth Bank of Australia 99,0000% 3.781.469 shares PT Giga Galaxy 0,3456% 13.199 shares PT. Murni Galaxy 0,3456% 13.199 shares PT. Samudra Anugrah Megah 0,1158% 4.425 shares PT. First State Investment Indonesia 0,15% PT. Ramadewan Winoko 0,772% 2.950 shares PT. Prima Rukun Langgeng 0,0695% 2.655 shares PT. Fincom Surya Putra 0,0463% 1.770 shares Commonwealth Bank merupakan salah satu Entitas Anak dari Commonwealth Bank Australia. Commonwealth Bank is a subsidiary of Commonwealth Bank of Australia. Tentang Commonwealth Bank of Australia (CBA) About Commonwealth Bank of Australia (CBA) CBA didirikan oleh pemerintah Australia melalui the Commonwealth Bank Act pada tahun 1911. Di tahun 1991, CBA mendaftarkan diri di Australian Stock Exchange dan pada tahun 1996, pemerintah Australia secara penuh menjadikan CBA sebagai badan usaha swasta. CBA was founded in 1911 under Commonwealth Bank Act. In 1991, CBA was registered on Australia Stock Exchange; and in 1996, the Australian government fully recognised CBA as a private enterprise. Kini, CBA menjadi bank terbesar di Australia yang menawarkan layanan retail banking, premium banking, business banking dan institutional banking, pengelolaan keuangan, dana pensiun, asuransi, investasi pialang dan produk saham. Today, CBA is Australia’s leading provider of integrated financial services including retail banking, premium banking, business banking, institutional banking, funds management, superannuation, insurance, investment and sharebroking products and services. Grup CBA merupakan salah satu dari sepuluh perusahaan terbesar di dunia berdasarkan market The Group is among the ten largest corporations in the world based on market capitalisation. CBA 82 2016 Annual Report Commonwealth Bank | Company Profile capitalisation. Grup CBA mempunyai anak-anak perusahaan sebagai berikut: Bankwest, Colonial First State Investments Limited, ASB Bank (New Zealand), Commonwealth Securities Limited (CommSec) dan Commonwealth Insurance Limited (CommInsure). Saat ini, Grup CBA memiliki lebih dari 800.000 pemegang saham, 52.000 karyawan, 16 juta nasabah dan lebih dari 1.100 kantor cabang. Group has subsidiaries namely: Bankwest, Colonial First State Investments Limited, ASB Bank (New Zealand), Commonwealth Securities Limited (CommSec), and Commonwealth Insurance Limited (CommInsure). Today, CBA Group has more than 800,000 shareholders, 52,000 employees, 16 million customers, and more than 1,100 offices. CBA merupakan brand terpercaya dalam industri keuangan di Australia. Kekuatan Grup CBA di pasar domestik terbukti dari jumlah customer base dan jaringan distribusi yang terbesar di Australia. The Group boasts a trusted brand in the financial industry in Australia. The strength of the CBA Group lies in its strong domestic presence with the largest customer base and distribution network in Australia. Kehadiran CBA di dunia internasional adalah sebagai berikut: The Commonwealth Bank Group has a growing international presence through: • Retail Bank di New Zealand (ASB Bank) dan Indonesia (Commonwealth Bank) • Retail banks in New Zealand (ASB) and Indonesia (Commonwealth Bank) • Kepemilikan saham di Cina melalui Qilu Bank dan Bank of Hangzhou (masing-masing 20%) dan di Vietnam melalui Vietnam International Bank (20%) • Banking investments in China (20 per cent in both Qilu Bank and Bank of Hangzhou) and Vietnam, (20 per cent stake in Vietnam International Bank) • Asuransi jiwa di New Zealand (Sovereign), Indonesia (Commonwealth Life) dan joint venture di Cina (BoCommLife) • Life insurance operations in New Zealand (Sovereign), Indonesia (Commonwealth Life) and a joint venture in China (BoCommLife) • Kantor cabang di London, New York, Tokyo, Hong Kong, Shanghai, Beijing, Singapore, Auckland, Ho Chi Minh City dan Mumbai • Banking branches in London, New York, Tokyo, Hong Kong, Shanghai, Beijing, Singapore, Auckland, Ho Chi Minh City and Mumbai • Kantor perwakilan di Beijing dan Hanoi • Representative offices in Beijing and Hanoi Di Indonesia, CBA memiliki lebih dari 2.200 staff yang bekerja di Commonwealth Bank, PT Commonwealth Life dan First State Investments Indonesia (manajemen aset global), dengan total 120 kantor cabang yang beroperasi di 31 kota. In Indonesia, CBA has over 2,200 employees across three businesses: Commonwealth Bank (banking), CommonwealthLife Indonesia (life insurance), and First State Investments Indonesia (global asset management providing specialist investment services in Indonesia) in 120 branch offices in 31 cities. Kepemilikan Entitas Anak, Entitas Asosiasi, Joint Venture dan Special Purpose Vehicle Subsidiaries, Associates, Joint Ventures and Special Purpose Vehicle Per 31 Desember 2016, Commonwealth Bank tidak memiliki Entitas Anak. As of 31 December 2016, Commonwealth Bank did not have any Subsidiary. Per 31 Desember 2016, Commonwealth Bank memiliki 1 (satu) Entitas Asosiasi yakni PT First State Investment Indonesia. As of 31 December 2016, Commonwealth Bank had one associate namely: PT First State Investment Indonesia. Per 31 Desember 2016, Commonwealth Bank tidak memiliki Joint Venture dan Special Purpose Vehicle (SPV). As of 31 December 2016, Commonwealth Bank did not have any Joint Venture and Special Purpose Vehicle (SPV). 83 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Komposisi Pemegang Saham Shareholders’ Composition Komposisi Pemegang Saham Composition of Shareholders Struktur kepemilikan saham Commonwealth Bank per 31 Desember 2016 adalah: As of 31 December 2016, the composition of shareholders was as follows: Nama Pemegang Saham / Shareholder Jumlah Lembar Saham / Number of Shares Persen Kepemilikan / Percentage 3.781.469 99% 3.781.469.000.000 PT Giga Galaxy 13.199 0,34% 13.199.000.000 PT Murni Galaxy 13.199 0,34% 13.199.000.000 PT Samudra Anugerah Megah 4.425 0,11% 4.425.000.000 PT Ramadewan Winoko 2.950 0,07% 2.950.000.000 PT Prima Rukun Langgeng 2.655 0,06% 2.655.000.000 PT Fincom Surya Putra 1.770 0,04% 1.770.000.000 3.819.667 100% 3.819.667.000.000 Commonwealth Bank of Australia TOTAL Dengan demikian, Commonwealth Bank of Australia merupakan pemegang saham yang memiliki saham melebihi 5% dan menjadi pemegang saham terbesar. 84 Jumlah (Rp) / Total The table shows that Commonwealth Bank of Australia owns more than five per cent of the shares, thus, making CBA the majority shareholder. 2016 Annual Report Commonwealth Bank | Company Profile Kepemilikan Saham Dewan Komisaris dan Direksi Shares Owned by Members of the Boards of Commissioners and Directors Per 31 Desember 2016 tidak terdapat kepemilikan saham Dewan Komisaris dan Direksi. As of 31 December 2016, members of the Boards of Commissioners and Directors did not hold any shares of the corporation. Daftar Entitas Anak/ Entitas Asosiasi List of Subsidiaries / Associates Daftar Entitas Anak List of Subsidiaries Per 31 Desember 2016, Commonwealth Bank tidak memiliki Entitas Anak. As of 31 December 2016, Commonwealth Bank did not have any subsidiary. Daftar Entitas Asosiasi List of Associates Nama Perusahaan / Company’s Name PT First State Investment Indonesia Bidang Usaha / Business Sectors Kepemilikan Saham / Shares Owned Manajemen Aset Global / Global Asset Management 0,15% Status Beroperasi / Operational Kronologis Pencatatan Saham Chronology of Stock Listing Commonwealth Bank merupakan Perusahaan Tertutup (private company) yang tidak menjual sahamnya kepada publik. Commonwealth Bank is a private company which does not offer its stocks to the public. 85 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Kronologis Pencatatan Efek Lainnya Chronology of Other Securities Commonwealth Bank merupakan Perusahaan Tertutup (private company) yang tidak menjual sahamnya kepada publik. Commonwealth Bank is a private company which does not offer its stocks to the public. Lembaga dan Profesi Penunjang Perusahaan Corporate Supporting Bodies and Professions Kantor Akuntan Publik: Jusuf Wibisana KAP Tanudiredja, Wibisana, Rintis & Rekan (a member of PwC) Financial Services (10th Floor) Jl H.R. Rasuna Said Kav. X-7 No. 6, Jakarta 12940, Indonesia 86 2016 Annual Report Commonwealth Bank | Company Profile Penghargaan dan Sertifikasi 2016 Awards and Certification in 2016 Penghargaan Awards Bulan / Month Mei / May Juni / June September / September Penghargaan / Awards Top 10 ‘Best Overall Performance’, (Peringkat 8), Banking Service Excellence Monitoring (BSEM) 2016, Marketing Research Indonesia (MRI) Top 10 ‘Best Overall Performance’, (8th position), Banking Service Excellence Monitoring (BSEM) 2016, Marketing Research Indonesia (MRI) Service Quality Awards (SQA) dengan kategori Diamond Award untuk Regional Banking kategori multinasional dari Carre CCSL, Service Excellence Magazine 2016 Service Quality Awards (SQA) in the Diamond Award category for Regional Banking – multinational category from Carre CCSL, Service Excellence Magazine 2016 ‘Digital Innovation for Banking: Special Mention for Digital Sales Banking’, Warta Ekonomi Award 2016 ‘Digital Innovation for Banking: Special Mention for Digital Sales Banking’, Warta Ekonomi Award 2016 ‘The Most Responsive Selling Agent’, Kustodian Sentral Efek Indonesia (KSEI) ‘The Most Responsive Selling Agent’, Kustodian Sentral Efek Indonesia (KSEI) ‘The Most Efficient Bank’ Kategori BUKU 2, Bisnis Indonesia Banking Award 2016 ‘The Most Efficient Bank’ in BUKU 2 category, Bisnis Indonesia Banking Award 2016 Oktober / October Rating ‘AAA’ National Long Term dengan Stable Outlook dan National Short Term rating F1+(idn) untuk ke-7 kalinya, Fitch Ratings Indonesia ‘AAA’ Rating for National Long Term with Stable Outlook and National Short Term rating F1+(idn) for the 7th time, Fitch Ratings Indonesia November / November Straight Through Processing Award 2015 – Bank of New York Mellon (USD Correspondent Bank) – untuk proses transfer yang cepat dan efisien (>95%) Straight Through Processing Award 2015 – Bank of New York Mellon (USD Correspondent Bank) – for speedy and efficient transfer process (>95%) Desember / December “The Most Reliable” dan “The Best Reputation Bank” untuk kategori Bank Campuran di ajang Indonesia Best Banking Brand Award 2016 yang diselenggarakan Warta Ekonomi “The Most Reliable” and “The Best Reputation Bank” for Bank Campuran (Joint Venture) category at Indonesia Best Banking Brand Award 2016, organised by Warta Ekonomi Sertifikasi Certification Selama tahun 2016, Commonwealth Bank belum memperoleh sertifikasi terkait dengan operasional bisnis. In 2016, Commonwealth Bank did not receive any certification related to the Bank’s business and operations. 87 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Wilayah Operasi dan Alamat Jaringan Commonwealth Bank Commonwealth Bank’s Area of Operations and Branch Networks Medan Pekanbaru Pontianak Batam Palembang Sam Balikpa Jakarta Bekasi Solo Bandung Tangerang Cirebon Banjarmasin Depok Bogor Purwokerto Yogyakarta 88 Surabaya Pasuruan Malang Kediri Bali 2016 Annual Report Commonwealth Bank 70 | Company Profile Cabang di Seluruh Indonesia per 31 Desember 2016 Branches throughout Indonesia as of 31 December 2016 marinda apan Makassar 89 Laporan Tahunan 2016 Commonwealth Bank | Profil Perusahaan Alamat Jaringan Cabang No. 1 Nama / Name KCP. Pantai Indah Kapuk Branch Offices Tipe / Type Alamat / Address Rukan Exclusive Rukan Mediterania Blok B Sub Branch No.19, Kel. Kapuk Muara, Kec. Penjaringan, Jakarta Utara Sub Branch 2 KCP. Puri Indah 3 KCP. Pondok Indah Sub Branch 4 KCP. Gajah Mada Puri Tirta, Jl. Puri Kencana L6/88 C-D Pondok Indah, Plaza 5 Blok A No. 1-2, Telepon / Telephone Phone : (021 ) 56948439 Fax. : (021) 56946033 Phone : (021) 5830 0222 Fax. : (021) 5835 6333 Phone : (021) 7278 6999 Jl. Margaguna Raya Jakarta Selatan 12310 Fax. : (021) 7278 6777 Kota / City Propinsi / Province Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Phone : (021) 6385 2909 Sub Branch Jl. Gajah Mada No. 90A, Jakarta Fax. : (021) 6385 2977 (021) 6385 2856 5 KCP. Kebon Jeruk Sub Branch 6 KC. Kediri Branch 7 Surabaya Barat Sub Branch Phone : (021) 530 1515 Fax. : (021) 530 0707 Jakarta DKI Jakarta Jl. Hasanuddin No. 1 Kediri Phone : (0354) 696 789 Fax. : (0354) 686 900 Kediri Jawa Timur Phone : (031) 734 7935 Fax. : (031) 734 0445 Surabaya Jawa Timur Medan Jl. Bukit Darmo Golf, Office Park 2 B II/5, Surabaya 8 KCP. Medan Asia Sub Branch Jl. Asia No. 184-F, Medan Phone : (061) 734 2575 Fax. : (061) 734 2576 9 KC. Samarinda Branch Jl. Pangeran Dipenogoro No. 61 - 62 Phone : (0541) 206 206 Samarinda Fax. : (0541) 206 221 / 232 10 KCP Karawaci Sub Branch 11 KCP. Pluit Sub Branch 12 KC. Palembang Branch 13 90 KCP. Bukit Darmo/ Jl. Raya Perjuangan, Jakarta 11530 Ruko Graha Mas Blok C No. 1, KC. Pekanbaru Sudirman Branch 14 KCP. Kemang Sub Branch 15 KC. Banjarmasin Branch Ruko Pinangsia Blok A No.5, Lippo Karawaci - Tangerang 15810 Megamal Pluit, Rukan MG No. 63 - 64, Jl. Pluit Indah Raya 14440 Jl. Sudirman No. 153, Palembang Jl. Jend Sudirman No. 26 Tangkerang Pekanbaru 28282 Jl. Kemang Raya No. 6, Jakarta Selatan 12730 Jl. Letjend. Suprapto No. 29, Banjarmasin Sumatera Utara Kalimantan Timur Phone : (021) 55761618 Fax. : (021) 5586173 Tangerang Banten Phone : (021) 29935388 Fax. : (021) 6667 0333 Jakarta DKI Jakarta Phone : (0711) 314 999 Fax. : (0711) 314 808 Palembang Phone : (0761) 34455 Fax. : (0761) 38840 Pekanbaru Riau Phone : (021) 2997 9688 Fax. : (021) 7179 4620 Jakarta DKI Jakarta Phone : (0511) 3366 088 Fax. : (0511) 3355 788 Banjarmasin Sumatera Selatan Kalimantan Selatan 2016 Annual Report Commonwealth Bank No. Nama / Name | Company Profile Tipe / Type Alamat / Address 16 KC. Makassar Branch Jl. Jenderal Sudirman No. 48 17 KCP. CBD Pluit Sub Branch Ruko CBD Pluit Blok C No. 1 18 KC. Bogor Branch 19 KCP. Sunter Sub Branch 20 KCP. Bandung Sudirman Telepon / Telephone Phone : (0411) 330730 Fax. : (0411) 330457 Phone : (021) 66672791 Fax. : (021) 66672792 Jl. Raya Padjajaran No. 59 D Kelurahan Phone : (0251) 8392336 Baranangsiang, Kec. Bogor-jawa Barat Fax. Ruko Puri Mutiara Blok A Kavling No. 85-86, Sunter Agung, Jakarta Sub Branch Jalan Jendral Sudirman no.91 D Branch Jl. Siliwangi No. 117 Cirebon : (0251) 8392335 Kota / City Makassar Propinsir / Province Sulawesi Selatan Jakarta DKI Jakarta Bogor Jawa Barat Jakarta DKI Jakarta Bandung Jawa Barat Cirebon Jawa Barat Badung Bali Surabaya Jawa Timur Gianyar Bali Phone : (021) 65307895 (021) 65310789 Fax. : (021) 65310788 Phone : (022) 422 0455/0544 Fax. : (022) 422 0456 Phone : (0231) 235252 21 KC. Cirebon (Hunting) Fax. : (0231) 235445 Phone : (031) 734 6848 22 KCP. Legian Melasti Sub Branch Jl Raya Legian no.5 &6 Kuta, Badung, Bali Fax. : (031) 561 9889 (031) 734 7880 23 KCP. HR. Muhamad Sub Branch 24 KCP. Ubud Sub Branch 25 KC. Pontianak Branch Ruko Golden Palace Blok A11&15, Jl HR. Muhamad Jl. Raya Andong Ubud, Desa Peliatan Jl. Gajah Mada No. 152 Kompleks Mal Galaxy Ground Floor No.092B Phone : (0361) 972 009 (Hunting) Fax. : (0361) 978 877 Phone : (0561) 763828 Fax. : (0561) 763882 Phone : (031) 2930879 Fax. : (031) 593 7260 Jl. Dharmahusada Indah Timur No. 37 Phone : (021) 8520 875 Surabaya Fax. 26 KCP. Mall Galaxy Sub Branch 27 KCP. Jatinegara Sub Branch Jl. Jatinegara Timur No.68-70 Jakarta 28 KC. Jogjakarta Branch Jl. Teuku Cik Ditiro No:15, Jogjakarta 29 KC. Solo Branch Jl. Slamet Riyadi No. 139, Solo : (021) 8520 859 Phone : (0274) 554 578 Fax. : (0274) 554 540 Phone : (0271) 666 956 Fax. : (0271) 666 923 Phone : (021) 63852199 Fax. : (021) 54213797 Pontianak Kalimantan Barat Surabaya Jawa Timur Jakarta DKI Jakarta Jogjakarta DIY Solo Jawa Tengah 91 Laporan Tahunan 2016 Commonwealth Bank No. 30 Nama / Name KCP. Gading Serpong Tipe / Type Sub Branch 31 KC. Bandung Branch 32 KCP. Fatmawati Sub Branch 33 KC. Lampung Branch 34 KC. Batam Branch 35 KCP. Tanah Abang Sub Branch | Profil Perusahaan Alamat / Address Ruko Paramount 5th Avenue Blok A Phone : (022) 422 1808 No.12, Gading Serpong Fax. Jl. Ir. H. Juanda No. 130 B Dago - Phone : (021) 7941722 Bandung Fax. Jl. Komplek Pertokoan Duta Mas Blok F Phone : (0721) 255 689 No.21, Cipete Utara - Jakarta Selatan Fax. Jl. R A Kartini No.99 Blok GH - Lampung 92 Sub Branch 37 KC. Manado Branch 38 KCP. Cikarang Sub Branch 39 KCP.Depok Sub Branch 40 KCP. Cempaka 41 KCP. Sumber Sari Sub Branch 42 KCP. Pulogadung Sub Branch 43 KC. Purwokerto Branch 44 KCP. Tanjung Duren Sub Branch Mas Sub Branch : (021) 7399200 : (0721) 256 029 Phone : (0778) 428856 Fax. : (0778) 428857 Phone : (021) 31908005 Jl. Imam Bonjol, Nagoya - Batam Fax. Blok C7 Jl. KH Fachrudin no.36, Tanah Abang – Jakarta Pusat KCP. Bekasi : (022) 422 1802 Bumi Ayu Lestari, Blok D no 31-32, Kompleks Ruko Panca Griya Indah 36 Telepon / Telephone : (021) 31908035 Phone : (021) 889 50627 Fax. : (021) 889 64230 Kompleks Ruko Bekasi Mas Blok C No. 6 - Phone : (0431) 888 1234 Bekasi Fax. : (0431) 888 1191 Kompleks Ruko Megamas Blok F No.24, Phone : (021) 8983 5707 JL. Boulevard - Manado Fax. Ruko The Capitol Business Park Blok 2L, Phone : (021) 7721 7595 Jl. Niaga Raya, Kota Jababeka Fax. Ruko ITC Depok No. 3A Jl. Margonda Phone : (021) 63852099 Raya No.56 - Depok Fax. Graha Cempaka Mas - Blok B no.5, Phone : (022) 4221823 Jakarta Fax. Jl. Soekarno Hatta No.130A Bandung - Phone : (021) 47885155 40222 Fax. Jl. Pemuda No.130 C Pulo Gadung - Phone : (0281) 631650 Jakarta Timur Fax. Ruko Nusantara, Jl. Sudirman No. 7 - Phone : (021) 58358270 Purwokerto Fax. Jl. Tanjung Duren Raya No.42 - Jakarta : (021) 8983 5708 : (021) 7721 7596 : (021) 420 1110 : (022) 6004477 : (021) 47885154 : (0281) 621133 : (021) 56980442 Phone : (021) 7941907 Fax. : (021) 7457146 Kota / City Propinsi / Province Tangerang Tangerang Bandung Jawa Barat Jakarta DKI Jakarta Lampung Lampung Batam Riau Jakarta DKI Jakarta Bekasi Jawa Barat Manado Sulawesi Utara Bekasi Jawa Barat Depok Jawa Barat Jakarta DKI Jakarta Bandung Jawa Barat Jakarta DKI Jakarta Purwokerto Jakarta Jawa Tengah DKI Jakarta | 2016 Annual Report Commonwealth Bank No. Nama / Name Company Profile Tipe / Type 45 KCP Bintaro Sub Branch 46 KCP. Tebet Sub Branch Alamat / Address Ruko Sentra Menteng Blok MN No.46 - Phone : (021) 7941907 Bintaro Sektor 7 Fax. Gedung Gajah unit ABC, lantai 1A Jl. Dr. Saharjo Raya no.111 Tebet – Jakarta Selatan Ruko Mal Mangga Dua Ground Floor 47 KCP. Mangga Dua Sub Branch 48 KCP. Permata Hijau Sub Branch 49 KCP. Cinere Sub Branch 50 KC Mataram Branch 51 52 53 KCP. Moh Yamin Pekanbaru KCP. Cibubur KCP. Mangga Besar No.12, Jl. Mangga Dua Raya, Jakarta 56 KCP. Melawai Sub Branch 57 KC. Balikpapan Branch 58 KC. Medan Sagita Branch : (021) 6230 3723 Fax. Kompleks Bona Indah Plaza Blok A 2 Phone : (021) 7942667 No.D5, Cinere, Jakarta Selatan Fax. Jl. Raya Pejanggik – Mataram (Sebelah Phone : (0370) 645800 Toko Sumber Jaya) Fax. Jl. Mangga Besar Raya No. 85C - Jakarta Branch Phone : (021) 6230 3722 Phone : (021) 79184727 Sub Branch KC. Jambi : (021) 8301951 9, Jakarta Selatan Ruko Citra Grand Blok R 3 No.21 55 Fax. Grand ITC Permata Hijau, Blok Saphire No Sub Branch Sub Branch Phone : (021) 6385 1998 Fax. Jl. M Yamin No.30B KCP. Citra Garden : (021) 7457146 10730 Sub Branch 54 Telepon / Telephone : (021) 53664591 : (021) 7698003 : (0370) 646420 Phone : (0761) 35333 Fax. : (0761) 34333 Phone : (021) 79194556 Fax. : (021) 84305161 Phone : (021) 29935333 Fax. : (021) 6240245 Jl. Utan Jati Komp. Rukan Citra Niaga Phone : (021) 2991 3533 Blok A No.39 Jakarta Barat Fax. Jl. Hayam Wuruk No.162 C-D, Jelutung - Phone : (0741) 7553111 Jambi Fax. Jl Melawai Raya no. 116 C,D,E Kebayoran Phone : (021) 2997 9677 Baru, Jakarta Selatan Fax. Jl Jendral Sudirman no.343 A-B, Phone : (0542) 443 779 Balikpapan 76114 Fax. Wisma Commonwealth Phone : (061) 457 8588 Jl. Palang Merah No 110 Fax. : (021) 5436 1095 : (0741) 7554123 : (021) 722 9964 : (0542) 746 250 : (061) 457 8282 Kota / City Propinsi / Province Tangerang Banten Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Nusa Mataram Tenggara Barat Pekanbaru Riau Bekasi Jawa Barat Jakarta DKI Jakarta Jakarta DKI Jakarta Jambi Jambi Jakarta DKI Jakarta Balikpapan Medan Kalimantan Timur Sumatera Utara 93 Laporan Tahunan 2016 Commonwealth Bank No. 59 60 Nama / Name KCP. Kelapa Gading 2 KCP. Kelapa Gading 1 Tipe / Type Sub Branch Sub Branch | Profil Perusahaan Alamat / Address Jl Boulevard Raya LC 7/39-40, Kelapa Phone : (021) 452 8811 Gading, Jakarta 14250 Fax. Jl. Raya Boulevard Timur Blok NC 1 / 61, Phone : (021) 451 8899 Kelapa Gading, Jakarta Utara 14250 Fax. Lt Dasar & Lt 2 World Trade Centre 61 KC. WTC 6 Branch (WTC) 6 Jl Jend Sudirman Kav 29 - 31 Jakarta 12920 62 KCP. Wisma Kodel Sub Branch Telepon / Telephone : (021) 452 8812 : (021) 451 8898 Phone : (021) 5296 1222 Fax. : (021) 5296 2293 Wisma Kodel, 1st floor, Jl.HR Rasuna Said Phone : (021) 27536522 Kav B-4, Jakarta 12920 Fax. : (021) 5277048 Kota / City Propinsi / Province Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Jakarta DKI Jakarta Tangerang Banten Denpasar Bali Ruko ITC BSD Blok R 32 -R33. 63 KCP. BSD Sub Branch Jl Pahlawan Seribu. Desa Lengkong Phone : (021) 5316 2081 Wetan,kecamatan Serpong, Kabupaten Fax. : (021) 5316 2082 Tangerang Rukan Teuku Umar Indah Blok 12A, 64 KC. Denpasar Branch Jl. Teuku Umar No. 2,4 dan 8 Denpasar Bali 65 KC. Semarang Branch Jl. Gajah Mada No. 112A, Semarang Phone : (0361) 237 077 Fax. : (0361) 237 099 Phone : (024) 3541106-07 Fax. : (024) 3562708 Semarang Jawa Tengah Phone : (031) 353 4123 (031) 353 9810 Jl. Bubutan No. 127-135 Surabaya 66 KC. Surabaya Branch (Hunting) Komp. Manyar Megah Indah Plaza Blok A 1-2 Fax. Surabaya Jawa Timur Surabaya Jawa Timur Surabaya Jawa Timur Pasuruan Jawa Timur Malang Jawa Timur : (031) 352 0362 (031) 353 2039 67 KCP. Ngagel Sub Branch Jl. Ngagel Jaya Selatan Surabaya Phone : (031) 2930877 Fax. : (031) 504 3250 Phone : (031) 2930875 68 KCP. Manyar Sub Branch Jl. Manyar Kertoarjo No. 15 Surabaya (Hunting) Fax. : (031) 594 6679 (031) 592 1070 94 69 KCP. Pasuruan Sub Branch Jl. Wachid Hasyim No. 142 Pasuruan 70 KC. Malang Branch Jl. Basuki Rachmat No. 81 Malang Phone : (0343) 426 511-12 Fax. : (0343) 426 988 Phone : (0341) 361600 Fax. : (0341) 361 607 2016 Annual Report Commonwealth Bank | Company Profile Informasi pada Perusahaan Information on Corporate Website Commonwealth Bank memiliki website dengan alamat www.commbank.co.id sebagai wadah informasi mengenai Perusahaan terkini yang dapat diakses oleh masyarakat umum dan stakeholders. Website disajikan dalam bentuk dua bahasa, Bahasa Indonesia dan Bahasa Inggris. Commonwealth Bank has a corporate website at www.commbank.co.id. The website functions as a medium to distribute information on the company’s updates. The website is accessible for public and stakeholders. The website provides information in two languages: Indonesian and English. Adapun beberapa informasi yang terdapat di website: Some of the information available on the website: • • • • • • • • • • • • Tentang Kami Individu Bisnis Layanan Promo Karir About Us Individual Business Services Promotion Career 95 04. ANALISA DAN PEMBAHASAN MANAJEMEN Management Discussion and Analysis Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Analisis dan Pembahasan Manajemen Atas Kinerja Perusahaan Management Discussion and Analysis the Company’s Performance 1. Kinerja Keuangan 98 1. Financial Performance Kinerja keuangan Commonwealth Bank untuk tahun yang berakhir tanggal 31 Desember 2016 dan 2015 disajikan berdasarkan Laporan Keuangan yang telah diaudit oleh Akuntan Publik Jusuf Wibisana dari Kantor Akuntan Publik Tanudiredja, Wibisana, Rintis & Rekan (a member firm of PricewaterhouseCooper Global Network) sesuai dengan Standar Akuntansi Keuangan di Indonesia dengan opini wajar tanpa modifikasian. Financial performance of Commonwealth Bank for years ended December 31, 2016 and 2015 was presented based on the Financial Statements that have been audited by Public Accountant Jusuf Wibisana from Public Accounting Firm Tanudiredja, Wibisana, Rintis & Partners (a member firm of PricewaterhouseCooper Global Network) in accordance with the Financial Accounting Standards in Indonesia with unqualified opinion. Laporan Posisi Keuangan Statement of Financial Position Aset Assets Total aset Bank mengalami penurunan sebesar Rp3.491.290 juta atau 15,63% menjadi sebesar The Bank’s total assets decreased by Rp3,491,290 million or 15.63% to Rp18,842,610 million by the end 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Rp18.842.610 juta pada akhir tahun 2016 yang di sebabkan oleh penurunan portofolio Komersial sebesar Rp3.196.905 juta sebagai dampak “exit strategy” segmen Komersial. of 2016. The decrease was due to the decline in Commercial Loan portfolio of Rp3,196,905 million as the impact of Commercial segment’s “exit strategy”. Aset (dalam Jutaan Rupiah) Assets (in Million Rupiah) Uraian / Description 2016 2015 Perubahan Nominal Perubahan % Kas / Cash 216.261 241.315 (25.054) -10,38 Giro pada Bank Indonesia / Current accounts with Bank Indonesia 982.839 1.293.659 (310.820) -24,03 Giro pada bank lain / Current accounts with other banks 647.453 659.219 (11.766) -1,78 Penempatan pada Bank Indonesia & bank lain / Placements with Bank Indonesia and other banks 2.637.395 2.920.178 (282.783) -9,68 762.314 892.198 (129.884) -14,56 1.238.650 1.233.687 4.963 0,40 - 195.818 (195.818) -100,00 248 5.627 (5.379) -95,59 11.197.264 13.473.209 (2.275.945) -16,89 - 304.778 (304.778) -100,00 34.763 30.217 4.546 15,04 461.256 471.690 (10.434) -2,21 32 32 - 0,00 Aset tetap-bersih / Fixed assets-net 142.360 197.083 (54.723) -27,77 Aset pajak tangguhan-bersih / Deferred tax assets-net 143.861 22.979 120.882 526,05 Aset lain-lain / Other assets 377.914 392.211 (14.297) -3,65 18.842.610 22.333.900 (3.491.290) -15,63 Efek-efek / Marketable securities Obligasi pemerintah / Government bonds Efek-efek yang dibeli dengan janji dijual kembali / Securities purchased under resale agreements Tagihan derivatif / Derivative receivables Pinjaman yang diberikan-bersih / Loans-net Tagihan akseptasi-bersih / Acceptance receivables-net Pajak dibayar dimuka / Prepaid tax Aset tidak berwujud-bersih / Intangible assets-net Investasi dalam saham-bersih / Investment in shares-net Jumlah Aset / Total Assets Kas Cash Total kas Bank per 31 Desember 2016 sebesar Rp216.261 juta, turun sebesar Rp25.054 juta dari tahun sebelumnya sebesar Rp241.315 juta, sejalan dengan berkurangnya jumlah cabang yang mengurangi jumlah kas di cabang. The Bank’s total cash as of December 31, 2016 stood at Rp216,261 million, a decrease of Rp25,054 million from the previous year at Rp241,315 million, in line with lower number of branches which reduces cash in branches. Giro pada Bank Indonesia dan Bank Lain Current Accounts with Bank Indonesia and Other Banks Total giro pada Bank Indonesia per 31 Desember 2016 sebesar Rp982.839 juta, turun sebesar Rp310.820 juta atau 24,03% dibandingkan tahun 2015 sebesar Rp1.293.659 juta. Penurunan ini sejalan dengan perubahan peraturan Bank Indonesia tentang ketentuan minimum persentase atas Giro Wajib Minimum (GWM) Primer Rupiah, Total current accounts with Bank Indonesia as of December 31, 2016 was Rp982,839 million, decreased by Rp310,820 million or 24.03%, compared to Rp1,293,659 million recorded in 2015. The decrease was in line with the amendment in Bank Indonesia’s regulation on percentange of minimum requirement of Rupiah Primary Reserve, 99 Laporan Tahunan 2016 Commonwealth Bank 100 | Analisa dan Pembahasan Manajemen dimana telah berubah sejak Maret 2016 dari 7,5% menjadi 6,5%. which was changed in March 2016 from to 7.5% to 6.5%. Giro pada bank lain per 31 Desember 2016 sebesar Rp647.453 juta, turun sebesar Rp11.766 juta atau 1,78%. dibandingkan tahun 2015 sebesar Rp659.219 juta. Penurunan ini juga selaras dengan turunnya total penghimpunan Dana Pihak Ketiga sebesar 13,26%. Current accounts with other banks as of December 31, 2016 stood at Rp647,453 million, decreased by Rp11,766 million or 1.78% compared to Rp659,219 million in 2015. The decrease was in line with the decrease of total Third Party Fund by 13.26%. Penempatan pada Bank Indonesia & Bank Lain Placements with Bank Indonesia and Other Banks Penempatan pada Bank Indonesia & bank lain per 31 Desember 2016 sebesar Rp2.637.395 juta, menurun sebesar Rp282.783 juta atau 9,68% dibandingkan tahun 2015 sebesar Rp2.920.178 juta. Penurunan ini juga selaras dengan turunnya total penghimpunan Dana Pihak Ketiga sebesar 13,26%. Placements with Bank Indonesia and other banks as of December 31, 2016 stood at Rp2,637,395 million, decreased by Rp282,783 million or 9.68% compared to Rp2,920,178 million recorded in 2015. The decrease was in line with the decrease of total Third Party Fund by 13.26%. Efek-Efek Marketable Securities Efek-efek terdiri dari Sertifikat Bank Indonesia, Sertifikat Deposito Bank Indonesia, Obligasi Korporasi dan Discounted Bills. Jumlah efekefek per 31 Desember 2016 sebesar Rp762.314 juta, turun sebesar Rp129.884 juta atau 14,56% dibandingkan tahun 2015 sebesar Rp892.198 juta. Penurunan Efek-Efek disebabkan oleh Obligasi Korporasi yang sudah jatuh tempo. Marketable Securities consist of Bank Indonesia Certificates, Bank Indonesia Deposit Certificates, Corporate Bonds and Discounted Bills. Total marketable securities as of December 31, 2016 stood at Rp762,314 million, decreased by Rp129,884 million or 14.56% compared to Rp892,198 million recorded in 2015. The decrease in Marketable Securities was due to the maturiy date of Corporate Bonds. Obligasi Pemerintah Government Bonds Obligasi pemerintah per 31 Desember 2016 mencapai sebesar Rp1.238.650 juta, relatif stabil dibandingkan tahun 2015 sebesar Rp1.233.687 juta. Government bonds as of December 31, 2016 stood at Rp1,238,650 million, relatively stable compared to 2015 at Rp1,233,687. Pinjaman yang Diberikan Loans Bank mencatatkan peningkatan pertumbuhan kredit untuk segmen Retail sebesar 38% jika dibandingkan dengan tahun lalu. Namun karena adanya penurunan dari portfolio Komersial sebesar Rp3.196.905 juta atau 68%, total pinjaman yang diberikan-kotor per 31 Desember 2016 sebesar Rp11.697.793 juta, turun sebesar Rp2.047.653 juta atau 14,90% dibandingkan tahun 2015 sebesar Rp13.745.446 juta. The Bank recorded loan growth for Retail segment at 38% as compared to last year. However due to the decrease in Commercial portfolio at Rp3,196,905 or 68%, total loans-gross as of 31 December 2016 of Rp11,697,793 million, decreased by Rp2,047,653 million or 14.90% compared to 2015 at Rp13,745,446 million. 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Pinjaman yang Diberikan (dalam Jutaan Rupiah) Loans (in Million Rupiah) Uraian / Description 2016 2015 SME (definisi internal) / SME (internal definition) 5.632.193 5.747.449 • SME (regulator definition)/UKM (definisi regulator) 2.645.927 3.163.178 • SME non UKM 2.986.265 2.584.271 4.565.032 3.300.524 • Mortage/KPR and Personal Loan 2.263.267 2.163.591 • Joint Finance 2.301.765 1.136.933 1.500.568 4.697.473 11.697.793 13.745.446 (500.529) (272.237) 11.197.264 13.473.209 Retail / Retail Komersial / Commercial Total Pinjaman yang Diberikan / Total Loans Cadangan Kerugian Penurunan Aktiva Produktif / Allowance for Impairment Loss Total Pinjaman yang Diberikan-bersih / Total Loans-net Liabilitas Liabilities Pada tahun 2016, total liabilitas Bank adalah sebesar Rp14.886.285 juta turun sebesar Rp3.070.728 juta atau 17,10% dibandingkan tahun 2015 sebesar Rp17.957.013 juta. Hal ini sejalan dengan penurunan nilai kredit sebesar Rp2.275.945 juta. Rasio simpanan nasabah terhadap total liabilitas di akhir tahun sebesar 88,91%, meningkat sebesar 3,94% di tahun sebelumnya. In 2016, the Bank’s total liabilities was Rp14,886,285 million, decreased by Rp3,070,728 million or 17.10% compared to 2015 amounting to Rp17,957,013 million. It was in line with the decrease of loan by Rp2,275,945 million. The ratio of deposits from customers to total liabilities at the end of the year stood at 88.91%, increased by 3.94% from the previous year. Liabilitas (dalam Jutaan Rupiah) Liabilities (in Million Rupiah) Uraian / Description Simpanan nasabah / Deposits from customers Simpanan dari bank lain / Deposits from other banks Liabilitas derivatif / Derivative payables Liabilitas akseptasi / Acceptance payables Utang pajak / Tax liabilities Liabilitas lain-lain / Other liabilities Jumlah Liabilitas / Total Liabilities 2016 Perubahan Nominal 2015 Perubahan % 13.236.285 15.259.451 (2.023.166) -13,26 1.065.081 1.540.798 (475.717) -30,87 4.880 249 4.631 1.859,84 - 305.349 (305.349) -100,00 19.063 20.569 (1.506) -7,32 560.976 830.597 (269.621) -32,46 14.886.285 17.957.013 (3.070.728) -17,10 Simpanan Nasabah Deposits from Customers Per 31 Desember 2016, Bank mencatatkan total simpanan nasabah sebesar Rp13.236.285 juta, turun sebesar Rp2.023.166 juta atau 13,26% dibandingkan tahun 2015 sebesar Rp15.259.451 juta. Penurunan tersebut dikarenakan turunnya jumlah simpanan nasabah yang berasal dari deposito berjangka sebesar Rp900.783 juta, tabungan sebesar Rp703.010 juta, dan giro sebesar Rp419.373 juta. Penurunan simpanan nasabah sejalan dengan turunnya kredit yang diberikan. As of December 31, 2016, the Bank recorded its deposits from customers at Rp13,236,285 million, decreased by Rp2,023,166 million or 13.26% compared to 2015 at Rp15,259,451 million. The decrease was due to the decline in deposits from customers at Rp900,783 million from time deposits, Rp703,010 million from savings and Rp419,373 million from current accounts. The decrease in deposits from customers was in line with the lower loan balance. 101 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Simpanan Nasabah (dalam Jutaan Rupiah) Deposits from Customers (in Million Rupiah) 2016 Uraian / Description 2015 Perubahan Nominal Perubahan % Giro / Current Accounts 1.447.487 1.866.860 (419.373) -22,46 Tabungan / Savings 5.852.679 6.555.689 (703.010) -10,72 Deposito berjangka / Time deposits 5.936.119 6.836.902 (900.783) -13,18 13.236.285 15.259.451 (2.023.166) -13,26 Total Simpanan dari Bank Lain Deposits from Other Banks Simpanan dari bank lain terdiri dari liabilitas terhadap bank lain, dalam bentuk Negotiable Certificate of Deposit, giro dan deposito berjangka. Total simpanan dari bank lain per 31 Desember 2016 tercatat sebesar Rp1.065.081 juta, turun sebesar Rp475.717 juta atau 30,87% dibandingkan tahun 2015 sebesar Rp1.540.798 juta. Turunnya simpanan dari bank lain disebabkan oleh adanya tambahan likuiditas yang diterima dari pelunasan kredit Komersial yang dipakai untuk mengurangi simpanan dari bank lain. Deposits from other banks consist of liabilities to other banks, in the form of Negotiable Certificate of Deposit, Current Accounts and Time Deposit. Total deposits from other banks as of December 31, 2016 were recorded at Rp1,065,081 million, decreased by Rp475,717 million or 30.87% compared to Rp1,540,798 million recorded in 2015. The decrease of deposit from other banks was due to additional liquidity received from repayment of Commercial loans used to reduce deposits from other banks. Ekuitas Equity Per 31 Desember 2016, Bank mencatatkan jumlah ekuitas sebesar Rp3.956.325 juta,menurun sebesar Rp420.562 juta atau 9,61% dibandingkan tahun 2015 sebesar Rp4.376.887 juta, yang disebabkan oleh kerugian di tahun 2016 sebesar Rp436.064 juta karena dibentuknya cadangan kerugian penurunan nilai sebesar Rp832.714 juta. As of December 31, 2016, the Bank recorded its total equity at Rp3,956,325 million, decreased by Rp420,562 million or 9.61% compared to Rp4,376,887 million in 2015, due to 2016 net losses of Rp436,064 million as the Bank increased its allowance for impairment losses by Rp832,714 million. Ekuitas (dalam Jutaan Rupiah) Equity (in Million Rupiah) Uraian / Description 2016 2015 Perubahan Nominal Perubahan % Ekuitas yang dapat diatribusikan kepada pemilik entitas induk Bank / Equity attributable to equity holders of the Bank Modal saham: / Share capital: Modal ditempatkan dan disetor penuh / Issued and fully paid capital 3.819.667 3.819.667 - 0,00 Tambahan modal disetor / Additional paid-up capital 25.097 25.097 - 0,00 Keuntungan/(kerugian) yang belum direalisasi atas efek-efek dan obligasi pemerintah yang tersedia untuk dijual, neto setelah pajak / Unrealised gain/(loss) on available for sale marketable securities and government bonds, net of tax 4.634 (13.904) 18.538 133,33 - Sudah ditentukan penggunaannya / Appropriated 14.911 14.911 - 0,00 - Belum ditentukan penggunaannya / Unappropriated 92.016 531.116 (439.100) -82,67 3.956.325 4.376.887 (420.562) -9,61 Saldo laba / Retained earnings Jumlah Ekuitas / Total Equity 102 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Laporan Laba Rugi dan Penghasilan Komprehensif Lain Statement of Profit or Loss and Other Comprehensive Income Commonwealth Bank per 31 Desember 2016 mencatatkan rugi komprehensif sebesar Rp420.562 juta, meningkat dibandingkan tahun sebelumnya sebesar Rp335.925 juta. Hal ini disebabkan oleh kenaikan beban cadangan kerugian penurunan nilai sebesar Rp463.581 juta atau 125,59% untuk mengantisipasi memburuknya kondisi keuangan dari beberapa nasabah Komersial. As of December 31, 2016, Commonwealth Bank recorded comprehensive loss at Rp420,562 million, an increase compared to the previous year at Rp335,925 million. The increase was due to the rise in allowance for impairment losses at Rp463,581 million or 125.59%, to anticipate the worsening financial conditions of several Commercial customers. Laporan Laba Rugi dan Penghasilan Komprehensif Lain (dalam Jutaan Rupiah) Statement of Profit or Loss and Other Comprehensive Income (in Million Rupiah) Uraian / Description 2016 2015 Perubahan Nominal Perubahan % 1.070.925 1.115.506 (44.581) -4,00 423.563 413.778 9.785 2,36 Beban Operasional Lainnya / Other Operating Expenses (2.078.321) (1.581.686) (496.635) 31,40 Rugi Operasional-Bersih / Operating Loss-Net (583.833) (52.402) (531.431) 1.014,14 Pendapatan/(Beban) Bukan Operasional / Non Operating Income/(Expense) 21.721 (8.964) 30.685 342,31 (562.112) (61.366) (500.746) 816,00 126.048 1.371 124.677 9.093,87 (436.064) (59.995) (376.069) 626,83 15.502 (24.642) 40.144 162,91 (420.562) (84.637) (335.925) 396,90 Pendapatan Bunga Bersih / Net Interest Income Pendapatan Operasional Lainnya / Other Operating Income Rugi sebelum Pajak Penghasilan / Loss before Tax Expense Manfaat Pajak Penghasilan / Income Tax Benefit Rugi Tahun Berjalan / Loss for the Year Pendapatan/(Beban) Komprehensif Lain Tahun Berjalan / Other Comprehensive Income/(Expense) for the year Jumlah Rugi Komprehensif Tahun Berjalan / Total Comprehensive Expense for the Year Pendapatan Bunga Bersih Net Interest Income Sejalan dengan strategi Bank untuk fokus di segmen Retail dan SME, serta keluar dari segmen Komersial telah menyebabkan menurunnya penyaluran kredit sebesar Rp2.047.653 juta atau 14,9% dari periode yang sama tahun lalu. Namun pendapatan bunga bersih bank hanya turun sebesar Rp44.581 juta atau 4% dibandingkan tahun sebelumnya. Hal ini disebabkan usaha Bank untuk menjaga marjin bunga pada tingkat yang sehat. The Bank’s strategy to focus on Retail and SME segment and to exit from the Commercial segment led to a decline of Rp2,047,653 million or 14.9% in loans, compared to the same period of the preceding year. Meanwhile, net interest income only down Rp44,581 million or 4% compared to the previous year. The condition was due to the Bank’s effort to maintain its interest margin at a healthy level. Pendapatan Operasional Lainnya Other Operating Income Pendapatan operasional lainnya terdiri dari provisi dan komisi lainnya, keuntungan transaksi mata uang asing, keuntungan dari perubahan nilai wajar instrumen keuangan dan pendapatan lainnya. Pada tahun 2016, Bank membukukan pendapatan operasional lainnya sebesar Rp423.563 juta, naik sebesar Rp9.785 juta atau 2,36% dari Rp413.778 Other operating income consists of other provisions and commissions, foreign exchange gains, gains from changes in fair value of financial instruments, and other incomes. In 2016, the Bank recorded other operating income at Rp423,563 million, increased by Rp9,785 million or 2.36% from Rp413,778 in 2015. Excluding gain from Balance 103 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen juta di tahun 2015. Di luar keuntungan penjabaran transaksi valuta asing, pendapatan operasional lainnya meningkat sebesar 20% dari tahun sebelumnya. Sheet revaluation, other operating income is increased by 20% compared to previous year. Beban Operasional Lainnya Other Operating Expense Bank mencatatkan beban operasional lainnya tahun 2016 sebesar Rp2.078.321 juta, naik sebesar Rp496.635 juta atau sebesar 31,40% dibandingkan tahun 2015 sebesar Rp1.581.686 juta. Peningkatan tersebut disebabkan oleh kenaikan beban cadangan kerugian penurunan nilai sebesar Rp463.581 juta atau 125,59%, untuk mengantisipasi memburuknya kondisi keuangan dari beberapa nasabah Komersial. The Bank recorded other operating expense in 2016 at Rp2,078,321 million, increased by Rp496,635 million or 31.40% compared to Rp1,581,686 million in 2015. The increase was due to the rise in allowance for impairment losses at Rp463,581 million or 125.59%, to anticipate the worsening financial conditions of several Commercial customers. Beban Operasional Lainnya (dalam Jutaan Rupiah) Other Operating Expense (in Million Rupiah) Uraian / Description Perubahan % (369.133) (463.581) 125,59 (620.838) (623.826) 2.988 -0,48 (617.809) (583.601) (34.208) 5,86 (6.960) (5.126) (1.834) 35,78 (2.078.321) (1.581.686) (496.635) 31,40 2015 Beban cadangan kerugian penurunan nilai aset keuangan dan non keuangan / allowance for impairment losses on financial and non-financial assets (832.714) Umum dan administrasi / General and administrative Gaji dan tunjangan / Salaries and allowances Beban Lainnya / Other expenses Beban Operasional Lainnya / Other Operating Expenses 104 Perubahan Nominal 2016 (Rugi)/Laba Tahun Berjalan (Loss)/Profit for the Year Bank mencatat kerugian sesudah pajak penghasilan tahun 2016 sebesar Rp436.064 juta. Hal ini menunjukkan peningkatan kerugian Rp376.069 juta atau 626,83% dibandingkan tahun 2015 sebesar Rp59.995 juta. Hal ini disebabkan meningkatnya pencadangan kerugian penurunan nilai sebesar Rp463.581 juta yang dibentuk untuk mengantisipasi memburuknya kondisi keuangan beberapa nasabah Komersial. The Bank recorded loss after income tax in 2016 at Rp436,064 million. This indicates the increase of loss at Rp376,069 million or 626.83% compared to Rp59,995 in 2015. This was due to the increase in allowance for impairment losses of Rp463,581 million to anticipate the worsening financial conditions of several Commercial customers. Pendapatan Komprehensif Lain Other Comprehensive Income Bank mencatat pendapatan komprehensif lain sebesar Rp15.502 juta, lebih tinggi dari tahun sebelumnya yang mencatatkan kerugian sebesar Rp24.642 juta. Kenaikan ini disebabkan oleh adanya keuntungan yang belum direalisasi atas efek-efek dan obligasi pemerintah yang tersedia untuk dijual sebesar Rp24.718 juta. The Bank recorded other comprehensive income at Rp15,502 million, higher than the preceding year which recorded loss at Rp24,642 million. The increase was due to unrealised gains on available for sale marketable securities and government bonds at Rp24,718 million. Laporan Arus Kas Statement of Cash Flows Kas dan setara kas di akhir tahun 2016 sebesar Rp4.483.948 juta, turun sebesar Rp630.423 juta Cash and cash equivalents by the end of 2016 stood at Rp4,483,948 million, decreased by Rp630,423 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis atau 12,33% dibandingkan tahun 2015 sebesar Rp5.114.371 juta. Penurunan tersebut berasal dari penurunan aktivitas operasi sebesar Rp3.359.358 juta yang ditutupi dengan kenaikan arus kas dari aktivitas investasi sebesar Rp1.503.474 juta. million or 12.33% compared to Rp5,114,371 million in 2015. This was driven by the decrease in operating activities of Rp3,359,358 million, and offset by the increase in cash flows from investing activities of Rp1,503,474 million. Laporan Arus Kas (dalam Jutaan Rupiah) Table of Statement of Cash Flows (in Million Rupiah) Uraian / Description Arus Kas dari Aktivitas Operasi / Cash Flows from Operating Activities 2016 2015 Perubahan Nominal Perubahan % (3.359.358) -118,58 (526.331) 2.833.027 62.379 (1.441.095) 1.503.474 104,33 - (261.694) 261.694 100,00 (Penurunan)/Kenaikan Bersih Kas dan Setara Kas / Net (Decrease)/Increase in Cash and Cash Equivalents (463.952) 1.130.238 (1.594.190) -141,05 Kas dan Setara Kas Awal Tahun / Cash and Cash Equivalents at the Beginning of the Year 5.114.371 3.942.929 1.171.442 29,71 (166.471) 41.204 (207.675) -504,02 4.483.948 5.114.371 (630.423) -12,33 Arus Kas dari Aktivitas Investasi / Cash Flows from Investing Activities Arus Kas dari Aktivitas Pendanaan / Cash Flows from Financing Activities (Kerugian)/keuntungan transaksi mata uang asing terhadap kas dan setara kas / Exhange (losses)/gains on cash and cash equivalent Kas dan Setara Kas Akhir Tahun / Cash and Cash Equivalents at the End of the Year Laporan Rasio Keuangan Statement of Financial Ratios Berdasarkan rasio keuangannya, kinerja Commonwealth Bank diuraikan sebagai berikut: Based on its financial ratios, Commonwealth Bank describes its performance as follows: Tabel Kinerja Rasio Keuangan Table of Financial Ratios Performance Rasio Keuangan / Financial Ratios 2016 2015 -2,80% -0,24% -12,02% -1,52% 5,86% 5,12% Rasio Kecukupan Modal / Capital Adequacy Ratio 25,87% 22,90% Rasio Kredit terhadap Dana Pihak Ketiga (LDR) / Loan to Deposit Ratio (LDR) 88,33% 89,68% Rasio Gross Non Performing Loan / Gross Non Performing Loan Ratio 3,64% 3,49% Rasio Net Non Performing Loan / Net Non Performing Loan Ratio 1,68% 2,32% 128,27% 104,61% Aset Produktif Bermasalah dan Aset Non Produktif Bermasalah terhadap Total Aset Produktif dan Aset Non Produktif / Non Performing Productive Assets and Non Performing Non Productive Assets to Total Productive and Non Productive Assets 2,33% 2,00% Aset Produktif Bermasalah terhadap Total Aset Produktif / Non Performing Productive Assets to Total Productive Assets 2,66% 2,48% CKPN Aset Keuangan terhadap Aset Produktif / Financial Assets Impairment Provision to Productive Assets 3,13% 1,41% GWM Utama Rupiah / Primary Minimum Reserve Requirement Rupiah 6,81% 7,69% GWM Valuta Asing / Minimum Reserve Requirement Foreign Currency 8,12% 8,00% Posisi Devisa Neto secara Keseluruhan / Overall Net Open Position (NOP) 0,97% 0,91% Rasio Laba sebelum Pajak terhadap Rata-rata Total Aset / Return on Average Assets Rasio Laba setelah Pajak terhadap Rata-rata Modal Inti / Return on Average Equity Marjin Pendapatan Bunga Bersih / Net Interest Margin Biaya Operasional terhadap Pendapatan Operasional (BOPO) / Cost to Income Ratio 105 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Kecukupan Modal Capital Adequacy Capital Adequacy Ratio (CAR) meningkat menjadi 25,87% di 2016. Hal ini menunjukkan kemampuan permodalan Bank yang semakin kuat. Capital Adequacy Ratio (CAR) increased to 25.87% in 2016. This indicated the strengthening of the Bank’s capital. Kualitas Aset Quality of Assets Rasio aset produktif dan non produktif bermasalah terhadap total aset produktif dan non produktif serta rasio aset produktif bermasalah terhadap total aset produktif masing-masing meningkat menjadi 2,33% dan 2,66%. Namun demikian NPL bersih Bank menurun menjadi 1,68% dari sebelumnya 2,32% di tahun 2015. Ratio of performing productive assets and non performing productive assets to total assets and non productive assets, increased to 2.33% and 2.66%, respectively. However, the Bank’s net NPL was decreased 1.68% compared to 2.32% in 2015. Rentabilitas Profitability Rasio Laba sebelum Pajak terhadap Rata-rata Total Aset dan Rasio Laba setelah Pajak terhadap Rata-rata Modal Inti masing-masing menurun menjadi -2,80% dan -12,02%. Hal ini disebabkan peningkatan pencadangan kerugian penurunan nilai. Namun demikian, Bank masih mampu mencatatkan Marjin Pendapatan Bunga Bersih sebesar 5,86%, meningkat dari 5,12% di tahun sebelumnya. The Return on Average Assets and the Return on Equity both decreased to -2.80%, and -12,02%, respectively. This was due to the increase in allowance for impairment losses. However, the Bank still recorded Net Interest Margin at 5.86%, an increase from 5.12% in the previous year. Efisiensi Efficiency Tingkat efisiensi Bank yang diukur melalui nilai rasio beban operasional dibandingkan pendapatan operasional (BOPO) menunjukkan peningkatan nilai rasio menjadi 128,27% di 2016. Hal ini disebabkan meningkatnya beban cadangan kerugian nilai sebesar Rp463.581 juta. The Bank’s efficiency level is measured with Cost to Income Ratio showing an increase to 128.27% in 2016. This was due to the increase in allowance for impairment losses of Rp463,581 million. Likuiditas Liquidity Rasio pinjaman terhadap simpanan (LDR) di 2016 adalah 88,33%, dimana berada di atas batas minimal yang ditetapkan oleh Regulator. Loan to Deposit Ratio (LDR) in 2016 stood at 88.33%, above the minimum requirement stipulated by the Regulator. 2. Tinjauan Informasi Keuangan Lainnya 106 2. Other Financial Highlights Review Kemampuan Membayar Hutang dan Tingkat Kolektibilitas Piutang Debt-Paying Capacity and Receivable Collectability Levels Kemampuan membayar utang jangka pendek dan jangka panjang terkait erat dengan kemampuan likuiditas dan solvabilitas. Indikator untuk aspek likuiditas dan solvabilitas adalah Loan to Funding Ratio (LFR), kecukupan modal, rentabilitas dan peringkat Bank. Pada tahun 2016, Commonwealth Bank berhasil mempertahankan peringkat dari lembaga rating yaitu AAA(idn) dari Fitch Ratings. Peringkat tersebut merupakan peringkat tertinggi yang diberikan oleh Fitch yang menunjukkan The Bank’s ability to pay short-term and long-term debts is closely linked with liquidity and solvability conditions. The indicators for liquidity and solvability are Loan to Funding Ratio (LFR), capital adequacy, profitability and rating of the Bank. In 2016, Commonwealth Bank successfully maintained its AAA(idn) rating from Fitch Ratings. The rating is the highest from Fitch, which signifies obligor’s ability to meet its long-term financial commitment relative to other Indonesian obligors. From the liquidity 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis kemampuan obligor untuk memenuhi komitmen keuangan jangka panjangnya, relative terhadap obligor Indonesia lainnya. Sedangkan dari aspek likuiditas, pada akhir 2016, Commonwealth Bank menunjukkan kondisi likuiditas yang sangat baik dengan tingkat LFR sebesar 88,33%. aspect, as of the end of 2016, Commonwealth Bank demonstrated outstanding liquidity condition with 88.33% LFR. Kolektabilitas Aset Produktif Collectible Earning Assets Berikut kolektabilitas aset produktif Bank Commonwealth pada nilai tercatatnya sebelum cadangan kerugian penurunan nilai, sesuai dengan peraturan Bank Indonesia yang berlaku: The following are Commonwealth Bank’s collectible earning assets in their carrying value before allowance for impairment loss, in accordance with Bank Indonesia’s applicable regulation: Dalam Perhatian Khusus / Special Mention Kurang Lancar / Substandard 980.689 - - - - 980.689 10.337.290 934.546 8.487 27.795 389.675 11.697.793 Surat Berharga / Securities 2.000.964 - - - - 2.000.964 Penempatan pada Bank Lain / Current Account with other Banks 2.304.159 - - - - 2.304.159 248 - - - - 248 Penyertaan / Equity Investments - - - 64 - 64 Off Balance Sheet / Off Balance Sheets 2.312.665 26.042 - - - 2.338.707 Lancar / Current Penempatan pada Bank Indonesia / Placement with Bank Indonesia Kredit yang Diberikan / Loans Tagihan Spot dan Derivatif / Spot and Derivatives Diragukan / Doubtful Macet / Loss Jumlah / Total Struktur Modal dan Kebijakan Manajemen Permodalan Capital Structure and Capital Management Policy Bank memiliki modal yang baik dari segi kualitas maupun kuantitas, relatif dibandingkan dengan profil risikonya, dan disertai oleh pengelolaan modal secara sehat yang sesuai dengan karakteristik, skala maupun kompleksitas bisnis Bank. Sampai dengan Desember 2016, Bank memiliki Rasio Kecukupan Modal (Rasio KPMM) sebesar 25,87%, lebih tinggi dari rata-rata rasio KPMM industri yang sebesar 23,19% sampai dengan bulan Oktober 2016. Rasio KPMM Bank mengalami kenaikan dibandingkan dengan Desember 2015 yang sebesar 22,90% dikarenakan oleh turunnya ATMR (asset tertimbang menurut risiko) dari kredit Komersial, dimana hal ini sejalan dengan strategi Bank untuk mengelola “exit” portofolio Komersial dan lebih fokus kepada segmen Retail & SME. The Bank has the capital that is relatively good in terms of quality and quantity, as compared to its risk profile. The capital is supported by sound capital management in line with characterstics, scale and business complexity of the Bank. As of December 2016, the Bank has a capital adequacy ratio (CAR) of 25.87%, higher than the average of the CAR of 23.19% in the industry as of October 2016. The Bank’s CAR increased compared to 22.90% CAR recorded in December 2015. The increase was due to the decline in the Risk Weighted Assets from commercial credit, which is in line with the Bank’s strategy to “exit” commercial portfolio and to focus more on retail and SME segment. 107 Laporan Tahunan 2016 Commonwealth Bank 108 | Analisa dan Pembahasan Manajemen Sampai dengan tanggal 31 Desember 2016, Bank berkecukupan dalam modal dengan modal Tier1 dan pelengkap sebesar Rp3,48 triliun, dengan jumlah ini Rasio Kecukupan Modal (rasio KPMM) menjadi 25,87% setelah memperhitungkan risiko aset tertimbang untuk Risiko Kredit, Risiko Pasar dan Risiko Operasional. Berdasarkan profil risiko Bank, Bank memiliki modal yang cukup untuk menyerap potensi kerugian dari salah satu atau semua delapan kategori risiko: Kredit, Pasar, Operasional, Likuiditas, Kepatuhan, Strategis, Hukum dan Reputasi. As of December 31, 2016, the Bank was sufficient with the Tier-1 capital and supplementary capital at Rp3.48 trillion. Thus, the Bank’s CAR was 25.87% after considering the Risk Weighted Assets for Credit Risk, Market Risk and Operational Risk. Based on the Bank’s risk profile, the Bank has adequate capital to absorb loss potential from one or all of the eight risk categories, namely Credit, Market, Operations, Liquidity, Compliance, Strategy, Legal and Reputation. Bank meyakini (i) memiliki tingkat kecukupan modal yang mampu mengatasi dan mengantisipasi hampir semua risiko yang dihadapinya, (ii) sebagian besar komponen modalnya terdiri dari modal tier1 yang mampu menyerap potensi kerugian seperti pencadangan untuk kredit bermasalah, (iii) Bank telah melakukan stress test yang menunjukkan kesanggupannya mengatasi dampak risiko yang terpantau terhadap permodalannya, (iv) Bank menjaga pengelolaan modal yang baik dan melakukan evaluasi rutin terhadap kecukupan modalnya, (v) Bank memiliki akses ke sumber dana modal yang besar serta didukung oleh perusahaan induknya. The Bank believes that (i) it has a capital adequacy level capable of dealing and anticipating with all risks being faced, (ii) most of its capital components are from the Tier-1 capital capable of absorbing loss potentials such as provisions for non-performing loans, (iii) it has conducted stress test indicating its ability to deal with the impact of the monitored risks to its capital, (iv) it maintains good capital management and conducted routine evaluation on its capital adequacy, (iv) it maintains a good capital management and conduct regular evaluations of the adequacy of its capital, (v) it has the access to a large source of capital funds and is supported by its parent company. Bank tidak hanya memiliki kecukupan modal untuk menanggung risiko, namun modal Bank juga cukup untuk mendukung prospek pertumbuhan saat ini dan di masa mendatang. Pengelolaan modal menjadi hal yang penting tidak hanya untuk kelangsungan usaha Bank, namun juga untuk menjaga dan meningkatkan momentum pertumbuhan. Untuk itu, Manajemen Bank memberi perhatian penuh terhadap Pengelolaan Modal, bersamaan dengan kegiatan yang tidak kalah pentingnya yaitu Pengelolaan Risiko dan Tata Kelola Perusahaan yang baik dan Rentabilitas. Not only does the Bank have capital adequacy to bear the risk, but to support growth prospects at present and in the future. Capital management is deemed important for the Bank’s business sustainability, and also for maintaining and increasing the momentum of growth. Thus, the Bank’s management has given its full attention to the Capital Management, along with other significant activities namely Risk Management, Good Corporate Governance and Profitability. Target dan Pencapaian 2016 Targets and Achievements in 2016 Kondisi perekonomian domestik Indonesia yang masih diwarnai dengan pertumbuhan ekonomi yang melambat, defisit fiskal yang diperkirakan masih akan besar, utang luar negeri mengalami kenaikan, serta pertumbuhan kredit yang masih rendah (7,78% pada Desember 2016 dari 10,4% pada periode yang sama tahun lalu) dengan diikuti risiko peningkatan kredit bermasalah (NPL sebesar 2,93% pada Desember 2016 dari 2,49% pada periode yang sama tahun lalu) pada sebagian besar sektor prioritas berdampak pada ketidakpastian kondisi pasar keuangan. The condition of Indonesia’s domestic economy is still characterised by slowed-down economic growth, fiscal deficit expected to remain large, rising foreign debt, and credit growth that remains low (7.78% in December 2016, compared to the 10.4% from the same period in the year prior), followed by the risk of an increase in non-performing loans (NPL was 2.93% in December 2016, from 2.49% in the same period last year) in most of the priority sectors. All of this has an impact on uncertainty in the financial markets. 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Lambatnya pertumbuhan ekonomi berdampak terhadap pertumbuhan kredit SME dan Retail (KPR) yang masih lamban yang menyebabkan pertumbuhan pendapatan bunga lebih rendah dari target. Sementara, pertumbuhan ”fee based” yang terutama berasal dari produk-produk ”wealth management” cukup positif dan bertumbuh dibandingkan periode yang sama tahun lalu. Dengan didukung pengendalian biaya yang baik, Bank membukukan laba tahun berjalan sebelum CKPN dan pajak sebesar Rp271 miliar, mendekati angka target. Slower economic growth affected the growth of SME and Retail (Mortgage) resulting in lower interest income compared to target. Meanwhile, fee based income has shown positive and higher growth compared to the same period last year mainly from wealth management products. Supported by discipline cost management, the Bank recorded profit before Loan Impairment Expense (LIE) and tax of Rp271 billion, slightly below the target. Untuk tahun yang berakhir 31 Desember 2016, Commonwealth Bank membukukan rugi bersih sebesar Rp436 miliar, yang disebabkan oleh tingginya cadangan kerugian penurunan nilai sebesar Rp832 miliar. Tingginya cadangan penurunan nilai disebabkan oleh penambahan provisi sehubungan dengan bisnis Komersial sebesar Rp673,2 miliar. Untuk unit usaha yang merupakan fokus Bank (unit usaha on-strategy), yaitu Retail dan SME, rugi bersih tahun 2016 adalah sebesar Rp17 miliar yang disebabkan tambahan CKPN sebesar Rp60,9 miliar dari percepatan hapus buku untuk menjaga rasio gross NPL dibawah 4%. Tanpa percepatan hapus buku, unit usaha onstrategy akan membukukan laba bersih sebesar Rp19,1 miliar di tahun 2016. For the year ended of 2016, Bank recorded net loss of Rp436 billion due to higher LIE of Rp832 billion. Higher LIE was due to additional provision for Commercial customers of Rp673.2 billion. Onstrategy businesses (Retail and SME) recorded net loss of Rp17 billion, due to additional LIE by Rp60.9 billion which was caused from accelerated write off to maintain gross NPL ratio below 4%. Without accelerated write off, on strategy business will book net profit by Rp19.1 billion in 2016. Commonwealth Bank juga berhasil mencapai target-target seperti berikut: Further, Commonwealth Bank has successfully achieved its targets as follows: • NIM sebesar 5,86%, lebih tinggi dibandingkan target dan periode yang sama tahun 2015, masing-masing sebesar 0,2% dan 0,74%. • NIM of 5.86%, higher than the target and the same period in 2015, by 0.2% and 0.74%, respectively. • Rasio LFR (loan to funding ratio) sebesar 88,33%, atau lebih tinggi 0,61% dibandingkan dengan target, namun 1,35% lebih rendah dibandingkan dengan periode yang sama tahun 2015. • Loan to Funding Ratio (LFR) of 88.33%, or 0.61% higher than the target, but 1.35% lower compared to the same period in 2015. • Rasio KPMM sebesar 25,87%, sesuai dengan target, namun lebih tinggi 2,97% dibandingkan periode yang sama tahun lalu. Lebih tingginya rasio KPMM dibandingkan dengan periode yang sama tahun lalu disebabkan oleh ”exit strategy” portofolio Komersial. • Capital Adequacy Ratio (CAR) of 25.87%, in line with the target, but higher by 2.97% compared to the same period last year. The increase in the ratio was due to the “exit strategy” in commercial portfolio. • Kecukupan modal sebesar 25,87% secara signifikan berada lebih tinggi dari rasio modal kehati-hatian Bank (ICAAP) yang ditentukan sebesar 11,42%. • Capital adequacy of 25.87% is significantly higher than the Bank’s prudential capital ratio set at 11.42%. Commonwealth Bank juga terus mengembangkan stategi bisnis dengan meningkatkan basis nasabah dalam bidang SME dan Retail melalui Digital On- Commonwealth Bank is also continuously developing its business strategy by increasing its customer base in the SME and retail sectors 109 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Boarding bertujuan memberikan kenyamanan serta nilai tambah secara menyeluruh (End to End) yang berfokus pada “Game Changing Customer Experience”. through Digital On-Boarding. The aim is to provide comfort and end to end added value, focusing on “Game Changing Customer Experience”. Perbandingan Target RBB 2016 dan Realisasi 2016 serta Proyeksi Target RBB 2017 A Comparison Between the Bank Business Plan (BBP) Targets and Realisation of 2016 with Projected BBP Targets for 2017 Uraian / Description Target RBB 2016 / BBP Targets 2016 Target RBB 2017 / BBP Targets 2017 Pencapaian Pertumbuhan (%) / (%) / Growth Accomplishment (%) (%) Pendapatan Bunga Bersih / Net interest income 1.043.369 1.070.925 1.085.394 1,4% 102,6% Pendapatan Operasional selain Bunga / Non-interest operating income 724.073 423.563 715.771 69,0% 58,5% Total Pendapatan Operasional / Total operating income 1.767.442 1.494.488 1.801.165 20,5% 84,6% Beban Operasional selain Bunga / Operating expenses other than interest 1.450.509 1.245.607 1.465.687 -19,8% 85,9% Pendapatan dan Beban Non Ops / Non-ops income and interest (38.066) 21.721 (24.975) NA NA Laba (Rugi) Tahun Berjalan sebelum CPKN dan Pajak / Profit (loss) for the year before CKPN and Taxes 278.866 270.602 310.503 6,1% 97,0% Kerugian penurunan nilai aset keuangan (impairment) / Impairment losses on financial assets 500.265 832.714 178.790 79,1% 166,5% (221.399) (562.112) 131.713 NA 253,9% (44.912) (126.048) 32.928 NA 280,7% (176.487) (436.064) 98.785 NA 247,1% Laba (Rugi) Tahun Berjalan sebelum Pajak Bersih / Profit (loss) for the year before net taxes Pajak Penghasilan / Income taxes Laba (Rugi) Tahun Berjalan setelah Pajak Bersih / Profit (loss) for the year after net taxes Perbandingan Pendanaan Target RBB 2016 dan Realisasi 2016, serta Proyeksi RBB 2017 Uraian / Description Pendanaan (Rp Miliar) / Funding (Rp Billion) 110 Realisasi 2016 / Realisation 2016 Target RBB 2016 / BBP Targets 2016 A Comparison of Funding BBP 2016’s Targets and Realisation with BBP 2017 Projection Realisasi 2016 / Realisation 2016 Target RBB 2017 / BBP Targets 2017 Pencapaian Pertumbuhan (%) / (%) / Growth Accomplishment (%) (%) 14.679 13.236 18.246 37,8% -9,8% Giro / Current Accounts 1.900 1.447 2.129 47,1% -23,8% Tabungan / Savings 6.771 5.853 7.218 23,3% -13,6% Deposito / Time Deposit 6.008 5.936 8.899 49,9% -1,2% 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Perbandingan Penyaluran Dana Target RBB 2016 dan Realisasi 2016, serta Proyeksi RBB 2017 Uraian / Description Target RBB 2016 / BBP Targets 2016 A Comparison of Loans BBP 2016’s Targets and Realisation, and BBP 2017 Projections Realisasi 2016 / Realisation 2016 Target RBB 2017 / BBP Targets 2017 Pencapaian Pertumbuhan (%) / (%) / Growth Accomplishment (%) (%) Penyaluran Dana (Rp Miliar) / Loans (Rp Billion) 12.876 11.698 16.314 39,5% -9,2% SME (definisi internal) / SME (internal definition) 6.820 5.632 7.438 32,1% -17,4% UKM (definisi regulator)/SME (regulator definition) 3.705 2.646 4.111 55,4% -28,6% SME non UKM 3.115 2.986 3.327 11,4% -4,1% Mortage/KPR and Personal Loan 2.400 2.263 4.269 88,6% -5,7% Joint Finance 1.705 2.302 4.040 75,5% 35,0% 1.951 1.501 568 -62,2% -23,1% Retail / Retail Komersial / Commercial Komposisi Modal Bank The Bank’s Capital Composition Komposisi Pemegang Saham Per 31 Desember 2016: Shareholder composition as of December 31, 2016: No. Pemegang Saham / Shareholder % Kepemilikan / % Ownership 1 Commonwealth Bank of Australia 2 PT Murni Galaxy 0,35 3 PT Giga Galaxy 0,35 4 PT Samudra Anugrah Megah 0,11 5 PT Ramadewan Winoko 0,08 6 PT Prima Rukun Langgeng 0,07 7 PT Finkom Surya Putra 0,04 Saat melakukan penilaian Modal, mengikutsertakan strategi permodalan mencakup sumber maupun perencanaan guna mendukung pertumbuhan bisnis di depan. 99,00 Bank yang modal masa When assessing its capital, the Bank includes a capital strategy that encompasses capital sources and capital planning to support the growth of the business in the future. Ikatan yang Material untuk Investasi Barang Modal Material Commitments for Capital Expenditures Tidak terdapat ikatan yang bersifat material untuk investasi barang modal di tahun 2016. During 2016 there were no material commitments for the capital goods investments. 111 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Investasi Barang Modal Capital Goods Investment Tabel berikut ini menyajikan pembelian barang modal Bank untuk tahun yang berakhir pada 31 Desember 2016 dan 2015. The following tables illustrates Bank’s Capital expenditures for the years ended December 31, 2016 and 2015. Komponen / Component 2015 2016 Instalasi kantor / Leasehold improvement 1.838 12.197 Peralatan kantor / Office equipment 8.015 27.860 Perangkat lunak / Software 56.561 342.711 Jumlah / Total 66.414 382.768 Komitmen dan Kontinjensi Commitments and Contingencies Commonwealth Bank mempunyai komitmen dan kontinjensi. Ikhtisar komitmen dan kontinjensi Bank yang dinyatakan dalam nilai kontrak sebagai berikut: Commonwealth Bank has commitments and contingencies. An overview of the Bank’s commitments and contingencies stated in terms of contractual values is as follows: Tabel Komitmen dan Kontinjensi Commitments and Contingencies Table Uraian / Description 2016 2015 a. Berdasarkan jenis / By type Kewajiban komitmen / Commitment payables Fasilitas pinjaman committed yang diberikan yang belum digunakan / Committed unused loans facilities (6.539) (83.432) - (28.755) (6.539) (112.187) - Standby letters of credit 17.845 22.742 - Pendapatan bunga dalam penyelesaian / Interest receivables of non performing loan 82.432 80.080 100.277 102.822 (177.638) (348.626) (77.361) (245.804) (6.539) (112.187) - - (6.539) (112.187) (177.253) (348.626) (385) - (177.638) (348.626) Letters of credit yang tidak dapat dibatalkan / Irrevocable letters of credit Kewajiban komitmen - bersih / Commitment payables-net Tagihan kontinjensi / Contingent receivables Kewajiban kontinjensi / Contingent payables - Garansi yang diterbitkan / Guarantees issued Kewajiban kontinjensi-bersih / Contingent payables-net b. Berdasarkan kolektabilitas Bank Indonesia / By Bank Indonesia's collectability Kewajiban komitmen / Commitment payables - Lancar / Current - Dalam perhatian khusus / Special mention Kewajiban komitmen - bersih / Net commitments Kewajiban kontinjensi / Contingent payables - Lancar / Current - Dalam perhatian khusus / Special mention Kewajiban kontinjensi-bersih / Net contingent liabilities 112 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Informasi Material yang Terjadi setelah Tanggal Laporan Akuntan Information on Materials Occuring after the Date of the Auditor’s Report Pada tahun 2016, Bank tidak memiliki kejadian penting setelah tanggal laporan akuntan. As of 2016, the Bank experienced no significant events after the date of the auditor’s report. Prospek Usaha Business Prospects Perekonomian Indonesia tahun 2016 menunjukkan perbaikan dibandingkan tahun sebelumnya. Namun demikian, masih terdapat berbagai tantangan yang dihadapi di tengah pemulihan perekonomian global di negara-negara maju dan negara-negara berkembang. Secara umum, kondisi tersebut tentu juga memberikan pengaruh terhadap industri perbankan. Throughout 2016, Indonesia’s economy showed some improvements compared to the previous year. Nevertheless, there are still various challenges faced amid the recovery of global economy in developed and developing countries. Bank Indonesia telah melakukan langkah-langkah strategis untuk mengantisipasi berbagai dampak perkembangan ekonomi global dan regional yang belum stabil. Pada aspek kebijakan moneter, Bank Indonesia melakukan reformulasi kebijakan suku bunga acuan, dengan mengubah acuan suku bunga dari BI Rate dengan BI 7-Day Repo Rate. Bank Indonesia juga telah melakukan pelonggaran kebijakan moneter dan makroprudensial. Dari sisi perkembangan kredit, walaupun saat ini pertumbuhan kredit masih belum optimal, Bank Indonesia optimis di tahun 2017 masih terdapat potensi peningkatan, seiring dengan mulai terjadinya pemulihan harga komoditas. Bank Indonesia has conducted strategic steps to anticipate impacts from unstable growth of the global and regional economies. In monetary policy aspect, Bank Indonesia has reformulated the interest rate policy, by altering the interest rate benchmark from BI Rate with BI 7-Day Repo Rate. Bank Indonesia has also been easing monetary and macro-prudential policies. As for the credit growth, despite the current less optimal growth, Bank Indonesia is optimistic of its potential that there will be further increase in 2017 in line with the beginning of recovery in commodity prices. Melalui rangkaian kebijakan moneter dan fiskal yang telah digulirkan oleh pemerintah dan Bank Indonesia telah mendorong optimisme terhadap pertumbuhan perekonomian Indonesia. Hal tersebut terlihat pada inflasi yang diperkirakan terkendali, defisit neraca transaksi berjalan yang aman pada kisaran 2,0%2,5% di tahun 2016 dan 2,5%-3,0% di tahun 2017, serta keseimbangan fiskal yang dapat dikelola dengan baik oleh pemerintah. Monetary and fiscal policies issued by the government and Bank Indonesia have spurred optimism in the country’s economic growth. This is evident in the fact that inflation is expected to be under control, the current account deficit is secure in the range of 2.0% and 2.5% in 2016 and 2.5% and 3.0% in 2017, along with well-managed fiscal balance by the government. Berdasarkan data dari Badan Pusat Statistik, pertumbuhan ekonomi Indonesia tahun 2016 di angka 5,02% meningkat dibandingkan tahun 2015 sebesar 4,88%. Sedangkan Bank Indonesia memperkirakan pertumbuhan ekonomi 2016 berada dalam kisaran 4,9%-5,3%. Lebih lanjut, Bank Indonesia memproyeksikan kondisi ekonomi akan mulai membaik di tahun 2017, dengan angka pertumbuhan sebesar 5,20% dan tingkat pertumbuhan kredit di kisaran 9,00%-12,00%. Based on data from Central Bureau of Statistics (BPS), Indonesia’s economic growth in 2016 reached 5.02%, showing an increase compared to the previous year with 4.88%. Meanwhile, Bank Indonesia predicted the growth of the country’s economy in 2016 was in the range of 4.9% and 5.3%. Moreover, Bank Indonesia projected that the country’s economy in 2017 would be in better condition with the 5.20% growth alongside credit growth level in the range of 9.00% and 12.00%. Perbaikan pertumbuhan ekonomi nasional tersebut menjadi faktor yang mendukung bagi pihak asing untuk melakukan investasi di Indonesia. Di samping itu, secara pangsa pasar kondisi Indonesia sangat mendukung, dimana populasi nasabah perbankan The improvement in the national economic growth has been a supporting factor for foreign parties to invest in Indonesia. As for the market share in the banking industry, with 75 million banking customers, some of 54 million of whom have yet to 113 Laporan Tahunan 2016 Commonwealth Bank 114 | Analisa dan Pembahasan Manajemen sebesar 75 juta di Indonesia, 54 juta di antaranya belum mendapatkan layanan perbankan secara menyeluruh. Studi yang dilakukan oleh BCG tahun 2013 menyatakan bahwa populasi Affluent dan Emerging Affluent di Indonesia akan meningkat menjadi 141 juta pada tahun 2020. receive thorough comprehensive banking services. A study conducted by the BCG in 2013 indicated that the Affluent and Emerging Affluent populations in Indonesia are expected to increase to 141 million by 2020. Dengan melihat kondisi makro dan mikro perekonomian tersebut, Commonwealth Bank optimis untuk dapat berkembang lebih baik dan mampu merebut peluang bisnis atas prospek usaha perbankan nasional. Untuk itu, Bank terus meningkatkan fungsi intermediasi melalui implementasi strategi bisnis yang baru yaitu: By observing the aforementioned macro and micro economic conditions, the Bank is optimistic to reach further growth and able to seize the business opportunities in national banking business prospects. Therefore, the Bank will continue to enhance its intermediary function through the implementation of new business strategies, namely: • Segmen Retail Bank menawarkan solusi keuangan melalui produk funding (tabungan dan deposito), lending (KPR, KTA dan Joint Finance) serta wealth management (investment dan insurance) yang sesuai dengan kebutuhan nasabah. Pada tahun 2016, pertumbuhan bisnis Retail telah menunjukkan tren yang positif, dan tren ini diyakini akan terus berlanjut dan tumbuh lebih pesat di tahun berikutnya. • Retail Segment The Bank will offer financial solutions that include funding products (savings and deposits), loans (mortgages, non-collateral and Joint Finance) and wealth management (investment and insurance) according to customer needs. In 2016, Retail business growth showed a positive trend, which is expected to continue to grow more rapidly in the upcoming years. • Segmen SME Bank fokus kepada penyeimbangan komposisi jenis fasilitas antara overdraft dan term loan/ demand loan, meningkatkan aktivasi transaksi bisnis nasabah di rekening dalam Bank yang akan membantu pertumbuhan funding dari nasabah SME sekaligus memberikan data tambahan untuk credit risk monitoring, pengembangan segmen pengusaha wanita dengan bekerja sama dengan institusi terkait/ komunitas, serta menggiatkan program financial literacy. Untuk jangka menengah selain fokus tersebut di atas, Bank juga akan meluncurkan digital solution untuk segmen SME. • SME Segment The Bank will focus on rebalancing the composition of facilities between overdraft, term loans and demand loans, increasing the activation of customer business transactions in Bank account that will help in funding growth from SME customers, providing additional data for credit risk monitoring, the development of women entrepreneurs by working together with related institutions and communities, as well as encouraging financial literacy program. For the mid-term goal, the Bank will launch digital solution for SME segment. Program Kepemilikan Saham oleh Karyawan dan Manajemen (ESOP/MSOP) Employee Stock Ownership Plan and Management Stock Ownership Plan (ESOP/MSOP) Sampai dengan akhir 2016, Commonwealth Bank belum melakukan penawaran umum saham ke publik melalui pasar modal, sehingga belum ada kebijakan/program kepemilikan saham oleh karyawan (ESOP/MSOP). As of the end of 2016, Commonwealth Bank has not made offerings of its shares to the public via the capital market, so there is no Employee Stock Ownership Program (ESOP/MSOP). Realisasi Penggunaan Dana Hasil Penawaran Umum The Use of Public Offering Proceeds Sampai dengan akhir 2016, Commonwealth Bank belum melakukan penawaran umum saham ke publik melalui pasar modal, sehingga belum ada As of the end of 2016, Commonwealth Bank has not made offerings of its shares to the public via the capital market, so there are no public offering 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis dana hasil penawaran umum yang dapat digunakan Bank untuk mengembangkan usaha. proceeds that the Bank can use to develop the business. Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi dengan Pihak Afiliasi Information on Material Transactions that Involve Conflicts of Interest and/or Affiliated Parties Commonwealth Bank melakukan transaksi dengan pihak berelasi. Sesuai dengan PSAK No. 7 (revisi 2010) tentang “Pengungkapan Pihak- pihak yang Berelasi”, yang dimaksud dengan pihak yang berelasi adalah orang atau entitas yang berelasi dengan entitas pelapor adalah sebagai berikut: Commonwealth Bank has conducted transactions with related parties. In accordance with Financial Accounting Standards No. 7 (revised in 2010) on “Related Party Disclosures”, which refers to persons or entities related to the reporting entity, the details of these relations are as follows: a. Orang atau anggota keluarga terdekatnya berelasi dengan entitas pelapor jika orang tersebut: a. A person or a close member of that person’s family is related to a reporting entity if that person: 1) Memiliki pengendalian atau pengendalian bersama terhadap entitas pelapor; 1) Has control or joint control over the reporting entity; 2) Memiliki pengaruh entitas pelapor; atau terhadap 2) Has significant influence over the reporting entity; or 3) Personal manajemen kunci entitas pelapor atau entitas induk pelapor; 3) Is member of the key management personnel of the reporting entity of a parent of the reporting entity; b. Suatu entitas berelasi dengan entitas pelapor jika memenuhi hal-hal sebagai berikut: b. An entity is related to a reporting entity if any of the following conditions applies: 1) Entitas dan entitas pelapor adalah anggota dari kelompok usaha yang sama (artinya entitas induk, entitas anak dan entitas anak berikutnya terkait dengan entitas lain); 1) The entity and the reporting entity are members of the same the Company (which means that each parent, subsidiary and fellow subsidiary is related to the others); 2) Suatu entitas adalah entitas asosiasi atau ventura bersama bagi entitas lain (atau entitas asosiasi atau ventura bersama yang merupakan anggota suatu kelompok usaha, dimana entitas lain tersebut adalah anggotanya); 2) One entity is an associate or joint venture of the other entity (or an associate or joint venture of member of a company of which the other entity is a member); 3) Kedua entitas tersebut adalah ventura bersama dari pihak ketiga yang sama; 3) Both entities are joint ventures of the same third party; 4) Suatu entitas adalah ventura bersama dari entitas ketiga dan entitas yang lain adalah entitas asosiasi dari entitas ketiga; 4) One entity is a joint venture of a third entity and the other entity is an associate of the third entity; 5) Entitas tersebut adalah suatu program imbalan pasca kerja untuk imbalan kerja dari suatu entitas pelapor atau entitas yang terkait dengan entitas pelapor; 5) The entity is a post-employment benefit plan for the benefit of employees of either the reporting entity or an entity related to the reporting entity; 6) Entitas yang dikendalikan atau dikendalikan bersama oleh orang yang diidentifikasi dalam butir (a); 6) The entity controlled or jointly controlled by a person identified in (a); signifikan 115 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen 7) Orang yang diidentifikasi, dalam butir (a) (1) memiliki pengaruh signifikan terhadap entitas atau anggota manajemen kunci entitas (atau entitas induk dari entitas). 7) A person identified in (a) (i) has significant influence over the entity or is a member of the key management personnel of the entity (or of a parent of the entity). Berdasarkan ketentuan tersebut, pihak-pihak berelasi dan sifat hubungannya dengan Bank adalah sebagai berikut: Based on these provisions, the Bank’s related parties and the nature of their relationships with the Bank are as follows: Pihak Berelasi/ Related Parties Sifat dari Hubungan / Nature of Relationship Sifat dari Transaksi / Nature of Transaction of Pemegang saham utama Bank / The Bank’s majority shareholder Penempatan dana, tagihan derivatif, simpanan dari bank lain, penggantian gaji dan tunjangan manajemen kunci, biaya penggantian / Fund placements, derivative receivables, deposits from other banks, reimbursement of key management’s salaries and allowances, reimbursement expenses Commonwealth Bank of Australia, cabang Vietnam / Vietnam branch Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Biaya penggantian / Reimbursement expenses Commonwealth Bank of Australia, cabang Hong Kong / Hong Kong branch Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Penempatan dana / Fund placements Commonwealth Bank of Australia, cabang London / London branch Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Penempatan dana / Fund placements Commonwealth Bank of Australia, cabang Singapura / Singapore branch Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Transaksi derivatif, biaya penggantian / Derivative transactions, reimbursement expenses Commonwealth Bank of Australia, cabang Malta / Malta branch Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Biaya penggantian / Reimbursement expenses PT First Indonesia Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Pendapatan atas jasa penyaluran reksadana yang masih harus diterima, investasi dalam saham, pendapatan sewa / Mutual fund distribution fee receivables, investment in shares, rental fee ASB Bank Ltd., New Zealand Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Penempatan dana / Fund placements PT Commonwealth Life Dimiliki oleh pemegang saham akhir yang sama / Owned by the same ultimate shareholder Pendapatan atas jasa penyaluran bancassurance yang masih harus diterima / Bancassurance distribution fee receivables Dewan Komisaris, Direksi, dan Pejabat Eksekutif / Board of Commissioners, Board of Directors and Executive Officers Manajemen managements Pinjaman yang diberikan, simpanan nasabah, beban gaji dan tunjangan / Loans, deposits from customers, salaries and allowance expenses Commonwealth Australia, Sydney State Bank Investment Bank melakukan transaksi tertentu dengan pihak berelasi dengan persyaratan dan kondisi yang sama dengan yang berlaku bagi pihak ketiga. Bank tidak memiliki alasan khusus terkait pemberian transaksi dengan pihak berelasi. 116 kunci / Key The Bank conducted certain transactions with related parties under the same terms and conditions as those applied to third parties. The Bank has no special reasons for conducting transactions with related parties. 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Pemberian transaksi kepada pihak berelasi dilakukan dengan tujuan yang sama terhadap transaksi dengan pihak ketiga lainnya. The transactions with related parties were conducted with the same goal as transactions with third parties. Adapun transaksi-transaksi dengan pihak-pihak berelasi adalah sebagai berikut: The transactions with related parties are as follows: 2016 2015 44.144 35.478 1.553 2.113 45.697 37.591 0,24% 0,17% 335.447 453.768 1,78% 2,03% - 1.927 0,00% 0,01% Manajemen kunci / Key managements 25.530 15.090 Persentase terhadap jumlah aset / Percentage of total assets 0,14% 0,07% 64 64 0,00% 0,00% Commonwealth Bank of Australia, cabang Hong Kong / Commonwealth Bank of Australia, Hong Kong branch 18 100 Manajemen kunci / Key managements 79 21 97 121 12.949 11.109 677 533 13.626 11.642 Uraian / Description ASET / ASSETS Giro pada bank lain / Current Account with other banks Commonwealth Bank of Australia, Sydney ASB Bank Ltd., New Zealand Persentase terhadap jumlah aset / Percentage of total assets Penempatan pada bank lain / Placements with other banks Commonwealth Bank of Australia, cabang Hong Kong / Commonwealth Bank of Australia, Hong Kong branch Persentase terhadap jumlah aset / Percentage of total assets Tagihan derivatif / Derivative receivables Commonwealth Bank of Australia, Sydney Persentase terhadap jumlah aset / Percentage of total assets Pinjaman yang diberikan / Loans Investasi dalam saham / Investment in shares PT First State Investments Indonesia Persentase terhadap jumlah aset / Percentage of total assets Aset lain-lain / Other assets: Piutang bunga / Interest receivable Pendapatan atas jasa penyaluran reksadana dan bancassurance yang masih harus diterima / Mutual fund and bancassurance distribution fee receivables PT Commonwealth Life PT First State Investments Indonesia 117 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen Uraian / Description 2016 2015 Lain-lain / Others: Commonwealth Bank of Australia, cabang Vietnam / Commonwealth Bank of Australia, Vietnam branch 2.163 407 Commonwealth Bank of Australia, Sydney 1.183 7.466 Commonwealth Bank of Australia, cabang Malta / Commonwealth Bank of Australia, Malta branch 1.009 - 4.355 7.873 Jumlah / Amount 18,078 19,636 Persentase terhadap jumlah aset / Percentage of total assets 0,10% 0,09% 424.816 528.076 2,25% 2,36% Giro / Current Accounts 80.325 62.024 Deposito berjangka / Time deposits 47.556 329.116 Tabungan / Savings 13.958 17.027 141.839 408.167 0,95% 2,27% 1.043 162 0,01% 0,00% 3.316 - 0,02% 0,00% - 4.596 Manajemen kunci / Key managements 53 126 PT First State Investments Indonesia 24 201 77 4.923 116.677 - 5.108 6.056 121.862 10.979 0,82% 0,06% Jumlah aset dengan pihak berelasi / Total assets with related parties Persentase terhadap jumlah aset / Percentage of total assets LIABILITAS / LIABILITIES Simpanan nasabah / Deposits from customer Persentase terhadap jumlah liabilitas / Percentage of total liabilities Simpanan dari bank lain / Deposits from other banks Commonwealth Bank of Australia, Sydney Persentase terhadap jumlah liabilitas / Percentage of total liabilities Liabilitas derivatif / Derivative payables Commonwealth Bank of Australia, Sydney Persentase terhadap jumlah liabilitas / Percentage of total liabilities Liabilitas lain-lain / Other liabilities - Utang bunga / Interest payables: PT Commonwealth Life - Penempatan pada bank lain – in transit / Placements with other banks – in transit Commonwealth Bank of Australia, cabang Hong Kong / Commonwealth Bank of Australia, Hong Kong branch - Beban yang masih harus dibayar / Accrued expenses Persentase terhadap jumlah liabilitas / Percentage of total liabilities 118 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis Uraian / Description 2016 2015 268.060 419.308 1,80% 2,34% Commonwealth Bank of Australia, cabang Hong Kong / Commonwealth Bank of Australia, Hong Kong branch 4.087 3.225 Manajemen kunci / Key managements 1,317 1,162 54 - - 744 5.458 5.131 0,34% 0,27% PT Commonwealth Life 3.925 12.977 PT First State Investments Indonesia 1.148 1.842 Manajemen kunci / Key managements 1.026 1.582 - 291 6.099 16.692 1,18% 2,17% 61.684 63.260 14,56% 15,29% 3.996 3.414 0,94% 0,83% 2.657 3.975 Commonwealth Bank of Australia, Sydney 624 630 PT First State Investments Indonesia 190 190 3.471 4.795 0,82% 1,16% Jumlah liabilitas dengan pihak berelasi / Total liabilities to related parties Persentase terhadap jumlah liabilitas / Percentage of total liabilities LAPORAN LABA RUGI / STATEMENT OF INCOME Pendapatan bunga / Interest income Commonwealth Bank of Australia, Sydney Commonweath Bank of Australia, cabang London / Commonwealth Bank of Australia, London branch Persentase terhadap jumlah pendapatan bunga / As a percentage of total interest income Beban bunga / Interest expense Commonwealth Bank of Australia, Sydney Persentase terhadap jumlah beban bunga / Percentage of total interest expense Pendapatan atas jasa penyaluran bancassurance / Bancassurance distribution fee PT Commonwealth Life Persentase terhadap jumlah pendapatan operasional lainnya / Percentage to total other operating income Pendapatan atas jasa penyaluran reksa dana / Mutual Fund distribution fee PT First State Investments Indonesia Persentase terhadap jumlah pendapatan operasional lainnya / Percentage of total other operating income Pendapatan lainnya / Other income Commonwealth Bank of Australia, cabang Vietnam / Commonwealth Bank of Australia, Vietnam branch Persentase terhadap jumlah pendapatan operasional lainnya / Percentage of total other operating income 119 Laporan Tahunan 2016 Commonwealth Bank | Analisa dan Pembahasan Manajemen 2016 Uraian / Description 2015 Beban umum dan administrasi / General and administrative expenses Commonwealth Bank of Australia, cabang Singapura / Commonwealth Bank of Australia, Singapore branch - 2.224 Persentase terhadap jumlah beban umum dan administrasi / Percentage of total general and administrative expenses - 0,36% 93.383 70.102 15,12% 12,01% Beban gaji dan tunjangan / Salaries and allowance expenses Manajemen kunci / Key managements Persentase terhadap jumlah beban gaji dan tunjangan / Percentage of total salaries and allowance expenses 120 Perubahan Peraturan PerundangUndangan yang Berpengaruh Signifikan terhadap Bank pada Tahun Buku Terakhir Regulation Changes that Have Had a Significant Influence on the Bank in the Last Financial Year Pada tahun 2016, tidak terdapat perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap Bank pada tahun buku terakhir. In 2016, there were no changes in law and regulations that have had a significant influence to the Bank in the last financial year. Perubahan Kebijakan Akuntansi Accounting Policy Changes Penerapan Kebijakan Akuntansi Baru Berlaku Efektif sejak 1 Januari 2016 The Implementation of New Accounting Policies Effective starting 1 January 2016 Berikut ini adalah standar akuntansi keuangan baru, perubahan dan interpretasi standar akuntansi keuangan yang berlaku efektif sejak 1 Januari 2016: The following are new financial accounting standards, revised and interpretations of financial accounting standards that have became effective starting 1 January 2016: • Amandemen PSAK 4 “Laporan Keuangan Tersendiri” • Amendment to SFAS 4 “Separate Financial Statement” • Amandemen PSAK 5 “Segmen Operasi” • Amendment to SFAS 5 “Operating Segment” • Amandemen PSAK 7 “Pengungkapan Pihakpihak Berelasi” • Amendment Disclosures” • Amandemen PSAK 13 “Properti Investasi” • Amendment to SFAS 13 “Investment Property” • Amandemen PSAK 15 “Investasi pada Entitas Asosiasi dan Ventura Bersama” • Amendment to SFAS 15 “Investment Associates and Joint Ventures” • Amandemen PSAK 16 “Aset Tetap” • Amendment to SFAS 16 “Fixed Asset” • Amandemen PSAK 19 “Aset Tak Berwujud” • Amendment to SFAS 19 “Intangible Asset” • Amandemen PSAK 22 ”Kombinasi Bisnis” • Amendment to SFAS 22 ”Business Combination” • Amandemen PSAK 24 ”Imbalan Kerja” • Amendment to SFAS 24 ”Employee Benefit” • Amandemen PSAK 25 ”Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan” • Amendment to SFAS 25 ”Accounting Policies, Changes in Accounting Estimates and Errors” • Amandemen PSAK 53 “Pembayaran Berbasis Saham” • Amendment Payment” to to SFAS SFAS 7 53 “Related Party in “Share-based 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis • Amandemen PSAK 65 ”Laporan Keuangan Konsolidasian” • Amendment to SFAS 65 ”Consolidated Financial Statement” • Amandemen PSAK 66 ”Pengaturan Bersama” • Amendment to SFAS 66 ”Joint Arrangements” • Amandemen PSAK 67 ”Pengungkapan Kepentingan dalam Entitas Lain” • Amendment to SFAS 67 ”Disclosure of Interests in Other Entities” • Amandemen PSAK 68 ”Pengukuran Nilai Wajar” • Amendment to Measurement” • Amandemen PSAK 110 ”Akuntansi Sukuk” • Amendment to SFAS 110 “Accounting for Sukuk” • Amandemen ISAK 30 “Pungutan” • Amendment to FAS 30 ”Levies” SFAS 68 ”Fair Value Liabilitas • SFAS 70 ”Accounting for Asset and Liability on Tax Amnesty” *) *) Efektif sejak tanggal pengesahan UU Pengampunan Pajak *) Effective since the enactment date of the Tax Amnesty Law Implementasi dari standar-standar tersebut tidak menghasilkan perubahan kebijakan akuntansi Perusahaan dan tidak memiliki dampak terhadap jumlah yang dilaporkan di periode berjalan atau tahun sebelumnya. The implementation of the above standards did not result in changes to the Company’s accounting policies and had no effect on the amounts reported for current or prior year. Kebijakan Baru Belum Berlaku 1 Januari 2016 New Policies Not Effective as of 1 January 2016 Standar baru, amandemen dan interpretasi yang telah diterbitkan, namun belum berlaku efektif untuk tahun buku yang dimulai pada 1 Januari 2016 adalah sebagai berikut: New standards, amendments and interpretations that have been issued but have not yet been made effective for the financial year beginning on January 1, 2016, are as follows:. • Amandemen PSAK 1 “Penyajian Laporan Keuangan”; • Amendment to SFAS 1 “Presentation of Financial Statements”; • Amandemen PSAK 2 “Laporan Arus Kas tentang Prakarsa Pengungkapan”; • Amendment to SFAS 2 “Statements of Cash Flows - Initiative Disclosure”; • Amandemen PSAK 46 “Pajak Penghasilan tentang pengakuan Aset Pajak Tangguhan untuk Rugi yang belum direalisasi”; • Amendment to SFAS 46 “Income Taxes - Recognition of Deferred Tax Assets for unrealised losses”; • Amandemen PSAK 24 ”Imbalan Kerja”; • Amendment to SFAS 24 “Employee Benefits”; • Amandemen PSAK 58 “Aset Tidak Lancar yang Dimiliki untuk Dijual dan Operasi yang Dihentikan”; • Amendment to SFAS 58 “Non-current Assets Held for Sale and Discontinued Operations”; • Amandemen PSAK 60 “Instrumen Keuangan: Pengungkapan”. • Amendment to SFAS 60 “Financial Instruments: Disclosures”. Amandemen PSAK 1, PSAK 24, PSAK 58 dan PSAK 60 berlaku untuk tahun buku yang dimulai sejak 1 Januari 2017 dan penerapan dini diperkenankan. Amandemen PSAK 2 dan PSAK 46 berlaku untuk tahun buku yang dimulai sejak 1 Januari 2018 dan penerapan dini diperkenankan. Amendments to SFAS 1, SFAS 24, SFAS 58 and SFAS 60 will become effective for the financial year beginning 1 January 2017 and early implementation is permitted. Amendments to SFAS 2 and SFAS 46 will become effective for annual period beginning 1 January 2018 and early implementation is permitted. • PSAK 70 “Akuntasi Aset Pengampunan Pajak” *) dan 121 Laporan Tahunan 2016 Commonwealth Bank 122 | Analisa dan Pembahasan Manajemen Pada saat penerbitan laporan keuangan, Bank masih mempelajari dampak yang mungkin timbul dari penerapan standar baru dan revisi tersebut serta pengaruhnya pada laporan keuangan Bank. As at the authorisation date of this financial statements, the Bank is still evaluating the potential impact of these new and revised standards to the Bank’s financial statements. Hal-hal yang Berpotensi Berpengaruh Signifikan terhadap Kelangsungan Usaha Matters with Potentially Significant Influence on Business Continuity Asumsi Dasar Kelangsungan Usaha Basic Assumptions of Business Continuity Asumsi Manajemen terhadap kelangsungan usaha Bank berlandaskan pada posisi Commonwealth Bank, jika dilihat dari analisis kekuatan (strengths) dan peluang (opportunities). Management assumptions on the business continuity of Commonwealth Bank is based on the Bank’s position, as seen from the analysis of strengths and opportunities. Kekuatan Commonwealth Bank antara lain: Commonwealth Bank’s strengths include: • Bank adalah anak perusahaan dari Grup CBA yang merupakan Bank terbesar di Australia dan masuk dalam 10 bank terbesar di dunia berdasarkan market capitalisation. Grup CBA memberikan komitmen dan dukungan penuh untuk pelaksanaan strategi Bank yang baru baik untuk jangka pendek maupun jangka panjang. • The Bank is a subsidiary of CBA Group, the biggest Bank in Australia and is also one of the 10 biggest banks in the world based on market capitalisation. CBA Group is committed to and fully supportive of the Bank’s implementation of a new Bank strategy both for the short term and the long-term. • Bank telah membentuk tim manajemen yang kuat dengan pengalaman dan kompetensi yang solid serta komitmen untuk eksekusi strategi Bank. • The Bank has established a strong management team with solid experience and competence, as well as a commitment to carry out the Bank’s strategy. • Bank mempunyai service culture yang kuat, dan telah mencapai peringkat top 10 menurut survei MRI dan Infobank Bank Service Excellence Measurement. • The Bank has a strong service culture and has entered into the ranks of the top 10 according to MRI and Infobank Bank Service Excellence Measurement surveys. • Bank mempunyai dasar pelayanan internet banking dan mobile banking, dimana Bank menjadi pionir dan merupakan satu dari dua bank di Indonesia yang memiliki fasilitas transaksi reksa dana melalui internet dan mobile banking yang menempatkan Bank sebagai pemilik Mutual Fund holder terbesar di antara bank asing dan campuran. • The Bank has a foundation of internet banking and mobile banking. The bank has become a pioneer and is one of two banks in Indonesia to have mutual fund transaction facilities through the internet and a mobile banking system that places the Bank as the biggest Mutual Fund holder between foreign and mixed banks. • Bank mempunyai jaringan cabang di lebih dari 30 kota besar di Indonesia yang merupakan jaringan terbesar di antara bank asing dan campuran. Jaringan ini akan mendukung Bank dalam menjangkau target segmen Retail dan SME. • The Bank has a branch network in more than 30 major cities in Indonesia, making it the bank with network among foreign and mixed banks. This network will help the Bank reach its target segment of Retail and SMEs. Peluang Commonwealth Bank antara lain: Commonwealth Bank’s opportunities include: • P asar Affluent dan Emerging Affluent diperkirakan akan menjadi 2 kali lipat antara tahun 2012 hingga tahun 2020, dari 74 juta menjadi 141 juta, yang memberikan peluang yang besar bagi pertumbuhan bisnis Retail Bank. • A ffluent and Emerging Affluent markets that are expected to grow two-fold between 2012 until 2020, from 74 million to 141 million, providing a massive opportunity for business growth in the Bank’s Retail business. 2016 Annual Report Commonwealth Bank | Management Discussion and Analysis • Pertumbuhan segmen SME yang diperkirakan mencapai 2 kali lipat dalam kurun waktu 5 tahun mendatang, yang memberikan peluang besar bagi pertumbuhan bisnis SME Bank. • The SME segment is estimated to experience a two-fold growth rate within the next five years, providing a massive opportunity for business growth in the Bank’s SME business. • Pertumbuhan pengguna internet dan smartphone yang sangat pesat di Indonesia memberikan peluang yang besar bagi digital banking. • The very rapid growth of internet and smartphone users in Indonesia provides a massive opportunity for digital banking. 123 05. TINJAUAN FUNGSIONAL Functional Review Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Manajemen Risiko Risk Management Penerapan manajemen risiko yang komprehensif merupakan salah satu aspek penting bagi Commonwealth Bank untuk mengelola secara efektif berbagai risiko yang dihadapi. The implementation of Risk Management needs to be comprehensive, as it is one of the important aspects for Commonwealth Bank in effectively managing various risks. Dalam rangka menghadapi tantangan perbankan di masa yang akan datang, kebijakan manajemen risiko Bank akan berfokus untuk menjaga dan meningkatkan kemampuan mengelola risiko untuk meminimalkan kerugian terutama terkait kondisi eksternal dan menyeimbangkan pengelolaan manajemen risiko untuk mendukung perkembangan bisnis. Pengelolaan yang terintegrasi diharapkan mampu memberikan dampak positif terhadap kualitas penerapan manajemen risiko untuk mempertahankan Tingkat Kesehatan Bank pada peringkat 2. To face the challenges present in the industry, risk management policy will focus on maintaining and improving the ability to manage risks with the objective of minimising losses, especially those related to external conditions, and to balance the risk management to support business growth. Integrated management is expected to provide positive impact to the quality of risk management which helps the Bank maintain its Bank Soundness Rating at Rank 2. Seiring dengan melambatnya pertumbuhan ekonomi yang memberikan dampak terhadap penurunan kualitas portofolio kredit yang berakibat terhadap meningkatnya pencadangan kerugian, Bank melakukan melakukan penyesuaian dengan memperketat pemberian kredit, meningkatkan pengawasan kredit, dan mengoptimalkan pengelolaan risiko atas konsentrasi kredit untuk menjaga agar kualitas kredit tetap sejalan dengan risk appetite Bank. Bank berpendapat bahwa pengelolaan tingkat konsentrasi kredit merupakan komponen utama pengelolaan risiko kredit, dimana segmen Komersial terkonsentrasi sebesar 14% terhadap keseluruhan total portofolio Bank. Bank berupaya untuk mengurangi konsentrasi di segmen Komersial dan meningkatkan komposisi kredit SME dan Retail untuk menjaga agar diversifikasi tingkat risiko tetap terpelihara sesuai dengan risk appetite Bank. The economic slowdown has caused a downgrade in quality of the credit portfolio which leads to more loss provisioning. In response to this, the Bank made adjustments by applying stricter credit disbursement procedure, improving credit control, and optimising risk management on the credit concentration as a way to ensure that the credit quality was up to par with the Bank’s risk appetite. Commonwealth Bank is of the opinion that the management of credit concentration is a key component for managing credit risk, in which the commercial segment was concentrated at 14% of the total portfolio. The Bank strived to lessen the concentration in the commercial segment and improved the composition of SME and retail credits. This was done to ensure the risk level diversification remains at the Bank’s risk appetite. Dalam hal pengelolaan risiko likuiditas, Bank akan beroperasi pada tingkat likuiditas yang memadai untuk mengantisipasi kebutuhan likuiditas yang muncul dari aktivitas Bank. Di samping itu, sesuai dengan Peraturan OJK, Bank telah menerapkan pengukuran risiko likuiditas yang baru yaitu Liquidity Coverage Ratio (LCR) dimulai 30 Juni 2016. In managing the liquidity risk, the Bank operated on the adequate level of liquidity to anticipate the need for liquidity arising from the Bank’s activities. Moreover, as stipulated in FSA regulation, the Bank started the implementation of the latest liquidity risk measurement, namely Liquidity Coverage Ratio (LCR) on 30 June 2016. 126 2016 Annual Report Commonwealth Bank | Functional Review Kebijakan manajemen yang berfokus pada segmen Retail & SME dengan sasaran pasar Retail yaitu Emerging Affluent dan Affluent, serta pasar SME yaitu Emerging SME dan Established SME memerlukan pengelolaan risiko yang optimal. Manajemen risiko memainkan peranan yang sangat penting untuk mendukung keberhasilan strategi tersebut melalui proses mengidentifikasi, mengukur, memantau dan mengendalikan risiko. Meningkatkan kemampuan dalam hal mengakuisisi nasabah baru dan meningkatkan pelayanan Bank secara digital menjadi fokus strategi utama untuk tahun 2016-2018. Maka dari itu, pengelolaan risiko Bank harus disesuaikan dengan kebutuhan tersebut yang terutama mencakup tiga area risiko yang sangat siginifikan yaitu risiko kredit, risiko operasional dan risiko kepatuhan: The management policy focusing on Retail & SME segment targeting retail market namely Emerging Affluent and Affluent, as well as SME market namely Emerging SME and Established SME needs optimal risk managment. Risk management plays an important role in supporting the success of the strategy through the process of identification, measurement, monitoring and control of risks. To improve the ability to acquire new customers and improve the Bank’s digital services are the main strategies for 2016-2018 period. Hence, the Bank’s risk management shall adjusted to the needs which cover the three risk areas, namely credit risk, operational risk and compliance risk: 1. Memperkuat kemampuan pengelolaan risiko kredit dengan meninjau kembali kebijakan kredit yang mendukung dan sesuai dengan segmen pasar tertentu, membangun pola kerja sama dengan penyediaan data informasi dari eksternal untuk mempelajari perilaku nasabah terkait aktivitas kredit diluar data yang diperoleh dari internal Bank, membangun alat pengukuran kredit (seperti scorecard) untuk memprediksi profil nasabah tertentu yang memiliki peluang gagal bayar di masa yang akan datang, meningkatkan pemantauan kredit atas indikasi penurunan kualitas kredit, melakukan program uji coba (test and learn) terhadap sekelompok kecil portofolio untuk mengoptimalkan keuntungan bisnis pada level risiko tertentu yang bisa diterima. 1. Strengthen the capacity to manage credit risks by reviewing credit policy that supports and is in line with a certain market segment; establish a collaboration pattern by providing information from external parties to study customers’ characteristics related to credit activities beyond the data available internally; make credit measurement instrument, like a scorecard, predict certain customer profiles with the probability of the non-performing in the future; improve the credit control on the indication of credit quality decline; conduct test and learn program on a group of portfolio to optimise business profit on certain acceptable risk level. 2. Meningkatkan kemampuan manajemen risiko operasional untuk memastikan proses internal berjalan sesuai dengan kebijakan dan prosedur Bank, meminimalkan kegagalan sistem, mengidentifikasi dan mengantisipasi kejadiankejadian eksternal yang berpotensi mempengaruhi operasional Bank. Penggantian sistem core banking memberikan dampak yang signifikan terhadap kemampuan Bank dalam memberikan layanan yang lebih baik kepada nasabah, oleh sebab itu Bank secara kesinambungan melakukan pemantauan dan pengelolaan atas kinerja sistem. Terkait inisiatif penerapan layanan Bank yang berbasis digital dan pemanfaatan infrastruktur pendukung, program uji coba dilakukan secara terbatas untuk mencegah terjadinya kerugian terkait risiko yang material. Bank senantiasa meningkatkan kemampuan kompetensi dan kapabilitas sumber daya manusia yang menjadi kunci utama keberhasilan tercapainya sasaran Bank melalui program pelatihan, alih pengetahuan melalui program Capability Exchange 2. Improve the operational capacity of the risk management to ensure that internal processes go according to the Bank’s policy and procedures, minimise system failure, identify and anticipate external occurrences which have the potential of affecting the Bank’s operations. The change of the core banking system in the previous year has led to significant impact to the Bank’s capability in providing better services. That’s why the Bank continuously monitors and manages the system’s performance. Related to the initiative to implement digital services and the utilisation of supporting infrastructure, the Bank has conducted a trial program in a limited area to minimise material risks. The Bank continues to improve the competence and capability of the human resources, which are the key element to the success and achievement of the target. This is done through training program, transfer of knowledge with Capability Exchange Program (CEP) and improvement of the employees’ capability in identifying, mitigating and managing 127 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Program (CEP) dan meningkatkan kemampuan karyawan dalam hal identifikasi, mitigasi dan pengelolaan risiko operasional melalui program Risk and Control Self Assessment (RCSA), Control Assurance Program (CAP) dan pemantauan Key Risk Indicator (KRI). Tahun 2016, Bank melakukan assurance review terhadap pelaksanaan RCSA dan CAP oleh lini 1 untuk area-area yang dinilai memiliki risiko tinggi. Guna meningkatkan kesadaran atas risiko operasional, Bank mengadakan sharing session berkala setiap bulan terkait dengan insiden operasional dan issue pada area-area lini 1 termasuk hal-hal yang dapat dipelajari dari yang pernah terjadi sebelumnya. operational risks through Risk Control and Self Assessment (RCSA), Control Assurance Program (CAP) and monitoring of Key Risk Indicator (KRI). In 2016, Commonwealth Bank conducted assurance review on the implementation of RCSA and CAP by the first line for the areas deemed having high risks. To improve the awareness of operational risk, the Bank held a sharing session every six (6) months to discuss any operational incidents and other issues in Line 1 areas, including matters that can be learned from previous incidents. 3. Mengedepankan prinsip kehati-hatian Bank untuk beroperasi sesuai peraturan dan perundangundangan yang berlaku. Peluncuran produk dan aktivitas baru akan dianalisa lebih mendalam agar tidak terjadi pelanggaran terhadap ketentuan yang berlaku. Penerapan Good Corporate Governance menjadl fokus utama keberhasilan tata kelola Bank untuk mencapai keseimbangan antara pelaksana kewenangan dari Jajaran Direksi, fungsi pengawasan Dewan Komisaris dalam hal memberikan pertanggungjawabannya kepada para shareholder khususnya dan stakeholders pada umumnya. Dalam menjalankan fungsi pengawasan, komite-komite dibentuk untuk mengkaji aspekaspek tertentu seperti komite manajemen risiko, komite audit, dan lain-lain. Jajaran Direksi dan Dewan Komisaris secara berkala melakukan rapat dewan untuk membahas kondisi terkini mengenai kinerja bisnis Bank. 3. Put to the fore prudent principles in operations based on the prevailing law and regulations. The launch of new products and activities follows in depth analysis to avoid any violation of the regulation. The implementation of Good Corporate Governance becomes the focus to succeed in the Bank’s governance to achieve balance between the execution of authorities by the Board of Directors, the monitoring function of the Board of Commissioners in its responsibility towards the shareholders and the stakeholders in general. In running its oversight function, committees are established and are tasked with studying certain aspects, such as risk management committee, audit committee, and others. The Board of Directors and the Board of Commissioners periodically hold a meeting to discuss the latest condition related to the Bank’s business performance. Bank senantiasa meningkatkan budaya risiko dan mewajibkan seluruh karyawannya untuk menerapkan kesadaran risiko yang berintegritas, mengambil rislko yang mampu dikelola, menyeimbangkan risiko untuk mendukung perkembangan bisnis dan konservatif dalam hal mengambil risiko. The Bank continues to develop risk cultures and requires that all employees develop integrated risk awareness, take manageable risks, balance risks to support business growth, and be conservative in taking risks. Sebagai bagian dari prlnsip kehati-hatian, Bank terus mengevaluasi efektifitas manajemen risiko. Kerangka manajemen risiko telah secara terus menerus ditingkatkan dalam rangka meningkatkan daya saing dan sejalan dengan meningkatnya kompleksitas bisnis Bank. Audit internal juga terlibat sebagai peninjau independen yang memberikan pandangan dan masukan pada kerangka manajemen risiko dan penerapannya di semua segmen bisnis. As part of the prudential principles, Commonwealth Bank continually evaluates the effectiveness of risk management. This is important to improve the Bank’s competitive edge and as it is in line with the growing complexity of the industry. Internal Audit also acts as independent reviewer, providing opinion and input regarding the risk management framework and its application in all business segments. Penerapan Manajemen Risiko Commonwealth Bank mengacu pada Peraturan Otoritas Jasa Keuangan (POJK) No. 18/POJK.3/2016 mengenai Penerapan Manajemen Risiko dan Surat Edaran Otoritas Jasa The implementation of risk management refers to the FSA Regulation (POJK) No. 18/POJK.3/2016 on The Management Application, and FSA Circular Letter (SEOJK) No. 34/SEOJK.03/2016 on the Application 128 2016 Annual Report Commonwealth Bank | Functional Review Keuangan (SEOJK) No. 34/SEOJK.03/2016 mengenai Penerapan Manajemen Risiko bagi Bank Umum. Sejalan dengan perkembangan manajemen risiko di Indonesia, Otoritas Jasa Keuangan (OJK) telah menerbitkan Peraturan Otoritas Jasa Keuangan (POJK) Nomor 17/POJK.03/2014 dan Surat Edaran Otoritas Jasa Keuangan (SEOJK) Nomor 14/SEOJK.03/2015 tentang Penerapan Manajemen Risiko Terintegrasi bagi Konglomerasi Keuangan. Dalam mengelola eksposur risiko, Commonwealth Bank telah melaksanakan penerapan manajemen risiko terintegrasi yang efektif sejalan dengan tujuan, skala usaha dan kompleksitas bisnisnya. of Risk Management for Public Banks. In line with the development of risk management in Indonesia, FSA has issued POJK No.17/POJK.03/2014 and SEOJK No.14/SEOJK.03/2015 on The Application of Integrated Risk Management for Financial Conglomeration. In managing risk exposures, Commonwealth Bank has effectively applied integrated risk management in line with the objectives, business scale and business complexity. Tindak lanjut atas peraturan di atas, Commonwealth Bank telah menerapkan Manajemen Risiko Terintegrasi dengan anak perusahaan Commonwealth Bank of Australia yang beroperasi di Indonesia dengan tetap memenuhi prinsip-prinsip manajemen risiko dan mempertimbangkan karakteristik bisnis masingmasing anak perusahaan. As a follow-up to the above regulation, Commonwealth Bank has applied Integrated Risk Management with the subsidiaries operating in Indonesia while continuing to apply the risk management principles and consider the business characteristics of each subsidiary. Bank melakukan penerapan manajemen risiko terintegrasi secara bertahap dengan perusahaan anak yang bergerak di berbagai industri di bidang keuangan, yaitu PT Commonwealth Life dan PT First State Investment Indonesia dengan melibatkan unit kerja yang menangani manajemen risiko serta unit kerja terkait lainnya. The Bank applies Integrated Risk Management in stages with the subsidiaries working in various financial businesses, namely PT Commonwealth Life and PT First State Investment Indonesia, by involving the work units which handle the risk management and other related work units. Dalam bagian ini menggambarkan Manajemen Risiko di Commonwealth Bank, mencakup Struktur Manajemen Risiko, Sistem Manajemen Risiko, Sertifikasi Manajemen Risiko, Penerapan Manajemen Risiko, Profil Risiko, Upaya untuk mengelola risiko, Evaluasi atas efektivitas Sistem Manajemen Risiko. This part describes Risk Management in Commonwealth, covering the Structure, System, Certification, Application of the Risk Management, Risk Profiles, Efforts to manage risks, and evaluation of the effectiveness of the Risk Management System. A.Struktur Manajemen Risiko A.Structure of Risk Management Commonwealth Bank menerapkan prinsip pemisahan fungsi antara satuan kerja pengambil risiko (risk taking unit), satuan kerja manajemen risiko (risk management unit) dan satuan kerja internal audit (internal audit unit). Sedangkan pemilik risiko (risk owner) atas pengelolaan risiko berada pada masing-masing unit kerja terkait. Penerapan prinsip tersebut dimaksudkan untuk memastikan keputusan yang diambil tidak memiliki unsur benturan kepentingan. Commonwealth Bank applies the principle of segregation of duties between the risk taking unit, risk management unit, and internal audit unit. Meanwhile, risk owners are positioned at each related work unit in the risk management. The application of the principle is intended to ensure that the policy taken is free from any conflict of interest. Bank memiliki organisasi yang bertanggung jawab atas penerapan manajemen risiko. Organisasi tersebut menetapkan batas wewenang dan tanggung jawab seluruh jenjang organisasi di dalam perusahaan. The Bank has an organisation responsible for the application of risk management. The organisation applies the limits of authority and responsibility of all stages of organisation in the Company. 129 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Struktur Organisasi Manajemen Risiko Structure of Risk Management Organisation BOARD OF COMMISSIONERS RISK OVERSIGHT COMMITEE BOARD OF DIRECTORS INTEGRATED MANAGEMENT COMMITTEE RISK MANAGEMENT COMMITTEE ASSETS AND LIABILITIES COMMITTEE CREDIT COMMITTEE DISCIPLINARY COMMITTEE RISK MANAGEMENT CREDIT RISK MARKET & BALANCE SHEET RISK MANAGEMENT & ERS RISK ANALYTICS 130 OPERATIONAL RISK CREDIT RISK ADMIN MONITORING WHOLESALE ACCEPTANCE & MIDDLE OFFICE FINANCIAL CRIME UNIT CREDIT QUALITY REVIEW AND CREDIT POLICY OPERATIONAL RISK COMMITTEE COLLECTION AND RECOVERY UNIT 2016 Annual Report Commonwealth Bank | Functional Review Peran dan tanggung jawab fungsi organisasi pelaksana manajemen risiko: • • Dewan Komisaris / Board of Commissioners • • • • • • Direksi / Directors Board of • • Komite Pengawasan Risiko / Risk Oversight Committee • Roles and responsibilities of the organisational function of risk management executiives: Menyetujui dan mengevaluasi kebijakan manajemen risiko beserta parameter risiko yang diusulkan oleh Komite Manajemen Risiko (Risk Management Committee) dilakukan sekurang-kurangnya satu kali dalam satu tahun atau dalam frekuensi tertentu apabila terdapat perubahan faktor-faktor yang mempengaruhi kegiatan usaha Bank secara signifikan. / Approve and evaluate the risk management policy and the risk parameter suggested by Risk Management Committee at least once in a year or in a certain time coinciding with the changes in the factors which significantly affect the Bank’s operations. Mengevaluasi pertanggungjawaban Direksi (Board of Director) atas pelaksanaan kebijakan Manajemen Risiko sekurang-kurangnya tiga bulan sekali. / Evaluate accountability of the Board of Directors on the implementation of Risk Management at least once every three (3) months. Mengevaluasi dan memutuskan permohonan Direksi yang berkaitan dengan transaksi yang memerlukan persetujuan Dewan Komisaris. / Evaluate and decide on the request from the Board of Directors related to the transactions which require approval from the Board of Commissioners. Memahami jenis dan karakteristik risiko di Bank. / Understand the type and characteristics of risks. Memastikan Bank memiliki tingkat permodalan yang memadai sesuai persyaratan regulator. / Ensure that the Bank has adequate capital level as stipulated by the regulator. Mengawasi pelaksanaan dan penerapan ICAAP (Internal Capital Adequacy Assessment Process) dengan mengintegrasikan ICAAP secara konsisten dalam aktivitas operasional Bank. / Oversee the implementation and execution of ICAAP (Internal Capital Adequacy Assessment Proses) by integrating ICAAP consistently in the Bank’s operational activities. Merumuskan, mendokumentasikan dan memperbaharui kebijakan maupun strategi manajemen risiko yang komprehensif sekurang-kurangnya setahun sekali atau jika terjadi kejadian yang dapat mengakibatkan perubahan faktor-faktor yang mempengaruhi kegiatan usaha Bank secara signifikan. / Formulate, document, and update comprehensive policies and strategies on risk management at least once every year or in the event of an occurrence which leads to changes to the factors which significantly affect the Bank’s operations. Bertanggung jawab atas pelaksanaan kebijakan manajemen risiko dan eksposur risiko yang diambil oleh Bank secara keseluruhan, termasuk evaluasi laporan atas strategi manajemen risiko yang diberikan oleh Direktorat Manajemen Risiko (DMR) dan pengumpulan laporan tiga bulanan atas akuntabilitas terhadap Dewan Komisaris minimal satu kali dalam triwulan. / Be responsible for the execution of the risk management policy and all risk exposures taken by the Bank, including evaluating the report of the risk management strategy provided by Risk Management Directorate (DMR), and the quarterly report submission on the accountability of the Board of Commissioners at least once every three (3) months. Mengevaluasi dan memutuskan transaksi yang memerlukan persetujuan Direksi. / Evaluate and make decisions on the transactions which require approval from the Board of Directors. Evaluasi kelayakan dari Kebijakan Manajemen Risiko beserta pelaksanaannya. / Evaluate the feasibility of Risk Management Policy and its implementation. Melakukan pengawasan dan evaluasi kinerja dari Risk Management Committee (RMC) dan Direktorat Manajemen Risiko dalam melaksanakan tugasnya masing-masing. / Oversee and evaluate the performance of Risk Management Committee (RMC) and Risk Management Directorate in performing their respective duties. 131 Laporan Tahunan 2016 Commonwealth Bank Komite Manajemen Risiko Terintegrasi / Integrated Risk Management Committee Memberikan rekomendasi kepada Direksi Entitas Utama dalam penyusunan kebijakan manajemen risiko terintegrasi dan perbaikan atau penyempurnaan kebijakan manajemen risiko terintegrasi berdasarkan hasil evaluasi pelaksanaan. / Give recommendation to the Board of Directors of the main entity in formulating integrated risk management policy and any revision or improvement of integrated risk management policy based on the evaluation. • Penyusunan kebijakan, strategi dan pedoman manajemen risiko; / Formulate the policy, strategies and guidelines for risk management Perbaikan atau penyempurnaan pelaksanaan manajemen risiko berdasarkan hasil evaluasi pelaksanaan manajemen risiko; / Improve or revise risk management practices based on the evaluation of risk management implementation Melakukan pengawasan atas kepatuhan terhadap pelaksanaan bisnis sesuai risk appetite. / Oversee the compliance of business operations based on risk appetite. • • • Komite Risiko Kredit adalah suatu komite independen yang memastikan keputusan kredit dibuat dengan prinsip kehati-hatian serta melakukan fungsi pengawasan agar sesuai dengan Risk Appetite Bank. / Risk Credit Committee is an independent committee tasked with ensuring that the Bank’s credit decisions follow the prudential principles and conducting overseeing function which conforms to the Bank’s risk appetite. • Komite Risiko Operasional merupakan pendukung Komite Manajemen Risiko (Risk Management Committee) dalam melakukan evaluasi dan melakukan fungsi pengawasan terhadap efektivitas dari pelaksanaan manajemen Risiko Operasional pada akitvitas operasional. / Risk Operational Committee supports Risk Management Committee in evaluating and performing monitoring function on the effectiveness of Risk Operational management in the Bank’s operational activities. • ALCO mengelola kebijakan risiko pasar dan likuiditas, serta metodologi yang digunakan untuk mengelola asset dan kewajiban, serta regulasi manajemen permodalan. Pertemuan komite ini sebaiknya dilaksanakan setidak-tidaknya secara bulanan kecuali terdapat hal penting dengan fokus utama pada kajian ulang beserta antisipasi terhadap risiko pasar dan issue-issue risiko likuiditas. / ALCO manages market risk policy and liquidity, the methodology used to manage assets and liabilities, and the capital management regulation. The committee conducts meetings at least every month except in the event of the occurrence of important matters with focus on reviewing and anticipating market risks and liquidity risks. Komite Kredit / Credit Committee Komite Risiko Operasional / Risk Operational Committee Komite Disiplin / Disciplinary Committee 132 Tinjauan Fungsional • Komite Manajemen Risiko / Risk Management Committee Komite Aset dan Liabilitas / Asset and Liability Committee | Komite Disiplin bertujuan untuk mengawasi penerapan strategi Anti-Fraud dari Commonwealth Bank. Adapun stategi dan programnya meliputi keseluruhan pendekatan bisnis yang mencakup 4 pillar, yaitu: / Disciplinary Committee is tasked with monitoring the implementation of Anti-Fraud strategy. The strategy and programs include the business approaches which deal with the four pillars, namely: • Pencegahan / Deterrence • Deteksi / Detection • Investigasi, Pelaporan dan sanksi / Investigation, reporting, and sanction • Pengawasan, Evaluasi serta Tindak Lanjut / Oversight, Evaluation, and Follow up. 2016 Annual Report Commonwealth Bank | Functional Review • • • • Direktorat Manajemen Risiko / Risk Management Directorate • • • • Memantau pelaksanaan strategi manajemen risiko yang direkomendasikan oleh Komite Manajemen Risiko. / Monitoring the execution of risk management strategy recommended by Risk Management Committee. Memantau posisi atau eksposur risiko secara keseluruhan (composite), per jenis risiko untuk masing-masing tipe risiko. / Monitoring the composite risk position or exposures, per risk type for each type of risk. Melakukan stress testing untuk mengetahui dampak dari pelaksanaan kebijakan dan strategi manajemen risiko terhadap kinerja dari masing-masing unit operasional. Stress test dilakukan setidaknya untuk Risiko Kredit, Pasar dan Operasional yang diukur menurut Aset Tertimbang Menurut Risiko (ATMR) untuk Permodalan Berbasis Risiko. Rencana darurat diperlukan untuk meningkatkan permodalan dan likuiditas Bank dalam kondisi tekanan. / Conduct stress testing to find out the impact of the execution of risk management policy and strategies on the performance of each operational unit. Stress test is necessary at least for Credit, Market and Operational Risks measured based on Risk Weighted Assets (ATMR) for Risk-based Capital. Emergency Plan is necessary to strengthen capital and liquidity when under stress. Mengkaji setiap usulan aktivitas dan/atau produk baru yang diajukan atau dibuat oleh unit kerja (product champion) di dalam Commonwealth Bank. Penilaiannya harus terfokus terutama kepada kemampuan Bank dalam mengimplementasikan aktivitas dan/atau produk baru, termasuk didalamnya identifikasi dan pengawasan dari inherent risk, sistem dan prosedur yang digunakan serta dampak berkesinambungan atas eksposur risiko Bank secara menyeluruh. / Study each suggestion for new activities and/or products suggested or formulated by a work unit (product champion) in the Bank. The assessment must focus on the capability of the Bank in implementing the new activities and/or product, including identifying and monitoring inherent risk, the system and procedure used and the continual impact of the composite risk exposures. Memberikan rekomendasi kepada unit kerja operasional (risk-taking unit) dan Komite Manajemen Risiko mengenai ukuran maksimum eksposur risiko (maximum risk exposures) yang harus diatur oleh Bank. / Provide recommendation to the operational work unit (risk-taking unit) and Risk Management Committeeon the maximum measurement of the maximum risk exposures that the Bank shall regulate. Melakukan evaluasi terhadap akurasi model dan validitas data yang digunakan untuk mengukur risiko oleh unit kerja risiko yang menggunakan model pengukuran untuk keperluan internal (internal model). / Evaluate the accuracy of the model and the validation of the data used to measure the risks by the risk working unit using the measurement model for internal use (internal model). Mengkoordinasikan penyusunan dan menyampaikan laporan profil risiko kepada Direktur Utama atau Direktur Manajemen Risiko dan Komite Manajemen Risiko secara berkala. Dalam hal terjadi perubahan secara tiba-tiba akibat kondisi pasar, laporan tersebut harus dibuat dalam frekuensi yang lebih sering. Untuk eksposur risiko yang relatif lebih lambat, seperti risiko kredit, frekuensi pelaporan sekurang-kurangnya dalam kurun waktu tiga bulan sekali. / Periodically coordinate the drafting and the reporting of risk profile to President Director, Risk Management Director and Risk Management Committee. Should there be any sudden changes in the market condition, the directorate is to prepare the report more frequently. For risk exposures which appears relatively more slowly, such as credit risk, the frequency of the reporting should be at least once every three (3) months. Bersama-sama dengan Audit Internal, melakukan kaji ulang dan evaluasi atas efektifitas pelaksanaan proses manajemen risiko sekurang-kurangnya sekali dalam setahun. Kaji ulang antara lain dilakukan berdasarkan temuan audit internal dan/atau perkembangan praktek-praktek manajemen risiko yang berlaku secara internasional. / Together with Internal Audit, review and evaluate the effectiveness of risk management process no less than once in a year. The review is based on findings by the internal audit and/or the development in the risk management practices in the international level. 133 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Dalam melakukan pengelolaan risiko, Bank mengadopsi model “tiga lini pertahanan” untuk menjamin akuntabilitas pelaksanaan manajemen risiko. Tiga Lini Pertahanan tersebut antara lain: In managing risks, the Bank adopts three lines of defence model to ensure the accountability of risk management implementation. These three lines of defence are as follows: • Lini 1 – Manajemen Bisnis Risiko • Line1 – Business Risk Management Manajemen Bisnis Risiko langsung dikelola di lokasi dimana risiko tersebut diidentifikasi. Setiap karyawan bertanggung jawab mengelola setiap risiko yang muncul di masing-masing wilayah bisnisnya. Hal ini mencakup pelaksanaan proaktif untuk mengelola risiko di dalam lingkup batasan risiko yang dapat diterima (risk appetite) masing-masing, serta menggunakan hasil dan pertimbangan manajemen risiko sebagai bagian dari proses bisnis sehari-hari. Business Risk Management is directly managed in site where the risk has been identified. Each employee is responsible for managing each risk that appears at his or her business/operational area. This includes proactively managing risks within the acceptable risk limit (risk appetite), and using the risk management result and consideration as part of daily business process. • Lini 2 – Tim Manajemen Risiko dan Tim Kepatuhan & Legal • Line 2 – The Risk Management Team and Compliance and Legal Team Tim Manajemen Risiko dan Tim Kepatuhan & Legal menawarkan keahlian serta pengawasan di bidang manajemen risiko untuk aktivitas pengambilan risiko oleh Lini 1. Direktorat Manajemen Risiko serta Direktorat Kepatuhan mengembangkan kerangka risiko serta kebijakan dan prosedur pendukungnya guna memastikan bahwa kerangka tersebut menjadi bagian dan digunakan dalam kegiatan sehari-hari. Direktorat Manajemen Risiko juga melakukan analisis kuantitatif dan kualitatif atas eksposur kredit yang berasal dari unit bisnis serta mengukur eksposur tersebut guna mendukung keputusan risiko dari unit-unit bisnis berdasarkan delegasi otoritas yang telah disetujui. The Risk Management team and Compliance and Legal team offer their expertise and oversee the risk-taking activities by Line 1. Risk Management Directorate and Compliance Directorate develop the risk framework and their supporting policies and procedures to ensure that the framework becomes part of and is used in the daily operations. The Risk Management Directorate also conducts quantitative and qualitative analyses of the credit exposure coming from the business units, and measures these exposures to support risk policy of each business unit based on the approved delegation of authority. • Lini 3 – Audit Internal dan Internal Assurance Audit Internal dan Internal Assurance bertugas memberikan jaminan independen kepada pemangku kepentingan utama mengenai kecukupan dan efektivitas sistem pengendalian internal, prosedur manajemen risiko dan proses tata kelola Bank. B.Sistem Manajemen Risiko Sejalan dengan perkembangan kompleksitas usaha, produk dan jaringan bank, eksposur risiko usaha Bank juga semakin meningkat. Dalam rangka mendukung pertumbuhan bisnis yang sehat dan berkesinambungan, Bank melakukan pengembangan manajemen risiko dengan mengimplementasikan kerangka manajemen risiko 134 • Line 3 – Internal Audit and Internal Assurance Internal Audit and Internal Assurance are tasked with providing independent assurance to the main stakeholders on the adequacy and effectiveness of the internal control system, risk management procedures, and the Bank’s governance process. B.Risk Management System In line with the growing complexity in the industry, along with the Bank’s products and network, the risk exposures also become more challenging. To support sound and continuous business growth, Commonwealth Bank improves its risk management by implementing integrated risk management 2016 Annual Report Commonwealth Bank | Functional Review secara terpadu yang dituangkan dalam Kebijakan Manajemen Risiko (“KMR”). KMR merupakan inisiatif strategis yang terus dikembangkan oleh Bank dan diharapkan mampu meningkatkan kinerja sehingga menghasilkan value added bagi stakeholder. framework described in Risk Management Policy (“KMR”). KMR is a strategic initiative which Commonwealth Bank develops continuously and is expected to improve the Bank’s performance and added value for stakeholders. Kerangka tersebut digunakan sebagai dasar dalam menetapkan strategi, struktur organisasi, kebijakan dan pedoman serta memperkuat infrastruktur manajemen risiko guna memastikan bahwa semua risiko yang dihadapi Bank dapat diidentifikasi, diukur, dikendalikan, dimitigasi dan dilaporkan dengan baik. Kerangka kerja tersebut mensyaratkan masing-masing unit bisnis mengelola aktivitas pengambilan risiko dan hasilnya sendiri. Dengan demikian, masing-masing unit bisnis dapat mengambil hasil dari kegiatannya. Berikut Kerangka Manajemen Risiko Commonwealth Bank. This framework is used as the basis for establishing the strategy, organisational structure, policy and guidelines, and for strengthening the infrastructure of the risk management which can ensure that all risks are identifiable, measurable, controllable, and can be mitigated and reported. The framework requires that each business unit manages its own risk-taking activities and the ensuing result. This way, each business unit can get the result of its own activity. Below is Commonwealth Bank’s Risk Management Framework. Kerangka Manajemen Risiko Risk Management Framework Commonwealth Bank Vision and Values Risk Culture the environment in which the Risk Management Framework and Business Processes play out “Risk Management Framework” Strategic Objectives “Risk Appetite Statement” Why manage risk Boudaries on business outomo & Key risk limits “Business Plan” Our strategic objectives and goals “Risk Management Strategy” (RMS) A. Our Management Approach Risk Principles Credit Risk Market Risk Liquidity Risk Operational Risk Strategic Risk Legal Risk Compliance Risk Reputation Risk B. Operational of the Risk Management Strategy Risk Governace Risk Policies Risk Reporting Risk Infrastructure (including MIS and CAAP) Business Processes Dalam rangka mendukung visi, misi, dan nilai-nilai Bank, kerangka Manajemen Risiko harus berjalan beriringan untuk mencapai tujuan strategis melalui pencapaian bisnis sesuai dengan Risk Appetite dengan cara menerapkan strategi manajemen risiko yang tepat. Strategi manajemen risiko harus: To support the Bank’s vision, mission and corporate values, the Risk Management Framework must go hand-in-hand to achieve business objectives based on Risk Appetite. This is done by effective implementation of risk management. The risk management strategy needs to: 135 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional 1. Fokus pada prinsip-prinsip Risiko Kredit, Risiko Pasar, Risiko Likuiditas, Risiko Operasional, Risiko Strategis, Risiko Hukum, Risiko Kepatuhan, dan Risiko Reputasi. 1. Focus on the principles of Credit Risk, Market Risk, Liquidity Risk, Operational Risk, Strategic Risk, Legal Risk, Compliance Risk and Reputation Risk. 2. Didukung oleh operasionalisasi yang memadai terkait penerapan strategi manajemen risiko melalui tata kelola risiko, kebijakan, pelaporan, dan infrastruktur. 2. Get support from adequate operation of the risk management strategy, achievable through risk governance, policy, reporting and infrastructure. Selain itu, strategi manajemen risiko harus terkait dengan proses bisnis yang tepat dan mendasar dipandu oleh budaya risiko. Moreover, risk management strategy shall be related to the correct and basic business process guided by the risk culture. C. Sertifikasi Manajemen Risiko Dalam rangka mendukung efektifitas pelaksanaan tugas dan tanggung jawab pelaksanan fungsi manajemen risiko, Bank senantiasa berupaya meningkatkan kualitas pengelolaan risiko dengan meningkatkan investasi di bidang Manajemen Risiko yang bertujuan untuk membangun budaya manajemen dan tata kelola risiko yang lebih baik. Selain itu, Bank juga menyelenggarakan berbagai pelatihan manajemen risiko ke seluruh tingkatan karyawan agar tercipta pemahaman yang seragam mengenai visi Bank terkait penerapan manajemen risiko. To support the effectiveness of the execution of duties and responsibilities related to risk management, Commonwealth Bank strives to improve the quality of risk management; by investing in Risk Management with the objective of building the culture of better risk management and governance. Moreover, Commonwealth Bank also organises varius risk management training for all levels of employment so that the employees have uniform understanding of the Bank’s vision regarding risk management. Manajemen Bank memberlakukan standar dimana para karyawannya harus memiliki sertifikasi Manajemen Risiko. Upaya dalam memenuhi hal tersebut dan ketentuan Bank Indonesia, Bank mengikutsertakan pegawai untuk mengikuti ujian sertifikasi manajemen risiko dan sertifikasi WAPERD bagi karyawan sales di cabang. Jumlah pegawai bank yang telah memperoleh sertifikasi manajemen risiko pada tahun 2016 adalah: The management applies a standard that requires all the employees to have Risk Management certification. To do this, which is also in compliance with Bank Indonesia regulation, Commonwealth Bank has the employees take part in risk management certification test and WAPERD certification for sales staff at the branch offices. The number of employees that earned risk management certification in 2016 is described in the table below: Tabel Sertifikasi Manajemen Risiko 2016 Table of 2016 Risk Management Certification No. 136 C.Risk Management Certification Jenis Sertifikasi / Certification Jumlah Pegawai / No. of Employees 1 Manajemen Risiko Level 1 / Risk Management Level 1 496 2 Manajemen Risiko Level 2 / Risk Management Level 2 263 3 Manajemen Risiko Level 3 / Risk Management Level 3 97 4 Manajemen Risiko Level 4 / Risk Management Level 4 27 5 Manajemen Risiko Level 5 / Risk Management Level 5 7 2016 Annual Report Commonwealth Bank | Functional Review D.Penerapan Manajemen Risiko D.Risk Management Application Penerapan manajemen risiko adalah tanggung jawab seluruh unit kerja. Bank menerapkan manajemen risiko pada seluruh aktivitas operasional agar eksposur risiko terkendali secara baik dan memadai sesuai dengan tingkat pengembalian yang diharapkan dan tingkat permodalan Bank. All work units are responsible for the application of risk management. Commonwealth Bank applies risk management in all operational activities so that the Bank can effectively and adequately control the risk exposures based on the expected return rate and the level of capital. Salah satu tindak lanjut dan penerapan manajemen risiko adalah pembentukan Komite Manajemen Risiko yang memiliki tanggung jawab antara lain: One of the risk management follow-ups and implementations is the establishment of Risk Management Committee, whose responsibilities include: 1. Menyusun kebijakan, strategi dan pedoman manajemen risiko; 1. Formulating policy, strategies, and guidelines for risk management; 2. Melakukan perbaikan atau penyempurnaan pelaksanaan manajemen risiko berdasarkan hasil evaluasi pelaksanaan manajemen risiko; dan 2. R evising and improving risk management practices based on the evaluation of the implementation of risk management; and 3. Melakukan pengawasan atas kepatuhan terhadap pelaksanaan bisnis sesuai risk appetite. 3. Conducting oversight of compliance of the business executions based with regard to risk appetite. Dalam penerapan manajemen risiko terdapat delapan kategori risiko yang harus dikelola dan diawasi secara tepat dan efektif, yaitu terdiri dari risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, risiko hukum, risiko kepatuhan, risiko stratejik, dan risiko reputasi. In the implementation of risk management, there are eight categories of risks to be managed and monitored; they are credit risk, market risk, liquidity risk, operational risk, legal risk, compliance risk, strategic risk and reputation risk. E.Profil Risiko Pengenalan dan pemahaman terhadap semua profil risiko merupakan standar baku dan mutlak dalam implementasi Manajemen Risiko. Bank telah melakukan pemetaan, mitigasi serta berbagai langkah-langkah manajemen risiko untuk mendukung upaya meminimalkan dampak risiko yang dihadapi selama menjalankan aktivitas bisnis. E.Risk Profile The introduction and understanding of all risk profiles are the standard in risk management implementation. Commonwealth Bank has mapped, mitigated and taken other necessary steps to minimise the risks of conducting its business activities. 137 Laporan Tahunan 2016 Commonwealth Bank Tabel Jenis Risiko dan Mitigasi Jenis Risiko / Risk Risiko Kredit / Credit Risk adalah risiko kerugian keuangan yang timbul jika nasabah, klien atau rekanan Bank gagal memenuhi kewajiban kontraktualnya kepada Bank. Risiko kredit terutama berasal dari pinjaman yang diberikan kepada ritel, usaha kecil menengah, dan komersial. / refers to the risk of financial loss arising should customers, clients or associates fail to perform their contractual obligation to the Bank. Credit risk especially comes from loans disbursed to retail customers, SME, and commercial customers. Risiko Pasar / Market Risk Adalah risiko yang timbul karena adanya pergerakan variabel pasar dari portofolio yang dimiliki oleh Bank yang dapat menimbulkan kerugian (adverse movement). Variabel pasar yang berdampak bagi Bank adalah tingkat bunga dan nilai tukar. / is risk arising due to the movement in the market variables of the Bank’s portfolio with the potential to cause loss (adverse movement). The market variables which affect the Bank are interest rate and exchange value. Risiko Likuiditas / Liquidity Risk Risiko likuiditas adalah risiko yang antara lain disebabkan karena Perusahaan tidak mampu memenuhi kewajiban yang telah jatuh tempo. / is the risk arising from the Company’s inability to fulfill its obligation that has reached its maturity. | Tinjauan Fungsional Types of Risk and Mitigation Mitigasi / Mitigation Manajemen dan pengendalian atas risiko kredit dilakukan secara terpusat oleh tim manajemen risiko kredit, yang memberi laporan kepada pimpinan tiap unit bisnis dan Direksi secara rutin. / Credit risk management and control are a centralised process by credit risk management team, whose report regularly goes to the head of each business unit and the Board of Directors. Dalam mengendalikan risiko kredit, Bank senantiasa menjaga keseimbangan antara pengelolaan risiko kredit dengan pengembangan bisnis yang sejalan dengan Risk Appetite Bank. Bersamaan dengan itu, pengelolaan portofolio terus dipantau oleh tim Manajemen Risiko untuk memastikan diversifikasi portofolio yang seimbang. / In controlling the credit risk, Commonwealth Bank maintains the balance between credit risk management and business development based on Risk Appetite. Along with this, Risk Management team monitors the management of portfolio to ensure balanced portfolio diversification. Selain itu, Bank juga melakukan pemantauan ekstra terhadap nasabah-nasabah yang memiliki potensi kegagalan menyelesaikan kredit melalui forum yang disebut Early Watch List dan Watch List meeting yang diselenggarakan secara periodik serta melibatkan Direktur Utama dan Direktur Risiko dari Bank. / Moreover, Commonwealth Bank conducts extra monitoring to customers with potential for non-performing through a forum called Early Watch List and Watch List meeting, held periodically and involving President Director and Risk Director. Bank melakukan identifikasi atas Risiko Pasar melalui berbagai cara, di antaranya melalui analisis terhadap produk baru, analisis sensitivitas dan stress testing. / The Bank manages the market risks on the positions of trading book and banking book (the risk of change in the interest rate for banking book). Bank melakukan pengelolaan risiko pasar atas posisi trading book dan banking book (risiko perubahan suku bunga pada banking book). / Market risk management on the banking book uses NII and NET PV01 (Present Value Basis Point) sensitivity parameters. Pengelolaan risiko pasar pada buku bank dilakukan dengan menggunakan parameter sensitivitas NII dan Net PV01 (Present Value Basis Point). / The management of the positions is for FX producs and Bonds, using Net Open Position (PDN) as the risk benchmark for currency exchange rate coming from FX and the sensitivity parameters on the changes in the PV01 (Present Value Basis Point) interest rate for the interest rate from bonds. Sementara itu terkait pengelolaan posisi dilakukan untuk produk FX maupun surat berharga (Bond) dengan menggunakan Posisi Devisa Netto (PDN) sebagai tolak ukur risiko nilai tukar mata uang yang berasal dari FX dan parameter sensitivitas terhadap perubahan suku bunga PV01 (Present Value Basis Point) untuk risiko suku bunga yang berasal dari surat berharga. / Sementara itu terkait pengelolaan posisi dilakukan untuk produk FX maupun surat berharga (Bond) dengan menggunakan Posisi Devisa Netto (PDN) sebagai tolak ukur risiko nilai tukar mata uang yang berasal dari FX dan parameter sensitivitas terhadap perubahan suku bunga PV01 (Present Value Basis Point) untuk risiko suku bunga yang berasal dari surat berharga. Bank menetapkan beberapa batasan dan parameter untuk pengelolaan risiko likuiditas, diantaranya melalui penyesuaian arus dana masuk dan keluar sesuai proyeksi likuiditas dengan memasukkan input dari unit bisnis terkait. Kesenjangan arus dana diantisipasi dengan memelihara aset likuid tingkat pertama yang berupa giro wajib minimum serta efek-efek jangka pendek yang sangat likuid. Sedangkan aset likuid tingkat dua dikelola melalui penempatan dana jangka pendek di bank lain serta efek-efek dalam kelompok tersedia untuk dijual. / The Bank sets several limits and parameters in managing liquidity risk, including adjusting the incoming and outgoing cash flows based on the liquidity projection, by using input from the related business units. The Bank anticipates the gap in the cash flows by maintaining the first level liquid assets, in the form of statutory reserves and highly liquid short term effects. The second-level liquid assets are managed at with short-term funds placement at other banks and effects in the ready-to-sell group. Selain itu Bank juga menjaga kepatuhan terhadap limit rasio kecukupan likuiditas (LCR) dan AL/NCD baik untuk internal maupun pengawas. Bank juga didukung dengan adanya Contingency Funding Plan dalam pengelolaan likuiditas pada saat krisis. / Moreover, the Bank also maintains the compliance with the liquidity adequacy ratio (LCR) and AL/NCD, either for internal or for supervision. The Bank also gets support in the form of Contingency Funding Plan for managing liquidity in the time of crisis. Bank juga senantiasa memelihara kemampuannya untuk melakukan akses ke pasar uang, dengan memelihara hubungan yang baik dengan bank-bank koresponden. / The Bank also maintains its capacity to access money market, by maintaining good relationship with correspondent banks. 138 2016 Annual Report Commonwealth Bank | Functional Review Jenis Risiko / Risk Mitigasi / Mitigation Pernyataan Risiko yang dapat diterima Bank menetapkan batasan yang diterima dan landasan dalam membangun budaya manajemen risiko di dalam organisasi. Pengelolaan risiko operasional dilakukan berdasarkan batas-batas yang telah ditetapkan dalam Pernyataan Risiko yang dapat Diterima Bank tersebut serta dijalankan melalui Kerangka Kerja Manajemen Risiko Operasional dan 3 lini pertahanan. / Risk statement that the Bank can accept stipulates the acceptable limit and the basis in developing risk management culture in the organisation. The management of operational risk is based on the set limits in the Acceptable Risk Statement and follows the Operational Risk Management Framework and the three lines of defence. Kerangka Kerja Manajemen Risiko Operasional mengidentifikasi, menilai, mengelola dan melaporkan risiko operasional secara konsisten dan dapat diandalkan dengan fokus pada kesadaran risiko, penilaian atas risiko dan pengendalian, control assurance program, penerapan indikator risiko utama, pelaporan insiden risiko operasional, pengelolaan masalah serta memberikan penyuluhan terkait risiko. / Operational Risk Management Framework identifies, assesses, manages and reports operational risk consistently and reliably, with the focus on risk awareness, assessment of risk and control, control assurance program, main risk indicator application, operational risk incident reporting, problem management, and risk-related dissemination. Risiko Operasional / Operational Risk adalah risiko kerugian langsung ataupun tidak langsung yang terjadi dari tidak memadainya atau kegagalan proses internal, kesalahan manusia, kegagalan sistem atau adanya masalah eksternal yang dapat mempengaruhi operasional Bank. / is direct or indirect loss risk due to inadequacy or failure in internal process, human error, system failure, or external problem which affects the Bank’s operations. Pengelolaan risiko operasional juga dilakukan dengan memperkuat aspek keamanan dan kehandalan operasi teknologi informasi sehingga kesalahan manusia, fraud, kesalahan proses dan potensi kegagalan sistem yang menyebabkan terganggunya kelangsungan bisnis dapat dicegah dan diantisipasi lebih dini. Selain itu terdapat proses pengawasan, eskalasi dan penyelesaian permasalahan atas sistem, aplikasi dan infrastruktur guna memastikan identifikasi dan penindaklanjutan secara tepat waktu sehingga dampak yang terjadi dapat diminimalisir. / Operational risk management is also needed to strengthen the security aspect and the reliability of the information technology so that human error, fraud, error in process, and potential for system failure which can negatively affect the business can be prevented and anticipated earlier. Moreover, there are also control process, problem escalation and settlement of the system, application and infrastructure to ensure timely identification and handling so that the Bank can minimise the impact. Sebagai bagian dari pencegahan atas risiko penipuan, Bank menerapkan Strategi Anti-Fraud yang mencakup kesadaran atas risiko penipuan, penetapan Komite Disipliner pada tingkat Direksi, formalisasi kebijakan dengan fokus pada pencegahan, deteksi, pemantauan, penyelidikan, dan pelaporan insiden penipuan, serta pemberlakukan mekanisme whistleblower. / As part of the fraud prevention measure, the Bank applies Anti- Fraud Strategy which includes raising the awareness of fraud risks, establishment of Disciplinary Committee in the director level, formalising policy with focus on prevention, detection, surveillance, investigation, and reporting of fraud incidents, and the implementation of whistleblower mechanism. Kegiatan Business Continuity dan Disaster Recovery dilakukan secara bersama-sama dengan pengujian dilakukan secara berkala oleh unit bisnis inti operasional. Bank memiliki operational site tingkat 1 sebagai bagian dari rencana kontinuitas bisnis untuk memastikan kegiatan operasional bank dapat berjalan secara berkelanjutan dan termitigasi dari gangguan eksternal. / Business Continuity and Disaster Recovery activities happen simultaneously with testing done periodically by the operational core business unit. The Bank has Level 1 operational site as part of the business continuity plan, set to ensure that the Bank’s operations can go smoothly and any external disturbances are mitigated. Bank telah mengimplementasikan pendekatan 3 lini pertahanan untuk mengelola risiko, mendukung kepemilikan atas risiko dan budaya pengelolaan risiko di semua aspek Bank. Bank mengerahkan upaya terbaik untuk mengelola risiko operasional dengan memastikan akan pentingnya pengelolaan risiko ini ditanamkan pada seluruh jajaran organisasi Bank. / The Bank has implemented the three lines of defence approach to manage risks, support the awareness of risks and risk management in all Bank’s aspects. Commonwealth Bank does its best to manage operational risks by raising awareness on the importance of risk management in all levels of the organisation. Bank berkomitmen penuh untuk secara terus menerus meningkatkan kemampuan pengelolaan risiko operasional melalui penggunaan berbagai proses dan perangkat pengendalian. / The Bank is fully committed to continuously improve its ability to manage operational risks through various processes and control devices. 139 Laporan Tahunan 2016 Commonwealth Bank Tinjauan Fungsional Jenis Risiko / Risk Mitigasi / Mitigation Risiko Hukum / Legal Risk Adalah risiko yang disebabkan oleh adanya kelemahan aspek litigasi dan yuridis yang antara lain diakibatkan adanya tuntutan hukum, ketiadaan peraturan perundang-undangan yang mendukung, atau kelemahan perikatan seperti tidak dipenuhinya syarat sahnya kontrak dan pengikatan agunan yang tidak sempurna. / is risk caused by the weakness in the litigation and juridical aspects due to, among others, lawsuits, lack of supporting law and regulation, or the weakness of the engagement because the incomplete fulfilment of contract requirements and imperfect binding of collateral. Divisi Legal mengelola risiko hukum dengan upaya-upaya sebagai berikut: / The Legal Division manages legal risk by: 1. Menangani kasus-kasus litigasi sesuai dengan peraturan perundang-undangan yang berlaku. / Handling litigation cases based on the prevailing law and regulation. 2. Memastikan bahwa seluruh Perjanjian diproses atau dikembangkan dengan kerangka perjanjian yang disesuai dengan peraturan dan perundangan yang berlaku di wilayah Republik Indonesia, dengan tidak mengesampingkan hukum Negara lain yang menjadi pilihan hukum para pihak. / Making sure that all agreements are processed or developed within the agreement framework based on the country’s prevailing law and regulation, by not discounting the laws prevailing in other countries which other parties may prefer. 3. Memastikan Transaksi dan Produk Bank baik yang sudah ada maupun yang baru masih telah sesuai dengan peraturan perundangan yang berlaku di wilayah Republik Indonesia. / Ensuring that the Bank transactions and products, either existing or new, comply with the law and regulation prevailing in the territory of the Republic of Indonesia. Risiko Strategis / Strategic Risk Adalah risiko yang disebabkan oleh tidak tepatnya penetapan dan pelaksanaan strategi Bank, termasuk kurang responsifnya Bank terhadap perubahan eksternal. / is risk caused by inaccurate choice and implementation of Bank strategies, including the Bank’s lack of response to external changes. 140 | Pengelolaan risiko strategis dilakukan oleh Divisi Corporate Strategy. Bank memastikan pengelolaan risiko stratgis dapat berjalan dengan baik melalui penerapan manajemen risiko berikut: / The management of strategic risk is the responsibility of Corporate Strategy Division. Commonwealth Bank ensures that the strategic risk management can go well. This is done by: 1. Implementasi strategi dengan fokus Bank pada segmen UKM dan retail dan menyeimbangkan pertumbuhan dengan pengelolaan risiko yang memadai / Implementing the strategy which focuses on SME and retail segments and balancing growth with adequate risk management 2. Memperkuat jajaran Direksi dan Tim Manajemen untuk mendukung implementasi strategi Bank dan mengkomunikasikan strategi Bank kepada seluruh anggota bagian Bank. / Strengthening the Board of Directors and the Management team to support the implementation of the Bank’s strategies and communicate the Bank’s strategies to all elements in the organisation. Memantau setiap perkembangan dan menetapkan langkah-langkah yang harus dicapai dengan prioritas strategis untuk setiap bisnis. Ini akan membantu Bank menyeimbangkan antara tujuan jangka pendek dan disaat yang sama, Bank menyeimbangkan alokasi sumber daya antara tujuan jangka pendek dan di saat yang sama untuk menyeimbangkan langkah-langkah strategis yang harus diambil untuk mencapai tujuan jangka panjang / To monitor each development and decide on the steps to achieve the Bank’s priorities. This is to help the Bank balance its short-term goals while at the same time allocating resources to develop strategic steps needed to achieve its long-term goals. 2016 Annual Report Commonwealth Bank | Functional Review Jenis Risiko / Risk Mitigasi / Mitigation Risiko Reputasi / Reputation Risk Adalah risiko yang terutama disebabkan oleh adanya keluhan nasabah dan publikasi negatif yang terkait dengan kegiatan usaha Bank atau persepsi negatif terhadap Bank. Selain itu faktor-faktor yang juga mempengaruhi risiko reputasi antara lain: reputasi pemegang saham, mitra bisnis dan konflik internal. / is risk mainly caused by customer complaints and negative publicity related to the Bank’s activities or negative perception about the Bank. Factors that affect the reputation risk are the reputation of the shareholders, business partners, and internal conflicts. Pengelolaan Risiko Reputasi dilakukan oleh Departemen Corporate Communications dan Customer Experience & Relations. Bank memiliki proses penanganan media yang baik yang dijalankan dengan oleh tim Corporate Communications, dengan koordinasi yang baik dengan Anggota Dewan Direksi. Proses media monitoring dilaksanakan oleh Corporate Communications, yang mencakup pemantauan secara sistematis dari berbagai media publikasi cetak dan media publikasi online dengan jalur eskalasi masalah yang telah ditentukan berdasarkan signifikansi masalah kepada anggota Direksi yang terkait. Jalur komunikasi yang jelas juga telah disiapkan untuk memastikan keseragaman pesan komunikasi kepada karyawan lini depan terkait dengan pemberitaan media atau isu reputasi. Selain itu dalam mengelola risiko reputasi, Bank mengadopsi ambang batas risiko sebagaimana tercantum dalam Pernyataan Risiko yang Dapat Diterima dan Matriks Risiko 5x5 serta adanya Kebijakan Manajemen Risiko, Kebijakan Perlindungan Nasabah dan Kebijakan Penanganan dan Penyelesaian Pengaduan Nasabah beserta Prosedurnya serta Kebijakan dan Prosedur Media. Pelaporan dan pemantauan dilakukan melalui pelaporan manajemen atas indikator metrik yang dilakukan secara berkala seperti jumlah pengaduan yang dapat diselesaikan sesuai Service Level Agreement (SLA), dan status penyelesaian. Tindakan responsif yang dilakukan oleh lini depan dan dukungan dalam menangani pengaduan nasabah dan tindak lanjut atas pengaduan nasabah tersebut dapat mengurangi dampak negatif terhadap reputasi Bank. / The management Reputation Risk is the responsibility of Customer Experience & Relations and Corporate Communications departments. Specially for customer complaints, the Bank has a special work unit tasked with handling customer complaints and the instruments for Customer Complaints Handling system (CHS), and the policy and procedure for handling and settling customer complaints. Routine reporting and monitoring to the management are done through monthly CHS report and Key Voice of Customer Metrics monthly report. The Metric report contains the number of complaints, settlement status, complaint channel, analysis of the trend of complaints, and root of the problems. The Bank also possesses media handling process, which is handled well and with high discipline by Corporate Communications department, coordinating with the Board of Directors. The media monitoring process is the responsibility of Corporate Communications, covering systematic monitoring of various publication outlets and date collection from online sources (including Social Media outlets, like Facebook, Twitter and Instagram). The Bank determines the channel for the problem escalation based on the significance and is reported to related director. The clear communication channel is set up to ensure uniformity of communication channels to the front liners related to the news or reputation issues. Risiko Kepatuhan / Compliance Risk Adalah risiko yang timbul ketika Bank tidak mematuhi atau tidak melaksanakan peraturan perundang-undangan dan ketentuan lain yang berlaku. Jika risiko kepatuhan tidak dikelola dengan baik, akan berpotensi pada pengenaan denda, hukuman, atau rusaknya reputasi. Sedangkan tingkat eksposur risiko kepatuhan Bank dipengaruhi beberapa faktor termasuk perubahan peraturan, kebijakan internal Bank, proses dan sistem, dan yang paling penting adalah kesadaran dan budaya atas kepatuhan. / refers to risk arising when the Bank cannot comply with the law or regulation. If the Bank doesn’t manage the compliance risk well, it runs the potentials of having to pay the fine, receiving penalties, or having its reputation compromised. The level of exposure of the compliance risk depends on several factors, including change in regulations, internal policy, process and system, as well as awareness and culture of compliance. Untuk tujuan ini, Bank telah mengimplementasikan rencana kerja manajemen risiko kepatuhan yang komprehensif setiap tahun untuk meningkatkan budaya kepatuhan, struktur manajemen atau tata kelola yang menyeluruh, mekanisme pemantauan dan pengawasan strategi manajemen risiko serta evaluasi atas efektivitasnya. Pelaksanaan kerangka kerja ini mencakup, antara lain, pengkinian peraturan, pemberian pelatihan, kegiatan sosialisasi peraturan, pemberian konsultasi, peninjauan kebijakan dan prosedur bank, pemantauan atas kepatuhan terhadap ketentuan, penilaian kepatuhan, pengembangan dan peningkatan kinerja sistem untuk menunjang program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU/PPT), serta pengembangan sistem penunjang pelaksanaan fungsi kepatuhan / For this purpose, the Bank has implemented a comprehensive work plan for compliance risk management annually. The move is to nurture compliance culture, comprehensive management structure and governance, mechanisms for monitoring and supervision of risk management strategy, and the evaluation of its effectiveness. The execution of the framework includes regulation update, training, information sharing on the prevailing regulations, consultation, review pf the Bank’s policy and procedure, monitoring of compliance with the regulations, development and improvement of the system performance which supports Anti-money laundering and prevention of financing of terrorism programs (APU/PPT), and the development of support system for the implementation of compliance function. Selain itu, bank juga melakukan upaya dalam menindaklanjuti temuan audit dan rekomendasi pengawas bank termasuk upaya untuk mengurangi/menghindari temuan berulang, serta eskalasi pelaporan atas pelanggaran/penyimpangan yang terjadi kepada Senior Management dan Direksi sehingga mereka senantiasa mendapatkan informasi terkini dan mampu mengambil tindakan dalam mencegah terjadinya pelanggaran/penyimpangan terhadap peraturan perundang-undangan dan ketentuan lain yang / Moreover, the Bank makes efforts to follow up the audit findings and recommendations from bank oversight body, including effort to minimise/preventing repeat findings, and escalation of reports of the violation/misuse to the Senior Management and the Board of Directors so that they are always updated and can take preventive measures. 141 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Penilaian Profil Risiko Risk Profile Assessment Penilaian profil risiko bertujuan untuk memberikan informasi kepada seluruh stakeholder mengenai kondisi risiko usaha yang dihadapi bank. Profil risiko meliputi penilaian terhadap risiko inheren dan efektifitas kualitas penerapan manajemen risiko. The assessment of the risk profile aims at providing information to all stakeholders in relation to the business risks the Bank is facing. Risk Profile includes the assessment of inherent risks and the effectiveness of the quality of the risk management implementation. Penilaian risiko inheren merupakan penilaian atas risiko yang melekat pada kegiatan bisnis Bank, melalui analisa kuantitatif dan kualitatif atas parameter tertentu. Bank melakukan penilaian kualitas penerapan manajemen risiko yang mencerminkan penilaian terhadap kecukupan sistem pengendalian risiko. Penilaian tersebut dilakukan secara self assesment melalui analisa kualitatif terhadap empat aspek penilaian yang meliputi pengawasan aktif Dewan Komisaris dan Direksi, kecukupan kebijakan, prosedur dan penetapan limit, kecukupan proses identifikasi pengukuran, pemantauan dan pengendalian risiko serta sistem informasi manajemen risiko, serta sistem pengendalian intern yang menyeluruh. The assessment of the inherent risks is the assessment of risks attached to the Bank’s business activities, by doing quantitative and qualtitative analyses of specific parameters. The Bank conducts the assessment of the quality of risk management which reflects the assessment of the adequacy of the risk control system. This assessment uses self assesment via qualtitative analysis of the four assessment aspects: active oversight by the Board of Commissioners and the Board of Directors; the adequacy of policy, procedures, and limits; the adequacy of measurement identification process; the monitoring and control of risks and information system of the risk management and comprehensive internal control system. Penilaian profil risiko bank dilakukan oleh masingmasing unit kerja risiko yang dikoordinasikan oleh Direktorat Manajemen Risiko dan disampaikan ke Direksi dan Komisaris serta dilaporkan ke Otoritas Jasa Keuangan (OJK) secara triwulanan. Risk profile assessment is the responsibility of each risk working unit coordinated by Risk Management Directorate and reported to the Board of Directors and the Board of Commissioners, and FSA every quarter of the year. Tabel Penilaian Profil Risiko PT Commonwealth Bank Table of PT Commonwealth Bank Risk Profile Assessment Penilaian Bank Posisi Desember 2016 / Assessment by the Bank as of December 2016 Profil Risiko / Risk Profile Peringkat Kualitas Peringkat Kualitas Peringkat Risiko Penerapan Manajemen Peringkat Peringkat Risiko Penerapan Manajemen Peringkat Inheren / Inheren / Risiko / Risiko / Risiko / Level of Quality Risiko / Level of Quality Inherent Risk Inherent Risk Risk Level Risk Level of Risk Management of Risk Management Level Level Implementation Implementation Kredit / Credit Moderate Satisfactory 3 Moderate Satisfactory 3 Pasar / Market Low to Moderate Satisfactory 2 Low to Moderate Satisfactory 2 Likuiditas / Liquidity Low to Moderate Satisfactory 2 Low to Moderate Satisfactory 2 Operasional / Operational Low to Moderate Satisfactory 2 Moderate Fair 3 Hukum / Legal Low to Moderate Satisfactory 2 Low to Moderate Satisfactory 2 Stratejik / Strategic Low to Moderate Satisfactory 2 Moderate Satisfactory 3 Kepatuhan / Compliance Low to Moderate Satisfactory 2 Low to Moderate Satisfactory 2 Reputasi / Reputation Low to Moderate Satisfactory 2 Low to Moderate Satisfactory 2 Peringkat Komposit / Composite Rating 142 Penilaian OJK Posisi Juni 2016 / Assessment by FSA as of June 2016 2 2 2016 Annual Report Commonwealth Bank | Functional Review Berdasarkan penilaian profil risiko per posisi pelaporan 31 Desember 2016, peringkat risiko komposit berada pada Peringkat 2. Dibandingkan dengan posisi pelaporan sebelumnya (30 Juni 2016), tidak terdapat perubahan pada peringkat komposit. F. Upaya untuk Mengelola Risiko di Tahun 2016 Based on the risk profile assessment report as of 31 December 2016, the composite risk rating is 2, the same rating with the previous reporting period (30 June 2016). F. Efforts to Manage Risks Pemetaan, mitigasi serta berbagai langkah-langkah manajemen risiko yang telah untuk mendukung upaya meminimalkan dampak risiko yang dihadapi selama menjalankan aktivitas bisnis. Berikut upaya yang telah dilakukan Bank dalam rangka mengelola risiko selama tahun 2016, antara lain: Commonwealth Bank conducted mapping, mitigation and other risk management effort to minimise the impact of the risks faced while running business activities. Below are some of the efforts Commonwealth Bank made to manage risks in 2016: 1. Risiko Hukum 1. Legal Risk Pengelolaan manajemen risiko hukum yang berkualitas dilakukan dalam rangka memastikan bahwa seluruh aktivitas dan hubungan kegiatan usaha Bank dengan pihak ketiga serta dalam menjalankan proses penyelesaian tuntutan hukum yang dialami oleh Bank didasarkan pada aturan dan persyaratan yang dapat melindungi kepentingan Bank dari segi hukum. The quality management of legal risk is to ensure that the Bank’s all activities and business relations with the third party and in facing lawsuits are based on the prevailing law and regulations to protect the interests of the Bank in legal matters. Bank dalam menjalankan kegiatan usahanya telah melakukan penerapan prinsip kehatihatian terutama pada seluruh perjanjian kerja sama antara Bank dengan rekan bisnis, Vendor, maupun nasabah, agar mampu untuk dipertahankan dan memenuhi persyaratan hukum yang berlaku di wilayah Republik Indonesia. Faktor-faktor yang menjadi perhatian Bank dalam rangka memitigasi adanya Risiko Hukum adalah faktor litigasi, faktor perikatan (perjanjian) dan faktor ketiadaan peraturan/ perubahan peraturan yang mendukung. Commonwealth Bank continues to apply prudent principal, especially in all corporation agreements between the Bank and business partner or customers, ensuring all regulations stipulated by the regulator are observed. Factors that are the concern of the Bank regarding the mitigation of legal risk are litigation, engagement (agreement), and any lack of governing regulation/revision of regulation. Bank juga memastikan bahwa uji tuntas hukum (Legal Due Dilligence) terhadap dokumentasi hukum dari rekan bisnis, Vendor maupun nasabah korporasi telah dilakukan dengan baik. Bank juga memastikan bahwa di dalam perjanjian kerja sama, ketentuan mengenai jangka waktu perjanjian harus diatur untuk jangka waktu tertentu sehingga tidak ada perjanjian kerja sama yang jangka waktunya tidak terbatas ataupun diperpanjang secara otomatis, serta Bank juga memastikan bahwa penyelesaian sengketa yang dihadapi oleh Bank dilakukan berlandaskan hukum yang berlaku. Commonwealth Bank also carries out proper and thorough Legal Due Diligence on legal documentation of its business partners, vendors and corporate customers, ensuring that the term of agreement is specific so that no agreement has limitless agreement period or automatically extended. The Bank also makes sure that any dispute settlement is based on the prevailing law. 143 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Dalam rangka mendukung strategi Bank, Bank berfokus untuk meningkatkan kesadaran hukum diseluruh jajaran karyawan Bank melalui pelatihan hukum, mengikutsertakan Konsultan Penegakan Hukum yang bertugas membantu Bank dalam menangani kasus-kasus litigasi yang berjalan, dan meningkatkan kaji ulang atas perjanjian kerja sama antara Bank dengan pihak ketiga, menelaah kebijakan dan prosedur yang berlaku serta memberikan pendapat hukum dalam memberikan solusi hukum terhadap unit bisnis untuk memitigasi adanya risiko hukum yang mungkin timbul. To support its strategies, Commonwealth Bank focuses on improving legal awareness of all employees. Commonwealth Bank organises training sessions on legal issues, inviting legal consultants that have been assisting Commonwealth Bank in handling the running litigation cases, and improves the reviews of the Bank’s cooperation agreements with third party, studies the policy and procedures, and provides legal opinions to solve legal matters faced by the business units as a way to mitigate any legal risk. Upaya yang dilakukan Bank untuk mengelola risiko hukum adalah: Commonwealth Bank has taken some measures to manage legal risk, as described below: a. Bank melaksanakan Kajian Risiko Hukum terhadap setiap produk dan transaksi yang akan diluncurkan Bank. a. T he Bank conducts Legal Risk Study on each of the Bank’s product and transaction. b. Bank mendorong pemahaman mengenai Statement of Professional Practice bagi seluruh personil Bank sebagai internalisasi budaya pengelolaan risiko hukum. b. The Bank encourages the understanding of Statement of Professional Practice for all personnel as a means of internalising legal risk management culture. c. Bank menugaskan fungsi pengelolaan Risiko Hukum dipegang oleh Divisi Legal yang dibagi menjadi 2 unit yaitu Corporate Legal dan Asset Product Legal. Fungsi Litigasi berada pada unit Corporate Legal. c. The Bank appoints Legal Division to manage legal risk. The division is divided into two units: Corporate Legal and Asset Product Legal. The litigation function is the responsibility of the Corporate Legal unit. d. Bank memiliki dan melaksanakan ketentuan delegasi kewenangan dikendalikan dengan baik melalui Authorised Signature Policy, authority grid dan GCG Substitute Policy. d. The Bank owns and executes the provision of delegation of authority with Authorised Signature Policy, authority grid, and GCG Substitute Policy. e. Bank selalu menyertakan pertimbangan Risiko Hukum dalam pengambilan keputusan yang antara lain dalam kasus hukum yang dihadapi dan dalam kajiankajian hukum terhadap produk dan aktifitas Bank. e. T he Bank always considers any legal risks before making a decision in legal cases and in legal studies concerning its products and activities. f. Bank memiliki Kebijakan dan Prosedur terkait manajemen risiko hukum yang memadai. f. The Bank has an adequate list of policy and procedures related to legal risk management. g. Bank memiliki sumber daya manusia yang memadai baik dari segi kuantitas dan kompetensi pada fungsi pengelolaan risiko hukum. g. The Bank has sufficient human resources, based on the quantity and competence, for managing its legal risk. 2. Risiko Strategis Bank mengelola risiko strategis melalui proses pertimbangan dan pengambilan keputusan 144 2. Strategic Risk Commonwealth Bank manages its strategic risk through decision consideration and 2016 Annual Report Commonwealth Bank | Functional Review secara kolektif dan komprehensif di lingkungan komite-komite pengawasan dan eksekutif, yang turut mempengaruhi dan berdampak pada langkah-langkah bisnis yang akan diambil dalam kerangka kebijakan dan arah yang telah ditetapkan. Bank juga mengawasi implementasi rencana bisnis Bank sebagai bagian dari pengelolaan risiko strategis. decision making processes done collectively and comprehensively by the supervisory and executive committees. The decisions affect the business and the policy framework. Also a part of its strategic risk management is Commonwealth Bank’s monitoring of the implementation of its business plans. Untuk memberikan pelayanan yang superior kepada pelanggan, Bank menyelaraskan strateginya dengan konsumsi domestik dan karakteristik ekonomi Indonesia yang didorong oleh UKM. Hal ini memungkinkan Bank untuk menyeimbangkan pertumbuhan dengan manajemen risiko yang memadai dan menjaga risiko pada tingkat yang dapat ditolerir oleh Bank. Diversifikasi portofolio antara segmensegmen yang berbeda juga memberikan fleksibilitas yang dibutuhkan oleh Bank untuk menghadapi ketidakpastian dan perubahan faktor eksternal. Walaupun bukan hal yang dapat cepat dilakukan, Manajemen Bank menunjukkan keseriusan dengan melanjutkan langkah yang perlu dipersiapkan untuk strategi ini dengan melakukan rangkaian persiapan untuk strategi baru. To provide superior services to customers, the Bank aligns its strategies with the domestic consumption and the characteristic of Indonesian economy with SME as the driving force. This move enables Commonwealth Bank to balance its growth and risk management, and maintains the risks at a tolerable level. Portfolio diversification between different segments gives flexibility needed to face uncertainty in the industry and changes brought about by external factors. Even though the benefit is slow in coming, the management maintains this strategy whilst preparing the new ones. Dalam menjaga kesehatan finansialnya, Bank secara aktif terus melakukan kajian terhadap struktur biayanya. Pengelolaan manajemen biaya yang ketat sudah dilakukan oleh Bank yang juga didukung oleh inisiatif produktivitas dan perbaikan proses yang signifikan agar Bank tetap dapat memberikan layanan tanpa mengurangi kualitas layanan untuk nasabahnya. Metrik stratejik utama (seperti BOPO, LDR, CAR dan ROA) diawasi secara ketat oleh Manajemen Senior (dalam pertemuan tim manajemen mingguan dan pertemuan dua bulanan Dewan) sehingga faktor-faktor potensial yang dapat berdampak negatif terhadap target bisnis dapat dengan cepat diidentifikasi. In maintaining its financial soundness, the Bank actively studies the financial structure. The strict management of costs is supported by productivity initiative. Moreover, significant improvement of the process is made so that Commonwealth Bank maintains the quality of its services. The senior management, in the weekly managerial meeting and bimonthly meeting with the boards, closely monitors its main strategic metrics, such as BOPO, LDR, CAR and ROA, so that factors that have the potential to bring about negative impact to the business target can be identified sooner rather than later. Bank juga melakukan pengelolaan biaya dengan kontrol yang ketat untuk mendukung tujuan bisnis Bank. Oleh karena itu, Bank berada dalam jalur yang tepat untuk mencapai target bisnis tahunan. Berbagai inisiatif pengelolaan biaya dan kontrol pengeluaran sudah dilakukan oleh Bank. The Bank also strictly manages businesssupporting costs to help the Bank reach its annual business targets. This is accompanied by various cost and control initiatives. Dengan adanya dukungan kuat perusahaan induk baik secara langsung maupun tidak langsung dalam berbagai bentuk, Bank memiliki keuntungan untuk mendapatkan sumber With the strong support from the parent company, either directly or indirectly, and in various forms, the Bank gains advantage in more efficiently obtaining resources and 145 Laporan Tahunan 2016 Commonwealth Bank 146 | Tinjauan Fungsional daya, kapabilitas dengan lebih efisien. Hal ini termasuk juga dalam pengelolaan risiko dimana adanya transfer kapabilitas dalam berbagai area di Bank untuk mendukung pengelolaan risiko dan strategi Bank di jangka panjang. Walaupun adanya dukungan perusahaan induk ini, Bank dengan ketat juga terus melakukan pengawasan untuk prioritas strategisnya sehingga langkah langkah yang diambil dapat tepat guna dan efisien. capabilities. This includes risk management in the form of transfer of capabilities in various areas to support the long-term risk and strategic management. Even with the support from the parent company, Commonwealth Bank strictly monitors its strategic priorities, ensuring they are effective and efficient. Upaya yang dilakukan Bank untuk mengelola risiko strategis adalah: Some efforts the Bank has made in managing strategic risk are as follows: a. Memperkuat jajaran Direksi dan Tim Manajemen untuk mendorong implementasi strategi baru dan mendukung misi dan tujuan Bank. Pengawasan tujuan strategis yang ketat dari jajaran Dewan Direksi akan memastikan Bank bergerak ke arah yang tepat a. S trengthen the Board of Directors and the management team to encourage the implementation of new strategies and support the Bank’s missions and objectives. The strict monitoring of strategic objectives by the Board of Directors ensures that the Bank is moving in the right direction b. Menyeimbangkan antara pertumbuhan bisnis dan portofolio risiko kredit dengan memperbesar portofolio kredit dari target segmen dan pada saat yang sama mengelola penurunan portofolio komersial b. Balance between business growth and credit risk portfolio by growing credit portfolio from the target segment and at the same time managing the decline in the commercial portfolio c. Membangun layanan digital yang mengedepankan end to end digital customer experience melalui transformasi jaringan kantor cabang dengan melakukan integrasi layanan digital kedalam jaringan kantor. Bank juga tengah mengembangkan bisnis model yang memungkinkan Bank melakukan akuisisi nasabah dalam jumlah yang besar melalui KIOSK sebagai layanan digital yang memberikan end to end digital customer experience c. Develop digital services focusing on end-to-end digital customer experience through transformation of its office network. The Bank integrates digital services into the office network. The also develops a business model which enables it to acquire many customers with the use of KIOSK, Commonwealth Bank’s digital service that delivers end-to-end digital customer experience d. Memastikan Perusahaan induk Bank terus mendukung melalui transfer kemampuan untuk membantu Bank memberikan layanan terbaik dan pada saat yang sama juga melakukan mitigasi risiko-risiko utama d. Ensure that the parent company continues to support with transfer of capability while at the same time mitigate the major risk e. Melakukan pengukuran indicator finansial utama seperti BOPO, LDR, CAR dan ROA yang diawasi secara ketat oleh jajaran Direksi (dalam rapat Direksi mingguan dan rapat Komisaris yang diadakan satu kali dalam dua bulan) sehingga dapat dengan cepat mengidentifikasi faktor-faktor potensial yang dapat berdampak negatif pada target bisnis e. Measure the major financial indicators, including BOPO, LDR, CAR and ROA, with strict oversight by the Board of Directors (in the weekly meetings), and with the Board of Commissioners (in bimonthly meetings). The close oversight is intended to quickly identify factors which have the potential to negatively impact the achievement of the Bank’s business targets 2016 Annual Report Commonwealth Bank | Functional Review f. Penetapan priotitas strategis untuk setiap bisnis dalam mencapai tujuan jangka pendek dan jangka panjang seperti misalnya peningkatan produktivitas, perbaikan proses serta melakukan cara lain untuk pertumbuhan bisnis seperti kemitraan, sinergi dengan sister company dan juga optimalisasi jaringan kantor cabang 3. Risiko Reputasi f. S et the strategic priority so that the shortterm and long-term objectives are reached, for example, improvement of productivity and process, and provision of other ways to grow business, including partnership, synergy with sister company, optimisation of the office network 3. Reputational Risk Manajemen Risiko Reputasi adalah tanggung jawab semua orang dan sebagai bagian dari peningkatkan kesadaran risiko reputasi Bank. Bank telah memberikan pelatihan Kode Etik dan Kesadaran Risiko untuk semua karyawan Bank. Commonwealth Bank adopts three lines of defence method to manage reputational risk. The management of reputational risks is the responsibility of all and is part of the reputational awareness program. The Bank has organised Code of Conduct and Risk Awareness training sessions for all employees. Bank mengadopsi ambang batas risiko sebagaimana tercantum dalam Pernyataan Risiko yang Dapat Diterima dan Matriks Risiko 5x5 serta adanya Kebijakan Manajemen Risiko, Kebijakan Perlindungan Nasabah, Kebijakan dan Prosedur Penanganan dan Penyelesaian Pengaduan Nasabah serta Kebijakan dan Prosedur Media. Pelaporan dan pemantauan dilakukan melalui pelaporan manajemen atas indikator metrik yang dilakukan secara berkala seperti Laporan Customer Care, Laporan Key Risk Indicator (KRI), Laporan Direktur Kepatuhan dan Laporan Profil Risiko. Contoh indikator yang dilaporkan adalah jumlah pengaduan yang dapat diselesaikan sesuai Service Level Agreement (SLA), status penyelesaian pengaduan, analisis penyebab utama kecenderungan dan pengaduan nasabah. Tindakan responsif yang dilakukan oleh lini depan dan dukungan dalam menangani pengaduan nasabah dan tindak lanjut atas pengaduan nasabah tersebut dapat mengurangi dampak negatif terhadap reputasi Bank. In managing reputational risk, Commonwealth Bank adopts risk benchmark as stated in the Acceptable Risk Statement and 5x5 Risk Matrix. There are also Risk Management Policy, Customer Protection Policy, Policy and Procedures for Handling Customer Complaints, and Media Policy and Procedures. Reporting and supervision are done through management reporting based on the metric indicator and are done periodically, such as Customer Care report, Key Risk Indicator (KRI) report, Compliance Director report, and Risk Profile Report. An example of reported indicator is the number of complaints which the Bank has settled based on Service Level Agreement (SLA), the status of complaint settlement, and analysis of the trend and main reason for customer complaints. Responsive actions taken by the front liners, support in handling customer complaints, and the follow up of the complaints can lessen the negative impact to the Bank’s reputation. Upaya yang dilakukan Bank untuk mengelola risiko reputasi adalah: Below are some efforts by the Bank to manage reputational risk: 1. Penanganan media yang baik dan dijalankan oleh Departemen Corporate Communications, dengan koordinasi yang baik dengan Direksi. Proses pemantauan media dilaksanakan secara sistematis dari berbagai media publikasi cetak dan online dengan jalur eskalasi masalah yang telah ditentukan berdasarkan signifikansi masalah 1. Good media handling run with high discipline by Corporate Communications department, under coordination with the Board of Directors. The media monitoring process is done systematically from various publications and data collection/online sources, including social media outlets, such as Facebook and Twitter. The problem escalation channel 147 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional kepada anggota Direksi yang terkait. Jalur komunikasi yang jelas juga telah disiapkan untuk memastikan keseragaman pesan komunikasi kepada karyawan lini depan terkait dengan pemberitaan media atau isu reputasi. is determined based on the significance of the issues to the related director. A clear communication channel is also available to ensure the uniformity of communique to the front liners related to the media publication or reputation-related issues. 2. Untuk melakukan penanganan pengaduan nasabah dengan baik dan sistematis, Bank telah memiliki unit kerja yang melakukan pelayanan dan penanganan pengaduan nasabah yaitu Divisi Customer Experience and Business Inteligence. Bank juga telah memiliki channel penerimaan pengaduan dan mekanisme penyampaian pengaduan dari nasabah ke Bank telah dipublikasikan di website Bank. Dalam penanganan pengaduan nasabah, Bank juga telah memiliki kebijakan beserta prosedur penanganan dan penyelesaian pengaduan nasabah yang dikaji secara berkala sesuai ketentuan. Hasil pemantauan dan pelaporan dilakukan secara bulanan kepada Board of Directors beserta Key Voice of Customer Metrics. Adapun metric laporan di antaranya adalah jumlah pengaduan, Turn Around Time (TAT) penyelesaian pengaduan, dan kualitas penanganan penyelesaian pengaduan beserta analisis pola kecenderungan pengaduan dan akar permasalahannya. 2. T o handle customer complaints well and systematically, the Bank has a work unit tasked with providing services and handling of customer complaints, namely Customer Experience and Business Intelligence division. The Bank has set up a channel to receive complaints and the mechanism for sending complaints is available on the Bank’s website. Commonwealth Bank also has a policy and procedures for handling and settling complaints. The Bank reviews these periodically as stipulated by the regulation. The result of the monitoring and reporting is submitted each month to the Board of Directors along with Key Voice of Customer Metrics. The report metrics include the number of complaints, Turn Around Time (TAT) for complain settlement, and the quality of the settlement, as well as the analysis of the trend and root of the cause for the complaints. 3. Pemberian pengetahuan kepada frontliners akan pentingnya Kode Etik, Kesadaran Risiko, Prinsip Perlindungan Nasabah dan Kebijakan serta Prosedur Penanganan dan Penyelesaian Pengaduan Nasabah dilakukan melalui pelatihan baik secara tatap muka maupun online (e-learning). Pelatihan ini dilakukan oleh Divisi Learning & Development yang berkerja sama dengan unit kerja terkait dan di antaranya untuk Perlindungan Nasabah dan Penanganan Penyelesaian Pengaduan Nasabah bekerja sama dengan Departemen Customer Experience and Relations. 3. Informing the front liners of the importance of Code of Ethics, Risk Awareness, Customer Protection Principle, and the Policy and Procedures for Handling Complaints is through training sessions, either classroom sessions or online (e-learning). The training is the responsibility of Learning & Development division, cooperating with the related work unit. For example, the division cooperates with Customer Experience and Relations department for Customer Protection, and for Customer Complaints’ Handling and Settlement. 4. Risiko Kepatuhan Pengelolaan risiko kepatuhan untuk tahun 2016, Bank telah mengimplementasikan rencana kerja manajemen risiko kepatuhan yang komprehensif setiap tahun untuk meningkatkan budaya kepatuhan, struktur manajemen atau tata kelola yang menyeluruh, mekanisme pemantauan dan pengawasan 148 4. Compliance Risk In 2016, to manage compliance risk, the Bank implemented comprehensive compliance risk management work plan. The plan is set up to develop the culture of compliance, comprehensive management structure or governance, the mechanism for monitoring and supervising risk management strategy, and the 2016 Annual Report Commonwealth Bank | Functional Review strategi manajemen risiko serta evaluasi atas efektivitasnya. Pelaksanaan kerangka kerja ini mencakup, antara lain, pengkinian peraturan, pemberian pelatihan, kegiatan sosialisasi peraturan, pemberian konsultasi, peninjauan kebijakan dan prosedur bank, pemantauan atas kepatuhan terhadap ketentuan, penilaian kepatuhan, pengembangan dan peningkatan kinerja sistem untuk menunjang program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU/PPT), serta pengembangan sistem penunjang pelaksanaan fungsi kepatuhan. evaluation of its effectiveness. This framework comprises, among others, regulation updates, training, regulation dissemination program, consulting, monitoring of the Bank’s policy and procedures, monitoring of compliance with the regulation, assessment of the compliance, improvement of the system performance to support anti-laundering program and anti-financing of terrorism (APU/PPT), and the development of the support system for compliance function. Selain itu, bank juga melakukan upaya dalam menindaklanjuti temuan audit dan rekomendasi pengawas bank termasuk upaya untuk mengurangi/menghindari temuan berulang, serta eskalasi pelaporan atas pelanggaran/ penyimpangan yang terjadi kepada Direksi sehingga mereka senantiasa mendapatkan informasi terkini dan mampu mengambil tindakan dalam mencegah terjadinya pelanggaran/ penyimpangan terhadap peraturan perundangundangan dan ketentuan lain yang berlaku. Commonwealth Bank also acts to follow up the audit findings and recommendation from the Bank’s supervisory bodies. This includes taking measures to avoid repeat findings, and the escalation of reports of the misappropriation/ misuse to Senior Management and the Board of Directors so that they are always updated and can take actions to prevent repeat violations of regulations. 5. Risiko Kredit 5. Credit Risk Komposisi serta tingkat konsentrasi portofolio Bank bergerak ke arah yang diharapkan dimana proporsi kredit SME and Retail meningkat dan proporsi pinjaman komersial perlahan-lahan menurun. The composition and the level of concentration of portfolio moved towards the desired direction. The proportion of SME and retail credits improved and the proportion of commercial loans gradually declined. Untuk menjaga agar keseluruhan kualitas kredit tetap di tingkat yang sesuai dengan risk appetite Bank, beberapa kerangka telah diterapkan dan dijalankan untuk memitigasi bertambahnya aset berkualitas rendah dan aset bermasalah (NPL) di semua Iini bisnis, antara lain dengan melakukan pemantauan yang ketat ates kinerja nasabah yang dinilai memiliki risiko kredit yang lebih tinggi, membatasi paparan kredit atas sektor yang berislko tinggi, mengurangi paparan kredit atas pinjaman dalam Valuta asing, menghentikan auto approval untuk cabang-cabang yang mempunyai rasio NPL yang tinggi dan meningkatkan analisa kualitas kredit di cabang-cabang serta memperkuat pemantauan atas nasabah yang menunggak dengan DPD <90 maupun 90+, meminta penambahan jaminan berupa tanah dan bangunan (apabila memungkinkan), penurunan To ensure the overall quality of loans is at the level which is in step with the Bank’s risk appetite, Commonwealth Bank has set and executed several frameworks to mitigate the increasing low-quality assets and nonperforming loans (NPL) in all business lines. This is done by strict monitoring of the performance of the customers with higher credit risk, limiting credit exposure for the high-risk sectors, lessening the credit exposure for loans using foreign exchange, disabling auto approval at branch offices with high NPL ratio, improving the credit quality analysis at branch offices, and strengthening monitoring of the customers that have failed to pay their obligations with DPD <90 or 90+. The Bank also requested additional collateral, in the form of building and land (where possible), decrease the facilities limit gradually for customers with high credit risk, 149 Laporan Tahunan 2016 Commonwealth Bank 150 | Tinjauan Fungsional limit fasilitas secara bertahap untuk nasabah yang dinilai memiliki risiko kredit yang tinggi dan restrukturisasi bagi nasabah-nasabah yang rnempunyai masalah cash flow. and restructuring for customers with cash flow problem. Dalam hal menjaga agar kualitas portofolio Bank pada segmen SME dan Komersial tidak mengalami penurunan lebih lanjut dan untuk meminimalkan adanya potensi kerugian dari aktiva yang kurang lancar, selain melakukan tinjauan ke nasabah secara berkala, sudah dilakukan inisiatif untuk mengidentifikasi lebih awal portofolio yang memperlihatkan penurunan kualitas kredit atau adanya kenaikan risiko kredit nasabah dan memasukannya ke dalam ‘Watch List’. Untuk memfasilitasi penentuan Watch List terutama di segmen Komersial, maka fungsi kontrol melalui rapat Komite Kredit ditingkatkan sehingga dapat lebih sering dilakukan diskusi dalam hal penentuan strategi, adanya informasi terbaru dan follow-up dari action plan untuk nasabah-nasabah tersebut. To ensure the quality of the Bank portfolio in the SME and retail segments did not fall, and to minimise potential for loss from substandard assets, the Bank periodically reviews the customers, and takes an initiative to identify earlier the portfolio which shows a decline in credit quality or to identify the increase in the credit risks for certain customers and put them in the Watch List. To facilitate the listing in the Watch List, especially for the Commercial segment, the Credit Committee runs its control function by holding meetings more frequently. The meetings discuss the strategies, the new information and the follow up of the action plan for these customers. Dalam hal mengelola risiko kredit, Bank menerapkan scorecard dan penggunaan peringkat eksposur yang merupakan suatu alat pengukuran untuk memperkirakan probabilitas nasabah yang akan menjadi default (probability of default) dan potensi kerugian dari kredit bermasalah (loss given default). Auto Approve merupakan proses analisa kredit berbasis portofolio yang hanya berlaku bagi kelompok segmen berisiko rendah dan Auto Decline untuk kelompok segmen yang memiliki profil risiko tinggi. Sementara itu, behavour scorecard diimplementasikan dalam strategi tinjauan kredit tahunan (credit annual review) di segmen SME. In managing credit risk, the Bank sets up a scorecard and uses exposure rating. This is a measuring tool to measure the probability of customers with the potential for default (probability of default) and the potential for loss from default credit (loss given default). Auto Approve is a process of analysing credit with the basis on portfolio available only for the lowrisk group, and Auto Decline is for the high-risk group. Behaviour scorecard is implemented in the credit annual review for the SME segment. Pada tahun 2016, Bank sudah melakukan stress test tahunan sebagai alat untuk memperkirakan besarnya dampak kerugian ketika terjadi gejolak ekonomi dan menilai dampak terhadap kecukupan modal Bank dalam menyerap potensi kerugian yang terjadi, dimana stress test ini memberikan hasil yang dapat diterima. In 2016, Commonwealth Bank conducted the annual stress test, as a tool to predict the size of the loss due to economic downturn/turmoil, and to predict the impact to the Bank’s capital adequacy in absorbing the potential for loss. The stress test shows acceptable result. Berbagai upaya telah dilakukan Bank secara intensif untuk menyelamatkan kredit bermasalah, baik melalui penagihan, penjualan agunan, pelunasan fasilitas kredit, eksekusi hak tanggungan melalui badan pelelangan, kepailitan dan jalur hukum lainnya. Upaya penyelamatan kredit ini diterapkan untuk semua segmen bisnis guna menjaga rasio NPL yang memadai. The Bank has made some intensive efforts to save bad loans, either through collection, sales of collateral, repayment of credit facility, execution of guarantee rights through auction agency, filing for bankruptcy, and other legal methods. This credit rescue efforts apply to all business segments to maintain adequate NPL ratio. 2016 Annual Report Commonwealth Bank | Functional Review Consumer Credit Risk juga mendukung strategi bisnis yang akan melakukan fokus pada secondary market maupun primary market tentunya dengan melakukan proses analisa kredit yang sesuai dengan risk appetite Bank. Adapun untuk segmen Primary Market, Bank memandang akan ada perbedaan risiko dari sisi jaminan khususnya untuk primary market yang jaminannya masih dalam keadaan indent (proses pembangunan) dan kemungkinan sertifikat yang belum terbit secara pecahan, sehingga dipandang perlu untuk mefakukan analisa yang lebih dalam untuk proses pemilihan developer. Consumer Credit Risk also supports the business strategy which focuses on the secondary market and primary market by conducting credit analysis process in line with the risk appetite. For the Primary Market segment, the Bank believes there is a discrepancy of risks seen from the type of collateral, especially the primary market whose collateral is indent (in the development process) and the possibility of the certificate issued in the form of piece meal, so that there should be in depth analysis in the process of choosing a developer. a. Pengelolaan Risiko Kredit a. Management of Credit Risk Pengelolaan risiko kredit bertujuan untuk mengukur, mengantisipasi, dan meminimalisir kerugian akibat kegagalan nasabah debitur atau counterparty dalam memenuhi kewajibannya. The management of credit risk has the objective of measuring, anticipating, and minimising losses due to the failure of debtors or counterparty to meet their obligations. Dalam menjalankan bisnisnya, Bank terus berfokus pada perbaikan dari proses penyaluran kredit secara terus menerus dan peningkatan kontrol internal antara lain melalui: In running its business, the Bank remains focused on improving its loan disbursement process and its internal control. This is done by performing the following activities: 1. Pemantauan dan penyempurnaan sistem scorecard yang berkesinambungan; 1. Continuous supervision and improvement the scorecard system; 2. Mempersingkat proses penyaluran kredit pada segmen SME tanpa mengorbankan kualitas kredit; 2. Simplification of the loan disbursement process in the SME segment without forfeiting the quality of credits; 3. Memperbesar peran CQR (Credit Quality Review) dalam memantau kredit dengan jumlah yang lebih basar pada segmen SME diluar scorecard; 3. Improvement of the role of CQR (Credit Quality Review) in monitoring large loans in the SME segment which was not included in the scorecard; 4. Mengimplementasikan CRG (Credit Risk Grade) untuk kaji ulang Kredit Modal Kerja; 4. Implementation of CRG (Credit Risk Grade) for reviewing working capital loan; 5. Mengintensifikasikan pengelolaan kredit Komersial termasuk pemantauan ketat dari nasabah dengan kredit yang sudah jatuh tempo termasuk identlfikasi nasabah dengan risiko kredit yang meningkat; 5. Intensification of the management of the commercial loans, including strict monitoring of the customers with overdue loan. This also includes the identification of customers whose credit risk level has risen; 6. Penyempurnaan fungsi pemantauan dari pemenuhan covenants dan penyerahan dokumen serta pemantauan dari fasilitas PRK/overdraft oleh unit Credit Monitoring; 6. Improvement of the supervisory function in the fulfilment of covenants, submission of documents, and monitoring of PRK/ overdraft facility by the Credit Monitoring unit; 151 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional 7. Fokus untuk mendapatkan hasil audit yang memadai dari Audit Internal (Credit Portofolio Assurance) dan OJK dengan profil tingkat risiko yang stabil. Pemantauan kredit juga ditunjang oleh tim Risk Analytics melalui analisa portofolio, analisa pasar dan peer Group, serta penguatan sumber daya manusia di unit CRU. b. Prosedur Pemberian Kredit Bank menerapkan prinsip-prinsip kehatihatian dalam pemberian kredit. Dalam pemberian kredit, Bank melakukan fungsi analisis kredit, fungsi persetujuan kredit dan fungsi administrasi kredit. Proses pemberian kredit di Commonwealth Bank dilakukan secara terintegrasi oleh Business Unit dan Credit Risk Unit. c. Pengukuran Risiko Kredit 152 7. Focus on obtaining ample audit result from the internal Audit (Credit Portfolio Assurance) and FSA with stable risk profile rating. Credit monitoring also gets support from the Risk Analytics team. The team conducts portfolio analysis, market analysis, peer Group, and improving the human resources at the CRU unit. b. Procedure for Credit Disbursement Commonwealth Bank applies the prudential principle in disbursing loans. The Bank exercises credit analysis function, credit approval function, and credit administration function. Disbursement of credit is an integrated process performed by Business Unit and Credit Risk Unit. c. Credit Risk Measurement Estimasi terhadap eksposur risiko kredit adalah proses yang kompleks dan memerlukan penggunaan model, dimana nilai dari suatu produk bervariasi tergantung dengan perubahan pada variabel-variabel pasar, arus kas masa depan dan rentang waktu. Penilaian risiko kredit atas suatu portofolio aset memerlukan estimasiestimasi, seperti kemungkinan terjadinya wanprestasi, rasio kerugian dan korelasi wanprestasi antar rekanan. The estimate of the credit risk exposure is a complex process which requires the use of a model, in which the value of a product varies depending on the changes of several variables, namely market, future cash flow, and the time span. Credit risk assessment of a certain asset portfolio requires estimates, including the possibility of a breach of contract, loss ratio, and correlation between counterparty default. Dalam mengukur risiko kredit untuk pinjaman yang diberikan, Bank mempertimbangkan tiga komponen: In measuring a credit risk, the Bank takes into account three components below: a. Estimasi kerugian, yang memperkirakan kemungkinan debitur atau rekanan tidak dapat memenuhi kewajibannya; a. Loss estimate, meaning the Bank makes an estimate of debtor or counterparty failing to fulfil the contract; b. Estimasi tingkat eksposur saat debitur atau rekanan tidak dapat memenuhi kewajibannya baik pada on-balance sheet maupun off-balance sheet; dan b. Exposure rating estimate for when the debtor or counterparty is unable to meet their obligation, either on the on-balance sheet or on the off-balance sheet; and c. Estimasi kerugian yang harus ditanggung bank apabila kewajiban debitur yang telah wanprestasi tidak dibayar penuh. c. Loss estimate the Bank has to incur should the debtor fails to perform its obligations. Untuk mengelola dan memantau risiko atas penyaluran kredit, Bank secara rutin melakukan analisis terhadap portofolio kredit berdasarkan segmentasi bisnis dan kualitas kredit dari debitur atau rekanan. To manage and monitor risk related to credit disbursement, the Bank routinely analyse the credit portfolio based on the business segment and credit quality of the debtor or counterparty. 2016 Annual Report Commonwealth Bank | Functional Review Pemantauan atas kebijakan dan batas kredit dilakukan secara berkala termasuk pemantauan terhadap Batas Maksimum Pemberian Kredit, segmentasi bisnis (kategori debitur), jenis mata uang dan sektor ekonomi. The Bank conducts periodic monitoring of the policy and credit ceiling. This includes the Maximum Credit Ceiling, business segment (categories of debtor), type of current exchange, and the economic sector. Tabel 1.a Pengungkapan Kuantitatif Struktur Permodalan Bank Umum Table 1.a Quantitative Disclosure of Bank’s Capital Structure Komponen Modal Capital Component (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2016 31 Desember 2015 31 December 2016 31 December 2015 Bank Bank Bank I. Modal Inti (Tier 1) Bank 3.361.875 Core Capital (Tier 1) 1. Modal Inti Utama / Common Equity Tier 1 (CET 1) Core Capital / Common Equity Tier 1 (CET 1) 1.1 Modal disetor (Setelah dikurangi Saham Treasury) Paid Up Capital (After deduction with Treasury Stock) 1.2 Cadangan Tambahan Modal Additional Capital Reserves 1.2.1 Faktor Penambah Supplementary factors 1.2.1.1 Pendapatan komprehensif lainnya Other Comprehensive Income 1.2.1.1.1 Selisih lebih penjabaran laporan keuangan The excess of financial statement translation 1.2.1.1.2 Potensi keuntungan dari peningkatan nilai wajar aset keuangan dalam kelompok tersedia untuk dijual 3.762.053 3.361.875 3.819.667 147.325 584.305 4.634 - 4.634 Potential benefits from the increase on fair value of financial assets in available for sale category 1.2.1.1.3 Saldo surplus revaluasi aset tetap The balance of revaluation surplus 1.2.1.2 Cadangan tambahan modal lainnya (other disclosed reserves) Other disclosed capital reserves 1.2.1.2.1 Agio Agio 1.2.1.2.2 Cadangan umum General reserves 1.2.1.2.3 Laba tahun-tahun lalu Prior years profit 579.671 25.097 14.911 539.663 1.2.1.2.4 Laba tahun berjalan - 1.2.1.2.5 Dana setoran modal - Profit for the year Capital paid in advance 153 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Komponen Modal Capital Component 31 Desember 2016 31 Desember 2015 31 December 2016 31 December 2015 Bank Bank Bank 1.2.1.2.6 Lainnya Others 1.2.2 Faktor Pengurang Reduction factors 1.2.2.1 Pendapatan komprehensif lainnya Other Comprehensive Income 1.2.2.1.1 Selisih kurang penjabaran laporan keuangan Less difference of financial statement translation 1.2.2.1.2 Potensi kerugian dari penurunan nilai wajar aset keuangan dalam kelompok tersedia untuk dijual Potential loss from the decrease on fair value of financial assets in available for sale category 1.2.2.2 Cadangan tambahan modal lainnya (other disclosed reserves) Bank (436.980) - - (436.980) Other disclosed capital reserves 1.2.2.2.1 Disagio Disagio 1.2.2.2.2 Rugi tahun-tahun lalu Prior years loss 1.2.2.2.3 Rugi tahun berjalan Loss for the year 1.2.2.2.4 Selisih kurang antara Penyisihan Penghapusan Aset (PPA) dan Cadangan Kerugian Penurunan Nilai (CKPN) atas aset produktif Less difference between PPA and CKPN on productive assets 1.2.2.2.5 Selisih kurang jumlah penyesuaian nilai wajar dari instrumen keuangan dalam Trading Book Less difference of amount of fair value adjustment from the financial instruments in Trading Book 1.2.2.2.6 PPA aset non produktif yang wajib dibentuk PPA non-productive assets that should be provided (436.064) - - - (916) 1.2.2.2.7 Lainnya Others 1.3 Kepentingan Non Pengendali yang dapat diperhitungkan Non-controlling interests that can be taken into account 1.4 Faktor Pengurang Modal Inti Utama Reduction factors of core capital 1.4.1 Perhitungan pajak tangguhan Deferred taxes calculation 1.4.2 Goodwill Goodwill 1.4.3 Seluruh aset tidak berwujud lainnya The whole other intangible assets (605.117) (165.035) (53.677) (386.405) 1.4.4 Penyertaan yang diperhitungkan sebagai faktor pengurang - 1.4.5 Kekurangan modal pada perusahaan anak asuransi - 1.4.6 Eksposur sekuritisasi - Investments that taken into account as a reduction Lack of capital in insurance subsidiaries Securitisation exposures 1.4.7 Faktor Pengurang modal inti utama lainnya Other reduction factors of core capital 154 - - 2016 Annual Report Commonwealth Bank | Functional Review Komponen Modal Capital Component 31 Desember 2016 31 Desember 2015 31 December 2016 31 December 2015 Bank Bank Bank Bank 1.4.7.1 Penempatan dana pada instrumen AT 1 dan/atau Tier 2 pada bank lain - 1.4.7.2 Kepemilikan silang pada entitas lain yang diperoleh berdasarkan peralihan karena hukum, hibah, atau hibah wasiat - Placement of funds on the instrument AT 1 and/or Tier 2 in other banks Cross-ownership on other entities acquired by the transition because of the law, grants, or grants will 2. Modal Inti Tambahan / Additional Tier 1 (AT 1) Additional Core Capital / Additional Tier 1 (AT 1) 2.1 Instrumen yang memenuhi persyaratan AT 1 Instruments that meet the requirements of AT 1 2.2 Agio/Disagio Agio/Disagio 2.3 Faktor Pengurang Modal Inti Tambahan Reduction factors of Additional Core Capital - 2.3.1 Penempatan dana pada instrumen AT 1 dan/atau Tier 2 pada bank lain - 2.3.2 Kepemilikan silang pada entitas lain yang diperoleh berdasarkan peralihan karena hukum, hibah, atau hibah wasiat - Placement of funds on the instrument AT 1 and/or Tier 2 in other banks Cross-ownership on other entities acquired by the transition because of the law, grants, or grants will II. Modal Pelengkap (Tier 2) Supplementary Factors (Tier 2) 1. Instrumen modal dalam bentuk saham atau lainnya yang memenuhi persyaratan Tier 2 Capital instruments in the form of shares or others that meet the requirements of Tier 2 2. Agio/Disagio Agio/Disagio 3. Cadangan umum PPA atas aset produktif yang wajib dibentuk (paling tinggi 1,25% ATMR Risiko Kredit) PPA general reserves on productive assets that shall be constituted (at max 1.25% of RWA for Credit Risk) 4. Faktor Pengurang Modal Pelengkap Reduction factors of supplementary capital 4.1 Sinking Fund Sinking Fund 4.2 Penempatan dana pada instrumen Tier 2 pada bank lain Investment on the instrument of Tier 2 in other banks 4.3 Kepemilikan silang pada entitas lain yang diperoleh berdasarkan peralihan karena hukum, hibah, atau hibah wasiat Cross-ownership on other entities acquired by the transition because of the law, grants, or grants will TOTAL MODAL TOTAL CAPITAL 114.438 182.698 - - 114.438 - - 3.476.313 3.944.751 155 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Komponen Modal Capital Component 31 Desember 2016 31 Desember 2015 31 December 2016 31 December 2015 Bank Bank Bank Bank ASET TERTIMBANG MENURUT RISIKO (ATMR) RISK WEIGHTED ASSETS (RWA) ATMR RISIKO KREDIT RWA For Credit risks ATMR RISIKO PASAR RWA For Market risks ATMR RISIKO OPERASIONAL RWA For Operational risks TOTAL ATMR TOTAL RWA RASIO KPMM SESUAI PROFIL RISIKO CAR ratio in accordance with profile risks 10.709.924 14.615.838 53.250 47.213 2.672.513 2.560.150 13.435.687 17.223.201 9,48% 9,39% ALOKASI PEMENUHAN KPMM SESUAI PROFIL RISIKO FULFILLMENT ALLOCATION OF CAR Dari CET 1 (%) From CET 1 (%) Dari AT 1 (%) From AT 1 (%) Dari Tier 2 (%) From Tier 2 (%) 8,63% 0,00% 0,85% RASIO KPMM RATIO of CAR Rasio CET 1 (%) Ratio of CET 1 (%) Rasio Tier 1 (%) Ratio of Tier 1 (%) Rasio Tier 2 (%) Ratio of Tier 2 (%) Rasio KPMM (%) Ratio of CAR (%) CET 1 UNTUK BUFFER (%) CET 1 FOR BUFFER (%) 25,02% 21,84% 25,02% 21,84% 0,85% 1,06% 25,87% 22,90% 16,39% PERSENTASE BUFFER YANG WAJIB DIPENUHI OLEH BANK PERCENTAGE OF BUFFER WHICH MANDATORY FILLED BY THE BANK Capital Conservation Buffer (%) 0,00% Countercyclical Buffer (%) 0,00% Capital Surcharge untuk Bank Sistemik 0,00% Capital Surcharge for Systemic Bank 156 2016 Annual Report Commonwealth Bank | Functional Review d. Pengendalian batas risiko dan kebijakan Mitigasi d. Control of Risk Limit and Mitigation Policy Bank mengelola, membatasi, dan mengendalikan konsentrasi risiko kredit di manapun risiko tersebut teridentifikasi khususnya terhadap industri. Commonwealth Bank manages, limits and controls the concentration of credit risks wherever they are identified, especially against the industry. Bank menentukan tingkat risiko kredit yang dimiliki dengan menetapkan batas jumlah risiko yang bisa diterima yang terkait dengan satu debitur, atau kelompok debitur, dan berdasarkan segmen geografis dan industri. The Bank determines the credit risk rating by determining the acceptable risk limit related to one debtor, or a group of debtors, and based on the geographic and industrial segments. The risk are periodically monitored and studied annually or more frequently if necessary. Batas pemberian kredit ditinjau sesuai dengan perubahan kondisi pasar dan ekonomi dan peninjauan kredit secara berkala dan penilaian atas kemungkinan wanprestasi. Determining the credit ceiling is based on the changes in the market and in the economy in any given period and based on the probability of a default. Beberapa pengendalian spesifik lainnya dan pengukuran mitigasi dijelaskan di bawah ini: Some specific controls and mitigation measurement are described below: Agunan Collateral Bank menerapkan kebijakan untuk memitigasi risiko kredit, antara lain dengan meminta agunan sebagai jaminan pelunasan kredit apabila sumber pembayaran utama debitur tidak tersedia lagi. Jenis agunan yang dapat diterima untuk memitigasi risiko kredit meliputi: Some of the policies the Bank applies to mitigate credit risk are requiring collateral to settle credits should the debtor’s source of credit payment is not available anymore. The types of collateral accepted to mitigate credit risks are: • Kas • Tanah dan/atau bangunan • Standby Letter of Credit/Bank Garansi yang diterima Bank • Mesin • Kendaraan bermotor • Piutang dagang • Persediaan • Saham atau surat berharga lainnya • Cash • Land and/or building • Standby Letter of Credit/Bank guarantee acceptable to the Bank • Machinery • Motor vehicles • Account receivables • Reserves • Shares or other securities. Pemberian pembiayaan dan kredit jangka panjang kepada debitur korporasi pada umumnya disertai agunan. Sebagai tambahan, untuk meminimalisasi kerugian kredit, Bank akan meminta tambahan agunan dari debitur ketika terdapat penurunan nilai atas agunan untuk pinjaman yang terkait. Approval for long-term financing and credit to corporate debtors usually requires collaterals. Also, to minimise credit loss, the Bank requires additional collateral from the debtors if there is impairment of collaterals. 157 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Batas pemberian fasilitas untuk derivatif dan kredit Limits of facilities for derivatives and credit Risiko penyelesaian muncul dalam situasi dimana pembayaran dalam bentuk uang tunai atau efek-efek dibuat dengan harapan mendapatkan penerimaan setara kas atau efek-efek. Batas transaksi harian ditetapkan untuk masing-masing counterparty untuk menjaga total dari keseluruhan risiko yang timbul dari penyelesaian transaksi pasar Bank pada setiap harinya. Settlement risks arise in a situation where payment in cash or securities is made with the expectation of receiving cash equivalents or securities. Each counterparty determines the limit of daily transactions to maintain the total risks that may arise from daily market transaction settlement. e. Definisi Tagihan yang Telah Jatuh Tempo 158 e. Definition of Overdue Bill Wanprestasi terjadi atas obligor tertentu dengan terpenuhinya salah satu atau k edua kondisi di bawah ini: A breach of contract or tort for a certain debtor happens in the event of one of the following conditions: • Bank menganggap bahwa obligor tidak lagi dapat memenuhi kewajiban kreditnya secara penuh kepada Bank, tanpa langkah-langkah untuk mengeksekusi jaminan pinjaman (bila ada). • The Bank considers the debtor is not able to fulfil the credit obligations to the Bank, without any step to execute the collateral (if any). • Obligor telah menunggak selama lebih dari 90 hari atas kewajiban kreditnya terhadap Bank. • The debtor has been in arrears for more than 90 days in fulfilling the credit obligations to the Bank. f. Kriteria Bukti Obyektif Penurunan Nilai Aset f. Criteria of Objective Proofs of Asset Impairment Bank menentukan bahwa terdapat bukti objektif mengenai penurunan nilai secara individual atas aset keuangan yang signifikan. Aset keuangan atau kelompok aset keuangan mengalami penurunan nilai dan kerugian penurunan nilai terjadi, jika dan hanya jika, terdapat bukti obyektif mengenai penurunan nilai tersebut sebagai akibat dari satu atau lebih peristiwa yang terjadi setelah pengakuan awal aset tersebut (“peristiwa yang merugikan”) dan peristiwa yang merugikan tersebut berdampak pada estimasi arus kas masa depan atas aset keuangan atau kelompok aset keuangan yang dapat diestimasi secara pasti. The Bank determines that there are objective proofs of the significant financial assets impairment. The financial assets or the financial asset group experience impairment, and the impairment loss happens if, and when, there is any objective proof of the impairment as the result of one or more events happening after the initial approval of the asset (“adverse events”), and these adverse events affect the estimation of the future cash flows of the financial asset or financial asset group. Kriteria yang digunakan Bank untuk menentukan adanya bukti obyektif penurunan nilai adalah sebagai berikut: The criteria used by Commonwealth Bank to determine whether, or not, there is any objective proof of impairment are as follows: 1. Kesulitan keuangan signifikan yang dialami pihak penerbit atau debitur; 1. Significant financial difficulty experienced by issuer or debtor; 2. Terjadinya wanprestasi atau tunggakan pembayaran pokok atau bunga; 2. Default or failure in principal debt payment or interest; | 2016 Annual Report Commonwealth Bank Functional Review 3. Pihak pemberi pinjaman dengan alasan ekonomi atau hukum sehubungan dengan kesulitan keuangan yang dialami debitur, memberikan keringanan (konsesi) pada debitur yang diberikan jika debitur tidak mengalami kesulitan tersebut; 3. The issuer, due to economic or legal concern related to financial difficulties experienced by the debtor, allowing concession to the debtor which in other circumstances will not be given; 4. Terdapat kemungkinan bahwa debitur akan dinyatakan pailit atau melakukan reorganisasi keuangan lainnya; 4. A possibility of the debtor declared bankrupt or experiencing other financial restructuring; 5. Hilangnya pasar aktif dari aset keuangan tersebut akibat kesulitan keuangan; atau 5. Loss of active market from the financial assets due to financial difficulty; or 6. Data yang dapat diobservasi mengindikasikan adanya penurunan yang dapat diukur atas nilai estimasi. 6. Observable data indicating measurable impairment to the estimated value. g. Pembentukan penyisihan penghapusan asset (PPA) dan Cadangan Kerugian Penurunan Nilai (CKPN) g. Allowance for uncollectible assets (PPA) and allowance for impairment loss (CKPN) Bank menghitung penyisihan penghapusan asset (PPA) atau penyisihan kemungkinan kerugian atas aset produktif dan non produktif sesuai dengan ketentuan Bank Indonesia, yaitu dengan mencadangkan kerugian sebesar ketentuan minimum tertentu terhadap seluruh aset produktif dan non produktif sebelum 1 Januari 2012. Penyisihan kerugian atas aset produktif ditentukan berdasarkan kriteria Bank Indonesia sesuai dengan Peraturan Bank Indonesia no. 14/15/PBI/2012 tanggal 24 Oktober 2012, yang menggolongkan aset produktif menjadi lima kategori dengan persentase minimum penyisihan kerugian sebagai berikut: Commonwealth Bank calculates the allowance for uncollectible assets (PPA) or allowance for possible losses on earning and non-productive assets as stipulated by Bank Indonesia regulations, that is by backing up losses in the amount of minimum requirement on all earning and non-productive assets before 1 January 2012. This allowance for losses on earning assets is based on Bank Indonesia criteria described in Bank Indonesia Regulation No. 14/15/PBI/2012 dated 24 October 2012, which categorises earning assets into five with the minimum percentage of allowance for losses as follows: Klasifikasi / Classification Persentase Minimum Penyisihan Kerugian / Minimum Percentage of Allowance for Losses Lancar / Current 1% Dalam Perhatian Khusus / Special attention 5% Kurang Lancar / Substandard 15% Diragukan / Questionable 50% Macet / Loss 100% Selain itu, Bank juga menentukan perhitungan nilai Cadangan Kerugian Penurunan Nilai (CKPN) sesuai standar akuntansi keuangan yang berlaku, yaitu penyisihan yang dibentuk apabila nilai Commonwealth Bank also determines the calculation of the allowance for impairment losses (CKPN) based on the prevailing accounting standard, that is, the allowance given should the carrying value of the 159 Laporan Tahunan 2016 Commonwealth Bank 160 | Tinjauan Fungsional tercatat aset keuangan setelah penurunan nilai kurang dari nilai tercatat awal. financial assets be lower than the initial carrying value. Perhitungan CKPN dilakukan secara individual untuk asset yang signifikan secara individual, dan secara kolektif untuk portofolio yang memiliki karakteristik serupa. The calculation of CKPN is done individually for significant assets, and collectively for portfolio having similar characteristics. 1. Penilaian individual berlaku bagi aset kredit bermasalah dan dihitung berdasarkan analisa arus kas, penilaian nilai agunan terakhir serta waktu pemulihan aset, setelah memperhitungkan biaya-biaya. 1. Individual assessment applies for NPL assets and is calculated based on cash flow analysis, assessment of the latest value of the collateral, and asset recovery time, after accounting for costs. 2. Penilaian kolektif ditetapkan melalui metodologi perhitungan Probability of Default (PD) dan Loss Given Default (LGD) berdasarkan pengalaman historis dari berbagai kategori aset. PD dihitung berdasarkan wanprestasi awal dari probabilitas statistik berdasarkan pengalaman historis melalui analisa migrasi (migration analysis). LGD dihitung berdasarkan nilai pemulihan rata-rata dari nilai kini agunan selama periode tertentu. 2. Collective assessment uses Probability of Default (PD) and Loss Given Default (LGD) methodologies, based on the historical experience of various asset categories. PD is calculated based on the initial default of the statistical probability of the historical experience using migration analysis. LGD is calculated based on the mean recovery value of the current collateral value in a certain period. Bank melakukan analisa back testing secara rutin untuk mengukur validitas model pencadangannya dengan cara membandingkan kerugian yang diproyeksikan terhadap kerugian aktual. The Bank conducts routine back testing analysis to measure the validity of allowance model by comparing the projected loss with actual loss. Dalam menghitung rasio KPMM, Bank wajib memperhitungkan nilai PPA atas asset produktif dan CKPN yang dibentuk. Dalam hal hasil perhitungan PPA atas aset produktif lebih besar dari CKPN yang dibentuk, Bank wajib memperhitungkan selisih perhitungan PPA dengan CKPN sebagai pengurang modal dalam perhitungan rasio KPMM. Dalam hal hasil perhitungan PPA terhadap aset produktif sama dengan atau lebih kecil dari CKPN yang dibentuk, Bank tidak perlu memperhitungkan faktor PPA dalam perhitungan rasio KPMM. In calculating the KPMM ratio, the Bank is required to calculate PPA value over earning assets and CKPN. If the result of the calculation of PPA over earning assets is bigger than CKPN, the Bank is required to take into account the difference in the calculation of PPA with CKPN as the capital deduction in the calculation of KPMM ratio. If the result of the calculation of PPA over earning assets is similar or smaller than the arising CKPN, the Bank does not need to take into account PPA factor in calculating KPMM ratio. h. Eksposur maksimum risiko kredit tanpa memperhitungkan agunan dan pendukung kredit lainnya h. Maximum exposure of credit risk disregard of the collateral and other credit supports Eksposur risiko kredit terhadap aset keuangan – neto sesudah cadangan kerugian penurunan nilai pada tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: The credit risk exposures on the financial assets — net after CKPN on 31 December 2016 and 2015 are as follows: 2016 Annual Report Commonwealth Bank | Functional Review Eksposur Maksimum Maximum Exposures Uraian (dalam jutaan Rupiah) / Description (in million Rupiah) 2016 2015 Giro pada Bank Indonesia / Current accounts with Bank Indonesia 982.839 1.293.659 Giro pada bank lain / Current accounts with other banks 647.453 659.219 2.637.395 2.920.178 762.314 892.198 1.238.650 1.233.687 - 195.818 248 5.627 11.197.264 13.473.209 - 304.778 204.809 208.770 17.670.972 21.187.143 Penempatan pada Bank Indonesia dan bank lain / Placements with Bank Indonesia and other banks Efek-efek / Marketable securities Obligasi pemerintah / Government bonds Efek-efek yang dibeli dengan janji dijual kembali / Securities purchased under resale agreement Tagihan derivatif / Derivative receivables Pinjaman yang diberikan / Loans Tagihan akseptasi / Acceptance receivables Aset lain-lain*) / Other assets *) Jumlah / Total *) Aset Lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non keuangan / Other assets in this table have excluded non-financial other assets component Pada tanggal 31 Desember 2016, 63,36% dari jumlah eksposur maksimum berasal dari pinjaman yang diberikan, sedangkan tahun 2015 sebesar 63,59%. As of 31 December 2016, 63.36% of the total maximum exposures arose from issued loans, while in 2015, the exposures reached 63.59%. Eksposur risiko kredit terhadap rekening administratif pada tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: Credit risk exposures against administrative accounts as of 31 December 2016 and 2015 are as follows: Eksposur Maksimum Maximum Exposures Uraian (dalam jutaan Rupiah) / Description (in million Rupiah) Fasilitas pinjaman commited yang diberikan yang belum digunakan / Commited unused loan facilities granted 2015 2016 6.539 83.432 - 28.755 Garansi yang diterbitkan / Guarantees issued 177.638 348.626 Jumlah / Total 184.177 460.813 Letters of credit yang tidak dapat dibatalkan / Irrevocable letters of credit Tabel di atas menggambarkan eksposur maksimum atas risiko kredit bagi Bank pada tanggal 31 Desember 2016 dan 2015, tanpa memperhitungkan agunan atau pendukung kredit lainnya. Untuk aset keuangan, eksposur di atas ditentukan berdasarkan nilai tercatat bersih seperti yang diungkapkan pada laporan posisi keuangan. The table describes the maximum exposures on the credit risk as of 31 December 2016 and 2015, without taking into account collateral or other credit supports. For financial assets, the exposures are determined based on the net carrying value as disclosed in the statement of financial position. 161 Laporan Tahunan 2016 Commonwealth Bank 162 | Tinjauan Fungsional 2016 Annual Report Commonwealth Bank | Functional Review Manajemen yakin akan kemampuan Bank dalam mengendalikan dan memelihara eksposur risiko kredit yang minimal yang berasal dari pinjaman yang diberikan berdasarkan hal-hal sebagai berikut: The management is confident with the Bank’s capability to control and maintain credit risk exposures at the minimum based on the following points: • Bank telah memiliki pedoman tertulis mengenai kebijakan dan prosedur yang mencakup seluruh aspek pemberian kredit. Setiap pemberian kredit harus senantiasa mengacu pada kebijakan tersebut. • The Bank has a complete written guideline on the policy and procedures for credit disbursement. Each credit approval must refer to this guideline. • Bank telah memiliki sistem deteksi permasalahan dini melalui pemantauan yang disiplin. • The Bank has an early warning system against problems accompanied by disciplined monitoring. • Sebagian besar kredit diberikan dengan agunan kecuali untuk jenis kredit tertentu seperti personal loan, dan fasilitas antar bank. • Most credits come with collaterals, except for certain types of credits, such as personal loan, and inter-bank facilities. i. Pengungkapan Eksposur Risiko Kredit Berdasarkan kategori eksposur sesuai Pendekatan Standar, Bank memiliki eksposur sebagai berikut: i. Disclosure of Credit Risk Exposure Based on the exposure category, in accordance with the Standard Approach, the Bank’s exposure is as follows: 163 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.1 Pengungkapan Tagihan Bersih berdasarkan Wilayah – Bank secara individual Table 2.1 Disclosure of Net Receivable Based on Region – Bank No. Kategori Portofolio Portfolio Category (1) (2) Jawa Bali, NTB & NTT Sumatera Kalimantan Sulawesi Maluku Irian (3) (4) (5) (6) (7) (8) (9) 1 Tagihan kepada Pemerintah Receivable from Government 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Bank s and International Institutions 4 Tagihan kepada Bank Receivable from Other Banks 5 Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties 944.295 90.540 42.357 22.286 6 Kredit Beragunan Properti Komersial Loans Secured by Commercial Properties 125.297 524 9.237 7 Kredit Pegawai atau Pensiunan Employee and Retirement Loans 14.429 4.247 8 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small, and Retail Portfolios 2.457.706 9 Tagihan kepada Korporasi Receivable from Corporates 10 Tagihan yang Telah Jatuh Tempo Past Due Receivables 11 Aset Lainnya Other Assets Total 164 31 Desember 2016 / 31 December 2016 Tagihan Bersih Berdasarkan Wilayah / Net Receivable Based on Region 3.603.099 - - - - - - - - - - - - - - - - - - 4.759 - - 8.005 525 - - 1.645 152 - - - 167.256 457.522 202.452 184.630 600 5.591.969 342.572 260.413 301.259 68.366 - - 89.456 2.126 9.877 81.662 6.205 5 32 486.752 46.825 37.296 21.142 12.217 - - 16.020.072 654.090 824.350 636.958 276.702 - - - - - 2.707.069 - - 6.003 12.759 605 12.791 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Tagihan Bersih Berdasarkan Wilayah / Net Receivable Based on Region Total (10) Jawa (11) Bali, NTB & NTT Sumatera Kalimantan Sulawesi Maluku Irian Total (12) (13) (14) (15) (16) (17) (18) 3.603.099 3.684.869 - - - - - - 3.684.869 - 79.897 - - - - - - 79.897 - - - - - - - - 2.713.072 3.565.042 - - - - 3.626.325 1.104.237 151.093 7.097 3.796 1.858 - - - 163.844 143.588 213.736 8.982 21.016 33.051 641 - - 277.426 20.473 22.526 5.975 2.733 1.272 440 - 32.946 3.482.925 2.080.867 165.103 307.345 185.473 96.921 300 5.733 2.841.742 6.564.579 9.130.898 485.527 419.060 368.976 82.059 - - 10.486.520 189.363 142.534 3.549 5.838 141.814 17.348 - 13 311.096 604.232 1.029.318 76.216 41.282 25.670 10.195 - 1.182.681 18.425.568 20.100.780 752.449 862.353 758.114 207.604 5.746 22.687.346 61.283 - - - 300 - 165 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.2 Pengungkapan Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak – Bank secara Individual Table 2.2 Disclosure of Net Receivable Based on Contractual Remaining Tenor – Bank 31 Desember 2016 / 31 December 2016 Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak Net Receivable Based on Contractual Remaining Tenor Kategori Portofolio Portfolio Category No. (1) (2) 1 Tagihan kepada Pemerintah Receivable from Government 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 Tagihan kepada Bank Receivable from Other Banks 5 Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties 6 Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee and Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil, dan Portofolio Retail Receivable from Micro, Small, and Retail Portfolios 9 Tagihan kepada Korporasi Receivable from Corporates 10 Tagihan yang Telah Jatuh Tempo Past Due Receivables 11 Aset Lainnya Other Assets Total 166 ≤1 tahun ≤1 year >1 thn s.d. 3 thn >1 year to 3 years >3 thn s.d. 5 thn >3 years to 5 years >5 thn >5 years Non-Kontraktual Non-Contractual (3) (4) (5) (6) (7) 2.771.983 520.771 - - - - 299.069 11.276 - - - - - - - - - 1.744.642 320.977 2.806 41.299 123.215 936.917 - 97.751 21.130 11.527 13.180 - 296 850 1.579 17.748 - 748.667 1.466.581 792.934 474.325 418 4.966.204 588.141 294.395 714.676 1.163 56.660 4.527 76.878 51.298 - - - 10.389.009 2.964.276 - 1.599.597 647.453 - 604.232 2.219.420 1.253.266 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Tagihan Bersih Berdasarkan Sisa Jangka Waktu Kontrak Net Receivable Based on Contractual Remaining Tenor ≤1 tahun ≤1 year >1 thn s.d. 3 thn >1 year to 3 years >3 thn s.d. 5 thn >3 years to 5 years >5 thn >5 years Non-Kontraktual Non-Contractual Total (9) (10) (11) (12) (13) (14) 3.603.099 2.509.183 523.676 644.624 - 1.678 78.219 Total (8) - - - 7.386 - 3.684.869 - - - 79.897 - - - - - - 2.713.072 2.752.793 214.313 1.104.237 101 1.400 16.553 145.790 - 163.844 143.588 232.707 8.023 21.850 14.846 - 277.426 20.473 373 866 2.280 29.427 - 32.946 3.482.925 825.456 962.325 233.520 820.169 272 2.841.742 6.564.579 7.013.080 1.171.659 981.876 1.319.905 - 10.486.520 189.363 85.494 10.079 182.285 32.533 705 311.096 604.232 - - 1.182.681 1.182.681 18.425.568 13.420.865 2.970.560 1.842.877 22.687.346 - 2.082.988 - 2.370.056 659.219 3.626.325 167 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.3 Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi – Bank secara Individual Table 2.3 Disclosure of Net Receivable Based on Economic Sector – Bank No. Sektor Ekonomi Economic Sector Tagihan kepada Pemerintah Receivable from Government (1) (2) (3) Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions Tagihan kepada Bank Receivable from Other Banks (4) (5) (6) 31 Desember 2016 31 December 2016 1 Pertanian, perburuan dan kehutanan Agriculture, hunting and forestry - - - - 2 Perikanan Fishery - - - - 3 Pertambangan dan penggalian Mining and excavation - - - - 4 Industri pengolahan Manufacture industry - - - - 5 Listrik, gas dan air Electricity, gas and water - - - - 6 Konstruksi Construction - - - - 7 Perdagangan besar dan eceran Wholesale and retail trade - - - - 8 Penyediaan akomodasi dan penyediaan makan minum Service of accomodation and food & beverage - - - - Transportasi, pergudangan dan komunikasi Transportation, warehousing and communication - - - - 2.339.532 - - 9 10 Perantara keuangan Financial intermediaries 11 Real estate, usaha persewaan dan jasa perusahaan Real estate, rental services and corporate services - 12 Administrasi pemerintahan, pertanahan dan jaminan sosial wajib Government administration, land and compulsory social security - 13 Jasa pendidikan Education services 14 Jasa kesehatan dan kegiatan sosial Service of health and social activities 15 Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya Service of social, socio-cultural, entertainment and other individual - - - - - - - - - - - - - - - - - Jasa perorangan yang melayani rumah tangga Individual services for households - - - - Badan internasional dan badan ekstra internasional lainnya International agency and other extra international agency - - - - 18 Kegiatan yang belum jelas batasannya Activities which are undefined yet - - - - 19 Bukan Lapangan Usaha Non business 2.246 - - - 20 Lainnya Others 1.261.321 - - - 3.603.099 - - 16 17 Total 168 - 2.713.072 2.713.072 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties Kredit Pegawai atau Pensiunan Employee and Retirement Loans Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro,Small and Retail Portfolios Tagihan kepada Korporasi Receivable from Corporates Tagihan yang telah Jatuh Tempo Past Due Receivables Aset Lainnya Other Assets Jumlah Total (7) (8) (9) (10) (11) (12) (13) (14) - - - 619 2.170 - - 2.789 - - - 464 2.325 - - 2.789 - - - - 84.110 - - 84.110 - 27.326 - 95.815 1.306.831 84.570 - 1.514.542 - - - 261 2.671 - - 2.932 - - - 24.943 384.852 1.310 - 411.105 - 89.738 216 395.846 3.663.531 91.699 - 4.241.030 976 - 8.075 28.846 - - 37.897 - 9.527 - 12.684 237.318 1.771 - 261.300 - - - 104 22.040 - - 5.074.748 - 13.724 - 16.354 199.675 1.829 - 231.582 - - - - - - - - - - - 786 3.756 - - 4.542 - - - 474 2.366 - - 2.840 - 2.297 - 14.914 90.515 - - 107.726 - - - - - - - - - - - - 349 - - 349 - - - - - - - - - 20.257 2.911.586 505.198 8.184 - 4.551.708 - - - 28.026 - 604.232 1.893.579 20.473 3.482.925 6.564.579 189.363 604.232 18.425.568 1.104.237 - 1.104.237 143.588 169 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.3 Pengungkapan Tagihan Bersih Berdasarkan Sektor Ekonomi – Bank secara Individual Table 2.3 Disclosure of Net Receivable Based on Economic Sector – Bank No. Sektor Ekonomi Economic Sector Tagihan kepada Pemerintah Receivable from Government (1) (2) (3) Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions Tagihan kepada Bank Receivable from Other Banks (4) (5) (6) 31 Desember 2015 31 December 2015 1 Pertanian, perburuan dan kehutanan Agriculture, hunting and forestry - - - - 2 Perikanan Fishery - - - - 3 Pertambangan dan penggalian Mining and excavation - - - - 4 Industri pengolahan Manufacture industry - - - - 5 Listrik, gas dan air Electricity, gas and water - - - - 6 Konstruksi Construction - - - - 7 Perdagangan besar dan eceran Wholesale and retail trade - - - - 8 Penyediaan akomodasi dan penyediaan makan minum Service of accomodation and food & beverage - - - - 9 Transportasi, pergudangan dan komunikasi Transportation, warehousing and communication - - - - 10 Perantara keuangan Financial intermediaries 2.232.214 - - 11 Real estate, usaha persewaan dan jasa perusahaan Real estate, rental services and corporate services - 79.897 - - 12 Administrasi pemerintahan, pertanahan dan jaminan sosial wajib Government administration, land and compulsory social security - - - - 13 Jasa pendidikan Education services - - - - 14 Jasa kesehatan dan kegiatan sosial Service of health and social activities - - - - 15 Jasa kemasyarakatan, sosial budaya, hiburan dan perorangan lainnya Service of social, socio-cultural, entertainment and other individual - - - - 16 Jasa perorangan yang melayani rumah tangga Individual services for households - - - - 17 Badan internasional dan badan ekstra internasional lainnya International agency and other extra international agency - - - - 18 Kegiatan yang belum jelas batasannya Activities which are undefined yet - - - - 19 Bukan Lapangan Usaha Non business 2.509 - - - 20 Lainnya Others 1.450.146 - - - 3.684.869 79.897 - 3.626.325 Total 170 3.626.325 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties (7) Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties (8) Kredit Pegawai atau Pensiunan Employee and Retirement Loans Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small and Retail Portfolios Tagihan kepada Korporasi Receivable from Corporates Tagihan yang telah Jatuh Tempo Past Due Receivables Aset Lainnya Other Assets Jumlah Total (9) (10) (11) (12) (13) (14) - - - 1.057 72.987 69.954 - 143.998 - - - 636 7.831 - - 8.467 - - - - 230.606 - - 230.606 - 56.295 - 108.454 2.649.706 141.000 - 2.955.455 - 2.359 - 397 243.352 - - 246.108 - 16.450 - 28.622 529.236 1.034 - 575.342 - 163.526 567 493.028 4.586.623 64.777 - 5.308.521 - - - 13.202 145.379 2.293 - 160.874 - 12.827 - 22.684 241.840 3.523 - 280.874 - - - 180 454.179 - - 6.312.898 - 21.612 - 18.467 225.617 1.658 - 347.251 - - - - - - - - - - - 1.612 73.448 - - 75.060 - 68 - 803 2.506 - - 3.377 - 4.289 - 17.630 79.764 4.186 - 105.869 - - - - - - - - - - - - 778 - - 778 - - - - - - - - 163.844 - 32.379 2.134.970 918.699 - 3.275.072 - - - - 23.969 1.182.681 2.656.796 163.844 277.426 32.946 1.182.681 22.687.346 2.841.742 10.486.520 22.671 - 311.096 171 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.4 Pengungkapan Tagihan dan Pencadangan Berdasarkan Wilayah – Bank secara Individual Table 2.4 Disclosure of Receivables and Provision Based on Region – Bank No. Keterangan Description Jawa Bali, NTB & NTT Sumatera Kalimantan (3) (4) (5) (6) 16.211.836 655.920 872.651 704.289 281.048 612 12.878 a. Belum jatuh tempo Non Past Due 459.614 920 43.327 351 39 - - b. Telah jatuh tempo Past Due 230.672 3.189 14.729 159.383 9.000 11 74 3 Cadangan Kerugian Penurunan Nilai (CKPN) – Individual Allowance for Impairment Losses - Individual 313.861 46.104 76.025 2.164 - - 4 Cadangan Kerugian Penurunan Nilai (CKPN) – Kolektif Allowance for Impairment Losses - Collective 46.273 3.100 5.898 3.960 3.045 10 121 5 Tagihan yang dihapus buku Receivables Written-off 403.703 2.613 79.806 27.692 24.447 5 60 (1) 172 31 Desember 2016 / 31 December 2016 Wilayah / Region (2) 1 Tagihan Receivables 2 Tagihan yang mengalami penurunan nilai Impaired receivables - Sulawesi (7) Maluku Irian (8) (9) | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Wilayah / Region Total Jawa Bali, NTB & NTT Sumatera Kalimantan Sulawesi Maluku Irian Total (10) (11) (12) (13) (14) (15) (16) (17) (18) 18.739.234 19.788.847 740.186 877.489 776.542 217.363 304 5.791 22.406.522 504.251 628.661 1.151 45.651 1.764 384 - 38 677.649 417.058 253.226 4.667 7.001 170.659 25.701 - - 461.254 438.154 171.663 - 29.460 8.745 - - 224.557 62.407 37.180 2.930 4.110 2.517 1.480 5 61 48.283 538.326 147.533 - - 322 - - - 147.855 14.689 173 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.5 Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi – Bank secara Individual Table 2.5 Disclosure of Receivables Based on Economic Sector – Bank Sektor Ekonomi Economic Sector No. (1) (2) Tagihan yang Mengalami Penurunan Nilai Impaired Receivables Tagihan Receivables Belum Jatuh Tempo Non Past Due (3) Telah Jatuh Tempo Past Due (4) (5) 31 Desember 2016 31 December 2016 1 Pertanian, Perburuan dan Kehutanan Agriculture, Hunting, and Forestry 2.469 - - 2 Perikanan Fishery 2.789 - - 3 Pertambangan dan Penggalian Mining and Excavation 147.070 118.781 - 4 Industri pengolahan Manufacture industry 1.639.748 223.627 164.314 5 Listrik, Gas, dan Air Electricity, Gas, and Water 100.689 97.987 - 6 Konstruksi Construction 293.791 - 1.817 7 Perdagangan besar dan eceran Wholesale and retail trades 4.378.643 62.875 231.815 8 Penyediaan akomodasi dan penyediaan makan minum Accomodation and food & beverage services 38.060 - 146 9 Transportasi, pergudangan, dan komunikasi Transportation, warehousing, and communication 261.025 - 2.066 10 Perantara keuangan Financial intermediaries 28.154 - - 11 Real estate, usaha persewaan, dan jasa perusahaan Real estate, rental services, and corporate services 232.624 - 2.701 12 Administrasi pemerintahan, pertanahan, dan jaminan sosial wajib Government administration, land, and compulsory social security - - - 13 Jasa pendidikan Education services 4.582 - - 14 Jasa kesehatan dan kegiatan social Health services and social activities 2.839 - - 15 Jasa kemasyarakatan, sosial budaya, hiburan, dan perorangan lainnya Social, socio-cultural, entertainment, and other individual services 107.786 - - 16 Jasa perorangan yang melayani rumah tangga Household individual services - - - 17 Badan internasional dan badan ekstra internasional lainnya International agencies and other extra international agencies 404 - - 18 Kegiatan yang belum jelas batasannya Activities which are undefined yet - - - 19 Bukan Lapangan Usaha Non business 4.567.689 981 14.135 20 Lainnya Others 6.930.872 - 64 18.739.234 504.251 417.058 Total 174 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Cadangan Kerugian Penurunan Nilai (CKPN) - Individual Allowance for Impairment Losses - Individual Cadangan Kerugian Penurunan Nilai (CKPN) - Kolektif Allowance for Impairment Losses - Collective (6) Tagihan yang Dihapus Buku/ Written-off Receivables (7) (8) - 8 145.178 - 9 - 62.961 93 - 124.672 10.026 112.362 97.950 9 - 308 1.507 1.395 150.441 24.150 202.419 146 165 3.105 295 1.141 6.025 - 119 29.871 - 1.770 521 - - - - 52 229 - 9 407 - 405 6.059 - - - - 55 - - - - 1.349 22.889 30.755 32 - - 438.154 62.407 538.326 175 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.5 Pengungkapan Tagihan dan Pencadangan Berdasarkan Sektor Ekonomi – Bank secara Individual Table 2.5 Disclosure of Receivables Based on Economic Sector – Bank Sektor Ekonomi Economic Sector No. (1) (2) Tagihan yang Mengalami Penurunan Nilai Impaired Receivables Tagihan Receivables Belum Jatuh Tempo Non Past Due (3) Telah Jatuh Tempo Past Due (4) (5) 31 Desember 2015 31 December 2015 224.471 - 150.422 8.469 - - 216.670 - - 2.654.183 51.272 155.964 Listrik, Gas, dan Air Electricity, Gas, and Water 240.572 - - 6 Konstruksi Construction 355.906 1.045 1.389 7 Perdagangan besar dan eceran Wholesale and retail trades 5.369.801 259.189 107.592 8 Penyediaan akomodasi dan penyediaan makan minum Accomodation and food & beverage services 161.464 - 3.029 9 Transportasi, pergudangan, dan komunikasi Transportation, warehousing, and communication 282.505 2.977 5.608 10 Perantara keuangan Financial intermediaries 600.042 31.020 - 11 Real estate, usaha persewaan, dan jasa perusahaan Real estate, rental services, and corporate services 268.020 258 1.965 12 Administrasi pemerintahan, pertanahan, dan jaminan sosial wajib Government administration, land, and compulsory social security 13 Jasa pendidikan Education services 14 Jasa kesehatan dan kegiatan social Health services and social activities 15 Jasa kemasyarakatan, sosial budaya, hiburan, dan perorangan lainnya Social, socio-cultural, entertainment, and other individual services 16 Jasa perorangan yang melayani rumah tangga Household individual services - - - 17 Badan internasional dan badan ekstra internasional lainnya International agencies and other extra international agencies 795 - - 18 Kegiatan yang belum jelas batasannya Activities which are undefined yet - - - 19 Bukan Lapangan Usaha Non business 3.294.813 330.920 28.446 20 Lainnya Others 8.541.637 - 64 1 Pertanian, Perburuan dan Kehutanan Agriculture, Hunting, and Forestry 2 Perikanan Fishery 3 Pertambangan dan Penggalian Mining and Excavation 4 Industri pengolahan Manufacture industry 5 Total 176 - - - 75.292 - 231 3.784 - 407 108.098 968 6.137 22.406.522 677.649 461.254 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Cadangan Kerugian Penurunan Nilai (CKPN) - Individual Allowance for Impairment Losses - Individual Cadangan Kerugian Penurunan Nilai (CKPN) - Kolektif Allowance for Impairment Losses - Collective (6) Tagihan yang Dihapus Buku/ Written-off Receivables (7) (8) 80.468 142 - - 17 - - 403 - 27.271 7.138 - - 449 - 356 727 - 99.829 14.874 90.900 - 1.034 - 1.977 1.019 - 4.215 1.062 - 307 818 - - - - 231 140 - 407 6 308 2.267 190 - - - - - 17 - - - - 7.197 19.676 56.647 32 571 - 224.557 48.283 147.855 177 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 2.6 Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai – Bank secara Individual Table 2.6 Disclosure of Provisioning for Impairment Loss Mutation Detail – Bank (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2016 31 December 2016 Keterangan Description No. CKPN Kolektif Collective Impairment Loss CKPN Individual Individual Impairment Loss (1) 178 (2) 1 Saldo awal CKPN Beginning Balance Provisioning for Impairment Loss 2 Pembentukan (pemulihan) CKPN pada periode berjalan (Net) Additional (recovery) provisioning for impairment loss in current period (Net) 2.a Pembentukan CKPN pada periode berjalan Additional provisioning for impairment loss within current period 2.b Pemulihan CKPN pada periode berjalan Provisioning for impairment loss recovery within current period 3 CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada periode berjalan Provisioning for impairment loss for receivables write-off within current period 4 Pembentukan (pemulihan) lainnya pada periode berjalan Other additional (recovery) within current period 5 Saldo akhir CKPN Ending Balance Provisioning for Impairment Loss (3) (4) 224.557 48.283 1.289.284 799.548 (563.161) (749.208) (508.753) (35.898) (3.773) (318) 438.154 62.407 2016 Annual Report Commonwealth Bank | Functional Review Tabel 2.6 Pengungkapan Rincian Mutasi Cadangan Kerugian Penurunan Nilai – Bank secara Individual Table 2.6 Disclosure of Provisioning for Impairment Loss Mutation Detail – Bank (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 31 December 2015 Keterangan Description No. CKPN Kolektif Collective Impairment Loss CKPN Individual Individual Impairment Loss (1) (2) 1 Saldo awal CKPN Beginning Balance Provisioning for Impairment Loss 2 Pembentukan (pemulihan) CKPN pada periode berjalan (Net) Additional (recovery) provisioning for impairment loss in current period (Net) 2.a Pembentukan CKPN pada periode berjalan Additional provisioning for impairment loss within current period 2.b Pemulihan CKPN pada periode berjalan Provisioning for impairment loss recovery within current period 3 CKPN yang digunakan untuk melakukan hapus buku atas tagihan pada periode berjalan Provisioning for impairment loss for receivables write-off within current period 4 Pembentukan (pemulihan) lainnya pada periode berjalan Other additional (recovery) within current period 5 Saldo akhir CKPN Ending Balance Provisioning for Impairment Loss (3) (4) 26.277 38.368 1.293.022 105.440 (981.998) (74.529) (115.604) (21.353) 2.860 357 224.557 48.283 179 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 3.1 Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat – Bank secara Individual Table 3.1 Disclosure of Net Receivables by Portfolio Category and Rating Scale – Bank Lembaga Pemeringkat Rating Agencies Kategori Portofolio Portfolio Category Peringkat Jangka Panjang / Long Term Ratings Standard and Poor’s AAA AA+ s.d AA- A+ s.d A- BBB+ s.d BB+ s.d BBBBB- Fitch Rating AAA AA+ s.d AA- A+ s.d A- BBB+ s.d BB+ s.d BBBBB- Moody's Aaa Aa1 s.d Aa3 A1 s.d A3 PT. Fitch Ratings Indonesia AAA (idn) AA+(idn) s.d AA-(idn) A+(idn) s.d A-(idn) PT. Pemeringkat Efek Indonesia idAAA idAA+ s.d idA+ s.d idAidAA- Baa1 s.d Baa3 Ba1 s.d Ba3 BBB+(idn) BB+(idn) s.d s.d BBBBB-(idn) (idn) idBBB+ s.d idBBB- idBB+ s.d idBB- 31 Desember 2016 / 31 December 2016 (1) (2) (4) (5) (6) (7) (8) 1 Tagihan kepada Pemerintah Receivable from Government - - - 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities - - - - - 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions - - - - - 4 Tagihan kepada Bank Receivable from Other Banks 140.915 868.660 1.157.342 6.185 2.716 5 Kredit Beragunan Rumah Tinggal Loans Secured by Residential Properties 6 Kredit Beragunan Properti Komersial Loans Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee and Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil, dan Portofolio Retail Receivable from Micro, Small, and Retail Portfolios 9 Tagihan kepada Korporasi Receivable from Corporates 11.560 593 9 - - 152.475 869.253 1.157.351 6.185 1.250.301 10 Tagihan yang Telah Jatuh Tempo Past Due Receivables 11 Aset Lainnya Other Assets TOTAL 180 (3) - 1.247.585 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Tagihan Bersih / Net Receivables Peringkat Jangka Pendek / Short Term Ratings B+ s.d B- < B- A-1 A-2 A-3 < A-3 B+ s.d B- < B- F1+ s.d F1 F2 F3 < F3 B1 s.d B3 < B3 P-1 P-2 P-3 < P-3 Tanpa Peringkat Not Rated B+(idn) s.d B-(idn) < B-(idn) F1+(idn) s.d F1(idn) F2(idn) F3(idn) < F3(idn) idB+ s.d idB- < idB- idA1 idA2 idA3 s.d idA4 < idA4 (9) - - (10) (11) (12) (13) (14) Total (15) (16) - - - - - - 2.355.514 3.603.099 - - - - - - - - - - - - - - - - - - - - - - 537.254 2.713.072 1.104.237 1.104.237 143.588 143.588 20.473 20.473 3.482.925 3.482.925 6.552.417 6.564.579 189.363 189.363 604.232 604.232 14.990.003 18.425.568 - - - - - - - - - - - - 181 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 3.1 Pengungkapan Tagihan Bersih Berdasarkan Kategori Portofolio dan Skala Peringkat – Bank secara Individual Table 3.1 Disclosure of Net Receivables by Portfolio Category and Rating Scale – Bank Lembaga Pemeringkat Rating Agencies Kategori Portofolio Portfolio Category Peringkat Jangka Panjang / Long Term Ratings Standard and Poor’s AAA AA+ s.d AA- A+ s.d A- BBB+ s.d BB+ s.d BBBBB- Fitch Rating AAA AA+ s.d AA- A+ s.d A- BBB+ s.d BB+ s.d BBBBB- Moody's Aaa Aa1 s.d Aa3 A1 s.d A3 PT. Fitch Ratings Indonesia AAA (idn) AA+(idn) s.d AA-(idn) A+(idn) s.d A-(idn) PT. Pemeringkat Efek idAAA idAA+ s.d idA+ s.d idAidAA- Baa1 s.d Baa3 Ba1 s.d Ba3 BBB+(idn) BB+(idn) s.d s.d BBBBB-(idn) (idn) idBBB+ s.d idBBB- idBB+ s.d idBB- 31 Desember 2015 / 31 December 2015 (1) (2) (4) (5) 1 Tagihan kepada Pemerintah Receivable from Government - 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities - 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions - 4 Tagihan kepada Bank Receivable from Other Banks 5 Kredit Beragunan Rumah Tinggal Loans Secured by Residential Properties 6 Kredit Beragunan Properti Komersial Loans Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee and Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil, dan Portofolio Retail Receivable from Micro, Small, and Retail Portfolios 9 Tagihan kepada Korporasi Receivable from Corporates 10 Tagihan yang Telah Jatuh Tempo Past Due Receivables 11 Aset Lainnya Other Assets TOTAL 182 (3) (6) 79.897 - (7) (8) - - 1.250.081 - - - - - - 106.675 1.540.165 1.128.157 268.071 168.183 47.320 35.177 106.357 - - 153.995 1.655.239 1.234.514 268.071 1.418.264 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) Tagihan Bersih / Net Receivables Peringkat Jangka Pendek / Short Term Ratings B+ s.d B- < B- A-1 A-2 A-3 < A-3 B+ s.d B- < B- F1+ s.d F1 F2 F3 < F3 B1 s.d B3 < B3 P-1 P-2 P-3 < P-3 Tanpa Peringkat Not Rated B+(idn) s.d B-(idn) < B-(idn) F1+(idn) s.d F1(idn) F2(idn) F3(idn) < F3(idn) idB+ s.d idB- < idB- idA1 idA2 idA3 s.d idA4 < idA4 (9) - - (10) (11) (12) (13) (14) Total (15) (16) - - - - - - 2.434.788 3.684.869 - - - - - - - 79.897 - - - - - - - - - - - - - - 415.074 3.626.325 163.844 163.844 277.426 277.426 32.946 32.946 2.841.742 2.841.742 10.297.666 10.486.520 311.096 311.096 1.182.681 1.182.681 17.957.263 22.687.346 - - - - - - - - - - - - 183 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 3.2 Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Derivatif – Bank secara Individual Table 3.2 Disclosure of Counterparty Credit Risk: Derivative Transactions – Bank 31 Desember 2016 / 31 December 2016 No. Variabel yang Mendasari Underlying Variable Notional Amount > 1 Tahun < 5 Tahun > 1 Year ≤ 5 Years < 1 Tahun ≤ 1 Year > 5 Tahun > 5 Years Tagihan Derivatif Derivative Receivables Kewajiban Derivatif Derivative Payables Tagihan Bersih sebelum MRK Net Receivables before CRM MRK CRM Tagihan Bersih setelah MRK Net Receivables after CRM BANK SECARA INDIVIDUAL BANK 1 Suku Bunga Interest Rate 2 Nilai Tukar Exchange Rate 3 Lainnya Others TOTAL - - - - - - - - 927.600 - - 248 4.880 9.525 - 9.525 - - - - - - - 927.600 - - 248 9.525 - 9.525 4.880 Tabel 3.3 Pengungkapan Risiko Kredit Pihak Lawan: Transaksi Reverse Repo – Bank secara Individual Table 3.3 Disclosure of Counterparty Credit Risk: Reverse Repo Transaction – Bank 31 Desember 2016 / 31 December 2016 184 No. Kategori Portofolio Portfolio Category (1) (2) Tagihan Bersih Net Receivable Nilai MRK Credit Risk Mitigation (3) (4) Tagihan Bersih ATMR setelah MRK RWA after CRM setelah MRK Net Receivable after CRM (5) (6) 1 Tagihan kepada Pemerintah Receivable from Government - - - - 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entity - - - - 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Bank and International Institution - - - - 4 Tagihan kepada Bank Receivable from Other Bank - - - - 5 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Receivable from Micro, Small and Retail Portfolio - - - - 6 Tagihan kepada Korporasi Receivable from Corporate - - - - TOTAL - - - - | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Notional Amount < 1 Tahun ≤ 1 Year > 1 Tahun < 5 Tahun > 1 Year ≤ 5 Years Kewajiban Derivatif Derivative Payables Tagihan Derivatif Derivative Receivables > 5 Tahun > 5 Years Tagihan Bersih sebelum MRK Net Receivables before CRM MRK CRM Tagihan Bersih setelah MRK Net Receivables after CRM - - - - - - - - 435.542 - - 5.627 249 9.983 - 9.983 - - - - - - - - 435.542 - - 5.627 249 9.983 - 9.983 (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015/ 31 December 2015 Tagihan Bersih Net Receivable (7) Nilai MRK Credit Risk Mitigation Tagihan Bersih setelah MRK Net Receivable after CRM ATMR setelah MRK RWA after CRM (8) (9) (10) 196.512 - - - - - - - - - - - - - - - - - - - - - 694 - 196.512 694 - - 185 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.1 Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko setelah Memperhitungkan Dampak Mitigasi Risiko Kredit - Bank secara Individual Table 4.1 Disclosure of Net Receivable Based on Risk Weighted Asset after Credit Risk Mitigation (CRM) Impact – Bank 31 Desember 2016 / 31 December 2016 No. Kategori Portofolio (2) A Eksposur Neraca On Balance Sheet Exposure 1 Tagihan kepada Pemerintah Receivable from Government 5 7 8 9 10 11 20% 35% 40% 45% 50% 75% 100% 150% (3) (4) (5) (6) (7) (8) (9) (10) (11) 3.600.853 - Others (12) - - - - - 2.246 - 2.246 - - - - - - - - - - - - - - - - - - - - - - - - - - 6.010 2.645.244 52.483 - 555.291 Kredit Beragunan Rumah Tinggal 170 - 1.104.067 - - - 100 - 15.503 - - - - - - 386.423 - - - - - 143.533 - - - - - 10.187 - - - - - - 2.598.533 - - - 9 - 6.224.787 - 6.227.222 Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 143.533 Kredit Pegawai atau Pensiunan Employee/Retirement Loans 20.373 - Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Receivable from Micro, Small and Retail Portfolios 3.464.710 Tagihan kepada Korporasi Receivable from Corporates Tagihan yang Telah Jatuh Tempo Past Due Receivables Aset Lainnya Other Assets Total Eksposur Neraca Total On Balance Sheet Exposure 181.479 12.152 - - - - - - - 4.183 185.180 281.953 216.261 - - - - - - 386.326 1.645 388.794 4.020.376 2.657.396 1.104.067 - - 72.865 3.464.710 186.825 10.594.182 6.761.075 Beban modal dihitung berdasarkan Kewajiban Penyediaan Modal Minimum (KPMM) sesuai Profil Risiko Bank. Rasio KPMM sesuai Profil Risiko per 31 Desember 2016 dan 2015 adalah sebesar 9,48% dan 9,39%. Capital Charge is calculated based on Minimum Capital Requirement per Bank’s Risk Profile. Minimum Capital Requirement per Bank’s Risk Profile as of 31 December 2016 and 2015 are 9.48% and 9.39%, respectively. 186 (13) Tagihan kepada Bank Receivable from Other Banks Loan Secured by Residential Properties 6 0% Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 RWA Lainnya Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities 3 ATMR Net Receivable after Credit Risk Mitigation (CRM) Impact Portfolio Category (1) 2 Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Beban Modal Capital Charges (14) Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit 0% 20% 35% 40% 45% 50% 75% 100% 150% (15) (16) (17) (18) (19) (20) (21) (22) (23) Beban Modal ATMR Net Receivable after Calculate Credit Risk Mitigation (CRM) Impact RWA Capital Charges (25) (26) Lainnya Others (24) - 2.510 236 - - 15.979 1.500 - - - - 337.299 - - - 820.415 77.037 - - - - - 60.654 5.695 - - - - - 277.426 26.050 - - - 32.901 - - - 16.451 1.545 - - - - - 2.821.879 - - 2.116.409 198.731 414.319 82.496 - - - 106.357 - 9.571.734 - 9.641.412 905.329 26.729 - - - - - - - 16.149 294.947 458.570 43.060 36.858 241.315 - - - - - - 939.697 1.669 942.201 88.473 1.004.330 4.167.980 3.421.212 97.673 - 476.557 2.821.879 10.807.516 296.616 14.352.027 1.347.656 213 3.485.847 - - - - - - - - 79.897 - - - - - - - - - - - 52.642 9.199 3.258.819 - - - 36.633 - - 97.673 13.607 - - - 966 45 - 246.341 17.255 590.341 - 66.171 66.171 2.510 277.426 - 187 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.1 Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko setelah Memperhitungkan Dampak Mitigasi Risiko Kredit – Bank secara Individual Table 4.1 Disclosure of Net Receivable Based on Risk Weighted Asset after Credit Risk Mitigation (CRM) Impact – Bank 31 Desember 2016 / 31 December 2016 No. (1) (2) Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif Commitment Contingencies Liabilities Exposure on Off Balance Sheet 1 Tagihan kepada Pemerintah Receivable from Government Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 5 Receivable from Other Banks Kredit Beragunan Rumah Tinggal Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee or Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Receivable from Micro, Small and Retail Portfolios 9 10 Tagihan kepada Korporasi Receivable from Corporates Tagihan yang Telah Jatuh Tempo Past Due Receivables Total Eksposur TRA Total Off Balance Sheet Exposure 188 RWA 0% 20% 35% 40% 45% 50% 75% 100% 150% (3) (4) (5) (6) (7) (8) (9) (10) (11) Lainnya Others (12) (13) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Tagihan kepada Bank Loan Secured by Residential Properties 6 ATMR Net Receivable after Credit Risk Mitigation (CRM) Impact Portfolio Category B 2 Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Kategori Portofolio - - - - - - - - - - 55 - 55 - - - - - - - - - - - - - - - - - - - - - - - - - - 113.630 - - - - - - - - - - - - 2.712 32.332 - 35.044 113.630 - 113.685 - - - 113.685 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Beban Modal Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivable after Credit Risk Mitigation (CRM) Impact Capital Charges (14) ATMR Beban Modal (25) (26) RWA 0% 20% 35% 40% 45% 50% 75% 100% 150% (15) (16) (17) (18) (19) (20) (21) (22) (23) Capital Charges Lainnya Others (24) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 11.372 - - - - - - 2.274 214 - - - - 5 - - 10.670 - 10.675 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 259.259 - 259.259 24.344 - - - - - - - - - - - 54.616 11.372 - - - - - 259.259 - 261.533 24.558 - 2.608 52.008 - 189 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.1 Pengungkapan Tagihan Bersih Berdasarkan Bobot Risiko setelah Memperhitungkan Dampak Mitigasi Risiko Kredit – Bank secara Individual Table 4.1 Disclosure of Net Receivable Based on Risk Weighted Asset after Credit Risk Mitigation (CRM) Impact – Bank 31 Desember 2016 / 31 December 2016 No. (2) C Eksposur Akibat Kegagalan Pihak Lawan Counterparty Credit Risk Exposure 2 3 4 5 6 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions Tagihan kepada Bank Receivable from Other Banks Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small and Retail Portfolios Tagihan epada Korporasi Receivable from Corporates Total Eksposur Akibat Kegagalan Pihak Lawan Total Counterparty Credit Risk Exposure 190 20% 35% 40% 45% 50% 75% 100% 150% (3) (4) (5) (6) (7) (8) (9) (10) (11) - Lainnya Others (12) (13) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Receivable from Government Receivable from Public Sector Entities RWA 0% Tagihan kepada Pemerintah Tagihan kepada Entitas Sektor Publik ATMR Net Receivable after Credit Risk Mitigation (CRM) Impact Portfolio Category (1) 1 Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Kategori Portofolio - 9.335 - 1.867 - - - - - - - - - - - - - - - - 190 - 190 - - - - 190 - 2.057 - 9.335 - - 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Beban Modal Tagihan Bersih setelah Memperhitungkan Dampak Mitigasi Risiko Kredit Net Receivable after Credit Risk Mitigation (CRM) Impact Capital Charges (14) ATMR Beban Modal (25) (26) RWA 0% 20% 35% 40% 45% 50% 75% 100% 150% (15) (16) (17) (18) (19) (20) (21) (22) (23) Capital Charges Lainnya Others (24) - 196.512 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 175 - 9.622 - - - 14 - - - 1.931 181 - - - - - - - - - - - - 18 - - - - - - - 347 - 347 33 193 196.512 - - - 14 - 347 - 2.278 214 9.622 191 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.2 Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit – Bank secara Individual Table 4.2 Disclosure of Net Receivable and Credit Risk Mitigation Techniques – Bank 31 Desember 2016 / 31 December 2016 Bagian yang Dijamin dengan No. Kategori Portofolio Portfolio Category (1) (2) A Eksposur Neraca On Balance Sheet Exposure 1 Tagihan kepada Pemerintah 2 Tagihan kepada Entitas Sektor Publik Receivable from Government Guaranteed by Tagihan Bersih Agunan Collateral Garansi Guarantee Asuransi Kredit Lainnya Net Receivable (3) (4) (5) (6) (7) 3.603.099 - - - - - - - - - - Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 Tagihan kepada Bank 5 Kredit Beragunan Rumah Tinggal Receivable from Other Banks Loan Secured by Residential Properties 6 Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee or Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Others Credit Insurance - 2.703.737 6.010 - - 1.104.237 170 - - 143.533 - - - 20.473 100 - - 3.480.213 15.503 - - 6.418.427 181.479 - - Receivable from Micro, Small and Retail Portfolios 9 Tagihan kepada Korporasi 10 Tagihan yang Telah Jatuh Tempo Receivable from Corporates 189.363 - - - 604.232 - - - 18.267.314 203.262 - - Past Due Receivables 11 Aset Lainnya Other Assets Total Eksposur Neraca Total On Balance Sheet Exposure Definisi agunan adalah merujuk pada agunan keuangan yang diakui dalam teknik Mitigasi Risiko Kredit (MRK) Collateral definition is referred to eligible financial collateral in Credit Risk Mitigation (CRM) technique 192 - | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Bagian yang Dijamin dengan Guaranteed by Bagian yang Tidak Dijamin Unsecured Portion Tagihan Bersih (8) = (3)-[(4)+(5)+(6)+(7)] Agunan Garansi Net Receivable Collateral Guarantee (9) (10) (11) Bagian yang Tidak Dijamin Asuransi Kredit Lainnya (12) (13) Credit Insurance Unsecured Portion Others (14) =(9)-[(10)+(11)+(12)+(13)] 3.603.099 3.488.357 - - - 3.488.357 - 79.897 - - - 79.897 - - - - 2.697.727 3.605.317 9.199 - - 3.596.118 1.104.067 163.844 - - - 163.844 143.533 277.426 - - - 277.426 20.373 32.946 45 - - 32.901 3.464.710 2.839.134 17.255 - - 2.821.879 6.236.948 10.174.906 414.319 - - 9.760.587 189.363 311.096 - - - 311.096 604.232 1.182.681 - - - 1.182.681 18.064.052 22.155.604 440.818 - - - - - 21.714.786 193 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.2 Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit – Bank secara Individual Table 4.2 Disclosure of Net Receivable and Credit Risk Mitigation Techniques – Bank 31 Desember 2016 / 31 December 2016 Bagian yang Dijamin dengan No. (1) Kategori Portofolio Portfolio Category (2) B Eksposur Rekening Administratif Off Balance Sheet Exposure 1 Tagihan kepada Pemerintah 2 Tagihan kepada Entitas Sektor Publik Receivable from Government Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 Tagihan kepada Bank 5 Kredit Beragunan Rumah Tinggal Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee/Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Receivable from Micro, Small and Retail Portfolios 9 Tagihan kepada Korporasi 10 Tagihan yang Telah Jatuh Tempo Receivable from Corporates Past Due Receivables Total Eksposur TRA Total Off Balance Sheet Exposure 194 Tagihan Bersih Agunan Collateral Garansi Guarantee Asuransi Kredit Lainnya Net Receivable (3) (4) (5) (6) (7) Credit Insurance Others - - - - - - - - - - - - - - - Receivable from Other Banks Loan Secured by Residential Properties 6 Guaranteed by - - - - - 55 - - - - - - - 2.712 2.712 - - 145.962 32.332 - - - - - - - 148.729 - 35.044 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Bagian yang Dijamin dengan Guaranteed by Bagian yang Tidak Dijamin Unsecured Portion Agunan Tagihan Bersih (8) = (3)-[(4)+(5)+(6)+(7)] Garansi Net Receivable Collateral Guarantee (9) (10) (11) Bagian yang Tidak Dijamin Asuransi Kredit Lainnya (12) (13) Credit Insurance Unsecured Portion Others (14) =(9)-[(10)+(11)+(12)+(13)] - - - - - - - - - - - - - - - - - - - 11.372 - - - 11.372 - - - - - - 55 - - - - - - - - - - - - 2.608 2.608 - - - 113.630 311.267 52.008 - - 259.259 - - - - - - 113.685 325.247 65.988 - - 270.631 195 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 4.2 Pengungkapan Tagihan Bersih dan Teknik Mitigasi Risiko Kredit – Bank secara Individual Table 4.2 Disclosure of Net Receivable and Credit Risk Mitigation Techniques – Bank 31 Desember 2016 / 31 December 2016 Bagian yang Dijamin dengan No. Kategori Portofolio Portfolio Category (1) (2) C Eksposur Akibat Kegagalan Pihak Lawan Counterparty Credit Risk Exposure 1 Tagihan kepada Pemerintah 2 Tagihan kepada Entitas Sektor Publik Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions 4 Tagihan kepada Bank 5 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Retail Receivable from Other Banks Receivable from Micro, Small and Retail Portfolios 6 Tagihan kepada Korporasi Receivable from Corporates Total Eksposur Akibat Kegagalan Pihak Lawan Total Counterparty Credit Risk Exposure 196 Tagihan Bersih Agunan Collateral Garansi Guarantee Asuransi Kredit Lainnya Net Receivable (3) (4) (5) (6) (7) Receivable from Government Receivable from Public Sector Entities 3 Guaranteed by - - Credit Insurance Others - - - - - - - - - - - - - - - - - 190 - - - 9.525 - - - 9.335 | 2016 Annual Report Commonwealth Bank Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Bagian yang Dijamin dengan Guaranteed by Bagian yang Tidak Dijamin Unsecured Portion Agunan Tagihan Bersih (8) = (3)-[(4)+(5)+(6)+(7)] Garansi Net Receivable Collateral Guarantee (9) (10) (11) Bagian yang Tidak Dijamin Asuransi Kredit Lainnya (12) (13) Credit Insurance Unsecured Portion Others (14) =(9)-[(10)+(11)+(12)+(13)] - 196.512 - - - - - - - - - - - - - - - 9.335 9.636 - - - - - - - - 190 347 - - - 347 9.525 206.495 - - - 206.495 - 196.512 9.636 197 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional j. Konsentrasi risiko aset keuangan dengan eksposur risiko kredit j. Concentration of financial asset risks with credit risk exposure 1. Sektor Industri 1. Industrial Sector Tabel berikut menggambarkan rincian eksposur kredit Bank tanpa memperhitungkan agunan atau pendukung kredit lainnya, yang dikategorikan berdasarkan sektor industri pada tanggal 31 Desember 2016 dan 2015. The following table illustrates the details of the Bank’s credit exposure without taking into account collateral or other credit support, as categorised by geographical region on 31 December 2016 and 2015. (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Pemerintah Government Giro pada Bank Indonesia Giro pada bank lain Lembaga Keuangan Bukan Bank Financial Institution Non Banks Bank Bank Industri Pengolahan Manufacturing Jasa-jasa Dunia Usaha Trade Services Perusahaan Lainnya dan Perseorangan Other Companies and Individuals Jumlah Total 982.839 - - - - - 982.839 Current accounts with Bank Indonesia - 647.453 - - - - 647.453 Current accounts with other banks Penempatan pada Bank Indonesia dan bank lain 980.689 1.656.706 - - - - 2.637.395 Placements with Bank Indonesia and other banks Efek-efek 375.909 386.405 - - - - 762.314 Marketable securities 1.238.650 - - - - - 1.238.650 Government bonds Tagihan derivatif - 119 - - - 129 248 Derivative receivables Pinjaman yang diberikan - bruto - 6.005 - 1.622.485 251.272 9.818.031 11.697.793 Loans - gross 25.776 9.963 31.548 2.245 642 134.635 204.809 Other assets *) 3.603.863 2.706.651 31.548 1.624.730 251.914 9.952.795 18.171.501 Obligasi pemerintah Aset lain-lain *) Dikurangi: Cadangan kerugian penurunan nilai (500.529) Less: Allowance for impairment losses 17.670.972 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan 198 *)Other assets in this table have excluded non-financial other assets component | 2016 Annual Report Commonwealth Bank Functional Review (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Pemerintah Government Giro pada Bank Indonesia Giro pada bank lain Lembaga Keuangan Bukan Bank Financial Institution Non Banks Bank Bank Perusahaan Lainnya dan Perseorangan Other Companies and Individuals Jasa-jasa Dunia Usaha Trade Services Industri Pengolahan Manufacturing Jumlah Total 1.293.659 - - - - - 1.293.659 Current accounts with Bank Indonesia - 659.219 - - - - 659.219 Current accounts with other banks Penempatan pada Bank Indonesia dan bank lain 569.392 2.350.786 - - - - 2.920.178 Placements with Bank Indonesia and other banks Efek-efek 369.082 523.116 - - - - 892.198 Marketable securities 1.233.687 - - - - - 1.233.687 Government bonds Obligasi pemerintah Efek-efek yang dibeli dengan janji dijual kembali 195.818 - - - - - 195.818 Securities purchased under resale agreements Tagihan derivatif - 5.420 - - - 207 5.627 Derivative receivables Pinjaman yang diberikan - bruto - 61.407 - 2.631.997 800.434 10.251.608 13.745.446 Loans - gross - - 11.521 7.601 - 286.227 305.349 Acceptance receivables - gross 21.234 24.986 30.540 1.726 994 129.290 208.770 Other assets *) 3.682.872 3.624.934 42.061 2.641.324 801.428 10.667.332 21.459.951 Tagihan akseptasi bruto Aset lain-lain *) Dikurangi: Cadangan kerugian penurunan nilai (272.808) Less: Allowance for impairment losses 21.187.143 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan *) Other assets in this table have excluded non-financial other assets component 199 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Eksposur risiko kredit atas rekening administratif adalah sebagai berikut: Credit risk exposure on off balance sheet items are as follows: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Pemerintah Government Lembaga Keuangan Bukan Bank Financial Institution Non Banks Bank Bank Industri Pengolahan Manufacturing Jasa-jasa Dunia Usaha Trade Services Perusahaan Lainnya dan Perseorangan Other Companies and Individuals Jumlah Total Fasilitas pinjaman committed yang diberikan yang belum digunakan - - - - - 6.539 6.539 Committed unused loan facilities granted Garansi yang diterbitkan - - - 642 120.915 56.081 177.638 Guarantees Issued Jumlah - - - 642 120.915 62.620 184.177 Total (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Pemerintah Government Bank Bank Lembaga Keuangan Bukan Bank Financial Institution Non Banks Industri Pengolahan Manufacturing Perusahaan Lainnya dan Perseorangan Other Companies and Individuals Jasa-jasa Dunia Usaha Trade Services Jumlah Total Fasilitas pinjaman committed yang diberikan yang belum digunakan - - - 153 - 83,279 83,432 Committed unused loan facilities granted Letters of credit yang tidak dapat dibatalkan - - 444 2,982 - 25,329 28,755 Irrevocable letters of credit Garansi yang diterbitkan - 2,065 21,178 100 230,733 94,550 348,626 Guarantees issued Jumlah - 2,065 21,622 3,235 230,733 203,158 460,813 Total 2. Kualitas kredit dari aset keuangan Pada tanggal 31 Desember 2016 dan 2015, eksposur risiko kredit atas aset keuangan terbagi atas: 200 2. Credit quality of financial assets On 31 December 2016 and 2015, credit risk exposure on financial assets is classified as: 2016 Annual Report Commonwealth Bank | Functional Review (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Belum Jatuh Tempo atau Tidak Mengalami Penurunan Nilai Neither Past Due nor Impaired Telah Jatuh Tempo tetapi Tidak Mengalami Penurunan Nilai Past Due but Not Impaired Mengalami Penurunan Nilai Impaired Jumlah Total Giro pada Bank Indonesia 982.839 - - 982.839 Current accounts with Bank Indonesia Giro pada bank lain 647.453 - - 647.453 Current accounts with other banks 2.637.395 - - 2.637.395 Placements with Bank Indonesia and other banks Penempatan pada Bank Indonesia dan bank lain Efek-efek Obligasi pemerintah Tagihan derivatif Pinjaman yang diberikan - bruto Aset lain-lain *) 762.314 - - 762.314 Marketable securities 1.238.650 - - 1.238.650 Government bonds 248 - - 248 Derivative receivables 10.428.042 350.323 919.428 11.697.793 Loans - gross Other assets*) 204.809 - - 204.809 16.901.750 350.323 919.428 18.171.501 Dikurangi: Cadangan kerugian penurunan nilai (500.529) Less: Allowance for impairment losses 17.670.972 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan *)Other assets in this table have excluded non-financial other assets component (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Belum Jatuh Tempo atau Tidak Mengalami Penurunan Nilai Neither Past Due nor Impaired Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Efek-efek Obligasi pemerintah Efek-efek yang dibeli dengan janji dijual kembali Tagihan derivatif Pinjaman yang diberikan - bruto Tagihan akseptasi - bruto Aset lain-lain *) Telah Jatuh Tempo tetapi Tidak Mengalami Penurunan Nilai Past Due but Not Impaired Mengalami Penurunan Nilai Impaired Jumlah Total 1.293.659 - - 1.293.659 Current accounts with Bank Indonesia 659.219 - - 659.219 Current accounts with other banks 2.920.178 - - 2.920.178 Placements with Bank Indonesia and other banks 892.198 - - 892.198 Marketable securities 1.233.687 - - 1.233.687 Government bonds 195.818 - - 195.818 Securities purchased under resale agreements 5.627 - - 5.627 Derivative receivables 12.683.991 345.373 716.082 13.745.446 Loans - gross 305.349 - - 305.349 Acceptance receivables - gross *) Other assets 208.770 - - 208.770 20.398.496 345.373 716.082 21.459.951 Dikurangi: Cadangan kerugian penurunan nilai (272.808) Less: Allowance for impairment losses 21.187.143 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan *)Other assets in this table have excluded non-financial other assets component 201 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Pada tanggal 31 Desember 2016 dan 2015, rincian kualitas aset keuangan yang belum jatuh tempo atau tidak mengalami penurunan nilai adalah sebagai berikut: On 31 December 2016 and 2015, credit risk exposure of financial assets comprised the following details of financial asset quality that have not reached maturity or impaired: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Belum Jatuh Tempo dan tidak Menunggak Neither Past Due nor in Arreas Belum Jatuh Tempo tetapi Fasilitas Lain terdapat Tunggakan Not Past Due but other Facilities are in Arrears Jumlah Total Giro pada Bank Indonesia 982.839 - 982.839 Current accounts with Bank Indonesia Giro pada bank lain 647.453 - 647.453 Current accounts with other banks 2.637.395 - 2.637.395 Placements with Bank Indonesia and other banks 762.314 - 762.314 Marketable securities Penempatan pada Bank Indonesia dan bank lain Efek-efek Obligasi pemerintah 1.238.650 - 1.238.650 Government bonds Tagihan derivatif 248 - 248 Derivative receivables Pinjaman yang diberikan - bruto 10.223.979 204.063 10.428.042 Loans - gross Other assets *) Aset lain-lain *) 204.809 - 204.809 16.697.687 204.063 16.901.750 Dikurangi: Cadangan kerugian penurunan nilai (37.564) Less: Allowance for impairment losses 16.864.186 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan 202 *)Other assets in this table have excluded non-financial other assets component 2016 Annual Report Commonwealth Bank | Functional Review (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Belum Jatuh Tempo dan tidak Menunggak Neither Past Due nor in Arreas Belum Jatuh Tempo tetapi Fasilitas Lain terdapat Tunggakan Not Past Due but other Facilities are in Arrears Jumlah Total 1.293.659 - 1.293.659 Current accounts with Bank Indonesia 659.219 - 659.219 Current accounts with other banks 2.920.178 - 2.920.178 Placements with Bank Indonesia and other banks 892.198 - 892.198 Marketable securities 1.233.687 - 1.233.687 Government bonds 195.818 - 195.818 Securities purchased under resale agreements Tagihan derivatif 5.627 - 5.627 Derivative receivables Pinjaman yang diberikan - bruto 12.620.043 63.948 12.683.991 Loans - gross Tagihan akseptasi - bruto 305.349 - 305.349 Acceptance receivables - gross Aset lain-lain *) 208.770 - 208.770 Other assets *) 20.334.548 63.948 20.398.496 Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Efek-efek Obligasi pemerintah Efek-efek yang dibeli dengan janji dijual kembali Dikurangi: Cadangan kerugian penurunan nilai (21.968) Less: Allowance for impairment losses 20.376.528 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan *) Other assets in this table have excluded non-financial other assets component Penjelasan mengenai kualitas aset keuangan yang belum jatuh tempo atau tidak mengalami penurunan nilai adalah sebagai berikut: The explanation of the financial asset quality that have not reached maturity or impaired is as follows: • Belum jatuh tempo dan tidak menunggak. Kemungkinan aset dapat diterima kembali adalah besar karena belum jatuh tempo dan tidak menunggak pada tanggal pelaporan, sehingga tidak menjadi kekhawatiran Bank. • Belum jatuh tempo tetapi fasilitas lain terdapat tunggakan. Ada kekhawatiran atas kemampuan – dalam melakukan pembayaran pada • Not yet reached maturity and not yet delinquent. The possibility that asset can be received back is big, as it has not yet due and not yet delinquent at the reporting date. Thus, this is not a concern for the Bank. • Not yet reached maturity but there is delinquency in other facilities. There are concerns over the ability of counterparty in making payements 203 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional saat jatuh tempo dikarenakan ada fasilitas lainnya yang telah menunggak. Dalam hal ini counterparty diharapkan dapat menyelesaikan seluruh pokok dan bunga atas fasilitas lain yang menunggak. on the maturity date because there’s delinquency in other facility. In this case, the counterparty is expected to settle all the principal and interest of other facility’s delinquent account. Analisis umur pinjaman yang diberikan yang telah jatuh tempo tetapi tidak mengalami penurunan nilai pada tanggal 31 Desember 2016 dan 2015 adalah: The analaysis of the credit duration that have not reached maturity but not impaired on 31 December 2016 and 2015: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Usaha Kecil Menengah*) Small Medium Enterprises*) Retail*) Retail*) Jumlah Total Komersial*) Commercial*) 1 - 30 hari 205.619 72.841 - 278.460 1 - 30 days 31 - 60 hari 38.466 15.439 - 53.905 31 - 60 days 61 - 90 hari 11.765 5.364 - 17.129 61 - 90 days 219 610 - 829 >90 days 256.069 94.254 - 350.323 >90 hari Dikurangi: Cadangan kerugian penurunan nilai - (21.346) Less: Allowance for impairment losses 328.977 (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Usaha Kecil Menengah*) Small Medium Enterprises*) Retail*) Retail*) 0 - 30 hari 80.000 281.393 12.585 - 45.740 31 - 60 days 5.030 - 17.593 61 - 90 days >90 days 135.524 65.869 31 - 60 hari 33.155 61 - 90 hari 12.563 >90 hari Jumlah Total Komersial*) Commercial*) - 647 - 647 181.242 84.131 80.000 345.373 Dikurangi: Cadangan kerugian penurunan nilai - (7.416) 0 - 30 days Less: Allowance for impairment losses 337.957 *) Sektor industri dibagi berdasarkan kebijakan internal Bank 204 *) Industry sector divided based on Bank Internal policy. | 2016 Annual Report Commonwealth Bank Functional Review Tabel 6.1.1 Pengungkapan Eksposur Aset di Neraca – Bank secara Individual Table 6.1.1 Disclosure of Asset Exposures on On Balance Sheet – Bank 31 Desember 2016 / 31 December 2016 (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 No. Kategori Portofolio Portfolio Category Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM (1) (2) (3) (4) (5) (6) (7) (8) 1 Tagihan kepada Pemerintah 3.603.099 2.246 2.246 3.488.357 2.510 2.510 - - - 79.897 15.979 15.979 - - - - Receivable from Government 2 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities 3 Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional - - Receivable from Multilateral Development Banks and International Institutions 4 Tagihan kepada Bank 2.703.737 558.296 555.291 3.605.317 825.014 820.415 1.104.237 386.483 386.423 163.844 60.654 60.654 143.533 143.533 143.533 277.426 277.426 277.426 20.473 10.237 10.187 32.946 16.473 16.451 3.480.213 2.610.160 2.598.533 2.839.134 2.129.351 2.116.409 6.418.427 6.408.701 6.227.222 10.174.906 10.055.731 9.641.412 189.363 281.953 281.953 311.096 458.570 458.570 604.232 - 388.794 1.182.681 - 942.201 18.267.314 10.401.609 10.594.182 22.155.604 Receivable from Other Banks 5 Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties 6 Kredit Beragunan Properti Komersial Loan Secured by Commercial Properties 7 Kredit Pegawai atau Pensiunan Employee/Retirement Loans 8 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small and Retail Portfolios 9 Tagihan kepada Korporasi Receivable from Corporates 10 Tagihan yang Telah Jatuh Tempo Past Due Receivables 11 Aset Lainnya Other Assets TOTAL 13.841.708 14.352.027 205 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 6.1.2 Pengungkapan Eksposur Kewajiban Komitmen/Kontinjensi pada Transaksi Rekening Administratif Table 6.1.2 Disclosure of Commitments/Contingencies Liabilities Exposures on Off Balance Sheet 31 Desember 2016 / 31 December 2016 31 Desember 2015 / 31 December 2015 No. Kategori Portofolio Portfolio Category Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM (1) (2) (3) (4) (5) (6) (7) (8) 1 Tagihan kepada Pemerintah Receivable from Government 2 3 4 5 6 7 8 9 10 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions - - - - - - - - - - - - - - - - - - 11.372 2.274 2.274 Tagihan kepada Bank Receivable from Other Banks Kredit Beragunan Rumah Tinggal Loan Secured by Residential Properties Kredit Beragunan Properti Komersial Loan Secured with Commercial Properties Kredit Pegawai atau Pensiunan Employee/Retirement Loans Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small and Retail Portfolios Tagihan kepada Korporasi Receivable from Corporates Tagihan yang Telah Jatuh Tempo Past Due Receivables TOTAL 206 (dalam Jutaan Rupiah) (in Million Rupiah) - - 55 - - - 55 - 2.712 2.034 145.962 145.962 148.729 148.051 - - 55 - - - - 113.630 113.685 - - - - - - - 2.608 1.956 - 311.267 311.267 259.259 - - - 325.247 315.497 261.533 2016 Annual Report Commonwealth Bank | Functional Review Tabel 6.1.3 Pengungkapan Eksposur yang Menimbulkan Risiko Kredit Akibat Kegagalan Pihak Lawan Table 6.1.3 Disclosure of Counterparty Credit Risk Exposures 31 Desember 2016 / 31 December 2016 (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Kategori Portofolio Portfolio Category Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM Tagihan Bersih Net Receivable ATMR sebelum MRK RWA before CRM ATMR setelah MRK RWA after CRM (1) (2) (3) (4) (5) (6) (7) (8) 1 Tagihan kepada Pemerintah Receivable from Government No. 2 3 4 5 6 Tagihan kepada Entitas Sektor Publik Receivable from Public Sector Entities Tagihan kepada Bank Pembangunan Multilateral dan Lembaga Internasional Receivable from Multilateral Development Banks and International Institutions Tagihan kepada Bank Receivable from Other Banks - - - 196.512 - - - - - - - - - - - - - - 9.636 1.931 1.931 9.335 1.867 1.867 Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel Receivable from Micro, Small and Retail Portfolios - - - - - - Tagihan kepada Korporasi Receivable from Corporates 190 190 190 347 347 347 9.525 2.057 2.057 206.495 2.278 2.278 TOTAL Tabel 6.1.4 Pengungkapan Total Pengukuran Risiko Kredit Table 6.1.4 Disclosure of Credit Risk Measurement Total Total ATMR Risiko Kredit Total RWA of Credit Risk Total Faktor Pengurang Modal Total Capital Deduction Factor (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2016 31 Desember 2015 31 December 2016 31 December 2015 10.709.924 14.615.838 - - 207 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional 6. Risiko Pasar 208 6. Market Risk Bank menyusun kebijakan manajemen Risiko Pasar yang telah mendapat persetujuan dari Dewan Komisaris. Secara berkala, Departemen Manajemen Risiko Pasar & Neraca (MBRMMarket & Balance Sheet Risk Management) melakukan kajian dan pembaharuan kebijakan Risiko Pasar sesuai dengan perkembangan bisnis dan peraturan terkait yang berlaku. MBRM melakukan pemantauan eksposur Risiko Pasar Bank secara harian, untuk memastikan bahwa eksposur tersebut tetap berada dalam toleransi risiko yang telah ditetapkan. MBRM juga melakukan proses eskalasi untuk pelampauan limit atau pelanggaran atas parameter yang telah disetujui di dalam kebijakan Risiko Pasar. The Bank has formulated the policy of managing market risk and the policy was approved by the Board of Commissioners. Periodically, MBRM or Market & Balance Sheet Risk Management conducts a study and an update of Market Risk policy in line with the business development and related prevailing regulation. MBRM conducts daily monitoring of the market risk exposures to ensure they stay within the risk tolerance level. MBRM also conducts an escalation process for limit exceed or violation of the parameters agreed upon in the Market Risk policy. Limit yang telah disetujui ditinjau ulang setiap tahunnya bersamaan dengan proses pengkajian kebijakan Risiko Pasar. Namun demikian, pengkajian atas limit pasar dapat dilakukan setiap saat apabila kondisi bisnis atau pasar menuntut adanya perubahan limit. The acceptable limit is under review each year along with the review of the risk market policy. MBRM, however, can review this market limit any time should the condition in the industry or market demand a revision to the limit. Bank menjaga eksposur yang relatif rendah terhadap pergerakan pasar yang merugikan baik dalam buku trading (traded market risk) maupun buku Bank (non-traded market risk). The Bank maintains the exposures at the relatively low level against adverse market movement either in the trading book (traded market risk) or in the Bank’s book (non-traded market risk). Bank melakukan identifikasi atas Risiko Pasar melalui berbagai cara, di antaranya melalui analisis terhadap produk baru, analisis sensitivitas dan stress testing. Secara internal, Bank melakukan pengukuran Risiko Pasar atas posisi trading book dan banking book (risiko perubahan suku bunga pada banking book). Untuk trading book, Bank menggunakan Posisi Devisa Netto (PDN) sebagai tolak ukur risiko nilai tukar mata uang, sementara eksposur terhadap risiko pasar lainnya telah sepenuhnya mendapatkan lindung nilai melalui struktur lindung nilai back-to-back. Bank membatasi eksposur Risiko Pasar yang timbul dari pergerakan nilai tukar mata uang jauh di bawah batasan eksposur maksimum yang ditetapkan oleh Bank Indonesia, yaitu tidak boleh lebih besar dari 20% total modal. The Bank identifies Market Risk using several methods, including analysis of new products, and sensitivity analysis and stress testing. Internally, the Bank calculates Market Risks calculation over the trading book and banking book positions (changes in the interest rate for banking book). For trading book, the Bank uses Net foreign exchange position (PDN) as the benchmark for the foreign exchange risk, while other market risk exposures use hedging through back-to-back hedging structure. The Bank limits Market Risk exposures arising from foreign exchange value well below maximum exposure limit set by Bank Indonesia, namely no larger than 20% of the total capital. Bank belum menggunakan model internal untuk mengukur eksposur Risiko Pasar dan menggunakan Pendekatan Standar dalam perhitungan kecukupan modal untuk Risiko Pasar. Risiko Pasar yang telah diperhitungkan dalam perhitungan kecukupan modal melalui pendekatan standar adalah: Commonwealth Bank has not used internal model to measure Market Risk exposures, and uses Standard Approaches in calculating capital adequacy for Market Risk. The market risk entered into the capital adequacy calculation using the following standard approaches: 2016 Annual Report Commonwealth Bank | Functional Review a. Posisi instrumen keuangan dalam trading book yang terekspos risiko suku bunga. a. The financial instrument position in the trading book exposed to the interest rate risk. b. Posisi valuta asing, baik dalam trading book maupun banking book, yang terekspos risiko nilai tukar mata uang. b. The position of foreign exchange, either in the trading book or in the banking book, exposed to the foreign exchange risk. Upaya yang dilakukan Bank untuk mengelola risiko pasar adalah: Efforts made by the Bank to manage market risk are as follows: a. Bank telah menyelesaikan validasi Opics Risk Plus (ORP) sebagai sistem pengukuran risiko pasar untuk perhitungan PV01, HSVaR, dan backtesting VaR untuk surat berharga pemerintah Indonesia dalam Rp dan USD. a. The Bank has completed the validation of Opics Risk Plus (ORP) as the market risk measurement system for the measurement of PV01, HS-VaR, and backtesting VaR for government securities in Rp and USD. b. Melakukan perbaikan skenario stress testing dalam kaitannya dengan penilaian kecukupan modal bank dalam menyerap potensi kerugian yang terjadi dari risiko pasar. b. The Bank has made improvement to the stress testing scenario in relation with the Bank’s capital adequacy in absorbing loss potential arising from market risks. I. Risiko Tingkat Suku Bunga I. Interest Rate Risk Bank melakukan pengawasan terhadap dampak pergerakan tingkat suku bunga untuk mengurangi dampak negatif terhadap Bank, baik dampak terhadap laba maupun likuiditas, dari pergerakan tingkat suku bunga yang merugikan. Untuk mengukur risiko pasar karena pergerakan suku bunga, Bank melakukan analisis harian pada pergerakan marjin suku bunga dan juga melakukan analisis pada profil jatuh tempo seluruh aset dan liabilitas berdasarkan pada jadwal perubahan suku bunga (repricing schedule). Commonwealth Bank always monitors any impact of movement in the interest rate, paying special attention to any negative effect, either to the profit or to the liquidity. To measure the market ris due to interest rate movement, the Bank conducts daily analysis of the interest margin and also analysis of the maturity date profile of all assets and liabilities based on repricing schedule. Tujuan utama pengelolaan tingkat suku bunga adalah untuk membatasi dampak buruk dari pergerakan tingkat suku bunga terhadap laba dan untuk meningkatkan pendapatan di dalam batasan tertentu. Bila aktivitas lindung nilai alami masih menghasilkan ketidakcocokan (mismatch) tingkat suku bunga, lindung nilai dilakukan di dalam batasan yang telah ditentukan sebelumnya melalui penggunaan instrumen keuangan fisik dan instrumen keuangan derivatif lainnya. The major objective of managing interest rate is to limit the negative impact of the movement of the interest rate against profit, and to boost income in a certain limit. If the natural hedging activity still shows a mismatch in the interest rate, the hedging is set within the determined limit by using physical financial instrument and other derivative financial instruments. Sebagian besar simpanan nasabah dan pinjaman yang diberikan dengan tingkat suku bunga mengambang, berkaitan For most of the customers’ savings and loans, the Bank applies a floating interest rate, directly related to the market rate or 209 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional langsung dengan tingkat suku bunga pasar atau tingkat suku bunga yang diumumkan, yang disesuaikan secara periodik guna mencerminkan pergerakan pasar. issued rate, adjusted periodically to reflect the market dynamics. Tabel di bawah merangkum tingkat suku bunga efektif rata-rata per tahun untuk Rupiah dan mata uang asing. The following table summarises the average effective annual interest rate for Rupiah and foreign currencies. 2016 2015 Rupiah Mata Uang Asing Foreign Currencies Rupiah Mata Uang Asing Foreign Currencies % % % % ASET ASSETS Penempatan pada Bank Indonesia dan bank lain 2,43 0,70 2,56 0,64 Placements with Bank Indonesia and other banks Efek-efek 6,49 2,87 6,47 2,96 Marketable securities Obligasi pemerintah 8,09 2,37 7,98 2,53 Government bonds Efek-efek yang dibeli dengan janji dijual kembali Pinjaman yang diberikan 6,11 - 6,17 - Securities purchased under resale agreements 11,84 5,02 11,79 4,29 Loans LIABILITAS LIABILITIES Deposits from customers and other banks Simpanan dari nasabah dan dari bank lain: 210 - Giro 2,93 0,07 3,17 0,08 Current accounts - - Tabungan 2,07 0,16 2,30 0,17 Savings - - Deposito berjangka 7,39 0,80 8,56 1,45 Time deposits - - Negotiable certificate of deposit 8,40 - 8,99 - Negotiable certificate of deposit Pinjaman yang diterima 7,56 - 7,61 0,57 Borrowings Eksposur bank terhadap risiko tingkat suku bunga Bank’s Exposure against Interest Rate Risks Tabel di bawah ini mengikhtisarkan ekposur instrumen keuangan Bank terhadap risiko tingkat suku bunga yang dikategorikan menurut mana yang terlebih dahulu antara tanggal repricing atau tanggal jatuh tempo: The table below summarises the exposure of the Bank’s financial assets against the interest rate, categorised based on which is first between the repricing date and maturity date: | 2016 Annual Report Commonwealth Bank Functional Review (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Suku Bunga Mengambang Floating Rates Tidak Dikenakan Bunga Non Interest Bearing Sampai dengan 1 Bulan Up to 1 Month Lebih dari 1 Bulan s/d 3 Bulan More than 1 Month until 3 Months Lebih dari 3 Bulan s/d 12 Bulan More than 3 Months until 12 Months Suku Bunga Tetap Fixed Rates Lebih dari 12 Bulan More than 12 Months Sampai dengan 1 Bulan Up to 1 Month Lebih dari 1 Bulan s/d 3 Bulan More than 1 Month until 3 Months Jumlah Total Lebih dari 3 bulan s/d 12 Bulan More than 3 Months until 12 Months Lebih dari 12 Bulan More than 12 Months Aset Assets 982.839 - - - - - - - - 982.839 Current accounts with Bank Indonesia Giro pada bank lain - 647.453 - - - - - - - 647.453 Current accounts with other banks Penempatan pada Bank Indonesia dan bank lain - - - - - 2.637.395 - - - 2.637.395 Placements with Bank Indonesia and other banks Efek-efek - 39.054 131.660 - - 149.702 - 226.208 215.690 762.314 Marketable securities Obligasi pemerintah - - - - - - 399.665 53.216 785.769 1.238.650 Government bonds 248 - - - - - - - - 248 Derivative receivables Giro pada Bank Indonesia Tagihan derivatif Pinjaman yang diberikan - bruto - 8.704.776 345.612 92.434 12.279 6.073 16.437 377.705 2.142.477 11.697.793 Loans - gross 204.809 - - - - - - - - 204.809 Other assets *) 1.187.896 9.391.283 477.272 92.434 12.279 2.793.170 416.102 657.129 3.143.936 18.171.501 Aset lain-lain *) Jumlah Liabilitas Total Liabilities Simpanan nasabah - 6.952.748 - - - 3.529.920 1.885.638 689.118 178.861 13.236.285 Deposits from customers Simpanan dari bank lain - 105.151 - - - 16.150 11.000 932.780 - 1.065.081 Deposits from other banks Liabilitas derivatif 4.880 - - - - - - - - 4.880 Derivative payables Liabilitas lain-lain**) 275.559 - - - - - - - - 275.559 Other liabilities **) Jumlah 280.439 7.057.899 - - - 3.546.070 1.896.638 1.621.898 178.861 14.581.805 Total - 2.333.384 477.272 92.434 12.279 (752.900) (1.480.536) (964.769) 2.965.075 2.682.239 Repricing gap Perbedaan repricing (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Suku bunga mengambang Floating rates Tidak Dikenakan Bunga Non Interest Bearing Sampai dengan 1 Bulan Up to 1 Month Lebih dari 1 Bulan s/d 3 Bulan More than 1 Month until 3 Months Lebih dari 3 Bulan s/d 12 Bulan More than 3 Months until 12 Months Suku bunga tetap Fixed rates Lebih dari 12 Bulan More than 12 Months Sampai dengan 1 Bulan Up to 1 Month Lebih dari 1 Bulan s/d 3 Bulan More than 1 Month until 3 Months Jumlah Total Lebih dari 3 Bulan s/d 12 Bulan More than 3 Months until 12 Months Lebih dari 12 Bulan More than 12 Months Aset Assets 1.293.659 - - - - - - - - 1.293.659 Current accounts with Bank Indonesia Giro pada bank lain - 659.219 - - - - - - - 659.219 Current accounts with other banks Penempatan pada Bank Indonesia dan bank lain - - - - - 2.920.178 - - - 2.920.178 Placements with Bank Indonesia and other banks Efek-efek - 20.304 436.107 - - 1.952 - 369.082 64.753 892.198 Marketable securities Obligasi pemerintah - - - - - 33.983 - 80.146 1.119.558 1.233.687 Government bonds Giro pada Bank Indonesia Efek-efek yang dibeli dengan janji dijual kembali Tagihan derivatif Pinjaman yang diberikan - bruto Tagihan akseptasi - bruto Aset lain-lain *) Jumlah - - - - - 195.818 - - - 195.818 Securities purchased under resale agreements 5.627 - - - - - - - - 5.627 Derivative receivables - 10.361.656 1.248.987 402.979 240.114 2.987 28.475 509.204 951.044 13.745.446 305.349 - - - - - - - - 305.349 208.770 - - - - - - - - 208.770 Other assets *) 1.813.405 11.041.179 1.685.094 402.979 240.114 3.154.918 28.475 958.432 2.135.355 21.459.951 Deposits from customers - 8.252.462 - - - 4.301.682 2.086.057 444.162 175.088 15.259.451 Deposits from customers Deposits from other banks Liabilitas Simpanan nasabah Simpanan dari bank lain Liabilitas derivatif Liabilitas akseptasi Loans - gross Acceptance receivables - gross Liabilities - 46.656 - - - 314.354 591.531 588.257 - 1.540.798 249 - - - - - - - - 249 Derivative payables 305.349 - - - - - - - - 305.349 Acceptance payables Other liabilities **) Liabilitas lain-lain**) 309.380 - - - - - - - - 309.380 Jumlah 614.978 8.299.118 - - - 4.616.036 2.677.588 1.032.419 175.088 17.415.227 Total 2.742.061 1.685.094 402.979 240.114 (1.461.118) (2.649.113) (73.987) 1.960.267 2.846.297 Repricing gap Perbedaan repricing *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lainlain non-keuangan. *) Other assets in this table have excluded non-financial other assets component. **)Liabilitas lain-lain pada tabel ini telah mengeluarkan komponen liabilitas lain-lain non-keuangan. **)Other liabilities in this table have excluded non-financial other liabilities component. 211 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Sensitivitas terhadap pendapatan bunga bersih Sensitivity Against Net Interest Income Dalam mengelola risiko suku bunga harian, Bank menggunakan 2 (dua) buah pendekatan: NII simulation dan Net PV01. Untuk pendekatan sensitivitas terhadap NII, Bank menggunakan skenario kenaikan maupun penurunan suku bunga sampai dengan 100 bps secara paralel. Sementara itu, PV01 adalah salah satu analisis sensitivitas yang menunjukkan perubahan nilai pasar dari neraca Bank ketika terjadi pergerseran yield curve sebesar 1 basis poin. Profil Net PV01 dihitung dari portofolio berbasis non-trading berdasarkan nilai pasar masing-masing komponen pada aset dan kewajiban, sesuai dengan tanggal re-pricing-nya, atau sesuai kontrak pembayaran. Bank juga memonitor sensitivitas perubahan tingkat suku bunga terhadap pendapatan bunga bersih untuk 12 bulan ke depan. In managing daily interest risk, the Bank applies two approaches: NII simulation and Net PV01. For NII simulation approach, the Bank uses the scenario of the decrease or increase of the interest rates up to 100 bps in parallel. PV01 is a sensitivity analysis which shows changes in the market value from the Bank balance sheet in the event of yield curve movement of one basis point. Net PV01 profile is measured from the nontrading portfolio based on the market value of each component belonging to the assets and liabilities, according to the repricing target or based on the payment contract. The Bank also monitors the sensitivity of interest rate movement against net profit income for the next 12 months. Tabel berikut menyajikan sensitivitas pendapatan bunga bersih Bank terhadap kenaikan atau penurunan suku bunga secara paralel sebesar 100 bps. The following table presents the Bank’s net interest income sensivity to the increase or decrease of interest rate in parallel at 100 bps. (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Pengaruh terhadap pendapatan bunga bersih Peningkatan 100 bps Penurunan 100 bps Increased by 100 bps Decreased by 100 bps 56.695 (56.695) Impact to net interest income (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Pengaruh terhadap pendapatan bunga bersih Peningkatan 100 bps Penurunan 100 bps Increased by 100 bps Decreased by 100 bps 57.477 Proyeksi di atas mengasumsikan bahwa tingkat suku bunga bergerak pada jumlah yang sama, sehingga tidak mencerminkan pengaruh potensial laba atas perubahan beberapa tingkat suku bunga sementara yang lainnya tidak berubah, proyeksi juga mengasumsikan bahwa seluruh variabel lainnya adalah konstan dan berdasarkan tanggal pelaporan yang konstan serta seluruh posisi hingga jatuh tempo. 212 (57.477) Impact to net interest income The projection above uses the assumption that the interest rate moves in the equal amount so that it does not reflect the impact to the potential profit due to the occurrence where some several interest rates change while others remain the same. The projection also uses the assumption that other variables are constant, are based on the constant reporting dates, and all positions remain until the maturity date. 2016 Annual Report Commonwealth Bank | Functional Review Pengelolaan suku bunga harian dilakukan secara efektif oleh Asset Liability Management (ALM) Desk – Treasury dan dipantau oleh Market Risk, dan dilaporkan kepada ALCO setiap bulannya. The daily interest rate management is done effectively by Asset Liability Management (ALM) Desk – Treasury; is monitored by Market Risk; and is reported to ALCO each month. Sensitivitas keuntungan yang belum direalisasi atas efek-efek dan obligasi pemerintah dalam kelompok tersedia untuk dijual Sensitivity of Unrealised Gains on Securities and Government Bonds as Available-for-Sale Tabel dibawah ini mengikhtisarkan sensitivitas (kerugian)/keuntungan yang belum direalisasi atas efek-efek dan obligasi pemerintah dalam kelompok tersedia untuk dijual Bank pada tanggal 31 Desember 2016 dan 2015 atas perubahan tingkat suku bunga yaitu: The table below summarises the sensitivity of unrealised (loss)/gains on the securities and government bonds as available for sale as of 31 December 2016 and 2015 against changes in the interest rate: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Pengaruh terhadap (kerugian)/keuntungan yang belum direalisasi atas efek-efek dan obligasi pemerintah dalam kelompok tersedia untuk dijual Peningkatan 100 bps Penurunan 100 bps Increased by 100 bps Decreased by 100 bps (29.278) 29.278 Impact to unrealised (losses)/gains on available for sale marketable securities and government bonds (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Pengaruh terhadap (kerugian)/keuntungan yang belum direalisasi atas efek-efek dan obligasi pemerintah dalam kelompok tersedia untuk dijual Peningkatan 100 bps Penurunan 100 bps Increased by 100 bps Decreased by 100 bps (53.712) 53.712 Impact to unrealised (losses)/gains on available for sale marketable securities and government bonds Proyeksi di atas mengasumsikan bahwa seluruh variabel lainnya adalah konstan dan berdasarkan tanggal pelaporan yang konstan serta seluruh posisi hingga jatuh tempo. The projection above uses the assumption that all other variables are constant, based on constant reporting dates, and positions until the maturity date. Sensitivitas atas laba bersih dan (kerugian)/ keuntungan yang belum direalisasi atas efekefek dalam kelompok tersedia untuk dijual, tidak memperhitungkan efek dari lindung nilai dan tindakan-tindakan Bank untuk mengurangi risiko atas tingkat suku bunga. The sensitivity on the net profit and unrealised (loss)/gain over the securities available for sale does not take into account the effect of hedging and the Bank’s actions to minimise interest rate risks. Dalam kenyataannya, Bank secara proaktif melakukan mitigasi atas efek prospektif pergerakan tingkat suku bunga. In reality, the Bank is proactive in mitigating the prospective effect of interest rate movement. 213 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional II. Risiko Mata Uang II. Currency Risk Risiko ini umumnya terjadi dari transaksi dan produk valuta asing, baik dengan nasabah korporasi maupun retail, dan dari aktivitas pasar valuta asing antarbank seperti kontrak berjangka. Risiko kurs mata uang dimonitor dan dilaporkan setiap hari oleh Bank untuk memastikan bahwa dampak pergerakan nilai tukar mata uang asing yang merugikan dapat dikendalikan dengan batas yang ditentukan. These usually refer to the foreign exchange transactions and products with corporate and retail customers, and to the activity of foreign exchange trading between banks, such as financial futures. Foreign exchange risks are monitored and reported daily by the Bank to ensure that any adverse impact of foreign exchange remains in the controllable limit. Tabel 7.1 Pengungkapan Risiko Pasar dengan Menggunakan Metode Standar Table 7.1 Disclosure of Market Risk with Standardised Method Jenis Risiko Risk Type No. (1) 1 (2) 31 Desember 2016 31 December 2016 31 Desember 2015 31 December 2015 Bank Bank Beban Modal Capital Charge ATMR RWA Beban Modal Capital Charge ATMR RWA (3) (4) (7) (8) Risiko Suku Bunga Interest Rate Risk a. Risiko Spesifik Specific Risk b. - - - - Risiko Umum General Risk 1.553 19.413 921 11.513 2 Risiko Nilai Tukar Foreign Exchange Risk 2.707 33.837 2.856 35.700 3 Risiko Ekuitas Equity Risk - - - - 4 Risiko Komoditas Comodities Risk - - - - 5 Risiko Option Option Risk - - - - 4.260 53.250 3.777 47.213 TOTAL 214 (dalam Jutaan Rupiah) (in Million Rupiah) 2016 Annual Report Commonwealth Bank | Functional Review Berikut ini adalah Posisi Devisa Neto (PDN) Bank per tanggal 31 Desember 2016 dan 2015: The following is the Bank’s foreign currency Net Open Positions (NOP) as at 31 December 2016 and 2015: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Mata Uang Aset/ Assets Liabilitas/ Liabilities Posisi Devisa Neto Absolut/ Absolute Net Open Position STATEMENTS OF FINANCIAL POSITION LAPORAN POSISI KEUANGAN Dolar Australia Euro Pound Sterling Inggris Dolar Hongkong Yen Jepang Yuan Dolar Selandia Baru Dolar Singapura Dolar Amerika Serikat Currency 1.573.201 1.933.853 360.652 Australian Dollar 133.610 140.961 7.351 Euro 58.796 60.702 1.906 Great Britain Pound Sterling 1.194 - 1.194 Hongkong Dollar 252.666 241.840 10.826 Japanese Yen 33.017 29.835 3.182 China Yuan 1.553 1.435 118 New Zealand Dollar 75.668 75.646 22 Singapore Dollar 2.672.908 2.288.986 383.922 United States Dollar 769.173 KESELURUHAN (LAPORAN POSISI KEUANGAN DAN REKENING ADMINISTRATIF) Dolar Australia Euro Pound Sterling Inggris Dolar Hongkong Yen Jepang Yuan Dolar Selandia Baru Dolar Singapura Dolar Amerika Serikat AGGREGATE (STATEMENTS OF FINANCIAL POSITION AND OFF-BALANCE SHEET) 2.992 1.952.402 1.949.410 140.698 140.961 263 Euro 58.796 60.702 1.906 Great Britain Pound Sterling 1.194 - 1.194 Hongkong Dollar 252.666 252.575 91 Japanese Yen 33.017 32.540 477 China Yuan Australian Dollar 1.553 1.435 118 New Zealand Dollar 75.668 75.646 22 Singapore Dollar 2.777.133 2.803.912 26.779 United States Dollar 33.842 Jumlah Modal Tier I dan II Rasio PDN Laporan posisi keuangan Rasio PDN Keseluruhan 3.476.313 Total Tier I and II Capital 22,13% NOP ratio Statements of financial position 0,97% NOP ratio Aggregate 215 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Mata Uang Aset/ Assets Liabilitas/ Liabilities Posisi Devisa Neto Absolut/ Absolute Net Open Position Currency STATEMENTS OF FINANCIAL POSITION LAPORAN POSISI KEUANGAN 2.238.428 2.323.980 85.552 Australian Dollar Euro 180.029 184.623 4.594 Euro Pound Sterling Inggris 161.690 165.323 3.633 Great Britain Pound Sterling 1.150 182 968 Hongkong Dollar Yen Jepang 84.656 60.020 24.636 Japanese Yen Yuan 58.835 59.581 746 China Yuan 2.113 1.916 197 New Zealand Dollar Dolar Australia Dolar Hongkong Dolar Selandia Baru Dolar Singapura Dolar Amerika Serikat 96.004 98.478 2.474 Singapore Dollar 3.812.792 3.581.686 231.106 United States Dollar 353.906 KESELURUHAN (LAPORAN POSISI KEUANGAN DAN REKENING ADMINISTRATIF) AGGREGATE (STATEMENTS OF FINANCIAL POSITION AND OFF-BALANCE SHEET) 9.235 Australian Dollar 184.623 829 Euro 165.323 3.633 Great Britain Pound Sterling 1.150 182 968 Hongkong Dollar Yen Jepang 84.656 79.205 5.451 Japanese Yen Yuan 58.835 59.581 746 China Yuan 2.113 1.916 197 New Zealand Dollar 2.395.079 2.385.844 Euro 183.794 Pound Sterling Inggris 161.690 Dolar Australia Dolar Hongkong Dolar Selandia Baru Dolar Singapura Dolar Amerika Serikat 98.762 98.478 284 Singapore Dollar 3.976.748 3.962.388 14.360 United States Dollar 35.703 Jumlah Modal Tier I dan II 216 3.944.751 Total Tier I and II Capital Rasio PDN Laporan posisi keuangan 8,97% NOP ratio Statements of financial position Rasio PDN Keseluruhan 0,91% NOP ratio Aggregate 2016 Annual Report Commonwealth Bank | Functional Review PDN posisi keuangan dan rekening administratif per tanggal 31 Desember 2016 dan 2015 yang dihitung berdasarkan Peraturan Bank Indonesia (PBI) No. 5/13/ PBI/2003 sebagaimana telah diubah sebagian dengan PBI No. 6/20/PBI/2004 tanggal 15 Juli 2004, PBI No. 7/37/PBI/2005 tanggal 30 September 2005, PBI No.12/10/ PBI/2010 tanggal 1 Juli 2010 dan PBI No. 17/5/PBI/2015 tanggal 29 Mei 2015 adalah masing-masing 0,97% dan 0,91%. NOP of financial and administrative account position as of 31 December 2016 and 2015 which calculated based on Bank Indonesia (BI) Regulation No. 5/13/PBI/2003, partially amended by BI Regulation No. 6/20/ PBI/2004 dated 15 July 2004, BI Regulation No. 7/37/PBI/2005 dated 30 September 2005, BI Regulation No. 12/10/PBI/2010 dated 1 July 2010 and BI Regulation No. 17/5/PBI/2015 dated 29 May 2015 are 0.97% and 0.91% respectively. Sensitivitas terhadap laba bersih Sensitivity against Net Profit Tabel di bawah ini mengikhtisarkan sensitivitas laba bersih Bank pada tanggal 31 Desember 2016 dan 2015 atas perubahan nilai tukar mata uang asing yaitu: The table below summarises the sensitivity against net profit as of 31 December 2016 and 2015 against foreign exchange: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Peningkatan 5% Increased by 5% Pengaruh terhadap laba bersih Penurunan 5% Decreased by 5% 1.203 (1.203) Impact to net income (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Peningkatan 5% Increased by 5% Pengaruh terhadap laba bersih Penurunan 5% Decreased by 5% (541) Proyeksi di atas mengasumsikan bahwa perubahan nilai tukar mata uang asing bergerak pada jumlah yang sama sehingga tidak mencerminkan perubahan potensial kepada laba atas perubahan beberapa nilai tukar mata uang asing sementara lainnya tidak berubah. Proyeksi juga mengasumsikan bahwa seluruh variabel lainnya adalah konstan dan berdasarkan tanggal pelaporan yang konstan serta seluruh posisi hingga jatuh tempo. 7. Risiko Likuiditas Kebijakan likuiditas Bank didasarkan untuk memastikan bahwa setiap kebutuhan dana di saat ini, maupun di masa datang baik 541 Impact to net income The projection above uses the assumption that the changes in the foreign currency exchange rates stay the same so that it does not reflect potential changes to the profit in the event of the changes in some foreign currency exchange rates, while others remain the same. The projection also uses assumption that all other variables are constant, are based on constant reporting dates, and all positions until the maturity date. 7. Liquidity Risk The Bank’s liquidity risk ensure that the Bank can fulfil each funding requirement in the current time or in the future, in the normal period or 217 Laporan Tahunan 2016 Commonwealth Bank 218 | Tinjauan Fungsional untuk kondisi normal maupun kondisi stres dapat dipenuhi. Beberapa pendekatan dalam melaksanakan risiko likuiditas, dilakukan termasuk: liquidity gap analysis, liquidity stress test analysis, dan liquidity ratio analysis. Di dalam mengendalikan risiko likuiditas, Bank menetapkan beberapa batasan dan parameter serta melakukan pemantauan terhadap indikator-indikator internal dan eksternal. Bank juga menetapkan rencana pendanaan darurat yang digunakan untuk menghadapi kondisi krisis. Jumlah aset lancar yang memadai dipertahankan untuk menjamin kebutuhan likuiditas yang terkendali setiap waktu. Hal ini sejalan dengan peraturan BI tentang manajemen risiko likuiditas yang tercantum dalam Surat Edaran BI No.11/16/DPNP/2009. in the stressful period. Some approaches to manage liquidity risk are liquidity gap analysis, liquidity stress test analysis and liquidity ratio analysis. In controlling liquidity risk, the Bank determines several limits and parameters, and conducts monitoring of the internal and external indicators. The Bank also determines the contingency funding plan to anticipate a crisis. The Bank maintains adequate number of current assets to ensure manageable liquidity needs at any given time. This is in line with the new Bank Indonesia regulation on liquidity risk management stated in BI Circular Letter No.11/16/DPNP/2009. Dalam situasi pasar saat ini, Bank mengembangkan bisnis dengan hail-hati dan fokus dalam menjaga terpenuhinya persyaratan likuiditas dan funding dan juga di saat yang bersamaan, menjaga tingkat margin yang sehat. Pemenuhan kepemilikan High Quality Liquid Assets (HQLA) dimonitor dengan ketat setiap hari oleh Market and Balance Sheet Risk Management (MBRM) untuk memastikan Bank memiliki likuiditas cukup untuk memenuhi kewajibannya. Selain itu, pengawas juga mewajibkan Bank untuk menjaga rasio AL/NCD minimum 50%. In the current market situation, the Bank practices prudence in developing the business and focuses on maintaining the fulfilment of liquidity and funding requirements. At the same time, the Bank maintains sound margin rate. Each day, Market and Balance Sheet Risk Management (MBRM) closely monitors the fulfilment of High Quality Liquid Assets (HQLA) ownership. This is to ensure that the Bank has adequate liquidity to perform its obligations. Moreover, the supervisory body also requires that the Bank maintain its AL/NCD ratio at the minimum level of 50%. Sementara itu, LFR Bank mengalami penurunan dibandingkan posisi tahun sebelumnya yang mengindikasikan kondisi likuiditas yang baik. Profil likuiditas Bank meningkat, hal ini dibuktikan dengan kemampuan Bank untuk meningkatkan pendanaan jangka panjang yang stabil, yaitu dengan menerbitkan Negotiable Certificate of Deposit (NCD) yang dimulai sejak Januari 2014. Ada dua hal yang memperkuat bukti bahwa Bank mampu menjaga akses yang baik pada inter-Bank Commercial funding market yaitu suksesnya penerbitan NCD yang mencapai 12 kali penerbitan dan dalam periode pelaporan mencatatkan penerbitan sebesar Rp1,03 triliun dengan outstanding sebesar Rp1,450 triliun di akhir Desember 2016. Sedangkan bukti yang kedua ditunjukkan dengan kemampuan Bank untuk mengakses sumber pendanaan dari pasar antar bank. The Bank’s LFR shows a downgrade in position from the previous year. This indicates that the Bank has a sound liquidity condition. The Bank’s liquidity profile improved as proved by the Bank’s ability to increase stable long-term funding, by issuing Negotiable Certificate of Deposit (NCD) since January 2014. Two things show that the Bank managed to maintain good access to inter-Bank Commercial funding market the first one is the Bank succeeded in issuing NCD in 12 issues, and in the reporting period, the Bank recorded issuance of Rp1.03 trillion with outstanding amounting to Rp1.450 trillion by the end of December 2015. The second one is the Bank is able to access funding sources from Interbank market. Penerapan sistem ALM (ALMONDE), membantu Bank dalam menyediakan informasi kepada manajemen posisi risiko likuiditas The implementation of ALM system (ALMONDE) has helped the Bank in providing information about the liquidity risks to the management 2016 Annual Report Commonwealth Bank | Functional Review secara akurat, dan tepat waktu. Delegasi untuk mengelola likuiditas secara jelas didefinisikan dalam Kebijakan Manajemen Risiko Likuiditas dan Strategy. Sebuah dokumen terpisah yang mengatur Contingency Funding Plan (CFP) juga telah ditentukan dan telah diuji secara berkala, dimana proses eskalasi termasuk didalamnya tanggapan, persetujuan dari Management Team dan aktivasi CFP telah dilakukan sesuai dengan rencana. Bank telah melaksanakan uji CFP berdasarkan asumsi adanya kenaikan suku bunga BI sebagal akibat faktor eksternal (kenaikan suku bunga Federal Reserve). Berdasarkan uji CFP tersebut, Bank memiliki likuiditas yang mencukupi untuk pemenuhan kewajibannya. accurately and in a timely manner. The delegation for managing liquidity is clearly defined in Liquidity dan Funding policy. A separate document which governs Contingency Funding Plan (CFP) is also available and is periodically reviewed to ensure that the escalation process, including response and approval from the Management Team and the activation of CFP follows the plan. The Bank has conducted CFP testing based on the assumption of an increase in the BI interest rate as the impact of external factor (Federal Reserve interest rate hike). The CFP testing shows the Bank had adequate liquidity to fulfil its obligations. Upaya yang dilakukan Bank untuk mengelola risiko likuiditas adalah: Commonwealth Bank did the following to manage liquidity risk: a. Bank telah melakukan penyempurnaan sistem ALM (ALMONDE), termasuk perhitungan kewajiban pemenuhan Liquidity Coverage Ratio (LCR) secara otomatis telah dikembangkan di dalam sistem tersebut. a. Commonwealth Bank improved the ALM system (ALMONDE), including automatic Liquidity Coverage Ratio (LCR) calculation. b. Bank juga melakukan perbaikan skenario stress testing risiko likuiditas baik untuk Name Crisis maupun General Market Crisis. b. Commonwealth Bank also improved the stress testing scenario for liquidity risk, either for Name Crisis or for General Market Crisis. c. Melakukan uji coba perhitungan Net Stable Funding Ratio (NSFR) untuk melengkapi implementasi Basel III berdasarkan Consultative Paper yang telah dikeluarkan OJK. c. Commonwealth Bank conducted Net Stable Funding Ratio (NSFR) calculation test to complete the implementation of Basel III based on the Consultative Paper issued by FSA. 219 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel jatuh tempo berikut ini menyajikan informasi mengenai perkiraan jatuh tempo dari liabilitas sesuai arus kas kontraktual yang tidak didiskontokan pada tanggal 31 Desember 2016 dan 2015. The following table presents information on the estimation of maturity date of liabilities based on the discounted contractual cash flows as of 31 December 2016 and 2015. (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Kurang dari 1 Bulan less than 1 Month Kurang dari 1 Uraian Bulan less than 1 Month Liabilitas Uraian non-Derivatif Liabilitas Simpanan nasabah non-Derivatif Simpanan dari bank lain Simpanan nasabah Liabilitas lain-lain *) Simpanan dari bank Jumlah lain Liabilitas derivatif Liabilitas lain-lain *) Jumlah Jumlah Liabilitas derivatif Jumlah 1-3 Bulan 1-3 Months 3-12 Bulan 3-122016 Months 1-3 Bulan 1-3 Months 3-12 Bulan 3-12 Months Lebih dari 12 Bulan More than 12 Months Lebih dari 12 Bulan More than 12 Months Jumlah Total Description Jumlah Total Non-derivative Description Liabilities 10.500.072 1.896.701 693.917 178.860 13.269.550 121.487 10.500.072 242.047 11.034 1.896.701 - 932.807 693.917 - 178.860 - 1.065.328 13.269.550 242.047 10.863.606 121.487 2.084 242.047 10.865.690 10.863.606 1.907.735 11.034 2.796 1.910.531 1.907.735 1.626.724 932.807 1.626.724 1.626.724 178.860 178.860 178.860 14.576.925 1.065.328 4.880 242.047 14.581.805 14.576.925 Deposits from Non-derivative customers Liabilities Deposits from other Depositsbanks from customers Other liabilities*) Deposits from other Total banks Derivative payables Other liabilities*) Total Total 2.084 2.796 - - 4.880 Derivative payables *) Liabilitas lain-lain pada tabel ini telah mengeluarkan komponen 1.626.724 1.910.531 10.865.690 liabilitas lain-lain non-keuangan. *) Other liabilities in this table have excluded non-financial other Total 178.860 14.581.805 liabilities component. 2015 (dalam Jutaan Rupiah) Uraian Bulan less than 1 Month Liabilitas Uraian non-Derivatif Liabilitas Simpanan nasabah non-Derivatif Simpanan dari bank lain Simpanan nasabah Liabilitas akseptasi Simpanan dari bank Liabilitas lain-lain *) lain Jumlah Liabilitas akseptasi Liabilitas lain-lain derivatif *) Liabilitas Jumlah Jumlah Liabilitas derivatif Jumlah Kurang dari 1 Bulan less than 1 Month Kurang dari 1 1-3 Bulan 1-3 Months 3-12 Bulan 3-122015 Months 1-3 Bulan 1-3 Months 3-12 Bulan 3-12 Months 12 Bulan More than 12 Months Jumlah Total Jumlah Total (in Million Rupiah) Description Non-Derivative Description Liabilities Deposits from Non-Derivative customers Liabilities Deposits from other Depositsbanks from customers Acceptance payables Deposits from other Other liabilities *) banks Total Acceptance payables 12.579.752 2.107.000 450.160 175.553 15.312.465 361.138 12.579.752 87.182 591.807 2.107.000 103.019 588.288 450.160 115.148 175.553 - 1.541.233 15.312.465 305.349 222.308 361.138 13.250.380 87.182 11.897 591.807 2.813.723 103.019 21.726 588.288 1.175.322 115.148 -175.553- 255.931 1.541.233 17.414.978 305.349 122 222.308 13.250.502 13.250.380 127 11.897 2.813.850 2.813.723 21.7261.175.322 1.175.322 -175.553 175.553 249 255.931 17.415.227 17.414.978 Derivative payables Other liabilities *) Total Total 122 127 - - 249 Derivative payables 13.250.502 2.813.850 1.175.322 175.553 17.415.227 Total *) Liabilitas lain-lain pada tabel ini telah mengeluarkan komponen liabilitas lain-lain non-keuangan. 220 Lebih dari 12 Bulan More than 12 Months Lebih dari *) Other liabilities in this table have excluded non-financial other liabilities component. 2016 Annual Report Commonwealth Bank | Functional Review Informasi mengenai perkiraan arus kas keluar dari rekening administratif sesuai dengan jatuh temponya pada tanggal 31 Desember 2016 dan 2015. Information on the estimated cash outflow of off balance sheet items based on the maturity date as of 31 December 2016 and 2015. (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Kurang dari 1-3 Bulan 1 Bulan less than 1 1-3 Months Month Fasilitas pinjaman committed yang diberikan yang belum digunakan 3-12 Bulan 3-12 Months 1-5 Tahun 1-5 Years Lebih dari 5 Tahun More than 5 Years Jumlah Total 65 2.856 3.618 - - 6.539 Committed unused loan facilities granted Garansi yang diterbitkan 11.644 13.596 37.026 115.372 - 177.638 Guarantees issued Jumlah 11.709 16.452 40.644 115.372 - 184.177 Total (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Kurang dari 1 Bulan 1-3 Bulan less than 1 1-3 Months Month Fasilitas pinjaman committed yang diberikan yang belum digunakan 3-12 Bulan 3-12 Months 1-5 Tahun 1-5 Years Lebih dari 5 Tahun More than 5 Years Jumlah Total - 2.000 28.166 45.266 8.000 83.432 Committed unused loan facilities granted 4.523 23.016 1.216 - - 28.755 Irrevocable letters of credit Garansi yang diterbitkan 18.509 99.273 107.222 123.622 - 348.626 Guarantees issued Jumlah 23.032 124.289 136.604 168.888 8.000 460.813 Total Letters of credit yang tidak dapat dibatalkan 221 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional 8. Risiko Operasional 222 8. Operational Risk Pengelolaan risiko operasional dilakukan berdasarkan batas-batas yang telah ditetapkan dalam Pernyataan Risiko yang dapat Diterima Bank tersebut serta dijalankan melalui Kerangka Kerja Manajemen Risiko Operasional dan 3 lini pertahanan. Kerangka Kerja Manajemen Risiko Operasional mengidentifikasi, menilai, mengelola dan melaporkan risiko operasional secara konsisten dan dapat diandalkan dengan fokus pada kesadaran risiko, penilaian atas risiko dan pengendalian, control assurance program, penerapan indikator risiko utama, pelaporan insiden risiko operasional, pengelolaan masalah serta memberikan penyuluhan terkait risiko. The management of operational risk is based on the limits determined in Risk Statement Acceptable Risk Statement. The management of operational risk follow Operational Risk Management Framework and the three line of defense system. Operational Risk Management Framework consistently and efficiently identifies, assesses, manages, and reports operational risk. The framework focuses on risk awareness and control, the assessment of risks and control, control assurance program, implementation of principal risk indicators, reporting of operational risk incidents, the management of issues, and risk-related counselling. Bank senantiasa meningkatkan kemampuan dalam mengelola risiko operasional dengan menyelesaikan beberapa inisiatif di tahun laIu seperti perubahan sistem core banking dan penggantian Datawarehouse (DWH). Commonwealth Bank continues to improve its capacity in managing operational risk. In 2016, Commonwealth Bank completed several initiatives, including changing the core banking system and changing Datawarehouse (DWH). Selain itu beberapa inisiatif penggantian sistem TI (Teknologi lnformasi) yang dilakukan pada 2016 di antaranya yaitu penggantian sistem Enterprise General Ledger (GL) telah memasuki tahapan pekerjaan di bulan September 2016, proyek migrasi kartu debit chip dari empat digit PIN menjadi enam digit PIN, implementasi Data Loss Prevention (DLP) yang bertujuan untuk meningkatkan keamanan data, dan pengembangan proyek Regulatory Reporting untuk meningkatkan kualitas pelaporan ke regulator. Moreover, Commonwealth Bank also improved its IT system, including improving its Enterprise General Ledger (GL) system with the project still ongoing in September 2015; debit chip card migration project, which switched the four-digit PIN to six-digit PIN; the implementation of Data Loss Prevention (DLP) aimed at improving date security, and the development of Regulatory Reporting project to improve the quality of reporting to the regulator. Peningkatan Kualitas Penerapan Manajemen Risiko secara berkesinambungan dilakukan melalui kaji ulang RCSA (Risk and Control Self Assessment), pengujian pengendalian internal oleh lini 1 melalui Control Assurance Programme dan aktivitas terkait Crisis Management Plan Exercise. Di tahun mendatang, Bank akan terus melakukan peningkatan pelaksanaan Risk and Control Self Assessment tahunannya melalui kegiatan backtesting oleh Iini 2 atas hasil profil Risk and Control Self Assessment tersebut, guna memastikan risiko-risiko operasional yang paling penting pada Bank secara keseluruhan telah tercerminkan dengan baik sehingga dapat dipantau dan dikelola secara efektif. Selain itu, Bank juga akan memulai Control Assurance Programme pada lini 2 di awal tahun 2017 dimana hal ini merupakan aktivitas penilaian Commonwealth Bank continuously improves the quality of the Risk Management Implementation through the reviewing of RCSA (Risk and Control Self Assessment), internal control testing by Line 1 through Control Assurance Programme and activities related to Crisis Management Plan Exercise. In the coming year, the Bank will continue to develop its annual Risk and Control Self Assessment with backtesting activity by Line 2 on the result of the Risk and Control Self Assessment. This is to ensure that the significant operational risk are well reflected, monitored and managed. The Bank also has started Control Assurance Programme in Line 2 at the beginning of 2017. This is an assessment conducted by Operational Risk division to assess the adequacy and the effectiveness of the execution of Control Assurance Programme 2016 Annual Report Commonwealth Bank | Functional Review yang dilakukan oleh Divisi Risiko Operasional untuk menilai kecukupan sorta efektifitas penerapan Control Assurance Programme oleh lini 1 serta meningkatkan fungsi advisory terkait risiko operasional secara keseluruhan. by Line 1, and to enhance advisory function related to overall operational risk. Dalam penerapan Kerangka Kerja Manajemen Risiko Operasional tersebut, Bank menggunakan aplikasi pendukung Riskinsite sebagai perangkat untuk mencatat dan melaporkan pelaksanaan RCSA, CAP, indikator risiko utama (KRI) untuk risiko operasional, kejadian risiko operasional sorta pemantauan atau penyelesaian tindak lanjut. In the implementation of Operational Risk Management Framework, Commonwealth Bank uses the supporting application, Riskinsite to record and report RCSA, CAP, main risk indicators (KRI) for operational risk, operational risk occurrences, and advanced monitoring or settlement. Tabel 8.1 Pengungkapan Kuantitatif Risiko Operasional – Bank secara Individual Table 8.1 Disclosure of Operational Risk Quantitative – Bank 31 Desember 2016 / 31 December 2016 No. Pendekatan yang Digunakan Approach Used Pendapatan Bruto (Ratarata 3 Tahun Terakhir) Beban Modal Capital Capital Charges ATMR RWA Gross Income (Average from last 3 Years) (1) 1 (2) Pendekatan Indikator Dasar (3) (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 / 31 December 2015 Pendapatan Bruto (Ratarata 3 Tahun Terakhir) Beban Modal Capital Capital Charges ATMR RWA (7) (8) Gross Income (Average from last 3 Years) (4) (5) (6) 1.425.342 213.801 2.672.513 1.365.415 204.812 2.560.150 1.425.342 213.801 2.672.513 1.365.415 204.812 2.560.150 Basic Indicator Approach TOTAL 223 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 9.1 Pengungkapan Profil Maturitas Rupiah – Bank secara Individual Table 9.1 Disclosure of Maturity Profile Rupiah – Bank 31 Desember 2016 31 December 2016 No. Pos-Pos Accounts (1) (2) Jatuh Tempo Maturity Period Saldo Balance 1 Bulan 1 Month (3) >1 Bulan s.d 3 Bulan >3 Bulan s.d 6 Bulan >6 Bulan s.d 12 Bulan >1 Month to 3 Months >3 Months to 6 Months >6 Months to 12 Months (4) (5) (6) (7) NERACA ON ON BALANCE SHEETS A Aset Assets 1 Kas 2 Penempatan pada Bank Indonesia 3 Penempatan pada bank lain 112.809 - - - - 1.068.843 842.635 - 97.369 128.839 Placement with Other Banks 462.158 462.158 - - - 4 Surat Berharga 459.793 - - - 53.469 5 Kredit yang diberikan 11.142.993 614.755 904.911 1.423.157 2.668.318 6 Tagihan lainnya 29.504 1.315 54 - - 7 Lain-lain 479.072 - - - - 13.755.172 1.920.863 904.965 1.520.526 2.850.626 8.588.111 2.754.604 1.810.707 360.458 293.540 - - - - - 1.065.081 119.301 13.000 280.978 651.802 Cash Placement with Bank Indonesia Securities Loans Other Receivables Others Total Aset / Total Assets B Kewajiban Liabilities 1 Dana Pihak Ketiga 2 Kewajiban pada Bank Indonesia 3 Kewajiban pada Bank Lain 4 Surat Berharga yang Diterbitkan Issued Securities - - - - - 5 Pinjaman yang Diterima - - - - - 6 Kewajiban lainnya 1.546 64 1.482 - - 7 Lain-lain 779.409 - - - - 10.434.147 2.873.969 1.825.189 641.436 945.342 3.321.025 (953.106) (920.224) 879.090 1.905.284 Third Party Funds Liabilities with Bank Indonesia Liabilities with Other Banks Loans Received Other Payables Others Total Kewajiban / Total Liabilities Selisih Aset dengan Kewajiban dalam Neraca Difference Assets and Liabilities in On Balance Sheets REKENING ADMINISTRATIF OFF BALANCE SHEETS A Tagihan Rekening Administratif Off Balance Sheet Receivables 1 Komitmen Commitments - - - - - 2 Kontinjensi Contingencies 86.286 - - - - 86.286 - - - - Total Tagihan Rekening Administratif Total Off Balance Sheet Receivables B Kewajiban Rekening Administratif Off Balance Sheet Liabilities 1 Komitmen Commitments 2.096.605 155.827 351.320 551.039 1.035.702 Kontinjensi Contingencies 138.210 11.644 13.596 12.488 23.061 2.234.815 167.471 364.916 563.527 1.058.763 (2.148.529) (167.471) (364.916) (563.527) (1.058.763) 1.172.496 (1.120.577) (1.285.140) 315.563 846.521 (1.120.577) (2.405.717) (2.090.154) (1.243.633) 2 Total Kewajiban Rekening Administratif Total Off Balance Sheet Liabilities Selisih Tagihan dan Kewajiban dalam Rekening Administratif Difference Off Balance Sheet Receivables and Liabilities Selisih [(IA-IB)+(IIA-IIB)] Difference [(IA-IB)+(IIA-IIB)] Selisih Kumulatif Cummulative Difference 224 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 31 December 2015 > 12 Bulan > 12 Months (8) Jatuh Tempo Maturity Period Saldo Balance 1 Bulan 1 Month (9) >1 Bulan s.d 3 Bulan >3 Bulan s.d 6 Bulan >6 Bulan s.d 12 Bulan >1 Month to 3 Months >3 Months to 6 Months >6 Months to 12 Months (10) (11) (12) (13) > 12 Bulan > 12 Months (14) 112.809 140.600 - - - - 140.600 - 1.168.344 799.262 - 96.940 272.142 - - 302.645 302.645 - - - - 406.324 538.203 1.952 - - 80.145 456.106 5.531.852 12.436.363 529.918 1.415.204 1.876.820 3.389.072 5.225.349 28.135 264.241 203.513 17.608 12.176 - 30.944 479.072 370.646 - - - - 370.646 6.558.192 15.221.042 1.837.290 1.432.812 1.985.936 3.741.359 6.223.645 3.368.802 9.501.171 3.180.822 1.800.985 316.373 122.159 4.080.832 - - - - - - - 1.536.924 357.136 591.531 545.289 42.968 - - - - - - - - - - - - - - - - 33.980 4.194 17.610 12.176 - - 779.409 411.486 - - - - 411.486 4.148.211 11.483.561 3.542.152 2.410.126 873.838 165.127 4.492.318 2.409.981 3.737.481 (1.704.862) (977.314) 1.112.098 3.576.232 1.731.327 - - - - - - - 86.286 68.579 - - - - 68.579 86.286 68.579 - - - - 68.579 2.717 3.414.468 255.248 687.503 878.360 1.387.606 205.751 77.421 217.007 18.327 66.897 29.855 17.668 84.260 80.138 3.631.475 273.575 754.400 908.215 1.405.274 290.011 6.148 (3.562.896) (273.575) (754.400) (908.215) (1.405.274) (221.432) 2.416.129 174.585 (1.978.437) (1.731.714) 203.883 2.170.958 1.509.895 (1.978.437) (3.710.151) (3.506.268) (1.335.310) 174.585 1.172.496 - 225 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tabel 9.2 Pengungkapan Profil Maturitas Valas – Bank secara Individual Table 9.2 Disclosure of Maturity Profile Foreign Currencies – Bank 31 Desember 2016 31 December 2016 No. Pos-Pos Accounts (1) (2) Jatuh Tempo Maturity Period Saldo Balance < 1 Bulan ≤ 1 Month (3) >1 Bulan s.d 3 Bulan >1 Month to 3 Months (4) (5) >3 Bulan s.d 6 v >6 Bulan s.d 12 Bulan >3 Months to 6 Months >6 Months to 12 Months (6) (7) NERACA ON ON BALANCE SHEETS A Aset Assets 1 Kas Cash 2 103.452 - - - - Penempatan pada Bank Indonesia Placement with Bank Indonesia 1.270.594 1.270.594 - - - 3 Penempatan pada bank lain Placement with Other Banks 1.842.001 1.842.001 - - - 4 Surat Berharga Securities 1.165.262 - 439.098 - - 5 Kredit yang diberikan Loans 554.800 3.717 13.988 44.750 87.783 6 Tagihan lainnya Other Receivables 2.322 79 - - - 7 Lain-lain Others 44.869 - - - - 4.983.300 3.116.391 453.086 44.750 87.783 4.648.174 727.641 122.589 28.663 6.457 Total Aset / Total Assets B Kewajiban Liabilities 1 Dana Pihak Ketiga Third Party Funds 2 Kewajiban pada Bank Indonesia Liabilities with Bank Indonesia - - - - - 3 Kewajiban pada Bank Lain Liabilities with Other Bank - - - - - 4 Surat Berharga yang Diterbitkan Issued Securities - - - - - 5 Pinjaman yang Diterima Loans Received - - - - - 6 Kewajiban lainnya Other Payables 3.334 2.020 1.314 - - 7 Lain-lain Others 302.587 - - - - Total Kewajiban / Total Liabilities 4.954.095 729.661 123.903 28.663 6.457 29.205 2.386.730 329.183 16.087 81.326 Selisih Aset dengan Kewajiban dalam Neraca Difference Assets and Liabilities in On Balance Sheets REKENING ADMINISTRATIF OFF BALANCE SHEETS A Tagihan Rekening Administratif Off Balance Sheet Receivables 1 Komitmen Commitments 437.095 229.542 207.553 - - 2 Kontinjensi Contingencies 13.991 - - - - Total Tagihan Rekening Administratif Total Off Balance Sheet Receivables 451.086 229.542 207.553 - - B Kewajiban Rekening Administratif Off Balance Sheet Liabilities 1 Komitmen Commitments 554.969 243.969 276.543 17.168 17.289 2 Kontinjensi Contingencies 39.428 - - 959 519 594.397 243.969 276.543 18.127 17.808 Selisih Tagihan dan Kewajiban dalam Rekening Administratif Difference Off Balance Sheet Receivables and Liabilities (143.311) (14.427) (68.990) (18.127) (17.808) Selisih [(IA-IB)+(IIA-IIB)] Difference [(IA-IB)+(IIA-IIB)] (114.106) 2.372.303 260.193 (2.040) 63.518 2.372.303 2.632.496 2.630.456 2.693.974 Total Kewajiban Rekening Administratif Total Off Balance Sheet Liabilities Selisih Kumulatif Cummulative Difference 226 2016 Annual Report Commonwealth Bank | Functional Review (dalam Jutaan Rupiah) (in Million Rupiah) 31 Desember 2015 31 December 2015 > 12 Bulan > 12 Months (8) Jatuh Tempo Maturity Period Saldo Balance < 1 Bulan ≤ 1 Month (9) >1 Bulan s.d 3 Bulan >3 Bulan s.d 6 Bulan >6 Bulan s.d 12 Bulan >1 Month to 3 Months >3 Months to 6 Months >6 Months to 12 Months (10) (11) (12) (13) > 12 Bulan > 12 Months (14) 103.452 100.715 - - - - 100.715 - 1.063.789 1.063.789 - - - - - 2.707.360 2.707.360 - - - - 726.164 1.218.600 - 80.929 182.238 101.404 854.029 404.562 1.309.083 16.003 80.919 131.182 148.648 932.331 2.243 274.441 84.988 85.537 102.971 - 945 44.869 42.257 - - - - 42.257 1.281.290 6.716.245 3.872.140 247.385 416.391 250.052 1.930.277 3.762.824 - 1.120.859 244.756 41.032 4.915 4.346.718 - - - - - - - - - 3.873 - - - - - - - - - - - - - - - - - - - - 83.110 85.537 102.971 - - 302.587 - - - - - 441.621 4.065.411 - 1.207.842 330.293 144.003 4.915 4.788.339 (2.784.121) 6.716.245 2.664.298 (82.908) 272.388 245.137 (2.858.062) - 150.459 144.256 6.203 - - - 13.991 34.243 - - - - 34.243 13.991 184.702 144.256 6.203 - - 34.243 - 307.387 284.622 21.549 1.216 - - 37.950 131.621 183 32.377 9.935 49.764 39.362 37.950 439.008 284.805 53.926 11.151 49.764 39.362 (23.959) (254.306) (140.549) (47.723) (11.151) (49.764) (5.119) (2.808.080) 6.461.939 2.523.749 (130.631) 261.237 195.373 (2.863.181) 2.523.749 2.393.118 2.654.355 2.849.728 (13.453) (114.106) 227 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Nilai wajar instrumen keuangan Financial Instrument Fair Value Tabel di bawah ini menggambarkan nilai tercatat dan nilai wajar dari instrumen keuangan Bank pada tanggal 31 Desember 2016 dan 2015: The following table illustrates the carrying value and fair value of the Bank’s financial instrument as of 31 December 2016 and 2015: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Nilai Tercatat/ Carrying Value 2015 Nilai Wajar/ Fair Value Nilai Tercatat/ Carrying Value Nilai Wajar/ Fair Value Assets Aset Giro pada Bank Indonesia Giro pada bank lain Penempatan pada Bank Indonesia dan bank lain Efek-efek Obligasi pemerintah Efek-efek yang dibeli dengan janji dijual kembali Tagihan derivatif Pinjaman yang diberikan Tagihan akseptasi Aset lain-lain *) 982.839 982.839 1.293.659 1.293.659 Current accounts with Bank Indonesia 647.453 647.453 659.219 659.219 Current accounts with other banks 2.637.395 2.637.395 2.920.178 2.920.178 Placements with Bank Indonesia and other banks 762.314 762.314 892.198 892.198 Marketable securities 1.238.650 1.238.650 1.233.687 1.233.687 Government bonds - - 195.818 195.818 Securities purchased under resale agreements 248 248 5.627 5.627 Derivative receivables 11.697.793 11.702.588 13.745.446 13.746.531 Loans - - 305.349 305.349 Acceptance receivables 204.809 204.809 208.770 208.770 Other assets *) 18.171.501 18.176.296 21.459.951 21.461.036 Liabilities Liabilitas Simpanan nasabah Simpanan dari bank lain Liabilitas derivatif Liabilitas akseptasi Liabilitas lain-lain **) Deposits from customers 13.236.285 13.236.285 15.259.451 15.259.451 1.065.081 1.065.081 1.540.798 1.540.798 4.880 4.880 249 249 Derivative payables Deposits from other banks - - 305.349 305.349 Acceptance payables 275.559 275.559 309.380 309.380 Other liabilities**) 14.581.805 14.581.805 17.415.227 17.415.227 *) Aset lain-lain pada tabel ini telah mengeluarkan komponen aset lain-lain non-keuangan. *) Other assets in this table have excluded non-financial other assets component. **)Liabilitas lain-lain pada tabel ini telah mengeluarkan komponen liabilitas lain-lain non-keuangan. **)Other liabilities in this table have excluded non-financial other liabilities component. Instrumen keuangan yang diukur pada nilai wajar menggunakan hierarki nilai wajar sebagai berikut: The financial instruments measured at fair value uses fair value hierarchy as follows: a. Tingkat 1 a. Level 1 Harga dikutip (tidak disesuaikan) dari pasar yang aktifuntuk aset atau liabilitas yang identik. 228 Value quoted (not adjusted) from active market for identical assets or liabilities. 2016 Annual Report Commonwealth Bank | Functional Review b. Tingkat 2 b. Level 2 Input selain harga yang dikutip dari pasar yang disertakan pada tingkat 1 yang dapat diobservasi untuk aset dan liabilitas, baik secara langsung (yaitu sebagai sebuah harga) atau secara tidak langsung (yaitu sebagai turunan dari harga). Input aside from value quoted from themarket included in Level 1 which can be observed for assets and liabilities, either directly (as a value/price) or indirectly (as value derivative). c. Tingkat 3 c. Level 3 Input untuk aset atau liabilitas yang tidak didasarkan pada data pasar yang dapat diobservasi (informasi yang tidak dapat diobservasi). Input for assets or liabilities not based on the market data which can be observed (information which cannot be observed). Tabel dibawah ini menyajikan instrumen keuangan yang diukur sebesar nilai wajar berdasarkan hirarkinya pada tanggal 31 Desember 2016 dan 2015: The following table presents financial instrument measured at fair value based on its hierarchy on 31 December 2016 and 2015: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 Nilai Tercatat Carrying value Tingkat 1 Level 1 Tingkat 2 Level 2 Tingkat 3 Level 3 Nilai Wajar Fair value Assets Aset Efek-efek Obligasi pemerintah Tagihan derivatif 762.314 762.314 - - 762.314 Marketable securities 1.238.650 1.238.650 - - 1.238.650 Government bonds 248 - 248 - 248 Derivative receivables 2.001.212 2.000.964 248 - 2.001.212 Liabilities Liabilitas Liabilitas derivatif 4.880 - 4.880 - 4.880 4.880 - 4.880 - 4.880 Derivative payables (in Million Rupiah) (dalam Jutaan Rupiah) 2015 Nilai Tercatat Carrying value Tingkat 1 Level 1 Tingkat 2 Level 2 Tingkat 3 Level 3 Nilai Wajar Fair value Assets Aset Efek-efek Obligasi pemerintah Tagihan derivatif 890.246 890.246 - - 890.246 1.233.687 1.233.687 - - 1.233.687 Government bonds Derivative receivables 5.627 - 5.627 - 5.627 2.129.560 2.123.933 5.627 - 2.129.560 249 - 249 - 249 249 - 249 - 249 Liabilities Liabilitas Liabilitas derivatif Marketable securities Derivative payables Tidak terdapat perpindahan antara tingkat hierarki nilai wajar. There was no shift between fair value level of hierarchy. Nilai wajar untuk instrumen keuangan yang diperdagangkan di pasar aktif, seperti efekefek, ditentukan berdasarkan nilai pasar yang Fair value for financial instruments traded in the active market, such as securities, is determined by the current market value on the date of the 229 Laporan Tahunan 2016 Commonwealth Bank 230 | Tinjauan Fungsional berlaku pada tanggal neraca menggunakan harga yang dipublikasikan secara rutin dan berasal dari sumber yang terpercaya seperti Bloomberg dan Reuters pada tanggal laporan posisi keuangan. balance sheet using the value routinely issued from reliable sources, such as Bloomberg and Reuters, on the date of the reporting of the financial position. Instrumen keuangan dianggap memiliki kuotasi di pasar aktif, jika harga kuotasi tersedia sewaktu-waktu dan dapat diperoleh secara rutin dari bursa, pedagang efek, perantara efek, kelompok industri, badan pengawas dan harga tersebut mencerminkan transaksi pasar yang aktual dan rutin dalam suatu transaksi yang wajar. Jika kriteria di atas tidak terpenuhi, maka pasar aktif dinyatakan tidak tersedia. Indikasiindikasi dari pasar tidak aktif adalah terdapat selisih yang besar antara harga penawaran dan permintaan atau kenaikan signifikan dalam selisih harga penawaran dan permintaan dan hanya terdapat beberapa transaksi terkini. Instrumen-instrumen tersebut digolongkan dalam Tingkat 1. Instrumen yang termasuk dalam Tingkat 1 adalah efek-efek dan obligasi pemerintah. Financial instruments are considered to have quotation in the active market if the quotation price is available at any time and can be obtained routinely from the exchange market, securities trader, brokers, the industry group, and supervisory body. The price should reflect the transactions at actual and routine the market in a fair transaction. If these criteria are not fulfilled, the active market is deemed unavailable. The indications of inactive market are a big discrepancy between the price of supply and the price of demand, or significant increase in the discrepancy between the supply and demand prices, and occurrences of only several current transactions. These instruments fall into Level 1. Instruments which belong in the Level 1 are securities and government bonds. Nilai wajar instrumen keuangan yang tidak diperdagangkan di pasar aktif ditentukan dengan teknik penilaian. Dengan teknik ini, nilai wajar merupakan suatu estimasi yang dihasilkan dari data yang dapat diobservasi dari instrumen keuangan yang sama, menggunakan modelmodel untuk mendapatkan estimasi nilai kini dari arus kas masa depan yang diharapkan atau teknik penilaian lainnya menggunakan input (sebagai contoh LIBOR yield curve dan nilai tukar mata uang asing) yang tersedia pada tanggal laporan posisi keuangan. Apabila seluruh input yang dibutuhkan untuk menentukan nilai wajar instrumen keuangan dapat diobservasi, maka instrumen keuangan tersebut dikategorikan dalam Tingkat 2. Sebaliknya, jika salah satu atau lebih data tidak didasarkan pada data pasar yang dapat diobservasi, instrumen ini termasuk dalam Tingkat 3. The fair value of financial instruments not traded in the active market is determined by the assessment technique. With this technique, the fair value is an estimate based on the observable data from similar financial instruments, using models to obtain current value estimate from projected future cash flow or other technique using input (e.g. LIBOR yield curve and foreign currency exchange rate) available on the date of the reporting of the financial position. If all the required input to determine the fair value of the financial instruments can be observed, the financial instruments fall into Level 2. Conversely, if one or more data are not based on observable market data, the instruments belong to Level 3. Metode penentuan nilai wajar yang digunakan untuk instrumen keuangan yang tidak diukur pada nilai wajar adalah sebagai berikut: The method to determine the fair value used for financial instruments not measured at fair value is as follows: a. Giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia dan bank lain, tagihan akseptasi, efek-efek yang dibeli dengan janji dijual kembali, aset lain- lain, simpanan nasabah, simpanan dari bank lain, liabilitas akseptasi, efek-efek yang diterbitkan, pinjaman yang diterima dan liabilitas lain-lain. a. Overdraft at Bank Indonesia, overdrafts at other banks, placement at Bank Indonesia and other banks, acceptance claims, securities purchased under agreement to resell, other assets, customers’ savings, savings from other banks, acceptance liabilities, issued securities, loans received, and other liabilities. 2016 Annual Report Commonwealth Bank | Functional Review Estimasi nilai wajar terhadap giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia dan bank lain, efekefek, tagihan akseptasi, efek-efek yang dibeli dengan janji dijual kembali, aset lainlain, simpanan nasabah, simpanan dari bank lain, liabilitas akseptasi, efek- efek yang diterbitkan, pinjaman yang diterima dan liabilitas lain-lain ditetapkan berdasarkan diskonto arus kas dengan menggunakan suku bunga pasar uang yang berlaku untuk utang dengan risiko kredit dan sisa jatuh tempo yang serupa. Fair value estimates of Overdraft at Bank Indonesia, overdrafts at other banks, placement at Bank Indonesia and other banks, acceptance claims, securities purchased under agreement to resell, other assets, customers’ savings, savings from other banks, acceptance liabilities, issued securities, loans received, and other liabilities are determined based on discounted cash flows by using the currency market interest rate for debts with credit risk and similar residual maturity. Dikarenakan sisa jatuh tempo di bawah 1 tahun, nilai tercatat dari giro pada Bank Indonesia, giro pada bank lain, penempatan pada Bank Indonesia dan bank lain, tagihan akseptasi, efek-efek yang dibeli dengan janji dijual kembali, aset lain-lain, simpanan nasabah, simpanan dari bank lain, liabilitas akseptasi, pinjaman yang diterima dan liabilitas lain- lain selain utang pajak adalah perkiraan yang layak atas nilai wajar (tingkat 2-hierarki nilai wajar). As the residual maturity is under one year, the carrying value of overdraft at Bank Indonesia, overdrafts at other banks, placement at Bank Indonesia and other banks, acceptance claims, securities purchased under agreement to resell, other assets, customers’ savings, savings from other banks, acceptance liabilities, issued securities, loans received, and other liabilities, excluding tax debts, is a fair estimate of the fair value (Level 2 – fair value hierarchy). b. Pinjaman yang diberikan Estimasi nilai wajar dari pinjaman yang diberikan mencerminkan jumlah diskonto dari estimasi kini dari arus kas masa depan yang diharapkan akan diterima. Arus kas masa depan yang diharapkan didiskontokan pada tingkat suku bunga pasar terkini untuk menentukan nilai wajar. b. Loans received The fair value estimates of the loans received reflect the volume of discounts of the current estimate of the projected future cash flow. The projected future cash flow is discounted at the current interest rate to determine the fair value. c. Nilai tercatat dari pinjaman yang diberikan dikategorikan sebagai tingkat 3 dalam hierarki nilai wajar. Tidak terdapat perpindahan antara tingkat hierarki nilai wajar. c. The carrying value from loans received fall into Level 3 in the fair value hierarchy. There was no shift between fair value levels of hierarchy. G.Manajemen Risiko Permodalan Tujuan manajemen permodalan Bank adalah untuk mempertahankan posisi modal yang kuat untuk mendukung pertumbuhan bisnis dan mempertahankan investor, deposan, nasabah dan kepercayaan pasar. Dalam pengelolaan permodalan, Bank mempertimbangkan faktorfaktor seperti: pengembalian modal yang optimal pada pemegang saham, menjaga keseimbangan antara rasio keuntungan yang lebih tinggi dan keamanan yang diberikan oleh posisi modal yang sehat. G.Capital Risk Management The objective of the management of Bank capital is to maintain strong capital position to support business growth and maintain investors, depositors, customers, and market trust. In managing capital, the Bank takes into account the following factors: optimum capital payback to the shareholders, a balance between a higher profit ratio and security provided by a sound capital position. 231 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Posisi permodalan Bank berdasarkan peraturan Bank Indonesia atau yang dikenal dengan nama Rasio Kewajiban Penyediaan Modal Minimum (KPMM) adalah rasio modal terhadap aset tertimbang menurut risiko (Risk Weighted Average [RWA]). Berdasarkan peraturan Bank Indonesia jumlah modal untuk risiko kredit terdiri dari modal inti (Tier I) dan modal pelengkap (Tier II). Dalam rangka perhitungan Risiko Pasar, Bank dapat memasukkan komponen modal pelengkap tambahan (Tier III) yaitu pinjaman subordinasi berjangka pendek yang memenuhi kriteria tertentu sebagai komponen modal. KPMM pada tanggal 31 Desember 2016 dan 2015 adalah sebagai berikut: The bank capital position as stipulated by Bank Indonesia regulation or Capital Adequacy Ratio (KPMM) is the ratio between capital and Risk Weighted Average (RWA). Bank Indonesia regulation stipulates that the capital for credit risks comprises core capital (Tier I) and supplementary capital (Tier II). In calculating market risk, the Bank can include additional supplementary capital (Tier III), that is short-term subordinate loans which meet certain criteria as capital component. KPMM as of 31 December 2016 and 2015 is as follows: (in Million Rupiah) (dalam Jutaan Rupiah) 2016 2015 Bank - dengan memperhitungkan risiko kredit Aset Tertimbang Menurut Risiko Jumlah modal Rasio Kewajiban Penyediaan Modal Minimum Bank - with credit risk charge 10.709.924 14.615.838 Risk Weighted Assets 3.476.313 3.944.751 Total capital 32,46% 26,99% Capital Adequacy Ratio Bank - dengan memperhitungkan risiko kredit dan pasar Aset Tertimbang Menurut Risiko Jumlah modal Rasio Kewajiban Penyediaan Modal Minimum Bank - with credit and market risks charge 10.763.174 14.663.051 Risk Weighted Assets 3.476.313 3.944.751 Total capital 32,30% 26,90% Capital Adequacy Ratio Bank - dengan memperhitungkan risiko kredit, pasar dan operasional Aset Tertimbang Menurut Risiko Jumlah modal Rasio Kewajiban Penyediaan Modal Minimum 232 Bank - with credit, market and operational risks charge 13.435.687 17.223.201 Risk Weighted Assets 3.476.313 3.944.751 Total capital 25,87% 22,90% Capital Adequacy Ratio Manajemen menggunakan peraturan rasio permodalan untuk memantau kecukupan modal, sesuai dengan standar industri. Pendekatan Bank Indonesia untuk pengukuran modal tersebut terutama didasarkan pada pemantauan kebutuhan modal yang diwajibkan terhadap modal yang tersedia. The management uses capital ratio regulation to monitor capital adequacy based on the standard of the industry. Bank Indonesia’s approach to measure the capital is notably based on the observation of the capital requirements against available capital. Kebijakan & Struktur Permodalan Capital Policy and Structure Bank memiliki struktur permodalan yang optimal. Sebagai bagian dari Risk Appetite Statement (RAS) yang telah dirumuskan, Bank menetapkan batasan minimum modal yang harus dijaga. Commonwealth Bank applies optimum capital structure. As part of Risk Appetite Statement (RAS), the Bank determines the minimum capital availability that needs to be maintained. Guna memastikan kemampuan Bank dalam menghadapi berbagai tekanan bisnis, sesuai dengan To ensure the Bank is capable of facing challenges in the industry, and with regard to Bank regulation 2016 Annual Report Commonwealth Bank | Functional Review ketentuan Bank Indonesia terkait pemenuhan modal minimum yaitu modal Tier I dan total KPMM, maka buffer Available Financial Resources (AFR) menetapkan tingkat buffer modal yang dibutuhkan. Selain itu, Bank juga memanfaatkan berbagai sumber pendanaan khususnya yang masuk dalam kategori liabilitas untuk memenuhi kebutuhan modal kerja. Kendati demikian, Bank juga memanfaatkan ekuitas untuk mendukung tersebut. on the minimum requirement for capital, that is Tier I capital and the total KPMM, the Available Financial Resources (AFR) buffer determines the capital requirement buffer rate. Moreover, the Bank also utilises various funding sources, especially those belonging to the liability category to fulfil the requirement for working capital. Moreover, the Bank also utilises equity to support this. (in Million Rupiah) (dalam Jutaan Rupiah) Struktur Permodalan YoY(%) 2016 2015 Capital Structure Aset -15,63% 18.842.610 22.333.900 Assets Liabilitas -17,10% 14.886.285 17.957.013 Liabilities -9,61% 3.956.325 4.376.887 Equity Ekuitas Struktur Structure Simpanan Nasabah -13,26% Liabilitas Lainnya Ekuitas Total Aset 13.236.285 15.259.451 Deposits from Customers -38,83% 1.650.000 2.697.562 Others Liabilities -9,61% 3.956.325 4.376.887 Equity -15,63% 18.842.610 22.333.900 Total Assets Komposisi Composition Simpanan Nasabah Liabilitas Lainnya Ekuitas 1,93% 70,25% 68,32% Deposits from Customers -3,32% 8,76% 12,08% Others Liabilities 1,39% 20,99% 19,60% Equity 100% 100% Total Assets Jumlah Aset PERMODALAN Kecukupan Modal Rp Juta Capital Adequacy 2016 2015 Komponen Modal a. Modal Inti (Tier 1) b. Modal Pelengkap (Tier 2) Jumlah Modal Inti dan Modal Pelengkap Aktiva Tertimbang dengan Memperhitungkan Risiko Kredit, Risk Operasional, dan Risiko Pasar Rasio KPMM untuk Risiko Kredit, Risiko Operasional, dan Risiko Pasar Rp Million Capital Components 3.361.875 3.762.053 a. Core Capital (Tier 1) 114.438 182.698 b. Supplementary Capital (Tier 2) 3.476.313 3.944.751 Total Core Capital and Supplementary Capital 13.435.687 17.223.201 Risk Weighted Assets with Credit Risk, Operational Risk, and Market Risk Charge 25,87% 22,90% CAR Credit Risk, Operational Risk, and Market Risk 233 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional H.Penerapan Manajemen Risiko Terintegrasi 234 H.Integrated Risk Management Secara terintegrasi, Bank sebagai entitas utama beserta Lembaga Jasa Keuangan Terelasi dalam kelompok Konglomerasi Keuangan senantiasa menerapkan Manajemen Risiko Terintegrasi yang merupakan proses manajemen risiko untuk mengelola eksposur risiko pada Konglomerasi Keuangan secara terintegrasi. Lembaga Jasa Keuangan Terelasi tersebut adalah PT. Commonwealth Life yang bergerak dalam jasa asuransi dan PT. First State Investments Indonesia yang bergerak dalam bidang pengelolaan investasi. The Bank, as the main entity, and related financial services institutions, that belong in the financial conglomeration, always applies integrated risk management. The related financial services institutions are PT. Commonwealth Life, an insurance company, and PT. First State Investments Indonesia, an investment management company. Risiko-risiko yang dikelola dalam Manajemen Risiko Terintegrasi mencakup sepuluh risiko yaitu risiko kredit, risiko pasar, risiko likuiditas, risiko operasional, risiko hukum, risiko kepatuhan, risiko stratejik, risiko reputasi, risiko transaksi intra-grup dan risiko asuransi. The integrated risk management manages ten types of risks: credit risks, market risks, liquidity risks, operational risks, legal risks, compliance risks, strategic risks, reputational risks, intra-group transactional risks, and insurance risks. Risiko transaksi intra-grup adalah risiko akibat ketergantungan suatu entitas baik secara langsung maupun tidak langsung terhadap entitas lainnya dalam satu Konglomerasi Keuangan dalam rangka pemenuhan kewajiban perjanjian tertulis maupun perjanjian tidak tertulis baik yang diikuti perpindahan dana atau tidak. The intra-group transactional risks are an entity’s dependence, either directly or indirectly, on other entities within one financial conglomeration to fulfil its obligations as stipulated in a written, or nonwritten, agreement which includes transfer of funds or not. Risiko asuransi adalah risiko akibat kegagalan perusahaan asuransi memenuhi kewajiban kepada pemegang polis sebagai akibat dari ketidakcukupan proses seleksi Risiko (underwriting), penetapan premi (pricing), penggunaan reasuransi, dan/atau penanganan klaim. Insurance risks refer to inability of an insurance company in performing its obligations to the policy holders as the result of the insufficiency of risk selection process (underwriting), setting of premium (pricing), use of reinsurance, and/or handling of claims. Dalam penerapan manajemen risiko terintegrasi, Bank sebagai entitas utama telah memiliki kebijakan manajemen risiko terintegrasi yang mencakup kerangka kerja dan panduan bagi penerapan manajemen risiko Konglomerasi Keuangan. Entitas utama telah membentuk Satuan Kerja Manajemen Risiko Terintegrasi (SKMRT) dalam rangka penerapan Manajemen Risiko Terintegrasi yang komprehensif dan efektif. Selain itu, Komite Manajemen Risiko Terintegrasi juga telah dibentuk untuk memberikan rekomendasi kepada Direksi Bank sebagai entitas utama dalam melaksanakan tugasnya dalam menerapkan Manajemen Risiko Terintegrasi pada Konglomerasi Keuangan. In the implementation of integrated risk management, the Bank as the major entity is equipped with an integrated risk management policy which comprises the framework and guideline for the comprehensive and effective execution of financial conglomeration risk management. To do this, the main entity has established Integrated Risk Management Work Unit (SKMRT). The Bank has also established Integrated Risk Management Committee, whose duty is to give recommendation to the Board of Directors in matters related to the integrated risk management. 2016 Annual Report Commonwealth Bank | Functional Review 235 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Sumber Daya Manusia Human Resources Commonwealth Bank meyakini bahwa sumber daya manusia (SDM) merupakan salah satu faktor utama yang berperan dalam menjaga kelangsungan bisnis dan operasional Bank. Oleh karena itu, Bank memberikan perhatian yang sangat besar dalam pengelolaan dan pengembangan SDM, termasuk di antaranya Talent Acquisition, pemenuhan kapasitas dan kapabilitas karyawan, pengembangan nilai-nilai dan budaya perusahaan, manajemen kinerja, career development, talent management dan program remunerasi yang kompetitif. Commonwealth Bank believes that Human Resources (HR) is one of the main factors in maintaining the continuity of the Bank’s business and operations. For that reason, Commonwealth Bank pays a lot of attention in HR manangement and development, which include talent acquisition, employee capacity and capability fulfillment, corporate values and culture development, performance management, career development, talent management, and competitive remuneration programs. Commonwealth Bank telah menyusun Manajemen Pengelolaan & Pengembangan SDM untuk mengoptimalkan potensi organisasi dan SDM yang ada di Bank, dimana pelaksanaannya akan dilakukan secara terpadu dengan merujuk pada strategi dan perencanaan korporasi tahunan maupun jangka panjang. Commonwealth Bank has composed the HR Management and Development to optimise organisation and the Bank’s HR potential, with integrated implementation by referring to both annual and long-term corporate strategies and plannings. Wujud dari Strategi dan Manajemen Pengembangan SDM tersebut di antaranya adalah dengan disusunnya Program Kerja dan Kebijakan dalam rangka pengelolaan sumber daya manusia di Commonwealth Bank, yang mencakup: A form of the HR Strategy and Development Management is the composing of Commonwealth Bank’s Work Programs and Policies in managing Commonwealth Bank human resources, which comprises of: a. Memperkuat SDM Bank dengan melakukan perencanaan sumber daya manusia dengan kualifikasi yang mendukung pemenuhan strategi organisasi, selaras rencana pencapaian strategi bisnis untuk mendukung tercapainya tujuan perusahaan dan memperkuat SDM Bank. a. Strengthening the Bank’s HR by planning them with qualifications that support organisation strategy fulfillment, conforming to business strategy accomplishment planning to support reaching corporate objectives and strengthening the Bank’s Human Resources. b. Merekrut sumber daya manusia yang bertalenta dalam upaya memenuhi kebutuhan formasi, dan secara berkesinambungan memastikan kualitas pengembangan SDM dengan melakukan proses analisa kebutuhan pelatihan dan pengembangan program pelatihan yang terstruktur. b. Recruiting talented human resources in effort to fulfill formation needs, and continuously ensuring HR development quality by implementing training needs analysis processes and development of structured training programs. 236 2016 Annual Report Commonwealth Bank | Functional Review c. Menyusun Employee Value Proposition dalam rangka untuk meningkatkan engagement karyawan, melalui penerapan Visi, Misi, Strategi dan Nilai-Nilai Organisasi sebagai bagian dari implementasi budaya organisasi, mengembangkan program, meningkatkan peran serta karyawan termasuk di antaranya pembentukan Comm Club, meningkatkan kolaborasi di dalam dan antara unit kerja. c. Constructing Employee Value Proposition in increasing employee engagement, through implentation of Organisation’s Vision, Mission, Strategies, and Values as part of organisation culture implementation, developing programs, enhancing employee involvement including the forming of Comm Club, increasing collaboration in and between work units. d. Mengatur proses analisa terhadap kebutuhan dan rencana pengembangan setiap individu (Individual Development Plan). d. A rranging analysis process on the needs and development plannings on every individual (Individual Development Plan). e. Mengatur dan menetapkan proses baku dalam mempersiapkan serta menjalankan pelaksanaan program pelatihan sesuai dengan metode 3E yaitu Experience / Pengalaman (70%), Exposure / interaksi langsung (20%) dan Education / Pendidikan (10%). e. Arranging and setting standard processes in preparing and executing training program conforming to the 3E Method which is Experience (70%), Exposure (20%), and Education (10%). f. Mengelola anggaran pelatihan dan pengembangan dengan tepat sasaran dan efisien. f. Managing training budgetaries and development effectively and efficiently. g. Membangun infrastruktur Pelatihan & Pengembangan Bank yang dapat membantu seluruh departemen mencapai tujuan bisnis. g. B uilding training infrastructures and Bank development that can help all departments in achieving business objectives. h. Menjaga daya saing di industri Perbankan dalam pemberian Remunerasi dan Manfaat untuk karyawan. h. Maintaining competitiveness in the banking industry in granting remuneration and benefits to employee. i. Mengembangkan pelaksanaan Manajemen SDM berbasis kinerja dan risiko. i. E nhancing HR Management implementation based on performance and risk. Struktur Organisasi Pengelola SDM Human Resources (HR) Organisation Structure Pengelolaan SDM Commonwealth Bank dijalankan oleh jajaran Direksi dan Chief of Human Resources dengan susunan dan struktur organisasi Pengelolaan SDM adalah sebagai berikut: Commonwealth Bank’s HR Management is run by the Board of Directors and Chief of Human Resources, with the following composition and organisation structure: 237 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional AVP, Head of HR Resourcing, HRIS & Reporting Ikhsan Sobirin SVP, HR Strategy Delivery & Workforce Analytic TBA VP, Head of HR Center of Excellence Solihin Hakiekie President Director Lauren Sulistiawati VP, HRBP Compliance & Legal, Finance Services, Treasury & Markets and HR Sidkenu Aris Martanto CHIEF OF HUMAN RESOURCES Bagus Harimawan SVP, HRBP SME Banking; Wholesale Banking, Risk Management and Internal Audit Mirna Harahap Personal Assistant Chief of HR Emmanuella Regina P SVP, Head of HR Shared Services & Remuneration Chairany Danusaputra VP, HRBP Operations & IT, Strategy, Digital Solutions & Customer Franchise and BoD-BoC function Monica E. Hartiko VP, HRBP Retail Banking Yosep Achmar Profil SDM Bank Human Resources’ Profile Jumlah Karyawan Menurut Level Organisasi Total Employees based on Organisation Level Jenjang Karir / Career Level 2015 2016 4 7 Director 2015 Jenjang Karir / Career Level 238 2016 Jumlah / Total % Jumlah / Total % Division Head 34 1,59% 39 2,23% Department Head 60 2,80% 80 4,57% Other 2.050 95,62% 1.631 93,20% Jumlah Karyawan (orang) / Total Employees 2.148 100,00% 1.750 100,00% 2016 Annual Report Commonwealth Bank | Functional Review 2015 Jenjang Karir / Career Level 2016 Jumlah / Total % Jumlah / Total % Grade G 13 0,61 15 0,86 Grade F 70 3,26 57 3,26 Grade E 210 9,77 218 12,46 Grade D 400 18,62 371 21,20 Grade C 642 29,89 464 26,51 Grade B 652 30,35 527 30,11 Grade A 71 3,31 - 0 PKWT (Direct Contract) 86 4 98 5,60 2.144 100 1.750 100 Jumlah Total / Total Employees Jumlah Karyawan Menurut Tingkat Pendidikan Tingkat Pendidikan / Education Level Total Employees based on Education Level 2015 2016 Jumlah / Total % Jumlah / Total % S3 / Doctorate Degree 1 0,05% 0 0,00% S2 / Master’s Degree 131 6,11% 127 7,26% 1.778 82,93% 1.487 84,97% D3 / Diploma 3 137 6,39% 114 6,51% SMA / Senior High School 97 4,52% 22 1,26% 2.144 100,00% 1.750 100,00% S1 / Bachelor’s Degree Jumlah Total / Total Employees Jumlah Karyawan Menurut Status Kepegawaian Total Employees based on Employment Status 2015 2016 Tahun / Year Jumlah / Total % Jumlah / Total % Tetap / Permanent 2.058 96% 1.652 94,40% Kontrak / Contract 86 4% 98 5,60% 2.144 100,00% 1.750 100,00% Jumlah Total / Total 239 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Jumlah Karyawan Menurut Usia Total Employees based on Age 2015 2016 Tahun / Year Jumlah / Total % Jumlah / Total % <24 56 2,61% 78 4,46% 24-29 689 32,14% 532 30,40% 30-34 602 28,08% 476 27,20% 35-39 340 15,86% 316 18,06% 40-44 221 10,31% 164 9,37% 45-49 160 7,46% 128 7,31% 50-54 71 3,31% 52 2,97% >55 5 0,23% 4 0,23% 2.144 100,00% 1.750 100,00% Jumlah Total / Total Employees Total Employees based on Gender Jumlah Karyawan Menurut Jenis Kelamin 2015 2016 Tahun / Year Jumlah / Total % Jumlah / Total % 956 44,59% 734 41,94% Perempuan 1.188 55,41% 1.016 58,06% Jumlah Total / Total Employees 2.144 100,00% 1.750 100,00% Laki-laki Strategi Sumber Daya Manusia Tahun 2016 People Strategy for 2016 Secara umum, strategi pengembangan Sumber Daya Manusia menggunakan kerangka pengembangan 3E diadopsi dari Commonwealth Bank of Australia yakni: Pengalaman (Experience) (70%), Eksposur (Exposure) (20%) dan Pendidikan (Education) (10%). Penjelasan dari kerangka pengembangan 3E sebagai berikut: 240 Generally, the Human Resources development strategy uses the 3E Development Framework adopted from Commonwealth Bank of Australia, which is Experience (70%), Exposure (20%), and Education (10%).Explanation on the 3E Development Framework is as follows: 2016 Annual Report Commonwealth Bank | Functional Review Pengalaman (70%) Experience (70%) Pendekatan Bank dalam mengembangkan kapabilitas karyawan dapat dilakukan melalui on the job training. Karyawan akan mendapatkan pengalaman kerja, tugas, dan tanggung jawab pada posisi yang diberikan. Beberapa karyawan memperoleh kesempatan untuk dapat bekerja pada posisi yang relevan (job rotation) atau berpartisipasi untuk ikut dalam International Assignment Program untuk mendapatkan global experience. Dengan pendekatan ini, karyawan diharapkan mampu menerapkan pengetahuan dan keterampilan secara langsung sesuai dengan tanggung jawabnya serta belajar best practice dari CBA Group untuk diaplikasikan di areanya. The Bank’s approach in developing employee capabilities can be done through On-the-job Trainings. Employees will acquire work experiences, tasks, and responsibilities on the given positions. Some employees acquire the opportunity to work in relevant positions (job rotation) or to participate in the International Assignments Program for a global experience. With this approach, employees are expected to be able to directly apply knowledge and skills suiting to their responsibilities and learn best practices from CBA Group to be applied in their respective areas. Eksposur (20%) Exposure (20%) Salah satu pendekatan yang dilakukan untuk mengembangkan karyawan adalah dengan memberikan eksposur, yaitu proses pengembangan diri karyawan setelah menempuh pendidikan dan pengalaman melalui metode pendampingan dan pembinaan dari line manager serta melakukan networking dan observasi di kantor lokal atau kantor CBA Group lainnya. One of the approaches done to develop employees is by giving exposure, which is the employee’s personal development process after receiving education and experiences through accompanionship and coaching method from line managers, while networking and doing observation in local offices or other CBA Group offices. 241 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Pendidikan (10%) Education (10%) Program pengembangan dilakukan melalui kegiatan pelatihan, baik formal maupun informal, termasuk lokakarya, seminar, dan e-learning. Program ini disampaikan kepada karyawan melalui berbagai topik dan terbagi dalam kelompok atau kelas dengan fokus pada peningkatan keterampilan teknis dan soft skill karyawan. Development program is done through training activities, both formal and informal, including workshops, seminars, and e-learning. This program is delivered to employees through various topics and is divided in groups or classes focusing on employee technical and soft skills enhancement. Talent Acquisition Talent Acquisition Dalam rangka memenuhi standar formasi jabatan seiring dengan pertumbuhan unit bisnis Bank, Commonwealth Bank membutuhkan SDM yang baik dari sisi kualitas maupun kuantitas. Rekrutmen dilakukan dengan pertimbangan hasil analisis kebutuhan tenaga kerja berdasarkan permintaan dari unit kerja serta latar belakang dan keberagaman calon tenaga kerja berdasarkan pendidikan, pengalaman dan keahlian. In fulfilling standard employment level formation parallel to the Bank’s business unit growth, Commonwealth Bank requires good human resources in terms of quality and quantitiy. Recruitments are done considering analysis results on manpower requirements based on work unit demands, and future manpower’s background and diversity in their education, experiences, and skills. Dalam proses rekrutmen, selain melakukan seleksi terhadap kualifikasi teknis dan standar perilaku, pada tahun 2016 Commonwealth Bank juga memanfaatkan kanal elektronik pada platform media sosial seperti LinkedIn untuk mengetahui rekam jejak calon karyawan yang bersangkutan. Aside from selecting based on technical qualifications and standard behaviours in the recruitment process, 2016 was the year when Commonwealth Bank also utilised the electronic canal on social media platforms such as LinkedIn to know future employees’ track records. Kanal elektronik ini diharapkan menjangkau pasar dan komunitas yang lebih luas dan besar, sehingga pada gilirannya membantu tim Rekrutmen HR untuk memperoleh dan mengelola talent pool yang lebih tepat sesuai kebutuhan organisasi. Selain itu, penggunaan kanal tersebut memberikan pengalaman digital yang baru kepada pencari kerja dalam menelusuri fitur-fitur perusahaan yang menekankan pada interaksi, praktis dan efektif. Melalui kanal elektronik diharapkan dapat memberikan gambaran bagi pencari kerja mengenai lingkungan kerja, budaya, ragam kegiatan dan prestasi karyawan sebagai poin menarik untuk menjadi bagian dari Perusahaan. It is hoped that this electronic canal reaches a wider scope of markets and communities, and in turn helps the HR recruitment team in acquiring (and managing) the right talent pools according to the organisation needs. Furthermore, utilising the canal gives a new digital experience to job seekers in exploring company features emphasising in interactions, practical and effective. Working through the electronic canal is expected to give a clear picture to job seekers on work environments, cultures, various activities and employee accomplishments as appealing points in becoming a part of the Company. Selama tahun 2016, jumlah karyawan yang telah direkrut sejumlah 417 karyawan yang dibagi kedalam 3 kategori yaitu tenaga profesional, fresh graduate, dan development program. In 2016, the number of employees recruited was 417 and divided to 3 categories: professional workforce, fresh graduate, and development program. 242 2016 Annual Report Commonwealth Bank | Functional Review RMDP (Relationship Manager Development Program) RMDP (Relationship Manager Development Program) Bank telah menyelenggarakan Program Pengembangan untuk merekrut posisi Relationship Manager yang memiliki potensi, dimana program tersebut bertujuan untuk mengembangkan dan meningkatkan kompetensi teknis maupun non teknis sehingga diharapkan dapat menunjang strategi bisnis bank. The bank has carried out development program in recruiting Relationship Manager positions. The program is designed to develop and increase both technical and non-technical competencies to support the Bank’s business strategies. Pengembangan Kompetensi SDM People Competency Development Pengembangan kompetensi SDM dilakukan untuk memastikan ketersediaan SDM yang andal dalam menjalankan aktivitas bisnis Commonwealth Bank. Bagi calon karyawan yang baru direkrut, Bank telah mempersiapkan berbagai Program Pelatihan sesuai dengan posisi, tugas dan tanggung jawabnya agar karyawan menguasai tugas-tugas dasar dalam penyelenggaraan usaha Perbankan, khususnya juga peningkatan kualitas pelayanan (service excellence), sedangkan untuk karyawan yang sudah berkarya, Bank konsisten menyelenggarakan berbagai program pelatihan untuk meningkatkan kompetensi SDM. The HR Competency Development is carried out to ensure the availability of competent human resources in Commonwealth Bank’s business activities. For newly-recruited employees, the Bank has prepared various training programs suited to their respective positions, duties and responsibilities to master basic tasks in carrying out the Banking business, specially in improving service quality. As for the experienced employees, the Bank is consistent in organising various training programs to enhance human resources competency. Salah satu media pengembangan kompetensi SDM adalah melalui pemberdayaan program pendidikan dan pelatihan. Program pendidikan dan pelatihan bagi karyawan didasarkan pada kebutuhan pengembangan individu untuk menunjang keberhasilan kinerja dan karir. Selain itu, program pendidikan dan pelatihan selalu disesuaikan dengan Rencana Pelatihan Tahunan yang disusun berdasarkan Learning Need Analysis (LeNA). LeNA bertujuan untuk menganalisa kesenjangan antara keterampilan/pengetahuan karyawan dengan keterampilan/pengetahuan yang dibutuhkan untuk menunjang peranan/tanggung jawab karyawan saat ini atau penugasan atau persyaratan kerja di masa mendatang. One way to develop HR competency is through empowering education and training programs, which are based on individual’s need to support performance and career accomplishments. Moreover, education and training programs are always customised with the Annual Training Plan arranged based on Learning Need Analysis (LeNA). LeNA aims to analyse discrepancy on employee’s skills/knowledge with the skills/ knowledge needed to support the employee’s present role/responsibilities, assignments, or future work requirements. Commonwealth Bank memandang pengembangan kompetensi SDM sebagai investasi jangka menengah dan jangka panjang yang akan memberikan dampak nyata bagi peningkatan kinerja Bank di masa mendatang. Commonwealth Bank views the HR Competency Development as a mid-term and long-term investment that will generate tangible results on the Bank’s performace enhancements in the future. Commonwealth Bank selalu memastikan untuk memberikan kesempatan yang sama kepada seluruh karyawan dalam mendapatkan program pendidikan dan pelatihan yang telah mencerminkan adanya kesamaan kesempatan untuk masing-masing level Commonwealth Bank always ensures giving equal opportunities to all employees in receiving education and training programs, which reflect equal opportunity for respective organisation levels. Appointments on employee participation in the whole competency 243 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional organisasi. Penetapan keikutsertaan karyawan dalam keseluruhan program pengembangan kompetensi tersebut ditentukan oleh kebutuhan perusahaan dan karyawan dengan memperhatikan kesetaraan gender dan persamaaan kesempatan kepada seluruh karyawan. development program are determined according to corporate and employee needs, while also ensuring gender and opportunity equality for all employees. Kebijakan pelatihan yang berlaku saat ini tertuang dalam Kebijakan Pelatihan dan Pengembangan bulan Desember tahun 2016: The training policy applied presently is contained in the Training and Development Policy in December 2016, namely: 1. Pengembangan Keterampilan Teknis (Technical Skill) sebanyak 103 program pelatihan 1. Technical Skills Development as many as 103 training programs 2. Pengembangan Soft Skill sebanyak 32 program pelatihan 2. Soft Skills Development as many as 32 training programs Keterampilan Teknis Technical Skills Program pelatihan keterampilan teknis bertujuan untuk mengembangkan kompetensi teknis, termasuk pengetahuan dan keterampilan yang di antaranya meliputi: pelaporan bank, kredit/tresuri, manajemen risiko, sosialisasi peraturan perbankan, audit, teknologi informasi, manajemen umum, manajemen perbankan, dan program keterampilan teknis lainnya, termasuk pelatihan Core Banking System yang baru serta pengetahuan umum perbankan. The technical skills training program aims to develop technical competencies, including knowledge and skills relating to bank statements, credit/treasury, risk management, Banking policy socialisation, audit, information technology, general management, banking management, and other technical skills programs, including the new Core Banking System training and Banking general knowledge. Untuk mendukung strategi Bank, karyawan juga dibekali dengan pelatihan yang berkaitan dengan produktivitas agar efisiensi proses operasional Bank dapat terus ditingkatkan. Terkait dengan hal ini, Bank bekerja sama dengan CBA Group untuk melakukan program alih kapabilitas agar mempercepat proses pengembangan kapabilitas dana kapasitas sumber daya Bank. In supporting the Bank’s strategy, employees are also given productivity related trainings to improve the efficiency of the Bank’s operational processes. Moreover, the Bank has collaborated with CBA Group in doing the capability transfer program to speed up the process of enhancing fund capability of the Bank’s resources capacity. Bank juga memberikan pelatihan wajib untuk mematuhi Good Corporate Governance yang diamanatkan oleh Regulator dan kode etik Perusahaan. Pelatihan wajib mencakup Anti Pencucian Uang/Pencegahan Pendanaan Terorisme (APU/PPT), Peraturan Perusahaan, Kode Etik dan Kesadaran Risiko, Sertifikasi Manajemen Risiko, Sertifikasi Bancassurance dan Sertifikasi Reksa Dana. Dalam hal ini bank bekerja sama dengan institusi lokal di bidang pendidikan dan sertifikasi, seperti Lembaga Pengembangan Perbankan Indonesia (LPPI), Bankers Association for Risk Management (BARA), dan Lembaga Sertifikasi Profesi Perbankan (LSPP). The bank has also given compulsory trainings in Good Corporate Governance compliance mandated by the Regulator and Corporate Code of Conducts. The compulsory trainings cover Anti Money Laundering/ Counter Financing of Terrorism (AML/CFT), Corporate Regulations, Code of Conducts and Risk Awareness, Risk Management Certification, Bancassurance Certification and Mutual Funds Certification. In this practice, the Bank collaborates with local institutions in the field of education and certification, such as Indonesia Banking Development Institute (LPPI), Bankers Association for Risk Management (BARA) and Banking Professional Certification Agency (LSPP). Soft Skills Soft Skills Program pelatihan soft skills bertujuan untuk mengembangkan kemampuan kepemimpinan dan The soft skills training program is held to develop leadership and people capability skills in improving 244 2016 Annual Report Commonwealth Bank | Functional Review kemampuan people capability guna meningkatkan kinerja karyawan. Pelatihan tersebut mencakup analisa masalah dan pengambilan keputusan, keterampilan hubungan nasabah, kepemimpinan, keterampilan presentasi dan berkomunikasi serta program-program soft skills lainnya mencakup berbagai kebutuhan untuk level yang berbeda-beda. Program ini disebut People Capability Learning Series (PCLS). employee performance. The program is called People capability Learning Series (PCLS) and features trainings that cover skills in problem analysis and decision making, customer relationship, leadership, presentation, communication, as well as other soft skills for various needs at different levels. Realisasi Pelatihan Tahun 2016 Training Realisation in Year 2016 Dalam realisasinya, beberapa pelatihan terkait dengan pengembangan sumber daya manusia yang sudah dijalankan sepanjang tahun 2016 adalah: In Realisation, some of the HR development related trainings held throughout Year 2016 are as follows: Nama Program Pelatihan / Training Program Jumlah Peserta / Total Participants Jumlah Hari / Total Days Soft Skill - Analisa Masalah dan Pengambilan Keputusan / Soft Skill Problem Analysis and Decision Making 82 84 Soft Skill - Customer Relationship Skill / Soft Skill - Customer Relationship Skill 526 526 1.929 1.929 Soft Skill - Leadership / Soft Skill - Leadership 96 129 Soft Skill - Teknik Presentasi & Komunikasi / Soft Skill - Presentation and Communication Techniques 486 515 6 12 2.798 2.798 772 1.155 1.826 2.106 Technical Skill - Manajemen Umum / Technical Skill - General Management 19 36 Technical Skill - Pelaporan Bank / Technical Skill - Bank Statement 3 6 316 371 1.338 1.422 59 118 10.256 11.207 Soft Skill - Lainnya / Soft Skill - Others Technical Skill - Audit / Technical Skill - Audit Technical Skill - Lainnya / Technical Skill - Others Technical Skill - Manajemen Perbankan / Technical Skill - Banking Management Technical Skill - Manajemen Risiko / Technical Skill - Risk Management Technical Skill - Perkreditan/Treasury / Technical Skill Credit/Treasury Technical Skill - Sosialisasi Ketentuan Perbankan / Technical Skill Banking Policy Socialisation Technical Skill - Teknologi Informasi / Technical Skill - Information Technology Grand Total Sertifikasi Certification Terdapat tiga jenis sertifikasi wajib diikuti oleh karyawan dengan kriteria tertentu yang yang ditetapkan oleh regulator, yaitu Sertifikasi Manajemen Risiko, Sertifikasi Keagenan Bancassurance/Asuransi Jiwa (AAJI) dan Sertifikasi Wakil Agen Penjual Reksadana (WAPERD). There are 3 types of certification that are compulsory for employees with certain criteria set by the Regulator: Risk Management Certification, Banassurance Agency Certification/Indonesia Life Insurance Association (AAJI) and Seller Agent Representative for Mutual 245 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Pada tahun 2016, sebanyak 246 karyawan mengikuti program Sertifikasi Manajemen Risiko, dengan tingkat kelulusan 92.37% atau setara dengan 230 orang, sebanyak 11 karyawan mengikuti Sertifikasi Bancassurance/Asuransi Jiwa (AAJI) dan sebanyak 85 karyawan mengikuti Sertifikasi Wakil Agen Penjual Reksa Dana (WAPERD). Funds Certification (WAPERD). In 2016, as many as 246 employees participated in the Risk Management Certification Program with 92.37% passing level or equivalent to 230 people, 11 employees participated in the Banassurance Agency Certification/Indonesia Life Insurance Association (AAJI), and 85 employees participated in the Seller Agent Representative for Mutual Funds Certification (WAPERD). Pengembangan Karir Career Development Pengembangan karir merupakan bagian utama dari proses pembinaan karyawan di Commonwealth Bank yang harus dijalankan secara konsisten dan berkesinambungan guna mendapatkan karyawan yang profesional agar mampu memberikan nilai tambah bagi Bank. Pengembangan karir ditujukan untuk memberikan manfaat sebesar-besarnya bagi karyawan dan Bank. Career development is primary part of the employee development process in Commonwealth Bank that has to be implemented consistently and continuously to acquire professional employees with additional value to the Bank. Career development is carried out to give favourable benefits for employees and the Bank. Pengembangan karir di Commonwealth Bank dibagi menjadi dua bagian utama atau disebut pengembangan dua jenjang karir (dual career ladder). Pengembangan dua jenjang karir (dual career ladder) ini memberikan kesempatan pengembangan karir di jalur manajerial (generalis) maupun jalur spesialis atau karyawan dengan keahlian di area tertentu. Posisi pada pengembangan dua jenjang karir ini dibagi menjadi 2 bagian utama yaitu: Career development in Commonwealth Bank is divided into two main parts, or called as Dual Career Ladder. The Dual Career Ladder opens the opportunity for career development in both the managerial track and the track of specialist or employees with expertise in a certain area. The following are the positions in the Dual Career Ladder: 1. Posisi Struktural (People Manager) Diaplikasikan posisi manajerial yang memiliki paling sedikit dua orang anggota tim. 1. Structural Position (People Manager) Managerial position applied with at least 2 team members. 2. Posisi Fungsional (Individual Contributor) Diaplikasikan pada karyawan dengan keahlian di area tertentu yang tidak memiliki anak buah atau maksimal satu anak buah (individual contributor). 2. Functional Position (Individual Contributor) Applied to employees with expertise in a certain area and do not have subordinates or a maximum of one subordinate (individual contributor). Pada bulan Desember 2016, jumlah karyawan posisi struktural/people manager sejumlah 403 dan posisi fungsional/individual contributor sejumlah 1.353. In December 2016, a total of 403 employees were in the structural position/ people manager, and a total of 1,353 employees were in the functional position/ individual contributor. Pengukuran & Manajemen Kinerja Performance Management & Measurement Pelaksanaan penilaian kinerja karyawan dimaksudkan untuk mengetahui sejauh mana kinerja dari setiap 246 Employee performance appraisal is carried out in understanding the extent of every employee’s 2016 Annual Report Commonwealth Bank | Functional Review karyawan guna melihat kekurangan dan kelebihan, serta kelemahan dan kekuatan setiap karyawan disamping untuk mengevaluasi efektifitas sistem-sistem yang berjalan/berlaku di Commonwealth Bank. Tujuan dari dilaksanakannya penilaian kinerja karyawan, minimal setiap tahun oleh Bank adalah untuk membantu meningkatkan motivasi kerja sekaligus meningkatkan loyalitas karyawan terhadap Commonwealth Bank dan penyempurnaan atau perbaikan sistem-sistem yang ada. performance, not only evaluating the strengths and weaknesses, but also assessing the effectiveness of existing systems in Commonwealth Bank. The objective of measuring employee performance, done at least once every year, is to help elevating work motivation and employee loyalty towards Commonwealth Bank, as well as improving and amending the Bank’s current systems. Pedoman dan Prosedur ini tentunya didasarkan pada Peraturan Perusahaan, Surat Edaran Direksi, Surat Keputusan Direksi dan kaidah-kaidah umum tentang penilaian karyawan serta kebiasaan yang ada di lingkungan Bank. Secara berkala Commonwealth Bank melaksanakan penilaian kinerja berdasarkan Sistem Penilaian Kinerja Karyawan yang ditetapkan. This directive and procedure are based on Corporate Regulations, Board of Directors’ Circular Letters, Board of Directors’ Decree, general rules on employee appraisal, and customs on the Bank’s environment. Periodically, Commonwealth Bank measures performance based on the set Employee Performance Appraisal. Semua hasil penilaian kinerja karyawan akan menjadi bahan pertimbangan untuk menetapkan kenaikan remunerasi dan bonus tahunan. Adapun skema sistem penilaian kinerja karyawan yang diterapkan oleh Commonwealth Bank adalah sebagai berikut: All results of employee performance appraisal will be used for consideration in remuneration increments and yearly bonuses. The following is a scheme showing the employee performance grading system applied by Commonwealth Bank: • Setting Target & Objectives (KPI) “SMART” Performance Planning Performance Feedback • Coaching & Counseling (Feedback Process) • KPI Discussion between Employee and Line Managers • KPI Approval Performance Review • Mid Year Review • Year End Review • Development Plan Terdapat 3 hal yang dinilai didalam pengukuran dan manajement kinerja, yaitu Pencapaian/Business Outcomes, Perilaku dengan pendekatan Values dan juga penilaian Risiko. Three matters graded in the measurement and management of employee performance are: Accomplishments/Business Outcomes, Valuesoriented Behaviors and Risk Assessment. 247 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Sistem Informasi Sumber Daya Manusia HR Information System Commonwealth Bank yakin bahwa sistem informasi sumber daya manusia merupakan salah satu kunci untuk mengembangkan kemampuan dalam rangka mendukung strategi bisnis Bank. Sistem informasi sumber daya manusia tersebut diharapkan secara signifikan mampu meningkatkan akurasi dalam pengelolaan informasi sumber daya manusia, memastikan kepatuhan terhadap tata kelola perusahaan yang baik, serta membantu kegiatan pelaporan kepada regulator dan lembaga pemerintah. Commonwealth Bank believes that HR information system is one of the keys to develop abilities in supporting the Bank’s business strategies. The HR information system is expected to significantly increase accuracy in managing human resources information, ensure compliance with Good Corporate Governance, and help reporting activities to regulators and government bodies. Saat ini Bank sedang dalam proses persiapan implementasi Proyek Sistem Informasi Sumber Daya Manusia (Human Resources Information System/ HRIS) dengan menggunakan aplikasi eksternal dari Commonwealth Bank of Australia (CBA) yang bernama Workday. Aplikasi ini mencakup modul database karyawan, modul absensi, modul perpindahan (mutasi) karyawan, modul informasi karyawan, modul pengembangan organisasi. Presently, the Bank is in its preparation process in implementing the Human Resources Information System (HRIS) project by utilising external application from Commonwealth Bank Australia (CBA) called “Workday”. This application covers employee database modules, attendance modules, employee mutation modules, employee information modules, and organisation development modules. Manfaat lain bagi Commonwealth Bank dalam menerapkan sistem informasi sumber daya manusia antara lain pengelolaan kinerja karyawan secara digital dan terintegrasi – mulai dari tahap perencanaan, penilaian hingga pengembangan, memberikan akses ke layanan SDM secara lengkap seperti pengelolaan, pengembangan dan pelatihan karyawan, hingga administrasi pengakhiran hubungan kerja serta dapat diakses kapanpun dan dimanapun oleh manager dan karyawan melalui perangkat komunikasi pribadi (smartphone dan home PCs). Another benefit for Commonwealth Bank in applying the human resources information system is the employee performance management done digitally and with integration – starting from the planning phase, appraisal all the way to development, giving complete access to HR services such as management, development, and employee training, to the termination of employment administration, also the ease of accessibility with no bounds of time and place by managers and employees through personal communication devices (smart phones and home PCs). Sebagai bagian dari rencana pengembangan sistem SDM ini, Bank berencana untuk menjalankan implementasi lanjutan terkait modul Pelatihan dan Pengembangan serta Manajemen Talenta yang dijadwalkan pada kwartal 2 tahun 2018. As part of this HR system development, the Bank plans to carry on continuous implementation related to the Training and Development Modules, and the Talent Management scheduled on the 2 year quarter of 2018. 248 2016 Annual Report Commonwealth Bank | Functional Review Penghargaan Karyawan Employee Reward Setiap tahun, Commonwealth Bank memberikan beberapa bentuk penghargaan sebagai apresiasi terhadap karyawan yang berprestasi dalam mendukung pencapaian target bisnis. Reward yang diberikan kepada karyawan di antaranya berupa CEO award, penghargaan atas kinerja dan kontribusi karyawan, kesempatan dalam pengembangan karir, kesempatan dalam mengikuti program pembelajaran dan exposure di unit bisnis Grup CBA. Every year, Commonwealth Bank gives some forms of appreciation as recognition to highly-achieving employees in their support of reaching business targets. The rewards given to the employees are in the forms of CEO Award, appreciation on employee’s contribution and performance, opportunities for career development, opportunities to participate in training programs, and exposure in CBA Group business units. Remunerasi dan Kesejahteraan Karyawan Employee Remuneration and Benefit Commonwealth Bank telah menerapkan standar penggajian berdasarkan golongan karyawan. Untuk memberikan remunerasi yang kompetitif, Bank mengikuti salary survey pada industri sejenis yang dilakukan oleh pihak ketiga. Proses tersebut merupakan upaya standarisasi sistem kompensasi dan imbal jasa Bank yang diarahkan untuk meningkatkan motivasi kerja dan kinerja karyawan. Commonwealth Bank has applied payroll standard based on employee categories. In pursuit of giving competitive remuneration, the Bank follows salary surveys on similar industries done by third-party bodies. The process is a standardisation effort on compensation system and Bank reward directed to the increase in work motivation and employee performance. Sistem Remunerasi mempertimbangkan: The remuneration consideration of: dibangun dengan a. b. c. d. Terciptanya manajemen risiko yang efektif Stabilitas keuangan Bank Kecukupan dan penguatan permodalan Bank Kebutuhan likuiditas jangka pendek dan jangka panjang, dan e. Potensi pendapatan di masa yang akan datang. Sebagai bentuk peningkatan kesejahteraan karyawan, Commonwealth Bank memberikan beberapa manfaat karyawan antara lain manfaat kesehatan (rawat inap, rawat jalan, kacamata dan perawatan gigi), bonus kinerja dan program pensiun DPLK, pinjaman kepemilikan rumah, pinjaman kepemilikan mobil, pinjaman lain serta program kepemilikan kendaraan. Hal ini merupakan bentuk tanggung jawab perusahaan terhadap pemenuhan hak karyawan yang kemudian dicatat sebagai beban usaha pegawai. a. b. c. d. system was constructed in The creation of effective risk management Bank’s financial stability Adequacy and strengthening of the Bank’s capital The need for short-term and long-term liquidity, and e. The potential revenue in the future. As a form of employee welfare enhancement, Commonwealth Bank gives some employee benefits such as health benefits (inpatient care, outpatient care, spectacles, and dental care), performance bonuses and DPLK pension fund, mortgage loan, car ownership loan, other loans and vehicle ownership program. These benefits are a form of corporate responsibility towards the fulfillment of employee’s rights which are stated as operating expenses of employees. 249 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tingkat “Regretted Turnover” Karyawan Employee Regretted Turnover Rate Pada tahun 2016 terdapat 53 karyawan yang masuk dalam kategori regretted turnover atau mencapai 3.02% dari total karyawan akhir tahun sejumlah 1.750 karyawan. In 2016, there were 53 employees categorised in the regretted turnover category, reaching 3.02% from a total of 1,750 employees at the end of the year. Program Kesehatan Healthcare Programs Bank mengikutsertakan Karyawan dalam Jaminan Kesehatan Nasional melalui Badan Penyelenggara Jaminan Sosial (BPJS) Kesehatan sesuai dengan Peraturan Perundang-undangan yang berlaku. Disamping itu, Bank juga memberikan perlindungan tambahan berupa manfaat Kesehatan bagi Karyawan baik untuk karyawan permanen ataupun karyawan kontrak langsung dengan Perusahaan, dengan tujuan untuk meningkatkan kesejahteraan dan kesehatan karyawan beserta keluarganya. The Bank engages employees in the National Health Insurance through the Health Social Insurance Administering Body (BPJS) in accordance with the applied legislation. Aside from that, the Bank also gives additional protection in the form of health benefits for employees both permanent-employed and contractemployed to improve health and welfare of employees and their families. Adapun cakupan manfaat kesehatan tambahan yang diterima oleh karyawan adalah: The scope of additional health benefits received by employees: 1. Rawat jalan, termasuk di dalamnya manfaat gigi dan kacamata. 1. Outpatient care, including dental and eyewear benefits. 2. Rawat inap dan pembedahan, dalamnya manfaat persalinan. 2. Inpatient and surgery, including childbirth benefits. 250 termasuk di 2016 Annual Report Commonwealth Bank | Functional Review Investasi pada SDM Investment on People Selama 2016, Commonwealth Bank telah mengalokasikan dana sebesar Rp10.313.041.176 untuk biaya pelatihan SDM atau rata-rata sebesar Rp5.873.030 per karyawan untuk pelaksanaan program pelatihan dan pendidikan. Sedangkan besarnya biaya SDM untuk penggajian dan kesejahteraan karyawan (THR, Imbalan pasca kerja dan lainnya) tahun 2016 sebesar Rp634.022.054.923. Throughout 2016, Commonwealth Bank has allocated as much as Rp10,313,041,176 in funding for HR training expenses or an average of Rp5,873,030 per employee in the implementation of training and education programs. As for HR fund used in payroll and employee welfare (holiday allowance, post-retirement benefits, and other) amounts to Rp634,022,054,923 in year 2016. 251 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Operasional & Teknologi Informasi Operations & Information Technology Commonwealth Bank menyadari bahwa di era digital saat ini, masyarakat perbankan akan semakin sadar teknologi dan ekspektasi terhadap kemudahan, kecepatan dan keamanan transaksi akan meningkat. Berbagai latar belakang kebutuhan operasional dan pertimbangan bisnis yang matang dan berwawasan ke depan, akhirnya mendorong Commonwealth Bank untuk mengembangkan layanan teknologi informasi yang memudahkan nasabah. Commonwealth Bank understands that in this digital era, banking customers are becoming familiar with technology and expecting faster, easier and more secure transactions. Different future-oriented business considerations and operational background needs pushed Commonwealth Bank to expand its information technology service, which provides convenience for the customers. Perkembangan industri perbankan masa kini bukan lagi didorong keragaman inovasi produk dan layanan, namun banyak dipengaruhi oleh kemajuan teknologi dan sistem informasi. Pola hidup masyarakat yang semakin digital dan ekspektasi terhadap kemudahan pelayanan perbankan menjadi semakin meningkat. Hal ini menciptakan kompetisi bank berbasis teknologi, yang dapat melayani lebih cepat, lebih aman, lebih tersedia, lebih mudah, dan nyaman untuk mendapatkan kepercayaan nasabah. The development of today’s banking industry is not about product and service innovation and varieties, but more due to the advanced information and technology. With public adopting more digitalised lifestyle comes higher expectation of easier banking services. This then creates a technology-based competition on faster, more secure, easier and more available services in gaining customers’ trust. Jaringan operasional Commonwealth Bank yang telah tersebar di berbagai kota di Indonesia menjadi kekuatan Bank yang akan terus ditingkatkan, salah satunya melalui dukungan teknologi informasi terkini yang handal. Commonwealth Bank juga berkomitmen mengembangkan teknologi informasi perbankan, yang memungkinkan layanan dan produk Commonwealth Bank dapat diakses oleh masyarakat dengan cepat, aman, akurat, akses mudah dan nyaman. Commonwealth Bank’s operational network, which is spread throughout different cities in Indonesia is the Bank’s strength that will continuously improve with the support of excellent information technology. The Bank is also committed to developing information technology in banking industry to enable easy, secure, fast, and accurate access of its products and services by the public. Layanan Operasional yang Unggul Superior Operational Service Commonwealth Bank berkomitmen untuk terus memperbaiki dan meningkatkan layanan dan kegiatan operasional melalui perencanaan dan implementasi Commonwealth Bank is committed to continuously improving its operational service and activities through scalable planning and implementation, by taking into 252 2016 Annual Report Commonwealth Bank | Functional Review terukur, dengan mempertimbangkan prioritas yang ditetapkan oleh Manajemen Commonwealth Bank, di antaranya dengan melakukan inisiatif berikut namun tidak terbatas pada: account the priorities the Bank has set. This is done by conducting the following initiatives, but not limited to: 1. Melanjutkan penerapan program COMPASS (Commonwealth Bank Platform Advancement for Superior Sales and Service), sebuah pencapaian pada tahun 2015 yang mendukung pertumbuhan bisnis Bank, dengan senantiasa melakukan evaluasi dan perbaikan proses kerja, peningkatan produktivitas hingga pemberdayaan sumber daya manusia. Hal ini terlihat dengan dibentuknya satuan kerja khusus production management yang bertugas melakukan kajian produktivitas karyawan dengan mempertimbangkan efisiensi proses, volume transaksi serta SLA (Service Level Agreement). 1. Continuing the implementation of COMPASS (Commonwealth Bank Platform Advancement for Superior Sales and Service) program, an achievement in 2015 that supported business growth by continuously evaluating and improving working process, improving productivity and human resources development. This is also seen from the formation of production management special unit whose job is evaluating employee productivity, through consideration of process efficiency, transaction volume and SLA (Service Level Agreement). 2. Menjaga kerjasama dengan satuan kerja Kepatuhan dalam meningkatkan fungsi pemantauan Anti Pencucian Uang serta investigasi sanction screening. 2. Working together with compliance unit in improving the anti-money laundering monitoring function as well as sanction screening investigation. 3. Memelihara budaya pemantauan risiko operasional melalui identifikasi risiko, penetapan RCSA (Risk & Control Self-Assessment), pengujian CAP (Control Assurance Program), serta penerapan indikator risiko utama untuk selanjutnya dilakukan pemantauan secara berkala. 3. Maintaining the operational risk oversight through risk identification, RCSA (Risk & Control SelfAssessment) establishment, CAP (Control Assurance Program) test as well as implementation of key risk indicator’s periodic assessment. 4. Meningkatkan pengendalian internal terkait pengawasan transaksi keuangan baik melalui pengembangan sistem maupun perbaikan proses rekonsiliasi. 4. Improving internal control particularly related to financial transaction monitoring through system enhancement and reconciliation process improvement. 5. Melakukan evaluasi secara menyeluruh terhadap proses kerja yang meliputi namun tidak terbatas pada sentralisasi dan optimalisasi pemberdayaan SDM maupun organisasi. 5. Perform thorough assessment on working process, which covers, but not limited to, centralisation and optimisation of human resources and organisation. Sepanjang tahun 2016, Commonwealth Bank telah mengembangkan inovasi-inovasi baru dengan varian fitur beragam yang secara langsung menguntungkan dan memberikan kepuasan bagi nasabah dan karyawan Bank. Selain itu, Bank juga memastikan kepatuhan pada peraturan perbankan terkait Operasional dan TI. In 2016, Commonwealth Bank has developed new innovations with variation of features, which directly benefit and satisfy customers and employees. Aside from that, the Bank also ensures the obedience to the related IT and operational banking regulations. Beberapa pencapaian di tahun 2016 adalah sebagai berikut: Some achievements gained in 2016 are as follows: 1. Cashflow 1. Cashflow Cashflow adalah aplikasi pintar mobile yang diluncurkan pada penghujung tahun 2014, dirancang spesifik untuk membantu nasabah mengelola keuangannya melalui fitur pencatatan dan pengamatan transaksi, dan melakukan pengiriman Cashflow is a mobile application launched in late 2014, specifically designed to help customers in managing their financial through some features such as transaction record and monitoring, as well as fund transfer. Cashflow has been used 253 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional dana menggunakan fitur transfer. Cashflow sudah digunakan oleh lebih dari 8% nasabah Bank dan merupakan foundation platform penting bagi Bank untuk terus mengembangkan penawaran aplikasi mobile yang ditujukan untuk transaksi nasabah. 2. Internet Banking & Mobile Banking Perbaikan layanan dan fitur baru di Internet Banking dan Mobile Banking telah dilakukan dengan fitur yang ditambahkan antara lain: pengalihan (switching) reksa dana, pembayaran tagihan, transfer domestic secara real-time, bulk transfer untuk pengguna, kemampuan untuk melihat seluruh rekening secara konsolidasi, e-receipt, dan otentikasi yang aman dengan 2-factor authentication untuk transaksi keuangan. Jumlah pengguna Internet Banking dan Mobile Banking sudah mencapai lebih dari 35% nasabah bank. 3. ATM & Chip Kartu Debit Sesuai dengan keputusan Bank Indonesia mengenai pelaksanaan wajib terkait penerbitan kartu berbasis chip dan akuisisi ATM, dan juga penggunaan 6 digit PIN untuk meningkatkan keamanan transaksi elektronik, maka Bank telah menyelesaikan implementasi sistim sesuai peraturan tersebut. Saat ini Bank sudah menerbitkan kartu berbasis chip dan melakukan akuisisi ATM menggunakan 6 digit PIN, namun penggantian kartu magnetic stripe masih berjalan sampai akhir tahun 2020. 254 by more than 8% of the Bank’s customers and is the important foundation platform for the Bank to keep improving mobile application for customer transactions. 2. Internet Banking & Mobile Banking Internet and Mobile Banking have been enhanced through some additional features, such as: mutual funds switching, bill payments, domestic transfers in real-time basis, bulk transfer, consolidated statement, e-receipt and two-factor authentication for securing financial transactions. The users of this Internet and Mobile Banking have exceeded 35% of the Bank’s customers. 3. ATM & Debit Card Chip Referring to the Bank Indonesia pronouncement regarding the issuance of chip-based ATM card as well as ATM acquisition and the mandatory implementation of 6-digit PIN, which is to enhance security of electronic banking transaction, the Bank has implemented the system according to the regulation. Bank has issued chip-based ATM card as well as acquired 6-digit PIN ATM, while concurrently the magnetic-stripe card replacement process is still in progress until 2020. 2016 Annual Report Commonwealth Bank | Functional Review 4. Enterprise GL Untuk membantu mengurangi risiko operasional secara signifikan, Commonwealth Bank telah berhasil mengganti sistim enterprise GL dengan sistim core financial system yang baru. Penggantian sistim ini juga diiringi dengan penyempurnaan proses financial sehingga lebih efisien dan aman. 5. Common Report Standard (CRS) Sebagai bentuk partisipasi dalam inisiatif Common Report Standard, Commonwealth Bank telah menerapkan sebuah sistim pelaporan baru untuk otomatisasi penukaran data keuangan antar negara-negara G20. 6. Peningkatan ketahanan terhadap serangan cyber-security Untuk meningkatkan kemampuan terhadap serangan-serangan cyber-security, Bank telah menyelesaikan beberapa inisiatif antara lain: implementasi Data Leakage Protection, enkripsi data di PC dan laptop, implementasi Advance Persistent Threat, dan penerapan sertifikat SSL di aplikasi web. 7. Kepatuhan terhadap regulasi perbankan Commonwealth Bank telah menyelesaikan beberapa pengembangan dan implementasi sistim untuk selalu patuh terhadap regulasi perbankan. Beberapa proyek yang telah diselesaikan di 2016 antara lain implementasi sistim untuk pelaporan S-Invest sesuai peraturan KSEI, perubahan pelaporan LHBU & LBU sesuai standard baru, pelaporan LCR (Liquidity Coverage Ratio), dan penggantian sistim RTGS & SSSS sesuai kebutuhan baru dari OJK. 4. Enterprise GL To significantly reduce operational risk, Commonwealth Bank replaced the enterprise GL system with new core financial system, along with the improvement of the process itself, making it more secure and efficient. 5. Common Report Standard (CRS) In participating in the Common Report Standard initiative, Commonwealth Bank has implemented new reporting system to automate the financial data exchange among the G20 countries. 6. Improved Cyber-security resilience. To improve the ability against cyber-security attack, the Bank has completed several initiatives, including implementation of Data Leakage Protection, PC and laptop data encryption, implementation of Advance Persistent Threat and SSL certification on web application. 7. Compliance to Banking Regulation Commonwealth Bank has completed several system developments and implementations as part of compliance to the prevailing banking regulations. Several projects completed in 2016 are system implementation for S-Invest reporting as regulated by KSEI, the enhancement of LHBU & LBU reporting in accordance with the new standard, LCR (Liquidity Coverage Ratio) reporting, and the replacement of RTGS & SSSS system to fulfill the new requirement from OJK. Transformasi Berkelanjutan Sustainable Transformation Dengan keberhasilan menyelesaikan proyek implementasi core banking baru dan transformasi bank di tahun 2015, Commonwealth Bank saat ini sudah memiliki platform TI dengan kemampuan untuk mengembangkan strategi berbasis digital. Selain mengembangkan fitur dan layanan electronic channel (ATM, Internet Banking, Mobile Banking dan Smart Apps), Commonwealth Bank juga akan mengembangkan kapabilitas digital lebih lanjut dengan memanfaatkan platform TI ini. With the success in completing the new core banking implementation and banking transformation project in 2015, Commonwealth Bank currently owns and runs the IT platform capable of developing digital-base strategy. Aside from developing electronic channel (ATM, Internet Banking, Mobile Banking and Smart Apps) services and features, the Bank will enhance digital capability further using this IT platform. Secara paralel, Commonwealth Bank juga terus melanjutkan pengembangan teknologi digital untuk membangun keunggulan strategis menjadi pemimpin pasar dalam memberikan digital financial solutions. Salah satu contoh, Commonwealth Bank akan In parallel, Commonwealth Bank continues developing digital technology in order to build strategic superiority for becoming the market leader in providing digital financial solutions. One example is by implementing digital technology for acquiring large number of 255 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional menerapkan teknologi digital untuk proses akuisisi nasabah baru dalam jumlah besar secara efisien. Commonwealth Bank juga akan mengembangkan cara yang non konvesional untuk akuisisi nasabah baru, misalnya melalui kemitraan strategis. customers in more efficient way. Commonwealth Bank will also develop non-conventional acquisition process of new customers, such as through strategic partnership. Commonwealth Bank mempunyai visi untuk menggunakan inovasi teknologi dalam peningkatan layanan yang nyaman dan relevan kepada nasabahnya. Inovasi teknologi akan diterapkan antara lain untuk kapabilitas transaksional dan payment melalui mitra strategis, informasi portofolio aset keuangan nasabah secara digital dan penawaran produk keuangan yang sesuai dengan kebutuhan nasabah. Commonwealth Bank envisions the use of technology and its innovation in improving relevant and convenient services to its customers. Those innovations will be implemented in the form of transactional and payment capability thru strategic partnership, customers’ asset portfolio digital information as well as financial products that meet customers’ need. Dengan fokus pegembangan yang dilakukan oleh Commonwealth Bank yang juga memperhatikan siklus kehidupan nasabah, Bank percaya akan mendapatkan keuntungan sebagai berikut: The Bank’s development focus is also paying attention to the customer living cycle. The Bank believes that this will be beneficial to: • Membantu nasabah untuk memperoleh jasa layanan keuangan yang sesuai dengan siklus kehidupan nasabah. • Assist customers to gain banking services experience in accordance with the customer life cycle. • Membantu Bank untuk mencapai target bisnis dalam hal akuisisi nasabah baru, peningkatan saldo/portofolio, penurunan biaya layanan dan minimalisasi risiko operasional. • Help the bank to achieve the business target in acquiring new customers, increase balance/ portfolio, reduce service fee and minimise operational risk. Selain digital banking, fokus-fokus lain yang ada dalam roadmap Commonwealth Bank adalah: Aside from digital banking, other Commonwealth Bank’s roadmap are: 1. Data Center Transformation 1. Data Center Transformation Commonwealth Bank berencana untuk meningkatkan pelayanan Data Center serta Disaster Recovery Center, sesuai dengan kebutuhan pengembangan bisnis serta perkembangan teknologi saat ini. Transformasi ini bertujuan untuk menunjang fleksibilitas, ketangguhan, serta efisiensi operasional yang berstandar internasional. 2. Financial Crime Platform Dengan adanya ekpansi Commonwealth Bank pada produk dan layanan melalui berbagai channel, maka Bank juga tidak luput atas peningkatan risiko dalam bidang penipuan, pencucian uang serta kejahatan financial lainnya. Untuk peningkatan proteksi atas risiko-risiko tersebut Bank akan mengimplementasikan “Financial Crime Platform” yang efektif. 3. Sistem Sumber Daya Manusia yang Terintegrasi Bank akan mengimplementasikan sistim SDM baru dengan tujuan mengatasi risiko operasional terkait dengan proses manajemen data karyawan, data pelatihan, dan untuk mendukung keseluruhan siklus proses manajemen SDM. 256 focuses in Commonwealth Bank plans to improve Data Center and Disaster Recovery Center service, in line with business growth and today’s technology development. This transformation is aimed at supporting the operational flexibility, strength, and efficiency with international standards. 2. Financial Crime Platform With Commonwealth Bank’s products and services expansion across various channels, the Bank is prone to increase in risk, especially in fraud, money laundering as well as other financial crimes. To improve protection against those crimes, the Bank is implementing effective “Financial Crime Platform”. 3. Integrated Human Resources System The Bank is implementing new HR system, aiming to improve operational risk related to employee data management process, training data and to support the whole HR management process cycle. 2016 Annual Report Commonwealth Bank | Functional Review 4. Pengembangan Infrastruktur TI serta Sistem Aplikasi Lainnya 4. IT Infrastructure and other Application System Development Di luar dari inisiatif yang di sampaikan di atas, Bank juga berencana melaksanakan pengembanganpengembangan infrastruktur dan aplikasi lain guna menunjang kegiatan bank saat ini dan ke depannya, antara lain: Beyond the aforementioned initiative, the Bank is planning to develop other applications and infrastructure to support activities today and in the future, among others are: • Otomasi penjualan Surat Berharga Negara • Process automation for selling government securities • Collection system • Loan Origination System • Customer Relationship Management (CRM) Solution and Call Center • Business Intelligence, Data Warehouse, MIS, and Reporting system • Application for employee collaboration • Collection System • Loan Origination System • Solusi Customer Relationship Management (CRM) dan Call Center • Business Intelligence, Data Warehouse, MIS, dan Sistim Reporting • Aplikasi untuk kolaborasi bagi karyawan Dalam penyelenggaraan kegiatan-kegiatan ini, Commonwealth Bank akan terus memanfaatkan kemampuan dan kapabilitas yang dimiliki oleh perusahaan induk, CBA Grup. Bank juga akan mengembangkan kemampuan dan kapabilitas internal yang dimiliki. Running these activities, Commonwealth Bank will continuously make the most of the capability and ability possessed by the parent company, CBA Group. The Bank will also develop its own internal capability and ability. 257 Laporan Tahunan 2016 Commonwealth Bank | Tinjauan Fungsional Tata Kelola Teknologi Informasi Information Technology Governance Dalam menerapkan tata kelola TI yang tepat, Commonwealth Bank selalu memperhatikan dan mematuhi ketentuan yang dibuat oleh regulator, serta ketentuan internal yang telah disusun. Commonwealth Bank memiliki beberapa perangkat untuk mendukung tata kelola TI yang benar, di antaranya komite pengarah TI (IT Steering Committee) yang bertugas untuk memastikan kesesuaian strategi bisnis Bank dengan strategi TI serta memastikan sumber daya TI telah dimanfaatkan seoptimal mungkin untuk pencapaian kebutuhan Bank. Implementing IT Governance, Commonwealth Bank always pays attention to the external regulation as well as the prevailing internal governance. The Bank has some tools to ensure proper IT Governance, for which one of them is IT Steering Committee, whose jobs are to ensure that the IT strategy is in line with the Bank’s business strategy, as well as ensuring that IT resources have been optimised to fulfill the Bank needs. Selain itu, untuk melakukan pelaporan dan pemantauan terhadap kinerja dan risiko TI, Commonwealth Bank telah menerapkan pelaporan secara terintegrasi untuk seluruh indikator kinerja dan risiko. Laporan bulanan ini selanjutnya digunakan oleh manajemen TI dalam mengelola dan memastikan layanan TI telah dilaksanakan sesuai dengan target dan manajemen risiko yang sudah ditetapkan. In addition, to report and monitor IT risk and performance, Commonwealth Bank has implemented integrated reporting for all risk and performance indicators. The monthly report is then used by IT management to maintain and ensure that IT services have been applied according to the target and risk management being set. Pelatihan dan Pengembangan Training and Development Commonwealth Bank menaruh perhatian yang tinggi kepada pelatihan dan pengembangan karyawan untuk mencapai operational excellence seiring dengan arah dan strategi bisnis Bank. Commonwealth Bank Commonwealth Bank pays its attention highly to training and development of its employees in order to achieve operational excellence, in line with the Bank’s goal and business strategy. Commonwealth Bank 258 2016 Annual Report Commonwealth Bank | Functional Review menyadari bahwa sumber daya manusia terbaik merupakan kunci untuk melakukan pengembangan kapabilitas baru. Oleh karena itu, Commonwealth Bank selalu mengembangkan kapabilitas internalnya untuk mendapatkan sumber daya manusia terbaik dan menjaga karyawan kuncinya. realises that people are the key to developing new capability. Therefore, the Bank always improves its internal capability to hire the best people and retain its key employees. Secara umum, model peningkatan kapasitas dan kemampuan karyawan di Divisi Operasional dan Teknologi Informasi dilakukan dalam skema 3E yaitu Education (Pendidikan), Experience (Pengalaman) dan Exposure (Paparan secara langsung). Commonwealth Bank juga selalu melihat pemanfaatan aset dan best practice yang dimiliki CBA Grup untuk meningkatkan kemampuan dan kinerja karyawan. Dengan kapabilitas dan kemampuan mumpuni yang dimiliki karyawan, pengembangan teknologi informasi berjalan lebih cepat dan tepat serta mampu mencapai target yang telah dicanangkan. Generally, employee’s capacity and ability improvement in Operations and IT division are modeled in 3E schemes, which are Education, Experience and Exposure. Commonwealth Bank utilises asset and best practice implemented by CBA Group, to improve the ability and performance of its employees. With the right people’s capability and ability, it will foster development in Information Technology to meet the expected goal. 259 06. TATA KELOLA PERUSAHAAN Corporate Governance Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Pendahuluan Foreword Commonwealth Bank meyakini bahwa Tata Kelola Perusahaan yang Baik (Good Corporate Governance/ GCG) merupakan pondasi untuk keberlanjutan. Dengan menerapkan tata kelola yang baik, maka Commonwealth Bank senantiasa terpacu untuk memberikan layanan terbaik, sekaligus meningkatkan kemampuan daya saing. Selain itu, juga mampu menghindari dari berbagai penyimpangan dan pelanggaran yang berdampak buruk bagi jalannya Commonwealth Bank. Di tengah persaingan industri perbankan yang kian ketat, hanya bank dengan tata kelola yang baiklah yang akan bertahan. Commonwealth Bank believes that Good Corporate Governance (GCG) is the foundation for sustainability. By implementing good governance principles, Commonweath Bank is always pushing itself to provide the best in services while also increasing its ability to compete. In addition, doing so also allows the bank to avoid a variety of transgressions and violations that have negative impacts on its journey. In the midst of an increasingly competitive banking environment, only banks with good corporate governance can survive. Penerapan Tata Kelola Perusahaan yang Baik tak terlepas dari berbagai aturan dan ketentuan yang berlaku di Indonesia. Antara lain, Undang-undang Republik Indonesia No. 10 Tahun 1998 tentang Perubahan atas Undang-undang No. 7 Tahun 1992 tentang Perbankan, Undang-undang Republik Indonesia No. 40 Tahun 2007 tentang Perseroan Terbatas, Peraturan Otoritas Jasa Keuangan (OJK) No.55/POJK.03/2016 tentang Penerapan Tata Kelola bagi Bank Umum, Surat Edaran OJK No.13/SEOJK03/2017 perihal Penerapan Tata Kelola bagi Bank Umum. The Implementation of Good Corporate Governance cannot be separated from the numerous rules and regulations that apply in Indonesia. They include Law No. 10/1998 on Changes to Law No. 7/1992 on Banking, Law No. 40/2007 on Limited Liability Companies, Financial Services Authority (FSA) Regulation No. 55/ POJK.03/2016 on Implementation of Governance for Commercial Banks, and FSA Circular Letter No. 13/SEOJK03/2017 on Implementation of Corporate Governance for Commercial Banks. Merujuk pada aturan dan ketentuan itu, Dewan Komisaris, Direksi dan seluruh karyawan Commonwealth Bank berkomitmen penuh mengelola bisnis dengan mengikuti prinsip-prinsip Transparansi, Akuntabilitas, Tanggung Jawab, Independensi dan Kewajaran. Untuk menguji pelaksanaan tata kelola, Commonwealth Bank secara rutin melakukan self-assessment komprehensif. Assessment sesuai 11 (sebelas) aspek evaluasi dalam memantau dan mengevaluasi hasil implementasi, menetapkan rencana aksi, dan mengambil tindakan perbaikan yang diperlukan. In reference to these Rules and Regulations, Commonwealth Bank’s entire Board of Commissioners, Board of Directors and employees have expressed their full commitment to managing businesses in ways that follow the principles of Transparency, Accountability, Responsibility, Independence and Fairness. In order to evaluate its implementation of governance principles, Commonwealth Bank has routinely conducted comprehensive self-assessments. These assessments are based on 11 (eleven) different evaluation criteria that monitor and examine the results of its GCG implementation. In addition, these assessments also establish plans for action and administer any necessary corrective measures. Prinsip-prinsip GCG GCG Principles Secara umum, Commonwealth Bank menerapkan prinsip-prinsip dasar GCG yang mencakup 262 In general, Commonwealth Bank implements basic GCG principles that encompass transparency, 2016 Annual Report Commonwealth Bank | Corporate Governance transparency, accountability, responsibility, independency dan fairness (TARIF). Penerapan prinsip-prinsip GCG dilakukan secara menyeluruh, baik internal maupun eksternal Bank. Commonwealth Bank meyakini, dengan penerapan prinsip-prinsip GCG tersebut akan menjamin terciptanya keseimbangan bisnis secara menyeluruh, baik bisnis maupun sosial, individu dengan kelompok, internal juga eksternal, jangka pendek dan jangka panjang serta kepentingan shareholders dan stakeholders. accountability, responsibility, independence and fairness (TARIF). The implementation of GCG principles is done comprehensively, whether internally or externally in regard to the Bank. Commonwealth Bank believes that the implementation of GCG principles will guarantee the existence of balance for business on the whole, whether for groups, individuals from groups, internally, externally, within the short term, the longterm, and for shareholders and stakeholders. Dasar Acuan Pelaksanaan Basic References for the Implementation Dalam pelaksanaan tata kelola yang baik, Commonwealth Bank mengacu kepada berbagai peraturan perundang-undangan antara lain: In implementing principles of Good Corporate Governance, Commonwealth Bank uses a number of rules and regulations as reference. They include: 1. Peraturan Otoritas Jasa Keuangan (POJK) No.55/ POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum; 1. Financial Services Authority (FSA) Regulation No. 55/POJK.03/2016 on Implementation of Governance for Commercial Banks; 2. Surat Edaran OJK No.13/SEOJK03/2017 perihal Penerapan Tata Kelola Bagi Bank Umum; 2. FSA Regulation No.13/SEOJK03/2017 on the Implementation of Corporate Governance for Commercial Bank; 3. Peraturan OJK No 18/POJK.03/2014 tanggal 18 November 2014 berikut Surat Edaran OJK tentang Penerapan Tata Kelola Terintegrasi bagi Konglomerasi Keuangan; 3. FSA Regulation No. 18/POJK.03/2014 dated on 18 November 2014 and the FSA Circular Letter on the Implementation of Integrated Governance for Financial Conglomerations; 4. POJK No.45/POJK.03/2015 Tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum; 4. FSA Regulation No. 45/POJK.03/2015 on the Implementation of Governance in Providing Remuneration for Commercial Banks; 5. SE OJK No.40/POJK.03/2016 Tentang Penerapan Tata Kelola Dalam Pemberian Remunerasi Bagi Bank Umum; 5. FSA Circular Letter No. 40/POJK.03/2016 on the Implementation of Governance in Providing Remuneration for Commercial Banks; 6. POJK No. 04/POJK.03/2016 perihal Penilaian Tingkat Kesehatan Bank Umum; 6. FSA Regulation No. 04/POJK.03/2016 on Ratings for Commercial Banks; 7. Pedoman Umum GCG Indonesia dan GCG Perbankan Indonesia oleh Komite Nasional Kebijakan Governance (KNKG). 7. The General Guidelines for GCG in Indonesia and GCG for Indonesian banks by the National Committee on Governance Policy (KNKG). 263 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Arti Penting GCG The Importance of GCG GCG memiliki arti yang sangat penting bagi Commonwealth Bank. Terdapat sejumlah manfaat yang sangat besar ketika prinsip-prinsip GCG dapat diterapkan dengan baik, yang intinya dapat dikelompokkan menjadi 4 (empat), yaitu: GCG has a very important meaning for Commonwealth Bank. There are a number of very significant benefits for properly implementing GCG principles. These benefits can be divided into 4 (four) categories. They are: 1. Meningkatkan kinerja melalui terciptanya proses pengambilan keputusan yang lebih baik, meningkatkan efisiensi operasional perusahaan serta lebih meningkatkan pelayanan kepada stakeholders. Dengan membangun GCG akan dapat memperbaiki kinerja Bank serta menciptakan Bank yang berhasil yang akan membentuk keunggulan komparatif. Karena dengan GCG maka manajemen Bank akan berjalan dengan baik, efisiensi akan berjalan dan pada akhirnya meningkatkan kepuasan para stakeholders. Hal ini berkaitan pula dengan pembentukan citra yang baik dari Perseroan. Lebih dari itu, prinsip-prinsip GCG memiliki arti yang begitu penting bagi Perseroan dalam rangka mewujudkan sebuah sustainable company. GCG akan menuntun Perseroan kearah keunggulan kompetitif yang pada gilirannya memberikan kontribusi positif pada perkembangan ekonomi dan menjamin kelanggengan kemakmuran yang akan dinikmati rakyat banyak. 1. Improving work performance through the existence of an improved decision-making process, increasing the company’s operational efficiency and improving services to stakeholders. Through the building of GCG, the Bank’s work performance will improve and result in a successful Bank that can form a competitive advantage. Through GCG, the Bank’s management will run more smoothly, there will be more efficiency, and satisfaction for stakeholders will increase. This is related to the creation of a better image from the Company. Moreover, the principles of GCG have an important meaning for the Company in its desire to create a sustainable company. GCG will guide the Company in the direction of a competitive advantage that can provide a positive contribution for the development of the economy and guarantee continued prosperity that many people can enjoy. 2. Meningkatkan corporate value. Dengan dilakukannya praktik GCG akan dapat meningkatkan nilai (value) Perseroan melalui peningkatkan kinerja keuangan dan mengurangi risiko yang memungkinkan dilakukan oleh manajemen dengan keputusan yang menguntungkan diri sendiri. Prinsip-prinsip GCG akan mendorong value driver untuk bekerja secara lebih baik karena Perseroan dikelola atas dasar best practice yang kemudian akan meningkatkan nilai sebuah Bank (Value Creation). 2. Increasing corporate value. Practicing GCG allows the value of the Company to increase through the raising of financial performance and through the reduction of potential risks that can be made by the management that only benefit themselves. The GCG principles are a value driver for better work performance, as they allow the Company to be managed on the basis of best practices that can then serve as value creation for the Bank. 3. Meningkatkan kepercayaan investor. Praktik GCG yang dapat dijalankan dengan baik akan dapat meningkatkan kepercayaan investor dan sebaliknya pelaksanaan GCG yang buruk akan menurunkan tingkat kepercayaan mereka. GCG menjadi perhatian utama para investor menyamai kinerja finansial dan potensi pertumbuhan, khususnya bagi pasarpasar yang sedang berkembang (emerging markets). Para investor cenderung menghindari perusahaan-perusahaan yang buruk dalam penerapan GCG yang dipandang sebagai kriteria kualitatif penentu. 3. Improving trust from investors. Proper implementation of GCG can improve the trust that investors have in you, while poor implementation of GCG will reduce their trust in you. GCG has become a central focus point for investors that is on the same level as financial performance and growth potential, especially for emerging markets. Investors tend to avoid companies that have poor implementation of GCG. For them, the implementation of GCG is considered a determining qualitative criterion. 264 2016 Annual Report Commonwealth Bank | Corporate Governance 4. Pemegang saham akan merasa puas dengan kinerja Bank yang selanjutnya akan meningkatkan shareholders value. GCG dibutuhkan untuk meningkatkan kinerja Bank dengan tujuan akhir yaitu tercapainya stakeholder satisfaction yang meliputi task satisfaction dan employee satisfaction. 4. Shareholders will feel more satisfied with the Bank’s work performance, which will result in increased shareholder value. GCG is necessary for improving the Bank’s work performance, with the end goal being the achievement of stakeholder satisfaction, which encompasses task satisfaction and employee satisfaction. Penilaian Tata Kelola Perusahaan Corporate Governance Evaluation Memenuhi Peraturan Otoritas Jasa Keuangan No.55/ POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum serta POJK No. 04/POJK.03/2016 perihal Penilaian Tingkat Kesehatan Bank Umum, salah satu poin penilaian tingkat kesehatan Bank adalah penilaian sendiri (self assessment) atas pelaksanaan prinsipprinsip Tata Kelola Perusahaan yang Baik (GCG) pada bank. Pelaksanaan Self Assessment tersebut dilakukan secara periodik setiap semester yaitu pada bulan bulan Juni dan Desember pada tahun berjalan. When it comes to fulfilling FSA Regulation No. 55/ POJK.03/2016 on the Implementation of Good Corporate Governance for Commercial Banks and FSA Regulation No. 04/POJK.03/2016 on Ratings for Commercial Banks, one of the ways a bank can evaluate its own health is through self-assessing its GCG implementation. These self-assessments can be periodically carried out, each semester in June and December. Terdapat 11 (sebelas) Faktor Penilaian Pelaksanaan GCG yang tersaji dalam tabel berikut: There are 11 (eleven) Factors for Evaluating the GCG implementation that the Bank has laid out in the following table: No. Aspek Penilaian / Evaluation Criteria Catatan / Notes Kinerja Dewan Komisaris dalam Melaksanakan Tugas dan Tanggung Jawab / Work performance of the Board of Commissioners in carrying out its duties and responsibilities Jumlah orang dan komposisi anggota Dewan sesuai ketentuan PBI. Dewan mampu membuat keputusan yang independen dan melakukan tugasnya sesuai dengan prinsip-prinsip GCG. Rapat diselenggarakan secara efektif dan efisien. / The number of individuals and the composition of the Board are in accordance with Bank Indonesia regulations. The board is capable of making independent decisions and carrying out their duties in accordance with principles of GCG. Meetings are held effectively and efficiently. 2 Kinerja Direksi dalam Melaksanakan Tugas dan Tanggung Jawab / Work performance of the Board of Directors in carrying out its duties and responsibilities Kompetensi, integritas dan susunan anggota Direksi telah sesuai dengan kapasitas dan kompleksitas usaha saat ini. Anggota Direksi mampu bertindak dan mengambil keputusan secara internal. Dalam melaksanakan tugasnya, Direksi memenuhi prinsip kepatuhan dan GCG. Rapat diselenggarakan secara efektif dan efisien. / The competence, integrity and composition of the Board of Directors is in accordance with the current capacity and complexity. Members of the Board of Directors are capable of taking action and making decisions internally. In carrying out its duties, the Board of Directors is able to fulfill principles of compliance and GCG. Meetings are held effectively and efficiency. 3 Kecukupan dan Kinerja Komite dalam Melaksanakan Tugas / Competence and work performance of the Committee in carrying out its duties Komposisi dan kompetensi anggota Komite telah sesuai dengan ketentuan PBI. Rapat komite telah diselenggarakan dan dihadiri oleh para anggota. / The composition and competence of Committee members are in accordance with Bank Indonesia regulations. Committee meetings are held and attended by its members. Mengelola Konflik Kepentingan Managing conflicts of interest Segala potensi benturan kepentingan dimitigasi dengan pelaksanaan kebijakan Bank yang tegas, mengikat seluruh karyawan Commonwealth Bank dan pihak lainnya yang bekerja sama dengan Bank. / All potential for conflicts of interest are mitigated through the firm implementation of the Bank's policies. They connect all employees and other parties that work together with the Bank. 1 4 / 265 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Aspek Penilaian / Aspek Penilaian Catatan / Catatan 5 Pelaksanaan Fungsi Kepatuhan Bank / Implementation of the Bank's compliance function Dewan Komisaris dan Direksi berkomitmen untuk meningkatkan dan menjaga kepatuhan Bank pada peraturan dan perundangan yang berlaku. Commonwealth Bank menunjuk Direktur Kepatuhan yang lulus Tes Fit and Proper yang diselenggarakan OJK. Fungsi kepatuhan telah ditingkatkan selama tahun ini. / The Board of Commissioners and the Board of Directors are committed to increasing and safeguarding the Bank's compliance to existing rules and regulations. Commonwealth Bank has assigned a Compliance Director who has passed a Fit and Proper Test hosted by the Financial Services Authority. This compliance function has been improved throughout the year. 6 Pelaksanaan Fungsi Audit Internal / Implementation of the Bank's internal audit function Pelaksanaan Fungsi Audit Internal dilaksanakan dengan baik sesuai Standar Minimum yang ditegakkan SPFAIB. / The implementation of the Bank's internal audit function has been done properly in accordance with the Minimum Standards of the Bank's Internal Audit Function (SPFAIB). 7 Pelaksanaan Fungsi Audit Eksternal / Pelaksanaan Fungsi Audit Eksternal Pelaksanaan Fungsi Audit Eksternal dilaksanakan dengan baik oleh Akuntan Publik independen yang memenuhi syarat. / The implementation of the Bank's external audit function has been done properly by an independent Public Accountant who has fulfilled all the necessary requirements. 8 Pelaksanaan Fungsi Manajemen Risiko dan Pengendalian Internal / Implementation of Bank's external audit function Manajemen Risiko akan terus dan tetapmengidentifikasi dan mengelola risiko Bank. Manajemen secara aktif memonitor dan mengendalikan risiko Bank dan mengawasi kebijakan dan prosedur demi menjaga kesehatan kondisi internal Bank. / Risk management continues to identify and manage the Bank's risks. The management actively monitors and controls the Bank's risks, while also overseeing policies and procedures to protect the Bank's internal conditions. 9 Penyediaan Dana pada Pihak Terkait dan Eksposur Besar / Implementation of the Bank's risk management and internal controls function Pelaksanaan penyediaan dana kepada pihak terkait dan penyediaan dana besar, termasuk di antaranya proses pengambilan keputusan, dilakukan sesuai kepatuhan terhadap Peraturan Bank Indonesia tentang BatasMaksimum Pemberian Kredit. / The channeling of funds to relevant parties and the provision of large funds has been done in accordance with Bank Indonesia regulations on the maximum limits allowed for the lending of credit. Transparansi Kondisi Keuangan dan Non-Keuangan Bank, Laporan Pelaksanaan Good Corporate Governance dan Laporan Internal / Transparency of the Bank's financial and non-financial conditions, reports on the implementation of GCG, and internal reports Laporan keuangan dan non-keuangan Bank disampaikan kepada publik secara transparan dan dapat diakses dengan mudah oleh para pemangku kepentingan melalui berbagai media dan situs Bank. Laporan pelaksanaan Good Corporate Governance dilaporkan secara tepat waktu dan sesuai dengan ketentuan PBI. Sistem Manajemen Informasi terkait Laporan internal dilaksanakan terus-menerus dan diperbaiki secara bertahap guna memberikan informasi yang tepat waktu, akurat dan lengkap. / The Bank's financial and non-financial reports have been delivered to the public in a transparent manner and can be easily accessed by different stakeholders through a variety of media and the Bank's website. The Bank's report on its implementation of GCG has been reported in a timely manner that is in accordance with Bank Indonesia regulations. The information management system related to the internal report is carried out continuously and is improved upon step by step in order to provide information that is timely, accurate and comprehensive. Rencana Strategis Bank / The Bank's strategic plans Rencana strategis Bank telah disusun dan disetujui oleh Dewan Komisaris dan disampaikan kepada OJK. Rencana ini menjadi pedoman dalam melaksanakan bisnis perbankan. / The Bank's strategic plans have been arranged and approved by the Board of Commissioners, and have been presented to the Financial Services Authority. These plans have become guidelines for the Bank as it conducts business. No. 10 11 Penilaian sendiri ini dimaksudkan untuk memetakan kekuatan dan kelemahan pelaksanaan GCG di Commonwealth Bank yang ditinjau dari 3 (tiga) aspek yaitu: This evaluation process is designed to map Commonwealth Bank’s strengths and weaknesses the following 3 (three) areas of GCG implementation: 1. Governance Structure 2. Governance Process 3. Governance Outcome 1. Governance Structure 2. Governance Process 3. Governance Outcome 266 2016 Annual Report Commonwealth Bank | Corporate Governance Berdasarkan ketiga aspek penilaian tersebut, melalui self assessment GCG pada tahun 2016, Commonwealth Bank telah menetapkan skor implementasi pelaksanaan GCG sebagai berikut: Faktor Penilaian GCG / GCG Evaluation Factor Jun 2013 / Jun 2013 Based on evaluations of these three grading criteria, through GCG self assessment in 2016, Commonwealth Bank has set the following score for its GCG implementation. Des 2013 / Dec 2013 Jun 2014 / Jun 2014 Des 2014 / Dec 2014 Jun 2015 / Jun 2015 Des 2015 / Dec 2015 Jun 2016 / Jun 2016 Des 2016 / Dec 2016 Tren / Trend 2 2 2 2 2 2 2 Stabil / Stable Struktur dan Mekanisme GCG GCG Structure and Mechanism Struktur GCG GCG Structure Sesuai Undang-undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas, organ perseroan Commonwealth Bank terdiri atas Rapat Umum Pemegang Saham, Direksi, dan Dewan Komisaris. Dalam pelaksanaan tugasnya, Dewan Komisaris dibantu oleh Komitekomite dibawah Dewan Komisaris yakni Komite Audit, Komite Pemantau Risiko dan Komite Nominasi dan Remunerasi. Dalam pelaksanaan tugasnya, Direksi dibantu oleh Unit-unit kerja dibawah Direksi dalam sebuah struktur organisasi yang telah dikaji secara seksama. Setiap Organ Perseroan saling menghormati fungsi dan tugas masing-masing. In accordance with Law No. 40/2007 on Limited Liability Companies, the Organs of Commonwealth Bank as a company are composed of the General Meeting of Shareholders, the Board of Directors and the Board of Commissioners. In carrying out its duties, the Board of Commissioners has the aid of committees underneath its command, which are the Audit Committee, the Risk Oversight Committee and the Nomination and Remuneration Committee. In carrying out its duties, the Board of Directors has the aid of work units underneath its command within an well-reviewed organisational structure. Each organ of the Company respects the duties and tasks of the other. Mekanisme GCG GCG Mechanism Mekanisme GCG dijalankan dengan pembuatan berbagai kebijakan dan standard operating procedure (SOP) yang dijalankan dengan penuh komitmen dan konsisten. Commonwealth Bank juga memiliki mekanisme pelaporan pelanggaran (whistleblowing system) sebagai sarana pelaporan bagi pihak internal dan eksternal jika menemukan pelanggaran di lingkup Commonwealth Bank. The mechanisms of GCG are carried out through the creation of policies and standard operating procedures executed in a committed and consistent manner. Commonwealth Bank also has a whistle-blowing system available as a means to submit reports about internal or external parties suspected of violations within the jurisdiction of Commonwealth Bank. 267 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders (GMS) Rapat Umum Pemegang Saham, yang selanjutnya disebut RUPS, adalah Organ Perseroan yang mempunyai wewenang yang tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang ditentukan dalam Undang-Undang ini dan/atau anggaran dasar. Selama 2016, Commonwealth Bank mengambil keputusan RUPS sebanyak 7 kali, seperti tercantum dalam Akta Notaris berikut: No. / No. Nomor Keputusan RUPS / GMS Resolution Number Nomor Tanggal Akta / Deed Number, Date 20 Januari 2016 / 20 January 2016 No.2 tanggal 4 Februari 2016 / No.2 dated 4 February 2016 a. 1 2 No.6 tanggal 15 Juni 2016 / No.6 dated 15 June 2016 a. 19 Mei 2016 / 19 May 2016 Ringkasan Keputusan / Decision Summary b. b. a. b. 3 28 Juni 2016 / 28 June 2016 No.3 tanggal 21 Juli 2016 / No.3 dated July 2016 c. a. 4 24 Juni 2016 / 24 June 2016 No.4 tanggal 21 Juli 2016 / No.4 dated 21 July 2016 b. c. a. 5 31 Oktober 2016 / 31 October 2016 No.7 tanggal 10 Nopember 2016 / No.7 dated 10 November 2016 b. c. 6 2 Desember 2016 / 2 December 2016 No.10 tanggal 23 Desember 2016 / No.10 dated 23 December 2016 7 30 Desember 2016 / 30 December 2016 No.6 tanggal 24 Januari 2017 / No.6 dated 24 January 2017 General Meeting of Shareholders, hereinafter referred to as GMS, is the Company’s organ holding the authority not granted to the Board of Directors or the Board of Commissioners as stipulated in the Law and/ or Articles of Association. In 2016, Commonwealth Bank issued GMS resolutions seven (7) times, as listed in the following Notary Deeds: Berakhirnya jabatan Tuan Antonio Da Silva Costa sebagai Presiden Direktur. / Office termination of Mr. Antonio Da Silva Costa as President DIrector. Pengangkatan Nyonya Lauren Sulistiawati sebagai Presiden Direktur. / Appointment of Ms. Lauren Sulistiawati as President Director. Pengangkatan Nyonya Rustini Dewi sebagai Direktur. / Appointment of Ms. Rustini Dewi as Director. Pengangkatan Nyonya Ida Apulia Simatupang sebagai Direktur. / Appointment of Ms. Ida Apulia Simatupang as Director. Menyetujui laporan tahunan perusahaan untuk tahun yang berakhir pada tanggal 31 Desember 2015 / Approving the Company’s Annual Report for the year ending on 31 December 2015 Mengesahkan laporan keuangan perseroan untuk tahun yang berakhir pada tanggal 31 Desember 2015 / Approving the Company’s Financial Statement for the year ending on 31 December 2015 Menyetujui untuk memberikan kewenangan kepada Dewan komisaris untuk menunjuk auditor independen untuk mengaudit laporan keuangan perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2016. / Approving the delegation of authority to the Board of Commissioners to appoint an independent auditor to audit the Company’s financial statement for the financial year ending on 31 December 2016. Menyetujui dan menerima pengunduran diri Setiawan Hasjim (Paul Setiawan Hasjim) sebagai Direktur yang bertanggung jawab di bidang Operasional dan Teknologi Informasi; / Approving and accepting the resignation of Mr. Setiawan Hasjim (Paul Setiawan Hasjim) from the position of the director responsible for Operations and Information Technology; Pengangkatan Nyonya Tjioe Mei Tjuen (Mei Tjuen Tjioe) sebagai Direktur; / Appointing Ms. Tjioe Mei Tjuen (Mei Tjuen Tjioe) as Director; Mengangkat kembali Tuan Khairil Anwar sebagai Komisaris Independen. / Reappointing Mr. Tuan Khairil Anwar as Independent Commissioner. Menyetujui dan menerima pengunduran diri Geoffrey David Coates sebagai Presiden Komisaris; / Approving and accepting the resignation of Mr. Geoffrey David Coates from the position of President Commissioner; Menyetujui dan menerima pengunduran diri Guy Martin Harding sebagai Wakil Presiden Komisaris; / Approving and accepting the resignation of Mr. Guy Martin Harding from the position of Vice President Commissioner; Pengangkatan Tuan Andrew Farmer sebagai Wakil Presiden Komisaris. / Appointing Mr. Andrew Farmer as Vice President Commissioner. • Mengangkat kembali Tuan Adhiputra Tanoyo sebagai Direktur. / Reappointing Mr. Adhiputra Tanoyo as Director. • Menyetujui pengangkatan Tuan Robert Dharshan Jesudason *). / Approving the appointment of Mr. Robert Dharshan Jesudason *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. / Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. 268 2016 Annual Report Commonwealth Bank | Corporate Governance Selain melakukan RUPS 5 kali selama tahun pelaporan, Commonwealth Bank juga telah merealisasikan keputusan RUPS tahun sebelumnya sebagai berikut: Nomor Keputusan / Decision Number Tanggal Keputusan / Decision Date 111 30 April 2015 1 1 June 2015 16 Ringkasan Keputusan RUPS 2015 / GMS 2015 Decision Summary Penunjukkan kembali Bpk. Paul Setiawan Hasjim sebagai Direktur. / Re-appointing Mr. Paul Setiawan Hasjim as Director. Berakhirnya masa jabatan Ibu Mia Patria Bernardhi sebagai Direktur / Ending Mrs. Mia Patria Bernardhi office as Director. • Persetujuan laporan tahunan Bank dan ratifikasi laporan keuangan Bank untuk tahun buku yang berakhir 31 Desember 2014 / Annual Bank report approval and ratification of the Bank's financial statements for the year ending on 31 December 2014. • Menunjuk auditor independe untuk mengaudit laporan keuangan tahun buku yang berakhir 31 Desember 2015 / Appointing an independent auditor for performing an independent financial audit for the year ending on 31 December 2015. 23 July 2015 • 16 24 November 2015 In addition to holding 5 (five) times of GMS, Commonwealth Bank has also realised the previous year’s GMS resolutions as follows: Pelaksanaan pada 2016 / Implementation Status as of 2016 Telah dilaksanakan seluruhnya / Fully carried out Telah dilasanakan seluruhnya / Fully carried out Telah dilaksanakan seluruhnya / Fully carried out Memberi wewenang kepada Direksi atas penggunaan laba bersih setelah pajak untuk tahun buku yang berakhir 31 Desember 2014. / Providing the Board of Directors with authority on the use of net profits after tax for the year ending on 31 December 2014. Penunjukkan kembali Ibu Suwartini sebagai Komisaris Independen. / Re-appointing Mrs. Suwartini as Independent Commissioner. Telah dilaksanakan seluruhnya / Fully carried out Pemegang Saham Utama dan Pengendali Major Shareholders and Controlling Shareholders Pemegang saham utama adalah pihak yang, baik secara langsung maupun tidak langsung, memiliki sekurang-kurangnya 20% (dua puluh persen) hak suara dari seluruh saham yang mempunyai hak suara yang dikeluarkan oleh Perusahaan atau Bank, atau jumlah yang lebih kecil dari itu sebagaimana ditetapkan oleh Otoritas Jasa Keuangan. Pemegang saham pengendali merupakan badan hukum, orang perseorangan dan/ atau kelompok usaha yang memiliki saham perusahaan atau Bank sebesar 25% (dua puluh lima persen) atau lebih dari jumlah yang saham yang dikeluarkan dan mempunyai hak suara atau memiliki saham perusahaan dan atau Bank kurang dari 25% (dua puluh lima persen) dari jumlah saham yang dikeluarkan dan mempunyai hak suara namun yang bersangkutan dapat dibuktikan telah melakukan pengendalian perusahaan atau Bank, baik secara langsung maupun tidak langsung. Major shareholders both directly and indirectly own at least 20% (twenty percent) of voting rights from all shares with voting rights issued by a Company or a Bank. This represents a smaller number than is established by the Financial Services Authority. The controlling shareholder is a legal entity, individual and/or a business group that owns 25% (twenty-five percent) or more of the Company’s or the Bank’s shares with voting rights. It also may alternatively own less than 25% (twenty-five percent) of a Company’s or Bank’s shares with voting rights. However, the parties concerned can directly or indirectly demonstrate proof of control of a Company or Bank. 269 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Pemegang saham pengendali di Commonwealth Bank dimiliki oleh Commonwealth Bank of Australia sebanyak 99% saham. Commonwealth Bank of Australia didirikan oleh pemerintah Australia melalui the Commonwealth Bank Act pada tahun 1911. Di tahun 1991, Commonwealth Bank of Australia mendaftarkan diri di Australian Stock Exchange dan pada tahun 1996, pemerintah Australia secara penuh menjadikan Commonwealth Bank of Australia sebagai badan usaha swasta. Kini, Commonwealth Bank of Australia menjadi bank terbesar di Australia yang menawarkan layanan retail banking, premium banking, business banking dan institutional banking, pengelolaan keuangan, dana pensiun, asuransi, investasi pialang dan produk saham. The holders of the controlling shares at Commonwealth Bank are owned by Commonwealth Bank of Australia, at 99% of stocks. Commonwealth Bank of Australia was established by the Australian government through the Commonwealth Bank Act in 1911. In 1991, Commonwealth Bank of Australia registered itself in the Australian Stock Exchange and in 1996, the Australian government fully transformed the Commonwealth Bank of Australia into a private entity. Today, the Commonwealth Bank of Australia has become Australia’s biggest bank. It offers services in retail banking, premium banking, business banking and institutional banking, as well as financial management, pension funds, insurance, stock broking and investment products. Grup Commonwealth Bank of Australia merupakan salah satu dari sepuluh perusahaan terbesar di dunia berdasarkan market capitalisation. Grup Commonwealth Bank of Australia mempunyai anak-anak perusahaan sebagai berikut: Bankwest, Colonial First State Investments Limited, ASB Bank (New Zealand), Commonwealth Securities Limited (CommSec) dan Commonwealth Insurance Limited (CommInsure). Saat ini, Grup Commonwealth Bank of Australia memiliki lebih dari 800.000 pemegang saham, 52.000 karyawan, lebih dari 4,6 juta nasabah dan lebih dari 1.100 kantor cabang. The Commonwealth Bank of Australia Group is one of the ten largest companies in the world based on market capitalisation. The group has the following subsidiaries: Bankwest, Colonial First State Investments Limited, ASB Bank (New Zealand), Commonwealth Securities Limited (CommSec) and Commonwealth Insurance Limited (CommInsure). The group currently has more than 800,000 stockholders, 52,000 employees, over 4.6 million customers and more than 1,100 branch offices. Dewan Komisaris Board of Commissioners Komposisi, Kriteria, dan Independensi Dewan Komisaris Board of Commissioners Composition, Criteria and Independence Dewan Komisaris adalah organ perseroan yang bertugas melakukan pengawasan secara umum dan/atau khusus sesuai dengan anggaran dasar serta memberi nasihat kepada Direksi sebagaimana dimaksud dalam Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas. Penerapan tata kelola Dewan Komisaris di Commonwealth Bank telah sesuai dengan ketentuan seperti tercantum dalam Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum. The Board of Commissioners is a company organ tasked with both specific and general oversight duties in accordance to the Articles of Association. It also assigned to providing advice with the Board of Directors as stipulated in Law No. 40/2007 on Limited Liability Companies. The governance process of the Board of Commissioners at Commonwealth Bank is in accordance with FSA Regulation No. 55/POJK.03/2016 on the Implementation of Governance for Commercial Banks. Menurut ketentuan OJK, Dewan Komisaris paling kurang terdiri dari 3 (tiga) orang anggota Dewan Komisaris; paling kurang 50% (lima puluh perseratus) According to FSA regulations, the Board of Commissioners must at least consist of 3 (three) members. In the event that the board consists of 3 270 2016 Annual Report Commonwealth Bank | Corporate Governance dari jumlah anggota dewan Komisaris adalah Komisaris Independen. (three) members, at least 50% (fifty percent) of the members is Independent Commisioner. Per 31 Desember 2016, Dewan Komisaris Commonwealth Bank terdiri dari 4 (empat) orang, dimana 2 (dua) orang di antaranya adalah Komisaris Independen. Seluruh Komisaris Independen berdomisili di Indonesia sebagai berikut: As of 31 December 2016, the Board of Commissioners at Commonwealth Bank consists of 4 (four) members, some 2 (two) of whom are Independent Commissioners all residing in Indonesia. The members of the board are as follows: No. Nama / Name Jabatan / Position 1 Robert Dharshan Jesudason *) Presiden Komisaris / President Commissioner 2 Andrew Farmer Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini **) Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner/Acting President Commissioner 4 Khairil Anwar Komisaris Independen / Independent Commissioner *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. / Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. **) Sdri. Suwartini bertindak sebagai Pelaksana Tugas Sementara sebagai Presiden Komisaris sejak 25 Oktober 2016 hingga Sdr. Rob Jesudason efektif menjabat sebagai Presiden Komisaris pada tanggal 7 Maret 2017. / Suwartini served as Acting President Commissioner from 25 October 2016 until Rob Jesudason effectively served as President Commissioner on 7 March 2017. Komisaris Independen merupakan anggota Dewan Komisaris yang tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris lainnya dan/atau dengan pemegang saham mayoritas atau hubungan lainnya dengan Bank, dimana hal tersebut dapat memengaruhi pengambilan keputusan dan tindakan secara independen. Independent Commissioners are members of the Board of Commissioners who have no financial ties with other members of the Board of Commissioners, nor do they have any family relations or stocks shared with them or with the major shareholders of the Bank. They have no conflicts of interests that prevent them from coming to decisions and actions in an independent manner. Pada 31 Desember 2016, tidak terdapat anggota Dewan Komisaris yang memiliki 5% (lima persen) saham atau lebih dari modal disetor pada Commonwealth Bank, lembaga bank, lembaga keuangan nonbank, dan perusahaan lainnya di dalam atau di luar Indonesia. As of December 31, 2016, no member of the Board of Commissioners owned more than 5% (five percent) of stocks from the paid-up capital at Commonwealth Bank or at any banking institutions, non-bank financial institutions or other companies in and outside of Indonesia. Uji Kemampuan dan Kepatutan Fit and Proper Test Seluruh anggota Dewan Komisaris memiliki integritas, kompetensi, dan reputasi keuangan yang baik, dan tidak berasal dari mantan anggota Direksi dan/atau Pejabat Eksekutif Bank atau pihak-pihak yang memiliki hubungan dengan Bank. Each member of the Board of Commissioners possesses good integrity and competence, as well as a good financial reputation. None of them are exmembers of the Board of Directors, nor were they Executive Officers of the Bank or parties that have had relations to the Bank. Setiap anggota Dewan Komisaris juga telah lulus Fit & Proper Test (Uji Kemampuan dan Kepatutan) dan memperoleh persetujuan dari Bank Indonesia. Dengan demikian, Dewan Komisaris secara efektif diangkat setelah dinyatakan lulus Fit & Proper Test. Each member of the Board of Commissioners has also passed a Fit & Proper Test and received approval from Bank Indonesia. As such, the Board of Commissioners has effectively been elected after having been declared as passing the Fit & Proper Test. 271 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Program Orientasi bagi Komisaris Baru Orientation Program for New Commissioners Program orientasi bagi Komisaris yang baru diangkat, diatur di dalam Board Manual Dewan Komisaris dan Direksi. Program Orientasi yang diberikan dapat berupa sebuah sesi pertemuan yang disertai dengan presentasi baik dari Dewan maupun Direksi, kunjungan ke kantor-kantor Perseroan, perkenalan dengan para pejabat eksekutif/Branch Manager serta pengenalan program-program SDM lainnya sesuai dengan kebutuhan. The orientation program for newly-appointed Commissioners is outlined in the Board Manual of the Boards of Commissioners and Directors. The orientation process can be done in the form of a meeting accompanied by a presentation, whether from the Board of Commissioners or the Board of Directors. It can also include visits to the Company’s offices, introductions to the executives and branch managers, and acquainting the new members with various human resource programs, depending on what is required. Pada tahun 2016 terdapat pengangkatan Anggota Dewan Komisaris baru yakni Andrew Farmer yang diangkat berdasarkan RUPS No.7 Tanggal 10 November 2016. As of 2016, Andrew Farmer has been appointed as a member of the Board of Commissioners based on GMS No. 7 on 10 November 2016. Terhadap Andrew Farmer telah dilaksanakan Program Orientasi bagi Anggota Dewan Komisaris baru. As a new member of the Board of Commissioners, Andrew Farmer has already undergone an orientation program. Pernyataan Independensi oleh Komisaris Independen Independent Statements by Independent Commissioners Masing-masing Komisaris Independen menandatangani pernyataan independensi dan diperbaharui secara berkala. Each Independent Commissioner has signed a statement of independence and is periodically renewed. Pernyataan Komisaris Independen / Pernyataan Komisaris Independen Tidak memiliki hubungan keuangan, kepengurusan, kepemilikan saham dan/atau hubungan keluarga dengan anggota Dewan Komisaris, Direksi dan/atau pemegang saham pengendali atau hubungan dengan Commonwealth Bank, yang dapat mempengaruhi kemampuannya untuk bertindak independen / Does not have financial ties with members of the Board of Commissioners, Directors and/or controlling shareholders, or relations with Commonwealth Bank. Has no managerial control over them or family ties with them. They have no conflicts of interests that prevent them from coming to decisions and actions in an independent manner. Berasal dari Luar Commonwealth Bank / Originates from outside of Commonwealth Bank Bukan orang yang bekerja atau memiliki wewenang dan tanggung jawab untuk merencanakan, mengarahkan, mengendalikan, atau mengawasi aktivitas Commonwealth Bank dalam periode 1 (satu) tahun terakhir / Is not a person who works, or has any authority and responsibility, for planning, guiding, controlling or supervising the activities of Commonwealth Bank in the period of 1 (one) past year. Tidak memiliki hubungan usaha yang terkait dengan kegiatan Commonwealth Bank secara langsung maupun tidak langsung / Does not have direct or indirect business relations that are related to the activities of Commonwealth Bank. 272 Komisaris Independen Commonwealth Bank / Commonwealth Bank Independent Commissioners Suwartini Khairil Anwar 2016 Annual Report Commonwealth Bank | Corporate Governance Tugas dan Tanggung Jawab Dewan Komisaris Board of Commissioner Duties and Responsibilities Berdasarkan Peraturan Otoritas Jasa Keuangan No.55/POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum mengenai kewajiban memastikan terselenggaranya pelaksanaan Good Corporate Governance, Dewan Komisaris tidak terlibat dalam pengambilan keputusan yang berkaitan dengan kegiatan operasional sehari-hari. According to Financial Services Authority Regulation No.55/POJK.03/2016 on the Implementation of Governance for Commercial Banks, when it comes to ensuring the implementation of GCG, the Board of Commissioners is not involved with making decisions that are related to daily operations. Dewan Komisaris bertugas melakukan pengawasan atas kebijakan pengurusan dan mengarahkan Direksi untuk menjamin keberlangsungan bisnis Commonwealth Bank. Dewan Komisaris melaksanakan tugas dan tanggung jawabnya dengan mengadakan rapat Dewan Komisaris dan rapat gabungan dengan Direksi. Tugas pokok, fungsi (TUPOKSI) dan tanggung jawab Dewan Komisaris diatur lebih detail di dalam Pedoman Kerja Dewan Komisaris (Board Manual). The Board of Commissioners is tasked with performing supervision over maintenance policy and with guiding the Board of Directors to ensure the continued business operations of Commonwealth Bank. The Board of Commissioners is to perform its duties and responsibilities by holding Board of Commissioners meetings as well as joint meetings with the Board of Directors. The basic duties, functions and responsibilities of the Board of Directors are laid out in more detail in the Board Manual. Tugas dan Tanggung Jawab Duties and Responsibilities a. Dewan Komisaris memantau dan memastikan penerapan prinsip-prinsip Good Corporate Governance dalam semua aspek bisnis Commonwealth Bank dan di semua level organisasi. a. The Board of Commissioners supervises and ensures the implementation of Good Corporate Governance principles in all aspects of business at Commonwealth Bank and in all levels of the organisation. b. Dewan Komisaris secara aktif memantau kinerja Direksi melaksanakan segala tugas dan tanggung jawab, memberikan rekomendasi dan saran, juga memantau dan mengevaluasi pelaksanaan kebijakan strategis Commonwealth Bank. b. The Board of Commissioners actively watches over the performance of the Board of Directors and ensures that it performs all of its duties and responsibilities. It also gives recommendations and advice, while also supervising and evaluating the implementation of strategic policy at Commonwealth Bank. c. Dewan Komisaris memastikan Direksi membahas temuan audit dan rekomendasi Auditor Internal Commonwealth Bank, Auditor Eksternal, serta hasil audit dan tinjauan Otoritas Jasa Keuangan (OJK) dan/atau otoritas pengawas lainnya. c. The Board of Commissioners ensures that the Board of Directors discusses audit-related findings and recommends internal and external auditors for Commonwealth Bank, and discusses the results of audits and Financial Services Authority (FSA) reviews and other supervisory authorities. d. Dewan Komisaris tidak terlibat dalam proses perumusan keputusan operasional, dengan pengecualian persetujuan kredit kepada pihak terkait sebagaimana diatur dalam ketentuan Bank Indonesia tentang Batas Maksimum Pemberian Kredit Bank Umum atau peraturan dan perundangan yang berlaku lainnya. d. The Board of Commissioners is not involved in the process of formulating operational decisions, with the exception of approving credit to relevant parties, as is outlined in Bank Indonesia regulations on the Maximum Limits for Commercial Banks and in other relevant laws and regulations. e. Sesuai Peraturan Otoritas Jasa Keuangan, Dewan Komisaris wajib membentuk Komite Audit, e. As is stipulated in FSA regulations, the Board of Commissioners is responsible for the formation of 273 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi. Pengangkatan anggota Komite didasarkan pada keputusan yang dibuat dalam rapat Dewan Komisaris. Saat ini, ada 4 (empat) Komite yang telah dibentuk, yaitu Komite Audit, Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi, serta Komite Tata Kelola Terintegrasi dan penunjukan masing masing anggota komite dilakukan sesuai dengan hukum dan peraturan yang berlaku. an Audit Committee, a Risk Monitoring Committee and a Nomination and Remuneration Committee. There are currently 4 (four) Committees that have been formed. They are the Audit Committee, a Risk Monitoring Committee, a Nomination and Remuneration Committee and the Integrated Governance Committee. The appointment of members for each of these committees has been conducted in accordance with relevant laws and regulations. Pedoman Kerja Dewan Komisaris Board of Commissioners Work Guidelines Pedoman kerja Dewan Komisaris diatur dalam kebijakan dan Tata Tertib Dewan Komisaris (Board Manual). Board Manual merupakan suatu petunjuk penatalaksanaan pekerjaan Dewan Komisaris yang menjelaskan tahapan aktivitas secara sistematis, terstruktur dan mudah dipahami serta dapat dilakukan dengan konsisten, sehingga dengan sendirinya Board Manual ini dapat menjadi acuan bagi Dewan Komisaris dalam melaksanakan tugasnya masing-masing untuk mencapai Visi dan Misi Perusahaan sebagaimana tertuang dalam kebijakan strategis Bank. The work guidelines for the Board of Commissioners are outlined within policy and in the Board Manual of the Board of Commissioners. This manual is one source of guidance for consistently carrying out the duties of the Board of Commissioners. It details in a systematic, structured and easy-to-understand manner all the steps and activities of the board. As such, it serves as a reference point for the members of the Board of Commissioners in carrying out their individual tasks and achieving the Company’s Vision and Mission, as outlined in the Bank’s strategic policies. Board Manual bagi Dewan Komisaris merupakan uraian tentang tugas dan kewajiban, hak dan wewenang, fungsi, persyaratan, keanggotaan, masa jabatan, etika jabatan, serta rapat Dewan Komisaris yang disusun berdasarkan prinsip-prinsip hukum korporasi, ketentuan sesuai Anggaran Dasar Commonwealth Bank maupun peraturan perundang-undangan yang berlaku serta prinsip-prinsip korporasi yang sehat dengan memperhatikan arahan dari Pemegang Saham maupun praktik-praktik terbaik (best practices) dalam penerapan GCG. The Board Manual for the Board of Commissioners is a description of the duties, responsibilities, rights, authorities, functions, requirements, membership details, terms of office, ethics policy, and meetings for the Board of Commissioners members that has been compiled based on the principles of corporate law, and has provisions based on the Commonwealth Bank’s Articles of Association. It also describes applicable legislation and healthy corporate principles that take into account the direction of shareholders as well as best practices in the GCG implementation. Penyusunan Board Manual ini ditujukan untuk memberi batasan/arahan serta untuk menjelaskan hubungan kerja Dewan Komisaris dalam melaksanakan tugasnya agar tercipta pengelolaan perusahaan yang secara profesional, transparan dan efisien. Board Manual ini telah diperbarui per Agustus 2015. The arrangement of this Board Manual is designed to outline directives and to elaborate on the work relationship that members of the Board of the Commissioners have in carrying out their duties so as to create a professional, transparent and efficient system of company management. This Board Manual has been renewed as of August 2015. Board Manual Dewan Komisaris Commonwealth Bank antara lain berisi ketentuan sebagai berikut: The regulations included in the the Board Manual for the Board of Commissioners of Commonwealth Bank have been divided as follows: Bab I: Pendahuluan Bab II: Dewan Komisaris Bab III: Sanksi Pidana Terkait dengan Dewan Komisaris Chapter I: Introduction Chapter II: Board of Commissioners Chapter III: Criminal Sanctions Involving the Board of Commissioners 274 2016 Annual Report Commonwealth Bank | Corporate Governance Pengawasan dan Rekomendasi Dewan Komisaris Supervision and Recommendations by the Board of Commissioners Selama 2016, Dewan Komisaris bertanggung jawab atas beberapa aspek penting di Commonwealth Bank, termasuk: Throughout 2016, the Board of Commissioners has been responsible for a number of important aspects in the running of Commonwealth Bank, which include: 1. Memberikan nasihat, saran dan rekomendasi kepada Direksi, dan bersama-sama dengan Direksi menyetujui Rencana Bisnis Commonwealth Bank untuk 2016 dan revisi Rencana Bisnis tersebut pada Juni 2016. 1. Providing advice, council and recommendations to the Board of Directors. Together with the Board of Directors, they approved the Commonwealth Bank Business Plan for 2016 and revised this plan in June 2016. 2. Mengevaluasi kinerja keuangan Commonwealth Bank sepanjang 2016. 2. Evaluating the financial performance Commonwealth Bank throughout 2016. 3. Memantau, mengkaji dan mengevaluasi tindakan yang disetujui dari hasil temuan audit internal, eksternal dan sesuai peraturan serta membahas rencana audit internal dan eksternal. 3. Monitoring, studying and evaluating actions that have been approved based on the findings from internal and external audits in accordance with regulations. The board has also discussed internal and external audit plans. 4. Pembahasan Laporan Tingkat Kesehatan Bank, Laporan Triwulanan Profil Risiko serta penerbitan peraturan baru yang mungkin berdampak bagi Commonwealth Bank. 4. Discussing the Bank Health Report, the Quarterly Risk Profile Report and the issuance of new regulations and of the effects these might have on Commonwealth Bank. Pelatihan Dewan Komisaris Board of Commissioners Member Training Untuk meningkatkan kompetensi, selama tahun 2016, Dewan Komisaris telah mengikuti serangkaian pelatihan, workshop, seminar, dan lain-lain, sebagai berikut: To increase its competency, the Board of Commissioners throughout 2016 has participated in the following training sessions, workshops, seminars and activities: No. / No. Nama Dewan Komisaris / Board of Commissioner Member Name Judul Pelatihan yang Diikuti / Training Session Attended of Tanggal Penyelenggaraan / Date Held 1 Khairil Anwar Operational Risk Management Framework and Risk Insite Workshop 5 Oktober 2016 / 5 October 2016 2 Suwartini Risk Management Certification Refreshment 19-21 September 2016 / 19-21 September 2016 Komite-komite di Bawah Dewan Komisaris Committees under Board of Commissioners Dalam pelaksanaan tugasnya, Dewan Komisaris dibantu oleh Komite Audit, Komite Pemantau Risiko dan Komite Nominasi dan Remunerasi serta Komite Tata Kelola Terintegrasi. Uraian mengenai komitekomite dibawah Dewan Komisaris akan disajikan dalam uraian tersendiri. In carrying out its duties, the Board of Commissioners has been aided by the Audit Committee, the Risk Monitoring Committee, as well as the Nomination and Remuneration Committee. A description of these committees underneath the Board of Commissioners will be provided in a separate article. 275 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Direksi Board of Directors Komposisi, Independensi dan Kepemilikan Saham Direksi The Composition, Independence and Stock Ownership of the Board of Directors Direksi merupakan organ Perusahaan yang bertanggung jawab terhadap pengelolaan seluruh kegiatan usaha Commonwealth Bank dan mempertangung jawabkan pelaksanaan tugasnya melalui RUPS. Direksi berwenang dan bertanggung jawab sesuai dengan Anggaran Dasar Commonwealth Bank yang merujuk kepada Undang-Undang Perseroan Terbatas, ketentuan Bank Indonesia, OJK dan ketentuan terkait lainnya. The Board of Directors is an organ of the Company responsible for managing all the business activities of Commonwealth Bank. The Board accounts for the implementation of its duties through the General Meeting of Shareholders. The Board of Directors’ authority and responsibilities are in accordance with the Commonwealth Bank’s Articles of Association and refer to Limited Liability Laws as well as applicable regulations from Bank Indonesia, the Financial Services Authority and others. Keanggotaan Direksi Commonwealth Bank telah sesuai dengan Peraturan Otoritas Jasa Keuangan No.55/ POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum. Misalnya, jumlah anggota Direksi paling kurang 3 (tiga) orang, Direksi dipimpin oleh Presiden Direktur atau Direktur Utama, serta seluruh anggota Direksi berdomisili di Indonesia. Membership of the Commonwealth Bank Board of Directors is in accordance with Financial Services Authority Regulation No. 55/POJK.03/2016 on the Implementation of Governance for Commercial Banks. For example, the number of members of the Board of Directors is at least than 3 (three) individuals. The Board of Directors is led by the President Director or Executive Director, and all ot the Board’s members reside in Indonesia. Seluruh anggota Direksi tidak memiliki hubungan keuangan atau keluarga dengan anggota Dewan Komisaris, anggota Direksi lainnya dan/atau Pemegang Saham Pengendali Commonwealth Bank, dengan demikian tidak mempengaruhi pengambilan keputusan oleh masing-masing Direktur. Untuk menjamin independensi tersebut, setiap anggota Direksi telah menandatangani pernyataan independensi Tak satu pun dari anggota Direksi memiliki 5% (lima persen) atau lebih modal disetor Commonwealth Bank, lembaga bank lain, lembaga keuangan non-bank, dan perusahaan lainnya di dalam atau di luar Indonesia. Members of the Board of Directors do not have financial ties with members of the Board of Commissioners, Directors and/or controlling shareholders. They have no conflicts of interests that prevent each of them from coming to decisions and actions in an independent manner. To guarantee their independence, each member of the Board of Directors has signed a statement of independence. Not a single member of the Board of Directors owns 5% (five percent) or more of the paid-up capital of Commonwealth Bank or of other banks, non-bank financial institutions, or other companies in or out of Indonesia. Pada tahun pelaporan, terjadi perubahan komposisi Direksi, baik dari segi jumlah maupun personel. Jika pada 2015, jumlah Direksi ada 4 (empat) orang, pada 2016 bertambah tiga sehingga menjadi 7 (tujuh) orang. The composition of the Board of Directors has undergone a change in both numbers and in personnel. In 2015 the Board of Directors consisted of 4 (four) individuals, and in 2016, three people have been added to this number, making for a total of 7 (seven) members. Antonio Da Silva Costa efektif mengundurkan diri dari jabatannya sebagai Presiden Direktur per 14 Februari 2016 dan telah memperoleh persetujuan RUPS sebagaimana diatur dalam Akta No.2 tanggal 4 Februari 2016. Posisinya digantikan oleh Lauren Sulistiawati. Antonio Da Silva Costa effectively resigned from his position as President Director as of 14 February 2016. This action has been approved by the General Meeting of Shareholders, as outlined in Act No. 2 dated 4 February 2016. He has been replaced by Lauren Sulistiawati. 276 2016 Annual Report Commonwealth Bank | Corporate Governance Sementara itu, Paul Setiawan Hasjim melepas jabatan sebagai Direktur Operasional dan Teknologi Informasi sejak November 2016, dan penggantinya adalah Tjioe Mei Tjuen yang diangkat pada November 2016. Meanwhile, Paul Setiawan Hasjim has resigned from his position as Director of Operations and Information Technology since November 2016. He has been replaced by Tjioe Mei Tjuen, who was appointed in November 2016. Selain pergantian dua posisi tersebut, Commonwealth Bank menambah tiga Direktur, yakni Ida Apulia Simatupang sebagai Direktur Strategy, Digital Solutions & Customer Franchise, Rustini Dewi sebagai Direktur Retail Banking dan Stephen Vile sebagai Direktur. Aside from the changing of these two positions, Commonwealth Bank has also added three Directors. They are Ida Apulia Simatupang as Director of Strategy, Digital Solutions & Customer Franchise, Rustini Dewi as Director of Retail Banking and Stephen Vile as a Director. Dengan adanya pergantian dan penambahan posisi baru, Direksi Commonwealth Bank per 31 Desember 2016 terdiri dari 7 (tujuh) orang dengan komposisi sebagai berikut: With these changes and new additions, Commonwealth Bank’s Board of Directors as of 31 December 2016 is composed of the following 7 (seven) members: No. Jabatan / Position Nama / Name 1 Lauren Sulistiawati Presiden Direktur / President Director 2 Ida Apulia Simatupang*) Direktur SME & Corporate Strategy / Director of SME & Corporate Strategy 3 Rustini Dewi Direktur Retail Banking / Director of Retail Banking 4 Tjioe Mei Tjuen Direktur Operations & IT / Director of Operations & IT 5 Angeline Nangoi Direktur Kepatuhan / Director of Compliance 6 Adhiputra Tanoyo**) Direktur Manajemen Risiko / Director of Risk Management 7 Stephen Vile***) Direktur Manajemen Risiko / Director of Risk Management *) Sejak 24 Februari 2017, jabatan Ida A. Simatupang berubah menjadi Direktur SME & Corporate Strategy. Sebelumnya beliau menjabat sebagai Direktur Strategy, Digital Solutions & Customer Franchise sejak bulan Agustus 2016. / Since 24 February 2017, Ida A. Simatupang's title has changed to Director of SME & Corporate Strategy. Previously her title was Director of Strategy, Digital Solutions & Customer Franchise from August 2016. **) Adhiputra Tanoyo telah mengundurkan diri sebagai Direktur Manajemen Risiko efektif tanggal 31 Maret 2017. / Adhiputra Tanoyo has resigned as Director of Risk Management effectively since 31 March 2017. ***) Stephen Vile akan menggantikan Adhiputra Tanoyo sebagai Direktur Manajemen Risiko dan telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. / Stephen Vile will replace Adhiputra Tanoyo as Director of Risk Management and has obtained confirmation from the FSA by letter No.SR-103 / PB.12 / 2016 of 29 November 2016 concerning the decision on the candidacy of the Board of Directors Member of the Commonwealth Bank. At present, the relevant documents are still in the process so that he currently is not effectively serving as the Director of the Commonwealth Bank yet. Uji Kemampuan dan Kepatutan Fit & Proper Test Seluruh anggota Direksi memiliki integritas, kompetensi, dan reputasi keuangan yang baik, dan tidak berasal dari mantan anggota Direksi dan/atau Pejabat Eksekutif Bank atau pihak-pihak yang memiliki hubungan dengan Bank. Each member of the Board of Directors has good integrity and competence, as well as a good financial reputation. None of them is former member the Board of Directors, nor were they Executive Officers of the Bank or parties that have had relations to the Bank. Setiap anggota Direksi juga telah lulus Fit & Proper Test (Uji Kemampuan dan Kepatutan) dan memperoleh persetujuan dari Otoritas Jasa Keuangan. Dengan demikian, Dewan Komisaris secara efektif diangkat setelah dinyatakan lulus Fit & Proper Test. Each member of the Board of Directors has passed a Fit & Proper Test and received approval from Bank Indonesia. As such, the Board of Directors has effectively been elected after having been declared as passing the Fit & Proper Test. 277 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Program Orientasi bagi Direksi Baru Orientation Program for New Directors Program orientasi bagi Komisaris yang baru diangkat, diatur di dalam Board Manual Dewan Komisaris dan Direksi. Program Orientasi yang diberikan dapat berupa sebuah sesi pertemuan yang disertai dengan presentasi baik dari Dewan maupun Direksi, kunjungan ke kantor-kantor Perseroan, perkenalan dengan para pejabat eksekutif/Branch Manager serta pengenalan program-program SDM lainnya sesuai dengan kebutuhan. The orientation program for newly-appointed Directors is outlined in the Board Manual of the Boards of Commissioners and Directors. The orientation process can be done in the form of a meeting accompanied by a presentation, whether from the Board of Commissioners or the Board of Directors. It can also include visits to the Company’s offices, introductions to the executives and branch managers, and acquainting the new members with various human resource programs, depending on what is required. Pada tahun 2016 terdapat pengangkatan Anggota Direksi baru yakni Lauren Sulistiawati, Tjioe Mei Tjuen, Ida Apulia Simatupang dan Rustini Dewi. Seluruh anggota Direksi baru telah diberikan Program Orientasi. As of 2016, Lauren Sulistiawati, Tjioe Mei Tjuen, Ida Apulia Simatupang and Rustini Dewi have been appointed as new members of the Board of Directors. Each of these members has been delivered orientation programs. Tugas dan Tanggung Jawab Duties and responsibilities 1. Direksi bertanggung jawab penuh terhadap operasional manajemen Commonwealth Bank dan mengelola bisnis sesuai wewenang dan tanggung jawab dalam Anggaran Dasar serta peraturan dan perundangan yang berlaku. 1. The Board of Directors has full responsibility over the operational management of Commonwealth Bank and over its business management, as outlined in the Articles of Association and in applicable legislation. 2. Direksi bertanggung jawab untuk menerapkan prinsip-prinsip Good Corporate Governance dalam semua aspek bisnis Commonwealth Bank dan di seluruh level organisasi Commonwealth Bank. 2. The Board of Directors is responsible for implementing principles of Good Corporate Governance in all aspects of business at Commonwealth Bank and in all levels of organisation at Commonwealth Bank. 3. Direksi secara konsisten membahas temuan dan rekomendasi yang dilaporkan oleh Audit Internal, auditor ekstern, dan ulasan OJK dan/atau otoritas lain. 3. The Board of Directors must consistently discuss the findings and recommendations that have been reported by Internal Auditors, External Auditors and reviews from the FSA or other authorities. 4. Direksi mengembangkan dan memastikan pelaksanaan Manajemen Risiko di semua tingkat struktur organisasi Commonwealth Bank dan memastikan bahwa fungsi Manajemen Risiko telah beroperasi secara independen. 4. The Board of Directors must develop and ensure the implementation of Risk Management at all levels of organisation at Commonwealth Bank and must ensure that the function of Risk Management operates independently. 5. Direksi melaporkan kinerja dalam menjalankan tugas dan tanggung jawabnya kepada Rapat Umum Pemegang Saham. 5. The Board of Directors must report its performance in carrying out its duties and responsibilities to the General Meeting of Shareholders. Pedoman Kerja Direksi Board of Directors Work Guidelines Sama halnya dengan Dewan Komisaris, Pedoman kerja Direksi diatur pula di dalam kebijakan dan Tata Tertib Direksi (Board Manual). Board Manual merupakan suatu petunjuk penatalaksanaan pekerjaan Direksi yang menjelaskan tahapan aktivitas secara sistematis, terstruktur dan mudah dipahami serta dapat dilakukan As with the Board of Commissioners, the Work Guidelines for the Board of Directors has been outlined within policy and in the Board Manual of the Board of Directors. This manual is one source of guidance for consistently carrying out the duties of the Board of Directors. It details in a systematic, structured and 278 2016 Annual Report Commonwealth Bank | Corporate Governance dengan konsisten, sehingga dengan sendirinya Board Manual ini dapat menjadi acuan bagi Direksi dalam melaksanakan tugasnya masing-masing untuk mencapai Visi dan Misi Perusahaan sebagaimana tertuang dalam kebijakan strategis Bank. easy-to-understand manner all the steps and activities of the board. As such, it serves as a reference point for members of the Board of Directors in carrying out their individual tasks and achieving the Company’s Vision and Mission, as outlined in the Bank’s strategic policies. Board Manual bagi Direksi merupakan uraian tentang tugas dan kewajiban, hak dan wewenang, fungsi, persyaratan, keanggotaan, masa jabatan, etika jabatan, serta rapat Direksi yang disusun berdasarkan prinsipprinsip hukum korporasi, ketentuan sesuai Anggaran Dasar Commonwealth Bank maupun peraturan perundang-undangan yang berlaku serta prinsipprinsip korporasi yang sehat dengan memperhatikan arahan dari Pemegang Saham maupun praktik-praktik terbaik (best practices) dalam penerapan GCG. The Board Manual for the Board of Directors is a description of the duties, responsibilities, rights, authority, functions, requirements, membership details, terms of office, ethics policy, and meetings for the Board of Directors members that has been compiled based on the principles of corporate law, and has provisions based on the Commonwealth Bank’s Articles of Association. It also describes applicable legislation and healthy corporate principles that take into account the direction of shareholders as well as best practices in the implementation of GCG. Penyusunan Board Manual ini ditujukan untuk memberi batasan/arahan serta untuk menjelaskan hubungan Direksi dalam melaksanakan tugasnya agar tercipta pengelolaan perusahaan yang secara profesional, transparan dan efisien. Board Manual ini telah diperbarui per Oktober 2015. The arrangement of this Board Manual is designed to outline directives and to elaborate on the work relationship that members of the Board of the Directors have in carrying out their duties in order to create a professional, transparent and efficient system of company management. This Board Manual has been renewed as of October 2015. Pedoman Direksi Commonwealth Bank antara lain berisi ketentuan sebagai berikut: The regulations included in the Board Manual for the Board of Directors of Commonwealth Bank have been divided as follows: Bab I: Pendahuluan Bab II: Dewan Direksi Bab III: Direktur Kepatuhan Bab IV: Sanksi Pidana Terkait dengan Direksi Chapter I: Introduction Chapter II: Board of Directors Chapter II: Director of Compliance Chapter IV: Criminal Sanctions Involving the Board of Directors Pelatihan Direksi Board of Directors Member Training Untuk meningkatkan kompetensi, selama tahun 2016, Direksi telah mengikuti serangkaian pelatihan, workshop, seminar, dan lain-lain, sebagai berikut: Throughout 2016, members of the Board of Directors have undergone the following training activities, workshops, seminars and other related activities: No. 1 Nama Direksi / Director Name Lauren Sulistiawati Judul Pelatihan yang Diikuti / Training Event Attended Tanggal Penyelenggaraan / Date Held Socialisation of Vision Values Workshop for SLT / Socialisation of Vision Values Workshop for SLT 3 Juni 2016 / 3 June 2016 Productivity - Green Belt Training / Productivity Green Belt Training 29-30 Juni 2016 / 29-30 June 2016 Risk Management Certification Refreshment / Risk Management Certification Refreshment 16 November 2016 / 16 November 2016 279 Laporan Tahunan 2016 Commonwealth Bank No. 2 3 4 280 Nama Direksi / Director Name Adhiputra Tanoyo Ida Apulia Simatupang | Tata Kelola Perusahaan Judul Pelatihan yang Diikuti / Training Event Attended Tanggal Penyelenggaraan / Date Held Seminar dan Executive Roundtable Konglomerasi Jasa Keuangan di Indonesia / Conglomeration of Financial Services In Indonesia 14 Januari 2016 / 14 January 2016 Elearning: Data Quality / Elearning: Data Quality 18 Februari 2016 / 18 February 2016 Elearning: Risk Insite Introduction / Elearning: Risk Insite Introduction 1 Maret 2016 / 1 March 2016 Socialisation of Vision Values Workshop for SLT / Socialisation of Vision Values Workshop for SLT 3 Juni 2016 / 3 June 2016 Kiosk Workshop / Kiosk Workshop 16 Austus 2016 / 16 August 2016 Talent Master Class / Talent Master Class 28 September 2016 / 28 September 2016 Elearning: Peraturan Perusahaan / Elearning: Company Regulations 21 Desember 2016 / 21 December 201 Pelatihan Sertifikasi Manajemen Risiko (Level 5) / Risk Management Certification Training (Level 5) 17 Mei 2016 / 17 May 2016 Pelatihan Sertifikasi Manajemen Risiko (Level 5) / Risk Management Certification Training (Level 5) 21 Mei 2016 / 21 May 2016 Socialisation of Vision Values Workshop For SLT / Socialisation of Vision Values Workshop For SLT 3 Juni 2016 / 3 June 2016 Productivity - Green Belt Training / Productivity Green Belt Training 29-30 Juni 2016 / 29-30 June 2016 Talent Master Class / Talent Master Class 28 September 2016 / 28 September 2016 Operational Risk Management Framework and Risk Insite Workshop / Operational Risk Management Framework and Risk Insite Workshop 5 Oktober 2016 / 5 October 2016 Pelatihan Sertifikasi Manajemen Risiko (Level 5) / Risk Management Certification Training (Level 5) 18-19 April 2016 / 18-19 April 2016 Socialisation of Vision Values Workshop For SLT / Socialisation of Vision Values Workshop For SLT 3 Juni 2016 / 3 June 2016 Productivity - Green Belt Training / Productivity Green Belt Training 29-30 Juni 2016 / 29-30 June 2016 Kiosk Workshop / Kiosk Workshop 16 Agustus 2016 / 16 August 2016 Talent Master Class / Talent Master Class 28 September 2016 / 28 September 2016 Operational Risk Management Framework and Risk Insite Workshop / Operational Risk Management Framework and Risk Insite Workshop 5 Oktober 2016 / 5 October 2016 Elearning: Peraturan Perusahaan / Elearning: Company Regulations 20 Desember 2016 / 20 December 2016 Rustini Dewi 2016 Annual Report Commonwealth Bank No. 5 | Nama Direksi / Director Name Tjioe Mei Tjuen Corporate Governance Tanggal Penyelenggaraan / Date Held Judul Pelatihan yang Diikuti / Training Event Attended Talent Master Class / Talent Master Class 28 September 2016 / 28 September 2016 Operational Risk Management Framework and Risk Insite Workshop / Operational Risk Management Framework and Risk Insite Workshop 5 Oktober 2016 / 5 October 2016 Rapat Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors’ Meetings Rapat Dewan Komisaris Board of Commissioners Meetings Selama periode 2016, Dewan Komisaris telah menyelenggarakan 6 (enam) kali rapat dengan perincian sebagai berikut: Throughout the period of 2016, the Board of Commissioners has conducted 6 (six) meetings, with the following details: Periode I Period No. / No. Anggota / Member 1 Geoffrey David Coates *) Presiden Komisaris / President Commissioner 2 Guy Martin Harding **) Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini ***) Komisaris Independen / Independent Commissioner 4 Khairil Anwar Komisaris Independen / Independent Commissioner Jabatan / Title Feb - Apr Jun Aug Oct Dec - - - - - *) Berakhir masa jabatannya pada Juli 2016. **) Menyampaikan pengunduran dirinya, efektif pada 30 September 2016. ***) Ditunjuk oleh Dewan Komisaris sebagai Acting Presiden Komisaris selama kosongnya jabatan Presiden Komisaris sampai posisi tersebut terisi kembali pada tanggal 7 Maret 2017. *) Office ended in July 2016. **) Delivered his resignation, effective September 30, 2016. ***) Appointed by the Board of Commissioners as Acting President Commissioner until the position of President Commissioner has been occupied once again. 281 Laporan Tahunan 2016 Commonwealth Bank Tanggal / Date | Tata Kelola Perusahaan Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 4. Pembahasan mengenai kasus FX Trading / Discussion on FX Trading cases 25 Februari 2016 / 25 February 2016 5. Struktur Organisasi Commonwealth Bank / Commonwealth Bank’s Organisation Structure 6. Laporan Presiden Direktur kepada Dewan Komisaris / Repot of the President Director to the Board of Commissioners • • • Geoffrey David Coates Suwartini Khairil Anwar • • • • Geoffrey David Coates Guy Martin Harding Suwartini Khairil Anwar • • • • Geoffrey David Coates Guy Martin Harding Suwartini Khairil Anwar 7. Update Kepatuhan / Update on Compliance 8. Update Projek Sinkronisasi / Update on Project Synchronisation 9. Update Rencana Anggaran Tahunan / Update on Annual Budget Plan 10. Update Program Jupiter / Update on Jupiter Program 11. Agenda Lain-lain / Other matters 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 28 April 2016 / 28 April 2016 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 4. Laporan Presiden Direktur kepada Dewan Komisaris / Report of the President Director to the Board of Commissioners 5. Update Kepatuhan / Update on Compliance 6. Update Annual Contingency Plan / Update on the Annual Contingency Plan 7. Agenda Lain-lain / Other matters 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 23 Juni 2016 / 23 June 2016 4. Laporan Presiden Direktur kepada Dewan Komisaris / Report of the President Director to the Board of Commissioners 5. Update Kepatuhan / Update on Compliance 6. Permintaan Pengesahan Rencana Anggaran Tahunan 2017 / Request for Approval of the Annual Budget Plan for 2017 7. Permintaan Rekomendasi / Request for Recommendation: Liquidity Report 2016 8. Agenda Lain-lain / Other matters 282 2016 Annual Report Commonwealth Bank Tanggal / Date | Corporate Governance Daftar Hadir / List of Attendees Agenda Rapat / Agenda Rapat 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 18 Agustus 2016 / 18 August 2016 4. Pengesahan Kebijakan dan Strategi Risiko Likuiditas Presentasi mengenai Kondisi Perekonomian / Approval of Policy and Liquidity Risk Presentation on Economic Condition 5. Laporan Presiden Direktur kepada Dewan Komisaris / Report of the President Director to the Board of Commissioners • • • Guy Martin Harding Suwartini Khairil Anwar • • Suwartini Khairil Anwar 6. Update Kepatuhan / Update on Compliance 7. Permintaan Pengesahan: Rencana Kerja Dewan Komisaris dan Komite Tahun 2017 / Request for Approval of the Annual Budget Plan for 2017 8. Agenda Lain-lain / Other matters 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 4. Tindak Lanjut Hasil Rapat Sebelumnya / Follow-up on the Meeting’s Previous Result 25 Oktober 2016 / 25 October 2016 5. Presentasi Kemajuan Pekerjaan Penjualan Premises Commonwealth Bank / Presentation on the Advancement of Sales Performance of Commonwealth Bank Premises 6. Laporan Kemajuan Pekerjaan terkait dengan Kebijakan Manajemen Risiko IT / Report of the Work Progress related to the IT Risk Management Policy 7. Presentasi mengenai Kondisi Perekonomian / Presentation on Economic Condition 8. Laporan Presiden Direktur kepada Dewan Komisaris / Report of the President Director to the Board of Commissioners 9. Update Kepatuhan / Update on Compliance 10. Penilaian terhadap HQLA AUD Bonds / Assessment to HQLA AUD Bonds 11. Agenda Lain-lain / Other matters 283 Laporan Tahunan 2016 Commonwealth Bank Tanggal / Date | Tata Kelola Perusahaan Daftar Hadir / Daftar Hadir Agenda Rapat / Meeting Agenda 1. Update Hasil Rapat Komite Audit / Update on Result of Audit Committee Meeting 2. Update Hasil Rapat Komite Pemantau Risiko / Update on Result of Risk Monitoring Committee Meeting 3. Update Hasil Rapat Komite Remunerasi dan Nominasi / Update on Result of Remuneration and Nomination Committee Meeting 4. Laporan Presiden Direktur kepada Dewan Komisaris mengenai: / Report of the President Director to the Board of Commissioners that include: 15 Desember 2016 / 15 December 2016 a. Presentasi Kondisi Perekonomian / Presentation on Economic Condition • • Suwartini Khairil Anwar b. Laporan Kinerja Bisnis Commonwealth Bank periode Oktober 2016 / Commonwealth Bank’s Work Performance for the period of October 2016 c. Struktur Organisasi dan Penempatan SDM / HRD’s organisation structure and placement 5. Update Projek: HRIS, PSGL danKIOSK / Update on HRIS, PSGL and KIOSK projects 6. Update Kepatuhan / Update on Compliance 7. Agenda Lain-lain / Other matters Bila diperlukan, dalam rapat-rapat tersebut, Direksi, Pejabat Eksekutif dan Audit Internal turut diundang guna mendapatkan informasi terkait bisnis dan kegiatan operasional Commonwealth Bank. If necessary, the Board of Directors, the Executive Officers and the Internal Auditors are invited to these meetings in order to gain information on the business operations and activities of Commonwealth Bank. Rapat Direksi Board of Directors Meetings Selama periode 2016, Direksi telah menyelenggarakan 40 (empat puluh) kali rapat Direksi, baik Rapat Direksi maupun Rapat Direksi dengan Manajemen dengan perincian sebagai berikut: Throughout 2016, the Board of Directors has hosted 40 (forty) different meetings, including simple Board of Directors meetings as well as the board’s meetings with the management. The details of the meetings are as follows: No. / No. 1 284 Hari/Tanggal / Day/Date Selasa, 12 Januari 2016 Tuesday, 12 January 2016 Agenda Rapat / Meeting Agenda • Kajian Umum / General Inquiry Daftar Hadir / List of Attendees • Tony Costa (President Director) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) 2016 Annual Report Commonwealth Bank No. / No. 2 3 4 5 6 7 8 9 | Corporate Governance Hari/Tanggal / Selasa, 26 Januari 2016 Tuesday, 26 January 2016 Selasa, 9 Februari 2016 / Tuesday, 9 February 2016 Senin, 22 Februari 2016 / Monday, 22 February 2016 Senin, 29 Februari 2016 / Monday, 29 February 2016 Rabu, 2 Maret 2016 / Wednesday, 2 March 2016 Senin, 7 Maret 2016 / Monday, 7 March 2016 Senin, 21 Maret 2016 / Monday, 21 March 2016 Senin, 28 Maret 2016 / Monday, 28 March 2016 Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda Day/Date • Transisi Kepemimpinan di Commonwealth Bank / Leadership Transition at Commonwealth Bank • Customer Complaint Handling Update / Customer Complaint Handling Update • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Project Synchronisation Update / Project Synchronisation Update • Jupiter Phase I Update / Jupiter Phase I Update • Kajian Umum / General Inquiry • Kajian Bisnis / Business Inquiry • Productivity Program Benefit Tracking / Productivity Program Benefit Tracking • Commonwealth Foundation / Commonwealth Foundation • Kajian Umum / General Inquiry • Kajian Bisnis / Business Inquiry • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • Kajian Bisnis / Business Performance • Paul S. Hasjim (Director of Operations and IT) • Kajian Risiko / Risk Inquiry • • Permasalahan Karyawan / Employee Issues Adhiputra Tanoyo (Director of Risk Management) • Agenda Lainnya / Other Agendas • Angeline Nangoi (Director of Compliance) • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • Pengesahan Notulen / Approving Minutes • Paul S. Hasjim (Director of Operations and IT) • Permasalahan Karyawan / Employee Issues • • Kajian Risiko / Risk Inquiry Adhiputra Tanoyo (Director of Risk Management) • Agenda Lainnya / Other Agendas • Angeline Nangoi (Director of Compliance) • Lauren Sulistiawati (President Director) • Update Laporan / Report Update • Paul S. Hasjim (Director of Operations and IT) • Angeline Nangoi (Director of Compliance) • Lauren Sulistiawati (President Director) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Permasalahan Karyawan / Employee Issues • Survei Karyawan & Kultur 2016 / Employee & Culture 2016 Survey • Kajian Risiko / Risk Inquiry • Kinerja Bisnis / Businesss Performance • Agenda Lainnya / Other Agendas • Pengesahan Notulen / Approving Minutes • Charter Rapat Direksi / Board of Directors Meeting Charter • Lauren Sulistiawati (President Director) • Laporan Keuangan / Financial Report • Paul S. Hasjim (Director of Operations and IT) • Laporan SDM / Human Resources Report • • Kajian Risiko / Risk Inquiry Adhiputra Tanoyo (Director of Risk Management) • Kinerja Bisnis / Business Performance • Angeline Nangoi (Director of Compliance) • Agenda Lainnya / Other Agendas • Lauren Sulistiawati (President Director) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • • Laporan Keuangan / Financial Report Laporan Proyek Jupiter / Jupiter Project Report • Kajian Risiko / Risk Inquiry • Kinerja Bisnis / Business Performance • Suara Pelanggan / Customer Feedback • Agenda Lainnya / Other Agendas 285 Laporan Tahunan 2016 Commonwealth Bank No. / Hari/Tanggal / No. Day/Date 10 11 12 13 14 15 16 17 286 Senin, 4 April 2016 / Monday, 4 April 2016 Selasa, 12 April 2016 / Tuesday, 12 April 2016 Senin, 20 April 2016 / Monday, 20 April 2016 Senin, 25 April 2016 / Monday, 25 April 2016 Senin, 2 Mei 2016 / Monday, 2 May 2016 Senin, 10 Mei 2016 / Monday, 10 May 2016 Senin, 23 Mei 2016 / Monday, 23 May 2016 Senin, 6 Juni 2016 / Monday, 6 June 2016 | Tata Kelola Perusahaan Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • Laporan e-channel / E-channel Report • Paul S. Hasjim (Director of Operations and IT) • Kajian LFR Assessment / Kajian LFR Assessment • Adhiputra Tanoyo (Director of Risk Management) • Kajian Risiko / Risk Inquiry • Angeline Nangoi (Director of Compliance) • Agenda Lainnya / Other Agendas • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • Laporan SDM / Human Resources Report • Paul S. Hasjim (Director of Operations and IT) • Kajian Risiko / Risk Inquiry • • Topik Lainnya / Other Topics Adhiputra Tanoyo (Director of Risk Management) • Pengesahan Notulen / Approving Minutes • Lauren Sulistiawati (President Director) • Laporan Keuangan / Financial Report • • Laporan SDM / Human Resources Report Adhiputra Tanoyo (Director of Risk Management) • Summary Risk Profile / Summary Risk Profile • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Compliance Screening Solution / Compliance Screening Solution • Lauren Sulistiawati (President Director) • Paul S. Hasjim (Director of Operations and IT) • Commonwealth Bank Committee Structure / Commonwealth Bank Committee Structure • Adhiputra Tanoyo (Director of Risk Management) • Tindak Lanjut Hasil Pemeriksaan OJK / FSA Inspection Results Follow-up • Angeline Nangoi (Director of Compliance) • Agenda Lainnya / Other Agendas • Lauren Sulistiawati (President Director) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Lauren Sulistiawati (President Director) • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Internal Audit Update / Internal Audit Update • OJK Website Update / FSA Website Update • Business Update / Business Update • Agenda Lainnya / Other Agendas • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • HR Update / HR Update • Agenda Lainnya / Other Agendas • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • HR Update / HR Update • Paul S. Hasjim (Director of Operations and IT) • Productivity Update / Productivity Update • • Peraturan Baru Mengenai Jaringan Kantor Berdasarkan Modal Inti / New Office Network Regulation Based on Core Capital Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Internal Audit Update / Internal Audit Update • Lauren Sulistiawati (President Director) • Banking Service Excellence Monitoring (BSEM) MRI & Infobank Updates / Banking Service Excellence Monitoring (BSEM) MRI & Infobank Updates • Paul S. Hasjim (Director of Operations and IT) • Adhiputra Tanoyo (Director of Risk Management) • Angeline Nangoi (Director of Compliance) • People and Culture Survey / People and Culture Survey • Agenda Lainnya / Other Agendas 2016 Annual Report Commonwealth Bank No. / Hari/Tanggal / No. Day/Date 18 19 20 21 22 23 24 25 Senin, 20 Juni 2016 / Monday, 20 June 2016 Rabu, 22 Juni 2016 / Wednesday, 22 June 2016 Selasa, 28 Juni 2016 / Tuesday, 28 June 2016 Jumat, 15 Juli 2016 / Friday, 15 July 2016 Selasa, 19 Juli 2016 / Tuesday, 19 July 2016 Senin, 25 Juli 2016 / Monday, 25 July 2016 Senin, 1 Agustus 2016 / Monday, 1 August 2016 Rabu, 10 Agustus 2016 / Wednesday, 10 August 2016 | Corporate Governance Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • HR Update / HR Update • Pengesahan Notulen / Approving Minutes • Service Quality Update / Service Quality Update • HR Update / HR Update • Commercial Business Opportunity / Commercial Business Opportunity • AML Review Update / AML Review Update • SOP/SIP Roadmap / SOP/SIP Roadmap • Agenda Lainnya / Other Agendas • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Demo MBSB / Demo MBSB • Lauren Sulistiawati (President Director) • Peraturan Remunerasi / Remuneration Regulations • Adhiputra Tanoyo (Director of Risk Management) • Laporan Keuangan / Financial Report • Angeline Nangoi (Director of Compliance) • Sertifikasi BM / Sertifikasi BM • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • Agenda Lain-lain / Other Agendas • Angeline Nangoi (Director of Compliance) • FY 16 Results / FY 16 Results • • Rencana FY 17 / FY 17 Plans Adhiputra Tanoyo (Director of Risk Management) • CAMS Issue Update / CAMS Issue Update • Rustini Dewi (Director of Retail Banking) • Pengesahan Notulen / Approving Minutes • Laporan Keuangan / Financial Report • Lauren Sulistiawati (President Director) • CAP Line 2 / CAP Line 2 • Angeline Nangoi (Director of Compliance) • Internal Audit Update / Internal Audit Update • • Product Simplification / Product Simplification Adhiputra Tanoyo (Director of Risk Management) • Agenda Lain-lain / Other Agendas • Rustini Dewi (Director of Retail Banking) • Pengesahan Notulen / Approving Minutes • Retail Banking Development Program / Retail Banking Development Program • Lauren Sulistiawati (President Director) • Risk profile & ICAAP Update / Risk profile & ICAAP Update • Angeline Nangoi (Director of Compliance) • Adhiputra Tanoyo (Director of Risk Management) • Rustini Dewi (Director of Retail Banking) • Finance Update / Finance Update • Consumer Business Review / Consumer Business Review • Agenda Lain-lain / Other Agendas • Pengesahan Notulen / Approving Minutes • Laporan Keluhan Nasabah / Customer Complaints Report • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Risk Based Bank Rating 1H 2016 / Risk Based Bank Rating 1H 2016 • Adhiputra Tanoyo (Director of Risk Management) • Laporan Keuangan / Financial Report • Rustini Dewi (Director of Retail Banking) • HR Update / HR Update • Pengesahan Notulen / Approving Minutes • ICSM Update / ICSM Update • Operational Risk Awareness Performance / Operational Risk Awareness Performance • Lauren Sulistiawati (President Director) • CRS Update / CRS Update • Angeline Nangoi (Director of Compliance) • Financial Crimes Project Update / Financial Crimes Project Update • Adhiputra Tanoyo (Director of Risk Management) • Internal Audit Update / Internal Audit Update • Rustini Dewi (Director of Retail Banking) • Finance Update / Finance Update • Agenda Lain-lain / Other Agendas 287 Laporan Tahunan 2016 Commonwealth Bank No. / Hari/Tanggal / No. Day/Date 27 28 29 30 31 288 Senin, 15 Agustus 2016 / Monday, 15 August 2016 Senin, 22 Agustus 2016 / Monday, 22 August 2016 Senin, 29 Agustus 2016 / Monday, 29 August 2016 Selasa, 13 September 2016 / Tuesday, 13 September 2016 Senin, 19 September 2016 / Monday, 19 September 2016 Selasa, 27 September 2016 / Tuesday, 27 September 2016 Tata Kelola Perusahaan Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda • 26 | Pengesahan Notulen / Approving Minutes • Outsourcing Update / Outsourcing Update • SME Business Review / SME Business Review • RM Accelerations & RMDP Update / RM Accelerations & RMDP Update • PSGL Implementations Update / PSGL Implementations Update • Treasury & Market Update / Treasury & Market Update • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Adhiputra Tanoyo (Director of Risk Management) • Rustini Dewi (Director of Retail Banking) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Adhiputra Tanoyo (Director of Risk Management) • Rustini Dewi (Director of Retail Banking) • Finance Update / Finance Update • Agenda Lain-lain / Other Agendas • Pengesahan Notulen / Approving Minutes • WISE Update / WISE Update • Aktivitas Pegawai / Employee Activities • HR Commnet Update / HR Commnet Update • Finance Update / Finance Update • Agenda Lain-lain / Other Agendas • Pengesahan Notulen / Approving Minutes • Customer Complaint Report / Customer Complaint Report • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Treasury & Market Update / Treasury & Market Update • Rustini Dewi (Director of Retail Banking) • Ida Apulia Simatupang (Director of Strategy, • Finance Update / Finance Update • Agenda Lain-lain / Other Agendas • Pengesahan Notulen / Approving Minutes • Internal Audit Update / Internal Audit Update • HRIS Update / HRIS Update • Extra Wealth Program Update / Extra Wealth Program Update • Finance Update / Finance Update • Commonwealth Bank Property Appraisal Value / Commonwealth Bank Property Appraisal Value • Komunikasi Branch Transformation / Branch Transformation Communications • Agenda Lain-lain / Other Agendas Digital Solutions & Customer Franchise) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Pengesahan Notulen / Approving Minutes • Rustini Dewi (Director of Retail Banking) • Kunjungan ke Bankwest / Inkwest Visit • • Finance Update / Finance Update Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Pengesahan Notulen / Approving Minutes • Laporan Fraud Risk & Control Assessment / Fraud Risk & Control Assessment Report • Staff Housing Loan / Staff Housing Loan • Lauren Sulistiawati (President Director) • Customer Complain Report / Customer Complain Report • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Finance Reporting Update / Finance Reporting Update • Adhiputra Tanoyo (Director of Risk Management) • Finance Update / Finance Update • • Retail Banking Update / Retail Banking Update Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Agenda Lain-lain / Other Agendas 2016 Annual Report Commonwealth Bank No. / Hari/Tanggal / No. Day/Date 32 33 34 35 | Rabu, 5 Oktober 2016 / Wednesday, 5 October 2016 Selasa, 18 Oktober 2016 / Tuesday, 18 October 2016 Senin, 24 Oktober 2016 / Monday, 24 October 2016 Corporate Governance Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda • Pengesahan Notulen / Approving Minutes • Internal Audit Update / Internal Audit Update • Lauren Sulistiawati (President Director) • HR Update / HR Update • Angeline Nangoi (Director of Compliance) • PD’s High tea Program Update / PD’s High tea Program Update • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Counterparty Bank Due Dilligence / Counterparty Bank Due Dilligence • Finance Update / Finance Update • FY 17 Q2 Forecast / FY 17 Q2 Forecast • Pengesahan Notulen / Approving Minutes • Government Bond’s Warehousing Limit Proposal / Government Bond’s Warehousing Limit Proposal • Commonwealth Bank Employee Value Proposition (EVP) / Commonwealth Bank Employee Value Proposition (EVP) • Cashflow Security Issue Solution / Cashflow Security Issue Solution • Customer Complaint Monthly Report (Sept 2016) / Customer Complaint Monthly Report (Sept 2016) • Risk Appetite Statement (Annual Review 2016) / Risk Appetite Statement (Annual Review 2016) • Quarterly Risk Profile (Q3 2016) / Quarterly Risk Profile (Q3 2016) • Financial Pack / Financial Pack • Agenda Lain-lain / Other Agendas • Finance Update / Finance Update • Rustini Dewi (Director of Retail Banking) • Paparan Cashflow / Cashflow Exposure • • Agenda Lain-lain / Other Agendas Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Pemaparan Risk Culture Survey / Risk Culture Survey Exposure • Paparan Bulanan Internal Audit / Monthly Internal Audit Exposure • Presentasi Expense Approval Workflow / Expense Approval Workflow Presentation • Implikasi dari POJK 45No.45/POJK.03/2015 dan SE POJK No.40/SEOJK.03/2016 terhadap Kebijakan Remunerasi Commonwealth Bank / Implications of POJK 45No.45/POJK.03/2015 and SE POJK No.40/SEOJK.03/2016 Towards Commonwealth Bank’s Remuneration Policy Selasa, 1 November 2016 / Tuesday, 1 November 2016 • Compliance dan Legal Update / Compliance dan Legal Update • Finance Update / Finance Update • Paparan Cashflow / Cashflow Exposure • Agenda Lain-lain / Other Agendas 289 Laporan Tahunan 2016 Commonwealth Bank No. / Hari/Tanggal / No. Day/Date 36 37 38 Selasa, 8 November 2016 / Tuesday, 8 November 2016 Rabu, 23 November 2016 / Wednesday, 23 November 2016 Selasa, 29 November 2016 / Tuesday, 29 November 2016 39 40 290 Selasa, 20 Desember 2016 / Tuesday, 20 December 2016 Tata Kelola Perusahaan Daftar Hadir / List of Attendees Agenda Rapat / Meeting Agenda • Update kepada Commonwealth Bank mengenai progress program CRS (Common Reporting Standard) / Update to Commonwealth Bank on the progress of CRS (Common Reporting Standard) program • Commonwealth Bank sebagai Selling Agent bagi IPO Obligasi Retail Indonesia and Saving Bonds Retail 2017 / Commonwealth Bank as Selling Agent for IPO of Indonesia Retail Obligation and Saving Bonds Retail 2017 • H1 Outlook dan Update mengenai RBB / H1 Outlook and Update on the Bank’s Business Plan (RBB) • Publikasi Laporan keuangan / Publication on Financial Report • Cash Flow / Cash Flow • Agenda Lain-lain / Other matters • Finance Update / Finance Update • Cash Flow / Cash Flow • Agenda Lain-lain / Other matters • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Tjio Mei Tjuen (Director of Operations & IT) • Laporan Bulanan Customer Complaint (Oktober 2016) / Monthly Report on Customer Complaint (October 2016) • Net Promoter Score (NPS) / Net Promoter Score (NPS) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) Transformasi Cabang Digital / Digital Branch Transformation • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Tjio Mei Tjuen (Director of Operations & IT) • • Laporan Keuangan (Outlook Nov’2016) / Financial Report (Outlook November 2016) • Balance Sheet dan Laporan Arus Kas / Balance Sheet and Cash Flow Statement • Agenda Lain-lain / Other matters • Pembahasan mengenai Commcare Club / Discussion on Commcare Club • Lauren Sulistiawati (President Director) Laporan Perkembangan dari Compliance dan Legal / Progress Report from Compliance and Legal • Angeline Nangoi (Director of Compliance) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Tjio Mei Tjuen (Director of Operations & IT) • Selasa, 13 Desember 2016 / Tuesday, 13 December 2016 | • Laporan Keuangan (Outlook Desember 2016 per 12 December 2016) / Financial Report (December 2016 outlook, as of 12 December 2016) • Agenda Lain-lain / Other matters • Laporan Bulanan Keluhan Nasabah (November 2016) / Monthly Report on Customer Complaint (November 2016) • Lauren Sulistiawati (President Director) • Angeline Nangoi (Director of Compliance) Finance Update (Outlook December 2016 per 19 December 2016) / Financial Update (December 2016 Outlook, as of 19 December 2016) • Rustini Dewi (Director of Retail Banking) • Adhiputra Tanoyo (Director of Risk Management) • Ida Apulia Simatupang (Director of Strategy, Digital Solutions & Customer Franchise) • Tjio Mei Tjuen (Director of Operations & IT) • • Laporan Perkembangan dari Retail Banking / Progress Report from Retail Banking • Agenda Lain-lain / Other matters 2016 Annual Report Commonwealth Bank | Corporate Governance Hubungan Afiliasi Dewan Komisaris, Direksi, dan Pemegang Saham Utama/ Pengendali Afiliated Relations Among Board of Commissioners, Board of Directors, and Key Shareholders Antar anggota Dewan Komisaris, antara anggota Dewan Komisaris dengan anggota Direksi serta Pemegang Saham Utama dan/atau Pengendali tidak ada hubungan keluarga sedarah sampai dengan derajat ketiga, baik menurut garis lurus maupun garis ke samping atau hubungan semenda. Members of the Board of Commissioners, members of the Board of Directors and major/controlling shareholders do not have any blood relatives in a direct line upwards or downwards to the third degree. Hubungan Keluarga dengan Organ Perseroan / Family Relationship with the Company’s Structure Nama / Name Dewan Komisaris / Board of Commissioners Direksi / Board of Directors Pemegang Saham / Shareholders Hubungan Kepengurusan di Perusahaan Lain / Management Position in other Companies Sebagai Dewan Komisaris / As member of the Board of Commissioners Sebagai Direksi / As member of the Board of Directors Sebagai Pemegang Saham / As the Shareholders Ya / Yes Tidak / No Ya / Yes Tidak / No Ya / Yes Tidak / No Ya / Yes Tidak / No Ya / Yes Tidak / No Ya / Yes Tidak / No DEWAN KOMISARIS / BOARD OF COMMISSIONERS Robert Dharshan Jesudason*) Andrew Farmer Suwartini Khairil Anwar DIREKSI / BOARD OF DIRECTORS Lauren Sulistiawati Ida Apulia Simatupang Rustini Dewi Tjioe Mei Tjuen Angeline Nangoi Adhiputra Tanoyo Stephen Vile**) *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. **) Stephen Vile telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. *) Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. **) Stephen Vile has received FSA confirmation based on letter No.SR-103/PB.12/2016 from 29 November 2016, on the Decision to Nominate a Member of the Board of Directors of Commonwealth Bank. The current status of the relevant documents in question is still being processed. As a result, the relevant party has not been effectively made a Director of Commonwealth Bank. 291 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Keberagaman Komposisi Dewan Komisaris dan Direksi Diverse Compositions of Members of the Board of Commissioners and the Board of Directors Kebijakan Keberagaman Komposisi Dewan Komisaris Policy of Diverse Composition of Members of the Board of Commissioners Commonwealth Bank adalah perusahaan yang mengedepankan persamaan kesempatan bagi setiap orang dengan menekankan profesionalisme. Commonwealth Bank menghargai dan menghormati setiap perbedaan dalam sudut pandang, pengetahuan, kemampuan dan pengalaman masing-masing individu, serta tidak membeda-bedakan ras, etnis, jenis kelamin dan agama. Commonwealth Bank is a company that promotes equal opportunity for all with a stress on professionalism. The Bank appreciates and honours differences in point of view, knowledge, ability and experience of each individual, without regard to race, ethnicity, sex and religion. Kebijakan keberagaman Commonwealth Bank digunakan sebagai bahan pertimbangan dalam proses nominasi dan suksesi Dewan Komisaris dengan memperhatikan pengetahuan, keahlian dan pengalaman yang sesuai dengan kebutuhan perusahaan, sehingga mendapatkan komposisi Dewan Komisaris yang optimal. The Bank’s diversity policy is used as consideration in the nomination and succession process of members of the Board of Commissioners with due observation on their knowledge, skill and experience in accordance with the need of the company, hence seeing an optimum composition of the Board of Commissioners. Selain itu, lingkup dan keseimbangan pengetahuan, keahlian dan pengalaman juga menjadi bahan pertimbangan dalam memenuhi komposisi yang optimal pada jajaran Dewan Komisaris yang diharapkan dapat mengoptimalkan pengambilan keputusan dan meningkatkan kinerja perusahaan. In addition, the scope and balance between knowledge, expertise and experience also serve as consideration in having an optimum composition within the Board of Commissioners which is expected to optimise decision making and improve the performance of the company. Keberagaman Komposisi Dewan Komisaris Diversity in the Composition of the Board of Commissioners Sesuai dengan kebutuhan Commonwealth Bank, komposisi anggota Dewan Komisaris seperti tersebut di atas telah memperhatikan keahlian, pengetahuan dan pengalaman, serta gender. Keberagaman itu niscaya berkorelasi positif terhadap pelaksanaan fungsi dan tanggung jawab Dewan Komisaris sebagaimana terlihat dalam tabel berikut: In accordance with the need of Commonwealth Bank, the composition of members of the Board of Commissioners as mentioned above has taken into account the factors of expertise, knowledge, experience and gender. This diversity is believed to have positive correlation with the function and responsibility of the Board of Commissioners as shown in the following table: 292 2016 Annual Report Commonwealth Bank Nama / Name | Corporate Governance Jabatan / Position Usia (tahun) / Age (year) Jenis Kelamin / Sex Robert Dharshan Jesudason *) Presiden Komisaris / President Commissioner 45 Laki-laki / Male Andrew Farmer Wakil Presiden Komisaris / Vice President Commissioner 43 Laki-laki / Male Suwartini **) Komisaris Independen/Plt Presiden Komisaris / Independent Commissioner/Acting President Commissioner 63 Perempuan / Female Khairil Anwar Komisaris Independen / Independent Commissioner 61 Laki-laki / Male *) Sdr. Robert Dharshan Jesudason (Rob Jesudason) telah ditunjuk sebagai Presiden Komisaris Commonwealth Bank sejak bulan Desember 2016 dan efektif menjabat sejak tanggal 7 Maret 2017 sesuai Akta Notaris No. 6 tanggal 24 Januari 2017 dan telah mendapat persetujuan dari OJK. / Robert Dharshan Jesudason (Rob Jesudason) has been appointed as President Commissioner of Commonwealth Bank since December 2016 and effectively serving since 7 March 2017 in accordance with Notarial Deed No. 6 dated 24 January 2017 and has been approved by the FSA. **) Sdri. Suwartini bertindak sebagai Pelaksana Tugas Sementara sebagai Presiden Komisaris sejak 25 Oktober 2016 hingga Sdr. Rob Jesudason efektif menjabat sebagai Presiden Komisaris pada tanggal 7 Maret 2017. / Suwartini served as Acting President Commissioner from 25 October 2016 until Rob Jesudason effectively served as President Commissioner on 7 March 2017. Kebijakan Keberagaman Komposisi Direksi Policy of Diversity in the Composition of the Board of Directors Commonwealth Bank adalah perusahaan yang mengedepankan persamaan kesempatan bagi setiap orang dengan menekankan profesionalisme. Commonwealth Bank menghargai dan menghormati setiap perbedaan dalam sudut pandang, pengetahuan, kemampuan dan pengalaman masing-masing individu, serta tidak membeda-bedakan ras, etnis, jenis kelamin dan agama. Commonwealth Bank is a company that promotes equal opportunity for all with a stress on professionalism. Commonwealth Bank appreciates and honours every difference in point of view, knowledge, ability and experience of each individual, without regard to race, ethnicity, sex and religion. Kebijakan keberagaman Commonwealth Bank digunakan sebagai bahan pertimbangan dalam proses nominasi dan suksesi Direksi dengan memperhatikan pengetahuan, keahlian dan pengalaman yang sesuai dengan kebutuhan perusahaan, sehingga mendapatkan komposisi Direksi yang optimal. The Commonwealth Bank’s diversity policy is used as consideration in the nomination and succession process of members of the Board of Directors with due observation on the knowledge, skill and experience in accordance with the need of the company, hence seeing an optimum composition of the Board of Directors. Keberagaman Komposisi Direksi Diversity in the Composition of the Board of Directors Sesuai dengan kebutuhan Commonwealth Bank, komposisi anggota Dewan Komisaris seperti tersebut di atas telah memperhatikan keahlian, pengetahuan dan pengalaman, serta gender. Keberagaman itu niscaya berkorelasi positif terhadap pelaksanaan fungsi dan tanggung jawab Dewan Komisaris sebagaimana terlihat dalam tabel berikut: In accordance with the need of Commonwealth Bank, the composition of members of the Board of Directors as mentioned above has observed the factors of skill, knowledge, experience and gender. This diversity is believed to have positive correlation with the function and responsibility of the Board of Directors as shown in the following table: 293 Laporan Tahunan 2016 Commonwealth Bank Nama / Name | Tata Kelola Perusahaan Jabatan / Position Usia (tahun) / Age (year) Jenis Kelamin / Sex Lauren Sulistiawati Presiden Direktur / President Director 56 Perempuan / Female Ida Apulia Simatupang Direktur Strategy, Digital Solutions & Customer Franchise / Director of Strategy Digital Solutions of Customer Franchise 53 Perempuan / Female Rustini Dewi Direktur Retail Banking / Director of Retail Banking 48 Perempuan / Female Tjioe Mei Tjuen Direktur Operations & IT / Director of Operations & IT 59 Perempuan / Female Angeline Nangoi Direktur Kepatuhan / Director of Compliance 60 Perempuan / Female Adhiputra Tanoyo Direktur Manajemen Risiko / Director of Risk Management 44 Laki-laki / Male Stephen Vile*) Direktur / Director 57 Laki-laki / Male *) Stephen Vile telah memperoleh penegasan dari OJK berdasarkan surat No.SR-103/PB.12/2016 tanggal 29 November 2016 perihal Keputusan atas Pencalonan Anggota Direksi Commonwealth Bank. Saat ini kelengkapan dokumen yang bersangkutan masih dalam proses sehingga yang bersangkutan belum efektif sebagai Direktur Commonwealth Bank. / Stephen Vile has obtained confirmation from the FSA by letter No.SR-103 / PB.12 / 2016 of 29 November 2016 concerning the decision on the candidacy of the Board of Directors Member of the Commonwealth Bank. At present, the relevant documents are still in the process so that he currently is not effectively serving as the Director of the Commonwealth Bank yet. Komite Audit Audit Committee Komite Audit dibentuk guna mendukung pelaksanaan tugas dan tanggung jawab Dewan Komisaris secara efektif. Dalam melaksanakan tugasnya, Komite Audit didukung oleh Piagam Komite Audit yang memberikan kejelasan wewenang dan tanggung jawabnya. Audit Committee is formed in order to support effective implementation of duties and responsibilities of the Board of Commissioners. In performing its duties, the Audit Committee is supported by the Audit Committee Charter which elaborates its authority and responsibilities. Komposisi dan Keanggotaan Composition and Membership Komposisi, keanggotaan dan keahlian Komite Audit telah sesuai persyaratan dari peraturan yang berlaku. Komite Audit terdiri dari seorang Komisaris Independen yang menjabat sebagai Ketua Komite Audit dan seorang anggota yang seorang di antaranya adalah Komisaris Independen, dan dua anggota yang mewakili Pihak Independen yang memiliki keahlian di bidang keuangan/akuntansi dan perbankan/manajemen risiko. The composition, membership and expertise of the Audit Committee have been in conformity with the requirements of applicable regulations. The Audit Committee consists of one Independent Commissioner who serves as Chairperson of the Audit Committee and one member one of whom acts as an Independent Commissioner, and two members representing independent parties that have expertise in the field of finance/accounting and banking/risk management. Keanggotaan Komite Audit per Desember 2016 adalah sebagai berikut: Membership of the Audit Committee as of December 2016: 294 2016 Annual Report Commonwealth Bank | Corporate Governance No. Jabatan / Position Nama / Name 1 Ketua (Komisaris Independen) / Chairperson (Independent Commissioner) Khairil Anwar 2 Anggota (Wakil Presiden Komisaris) / Member (Vice President Commissioner) Suwartini 3 Anggota (Pihak Independen), yang memiliki keahlian pada bidang Keuangan dan Akuntansi / Member (Independent Party), who has expertise in the field of Finance and Accounting Teuku Radja Sjahnan 4 Anggota (Pihak Independen), yang memiliki keahlian pada bidang Perbankan dan Manajemen Risiko / Member (Independent Party), who has expertise in the field of Banking and Risk Management Jono Effendy Profil Komite Audit Profile of Audit Committee Komite Audit Commonwealth Bank diisi oleh personelpersonel dengan latar belakang pendidikan dan pengalaman yang sesuai dan mendukung tugas dan tanggung jawabnya. The Audit Committee of Commonwealth Bank consists of personnel with the education background and experience conforming to and supporting their duties and responsibilities. Khairil Anwar Khairil Anwar Ketua/Komisaris Independen Chairperson/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. His profile can be seen in the Profile of the Board of Commissioners. Suwartini Suwartini Anggota/Komisaris Independen Member/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. Her profile can be seen in the Profile of the Board of Commissioners. Teuku Radja Sjahnan Teuku Radja Sjahnan Anggota/Pihak Independen Member/Independent Party Teuku Radja Sjahnan memiliki keahlian dan pengalaman di bidang keuangan dan akuntansi. Beliau juga berpengalaman sebagai anggota Komite Audit di beberapa lembaga bank, seperti PT Bank BNI Tbk, PT Bank Barclays Indonesia, dan PT Bank BNI Syariah. Beliau pendiri dan pengelola situs JariUngu.com. Saat ini beliau juga menjadi konsultan bagi DPD-RI dalam bidang hasil audit Badan Pemeriksa Keuangan (BPK), dan anggota komite audit independen di PT Commonwealth Life, anggota komite audit independen PT Cardig Aero Services, Tbk dan anggota Komite Standar Akuntansi Keuangan Bank Indonesia. Teuku Radja Sjahnan has expertise and experience in the field of finance and accounting. He is also experienced as member of Audit Committees in several banking institutions such as PT Bank BNI Tbk, PT Bank Barclays Indonesia, and PT Bank BNI Syariah. He is the founder and administrator of the JariUngu.com website. Presently, he he also works as a consultant for the Regional Representative Council of the Republic of Indonesia (DPD-RI) in the field of audit result of the State Audit Board (BPK), and member of the independent audit committee at PT Commonwealth Life, member of the independent audit committee at PT Cardig Aero Services, Tbk and member of the Accounting Standard Committee of Bank Indonesia. Jono Effendy Jono Effendy Anggota/Pihak Independen Member/Independent Party Jono Effendy memiliki keahlian di bidang perbankan dan manajemen risiko. Beliau juga memiliki pengalaman sebagai anggota Komite Audit dan Komite Pemantau Risiko selama beberapa tahun di berbagai perusahaan, seperti PT Bank Barclays Indonesia serta Jono Effendy has expertise in the field of banking and risk management. He also has experience as member of Audit Committees and Risk Monitoring Committees in several companies, such as PT Bank Barclays Indonesia and Audit Committee at BII Finance. In 295 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Komite Audit BII Finance. Selain itu, beliau juga pernah menduduki jabatan sebagai Head of Research Banking Landscape, Group Head Consultant Management Unit dan Coordinator of IBRA Chairperson Special Staff di Badan Penyehatan Perbankan Indonesia (BPPN). addition, he has also served in several positions such as Head of Research Banking Landscape, Group Head of Consultant Management Unit and Coordinator of IBRA Chairperson Special Staff at the Indonesian Banking Restructuring Agency (IBRA). Selain menjabat sebagai pihak independen Komite Audit dan Komite Pemantau Risiko di Commonwealth Bank, Beliau juga menjabat sebagai anggota Komite Audit dan Komite Pemantau Risiko di PT Bank BNP Paribas Indonesia, serta anggota Komite Audit dan Komite Pemantau Risiko di PT Commonwealth Life. Selain itu, juga menjabat sebagai Managing Director di PT Kiran Resources Indonesia, Komisaris Independen di PT Commonwealth Life, dan angota Risk Oversight Committee di BFI Finance. Other than assuming position as an Independent Party in the Audit Committee and Risk Monitoring Committee at Commonwealth Bank, he is also member of the Audit Committee and Risk Monitoring Committee at PT Bank BNP Paribas Indonesia, and member of Audit Committee and Risk Monitoring Committee at PT Commonwealth Life. In addition, he also served as Managing Director at PT Kiran Resources Indonesia, Independent Commissioner at PT Commonwealth Life, and member of the Risk Oversight Committee at BFI Finance. Tugas dan Tanggung Jawab Duties and Responsibilities Komite Audit secara independen mengkaji laporan keuangan Commonwealth Bank dan pengungkapan informasi keuangan, berdasarkan informasi yang diberikan oleh Direksi dan Auditor Ekstern, serta meninjau kebijakan akuntansi untuk memastikan kepatuhan terhadap hukum, peraturan, dan standar akuntansi yang berlaku. Komite Audit mempertimbangkan dan membahas dengan Direksi dan Auditor Ekstern mengenai isu-isu dan penilaian pelaporan keuangan yang signifkan terkait penyusunan laporan keuangan. Selain itu, Komite Audit juga bertugas meninjau kepastian atas efektivitas sistem pengendalian intern; mengawasi dan mengevaluasi independensi, efektivitas, lingkup pekerjaan, rencana audit tahunan auditor intern dan ekstern; dan mengawasi dan mengevaluasi rencana aksi yang dibuat oleh Direksi terkait isu audit yang diangkat oleh audit internal, audit eksternal, dan regulator. The Audit Committee independently reviews financial statements of Commonwealth Bank and discloses financial information, based on information provided by the Board of Directors and External Auditors, and reviews the accounting policy to ensure compliance with applicable laws, regulations, and accounting standard. The Audit Committee considers and discusses with the Board of Directors and External auditors significant issues and evaluation on financial statements related to preparation of financial statements. In addition, the Audit Committee has the duty to review the certainty of the effectiveness of internal control system; supervise and evaluate the independence, effectiveness, scope of work, annual audit plan of internal and external auditors; and supervise and evaluate the action plan prepared by the Board of Directors related to the audit issues brought up by an internal audit, external audit, and regulator. Komite Audit secara berkala melaporkan kegiatannya, termasuk pemberian nasihat terkait hal-hal yang menjadi perhatian Dewan Komisaris, dan memberi rekomendasi dalam pencalonan Auditor Ekstern kepada Dewan Komisaris untuk persetujuan lebih lanjut dalam Rapat Umum Pemegang Saham. The Audit Committee periodically reports its activities, including advices provided on matters that are under attention of the Board of Commissioners, and provides recommendation related to nomination of external auditors to the Board of Commissioners for further approval in the General Meeting of Shareholders. Independensi Komite Audit Independency of Audit Committee Dalam menjalankan tugas, Komite Audit bertindak secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/atau kepada pihak lainnya. Selain itu, anggota Komite Audit tidak terkait dengan pemegang saham, Dewan Komisaris maupun Direksi. Untuk menjaga independensi, anggota Komite Audit yang berasal dari luar Commonwealth Bank tidak In performing its duties, the Audit Committee acts professionally and independently, and does not accept intervention from/or intervene other parties. In addition, members of the Audit Committee are not related to any of shareholders, members of the Board of Commissioners or the Board of Directors. To keep its independence, members of the Audit Committee 296 2016 Annual Report Commonwealth Bank | Corporate Governance memiliki hubungan dan keterkaitan secara pribadi yang memungkinkan terjadinya benturan atau konflik kepentingan dengan Bank. originating from outside Commonwealth Bank do not have any personal relation and link that may cause conflict of interest with the Bank. Independensi Komite Audit ditunjukkan dalam tabel berikut: The independency of the Audit Committee is shown in the following table: Aspek Independensi / Independence Aspect Khairil Anwar Suwartini Teuku Radja Sjahnan Jono Effendy Tidak memiliki hubungan keluarga dengan Direksi, Dewan Komisaris dan sesama anggota Komite Audit / No family relationship with any members of the Board of Directors, Board of Commissioners and fellow members of the Audit Committee Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Not concurrently serving as an executive in any political parties, official and government Tidak memiliki kepemilikan saham di Commonwealth Bank / Not having shares in Commonwealth Bank Rapat Komite Audit Meetings of Audit Committee Sepanjang 2016, Komite Audit menyelenggarakan rapat resmi Komite Audit sebagai berikut: Throughout 2016, the Audit Committee convened several Audit Committee official meetings as follows: Periode I Period No. / Anggota / Member Jabatan / Title Feb 1 Khairil Anwar Komisaris Independen / Independent Commisioner 2 Guy Martin Harding *) Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini Komisaris Independen / Independent Commissioner 4 Teuku Radja Sjahnan Pihak Independen / Independent Party 5 Jono Effendy Pihak Independen / Independent Party Apr Jun Aug Oct Dec - - - *) Menyampaikan pengunduran dirinya, efektif pada 30 September 2016. / Has tendered resignation letter, effective on 30 September 2016. Rapat dengan Audit Internal Meeting with Internal Auditors Rapat dengan Audit Internal membahas rencana audit dan realisasinya, pendekatan audit berbasis risiko, lingkup audit, laporan audit yang diterbitkan selama periode pelaporan, temuan signifkan Audit Internal, termasuk temuan berulang yang terjadi di kantor cabang dan, tindak lanjut rencana korektif dari temuan audit internal. Meetings with Internal Auditors discussed the audit plan and its realisation, risk-based audit approach, scope of audit, audit reports issued during the reporting period, significant findings in Internal audit, including repeated findings occurring in branch offices and, follow-up action in the corrective plan from findings during internal audit. 297 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Rapat dengan Auditor Eksternal Meetings with External Auditors Rapat dengan Auditor Eksternal membahas laporan keuangan Commonwealth Bank untuk tanggal yang berakhir pada 31 Desember 2016. Auditor Eksternal telah memberikan pendapat wajar tanpa pengecualian atas laporan keuangan Commonwealth Bank. Selain itu, rapat membahas kepatuhan Commonwealth Bank terhadap standar akuntansi yang berlaku dan temuan Auditor Eksternal terkait pengendalian internal, rencana audit, ruang lingkup audit, dan penerapan PSAK 50/55 oleh Commonwealth Bank. Berdasarkan pembahasan, Komite Audit memberi rekomendasi kepada Dewan Komisaris untuk menyetujui laporan keuangan 2016 dan atas penunjukan KAP Tanudiredja, Wibisana, Rintis & Rekan sebagai Auditor Eksternal Bank. Meetings with External Auditors discussed the financial statements of Commonwealth Bank for the reports ending on 31 December 2016. The external auditors have given unqualified opinion on the financial statements of Commonwealth Bank. In addition, the meetings discussed the compliance of Commonwealth Bank with applicable accounting standards and findings by the external auditors related to internal control, audit plan, scope of audit, and application of the PSAK 50/55 by Commonwealth Bank. Based on discussion, the Audit Committee provides recommendations to the Board of Commissioners to ratify the 2016 financial statements and appointment of the Tanudiredja, Wibisana, Rintis & Partners KAP as the Bank’s External Auditor. Rapat dengan Direksi Meetings with the Board of Directors Rapat dengan Direksi membahas Laporan Keuangan rancangan per Desember 2015, 31 Maret 2016, 30 Juni 2016, dan 30 September 2016, serta membahas tindak lanjut temuan Audit Internal dan untuk Otoritas Jasa Keuangan terkait dengan Aktivitas Fungsional Kredit, Aktivitas Fungsional Teknologi Informasi,dan Penerapan Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme. Meetings with the Board of Directors discussed the draft Financial statements as of December 2015, 31 March 2016, 30 June 2016, and 30 September 2016, and discussed the follow-up action to the findings by the Internal audit and for the Financial Services Authority related to the activities of Credit Functions, Information Technology functions, and Application of Anti Money Laundering and Prevention of Terrorism Funding. Pelaksanaan Kegiatan Komite Audit Audit Committee Activities Selama tahun pelaporan, selain melakukan rapat rutin, Komite Audit telah melaksanakan pekerjaan sesuai tugas dan tanggung jawabnya sebagai berikut: Throughout the reporting year, in addition to convening routine meetings, the Audit Committee has performed its roles based on the following duties and responsibilities: Semester I Tahun 2016: First Semester of 2016: Rapat kerja Komite Audit dihadiri oleh seluruh anggota komite beserta undangan lainnya dari pihak eksekutif yang relevan. Meeting of the Audit Committee is attended by all members of the committee and other parties of relevant executives. Beberapa hal yang dibicarakan selama rapat kerja Komite Audit antara lain: Topics discussed in the meeting of the Audit Committee among others are: • presentasi mengenai perencanaan dan hasil audit, • tindak lanjut serta pengawasan atas temuan audit OJK serta temuan signifikan dari auditor eksternal, • presentation on the audit plan and result, • follow-up and oversight on the audit findings by the Financial Services Authority (OJK) as well as the audit findings by the external auditor, • implementation of DLP (Data Loss Prevention) • follow-up on the findings in the Treasury and Market in relation to limit, • follow-up on the audit findings related to Disaster Recovery and Data Center, • change in the Bank’s business plan from the • pengimplementasian DLP (Data Loss Prevention), • tindak lanjut temuan di unit Treasury and Market terkait limit, • tindak lanjut atas hasil audit terkait Disaster Recovery and Data Center (DRC), • perubahan rencana bisnis Bank dari sebelumnya 298 2016 Annual Report Commonwealth Bank | Corporate Governance menjual seluruh portofolio Komersial ke institusi keuangan lainnya menjadi mengelola “exit” portofolio kredit Komersial, dan • Risk Culture Survey. previous plan of selling all the commercial portfolio to institution, and • Risk Culture Survey. Selain itu anggota Komite Audit secara rutin juga melaksanakan pertemuan baik dengan tim Internal Audit ataupun Eksternal Audit untuk membicarakan hal-hal yang signifikan yang memerlukan input dan perhatian dari Komisaris. In addition, the Audit Committee routinely conducts meeting with the Internal Audit team or the External Audit to discuss significant matters that need inputs and attentions from Commissioners. Semester II Tahun 2016: Second Semester of 2016: Rapat kerja Komite Audit dilaksanakan sebanyak 3 (tiga) kali, secara berturut-turut di bulan Agustus, Oktober dan Desember 2016 dan dihadiri oleh seluruh anggota komite beserta undangan lainnya dari pihak eksekutif yang relevan. The Audit Committee conducted 3 (three) meetings consecutively in August, October and December 2016, which were attended by all members of the committee and other related executives. Beberapa hal yang dibicarakan dalam rapat kerja Komite Audit antara lain: Topics discussed in the meeting of the Audit Committee among others are: • Presentasi mengenai perencanaan dan hasil audit yang dilaksanakan oleh auditor internal maupun eksternal (yaitu PricewaterhouseCoopers Indonesia dan OJK), • Presentation on the audit’s plan and result by internal auditor and external auditor (namely PricewaterhouseCoopers Indonesia and FSA), • Tindak lanjut atas temuan audit yang mencakup permasalahan dalam manajemen dokumen jaminan kredit kepemilikan rumah, permasalahan dalam Consumer Assets Management System (CAMS) yang menyebabkan keterlambatan proses tutup buku akhir bulan, • Follow-up on the audit findings that include issues in the management of collateral document for morgage loans, issues in Consumer Assets Management System (CAMS) that hinder the process of closing book as of the end of each month, • Kesalahan data mengenai hapus tagih yang diumumkan pada Publikasi Laporan Keuangan yang disebabkan oleh tidak adanya sinkronisasi antara kriteria pencatatan data pada core banking dengan kriteria pelaporan yang disyaratkan regulator, • Data error on write-off accounts announced in the Financial Report publication. The error is due to the absence of synchronisation between core banking data recording criteria with reporting criteria required by the regulator, • Pelaksaaan Risk Culture Survey. • Implementation of Risk Culture Survey. Di samping rapat kerja tersebut, anggota Komite Audit juga melakukan pertemuan berkala maupun ad-hoc dengan tim Internal Audit dan Eksternal Audit untuk mendiskusikan hal-hal yang perlu dikonsultasikan dengan Komite Audit. In addition to the aforementioned meeting, members of the Audit Committee holds regular meeting or ad-hoc meeting with the Internal Audit and the External Audit to discuss significant matters. Komite Pemantau Risiko Risk Monitoring Committee Komite Pemantau Risiko dibentuk guna mendukung pelaksanaan tugas dan tanggung The Risk Monitoring Committee is formed to support the effective implementation of duties and responsibilities 299 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan jawab Dewan Komisaris secara efektif. Dalam melaksanakan tugasnya, Komite Pemantau Risiko didukung Piagam Komite Pemantau Risiko yang memberikan kejelasan tanggung jawabnya. of the Board of Commissioners. In performing its duties, the Risk Monitoring Committee is supported by the Risk Monitoring Committee Charter that elaborates its responsibilities. Komposisi dan Keanggotaan Composition and Membership Penyusunan komposisi Komite Pemantau Risiko telah sesuai dengan ketentuan yang berlaku, antara lain, Peraturan Otoritas Jasa Keuangan No.55/ POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum. Peraturan ini menetapkan bahwa anggota Komite Pemantau Risiko paling kurang terdiri dari seorang Komisaris Independen; seorang Pihak Independen yang memiliki keahlian di bidang keuangan; dan seorang Pihak Independen yang memiliki keahlian di bidang manajemen risiko; serta Komite Pemantau Risiko diketuai oleh Komisaris Independen. The composition of the Risk Monitoring Committee has conformed to applicable provisions among others, Regulation of the Financial Services Authority No.55/POJK.03/2016 regarding Application of Good Governance in Commercial Banks. This Regulation stipulates that members of the Risk Monitoring Committee consist of at least one Independent Commissioner; one Independent Party with expertise in the field of finance; and one Independent Party with expertise in the field of risk management; while the Risk Monitoring Committee is chaired by an Independent Commissioner. Komite Pemantau Risiko Commonwealth Bank terdiri dari seorang komisaris independen sebagai ketua dan seorang anggota dari Komisaris Independen, dan dua pihak independen yang memiliki keahlian di bidang Perbankan dan Manajemen Risiko. The Risk Monitoring Committee of Commonwealth Bank consists of one independent commissioner as Chairperson and one member from Independent Commissioner, and two Independent Parties that have expertise in the field of Banking and Risk Management. Komposisi anggota Komite Pemantau Risiko per 31 Desember 2016 adalah sebagai berikut: The composition of members of the Risk Monitoring Committee as of 31 December 2016 is as follows: No. Jabatan / Position Nama / Name 1 Ketua (Komisaris Independen) / Chairperson (Independent Commissioner) Suwartini 2 Anggota (Komisaris Independen) / Member (Independent Commissioner) Khairil Anwar 3 Anggota (Pihak Independen), yang memiliki keahlian pada bidang Keuangan dan Akuntansi / Member (Independent Party), that has expertise in the field of Finance and Accounting Teuku Radja Sjahnan 4 Anggota (Pihak Independen), yang memiliki keahlian pada bidang Perbankan dan Manajemen Risiko / Member (Independent Party), that has expertise in the field of Banking and Risk Management Jono Effendy Profil Komite Pemantau Risiko Profile of Risk Monitoring Committee Komite Audit Commonwealth Bank diisi oleh personelpersonel dengan latar belakang pendidikan dan pengalaman yang sesuai dan mendukung tugas dan tanggung jawabnya. The Audit Committee of Commonwealth Bank consists of personnel with the education backgrounds and experience conforming to and supporting their duties and responsibilities. Suwartini Suwartini Ketua/Komisaris Independen Chairperson/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. Her profile can be seen in the Profile of the Board of Commissioners. 300 2016 Annual Report Commonwealth Bank | Corporate Governance Khairil Anwar Khairil Anwar Anggota/Komisaris Independen Member/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. His profile can be seen in the Profile of the Board of Commissioners. Teuku Radja Sjahnan Teuku Radja Sjahnan Anggota/Pihak Independen Member/Independent Party Profil dapat dilihat di Bagian Profil Komite Audit. His profile can be seen in the Profile of Audit Committee. Jono Effendy Jono Effendy Anggota/Pihak Independen Member/Independent Party Profil dapat dilihat di Bagian Profil Komite Audit. His profile can be seen in the Profile of Audit Committee. Tugas dan Tanggung Jawab Duties and Responsibilities Komite Pemantau Risiko bertanggung jawab memantau delapan area risiko yang harus Commonwealth Bank kelola, yaitu Risiko Kredit, Pasar, Likuiditas, Operasional, Hukum, Reputasi, Kepatuhan dan Strategis, dan memastikan bahwa penerapan manajemen risiko telah sesuai dengan kebijakan manajemen risiko. The Risk Monitoring Committee is responsible for monitoring eight risk areas that must be managed by Commonwealth Bank, namely the Risks of Credit, Market, Liquidity, Operations, Law, Reputation, Compliance and Strategic, and to ensure that application of risk management has conformed to the policy of risk management. Komite juga memantau dan menilai kinerja Executive Risk Committees dan unit kerja Manajemen Risiko dalam melaksanakan tugas mereka, juga memantau perkembangan kasus hukum yang melibatkan Bank dan menilai risiko terkait, seperti risiko hukum, reputasi dan kepatuhan. Komite Pemantau Risiko secara berkala melaporkan kegiatannya, termasuk pemberian nasihat tentang hal-hal yang menjadi perhatian Dewan Komisaris. The Committee also monitors and assesses the performance of Executive Risk Committees and the working unit of Risk Management in performing their duties, and also monitors the development of legal cases which involve the Bank and assess the related risks, such as the risks of law, reputation and compliance. The Risk Monitoring Committee periodically reports its activities, including advice provision concerning matters that attract the attention of the Board of Commissioners. Independensi Komite Pemantau Risiko Independency of Risk Monitoring Committee Dalam menjalankan tugas, Komite Pemantau Risiko bertindak secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/atau kepada pihak lainnya. Selain itu, anggota Komite Pemantau Risiko tidak terkait dengan pemegang saham, Dewan Komisaris maupun Direksi. Untuk menjaga independensi, anggota Komite Pemantau yang berasal dari luar Commonwealth Bank tidak memiliki hubungan dan keterkaitan secara pribadi yang memungkinkan terjadinya benturan atau konflik kepentingan dengan Bank. In performing its duties, the Risk Monitoring Committee acts professionally and independently, and does not accept intervention from/or intervene other parties. In addition, members of the Risk Monitoring Committee are not related to any of shareholders, members of the Board of Commissioners or Board of Directors. To keep its independence, members of the Monitoring Committee originating from outside Commonwealth Bank do not have any personal relation and link that may cause conflict of interest with the Bank. Independensi Komite Pemantau Risiko ditunjukkan dalam tabel berikut: The independency of the Risk Monitoring Committee is shown in the following table: 301 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Aspek Independensi / Independence Aspect Suwartini Khairil Anwar Teuku Radja Sjahnan Jono Effendy Tidak memiliki hubungan keluarga dengan Direksi, Dewan Komisaris dan sesama anggota Komite Audit / No family relationship with any members of the Board of Directors, Board of Commissioners and fellow members of the Audit Committee Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Not concurrently serving as an executive in any political parties, official and government Tidak memiliki kepemilikan saham di Commonwealth Bank / Not having shares in Commonwealth Bank Rapat Komite Pemantau Risiko Meetings of Risk Monitoring Committee Sepanjang 2016, Komite Pemantau Risiko menyelenggarakan rapat resmi sebagai berikut: Throughout 2016, the Risk Monitoring Committee convened official meetings as follows: Periode I Period No. Anggota / Member Jabatan / Position Feb 1 Khairil Anwar Komisaris Independen / Independent Commisioner 2 Guy Martin Harding *) Wakil Presiden Komisaris / Vice President Commissioner 3 Suwartini Komisaris Independen / Independent Commissioner 4 Teuku Radja Sjahnan Pihak Independen / Independent Party 5 Jono Effendy Pihak Independen / Independent Party Apr Jun - Aug Oct Dec - - *) Menyampaikan pengunduran dirinya, efektif pada 30 September 2016. / Has tendered resignation, effective on 30 September 2016. Pelaksanaan Kegiatan Komite Pemantau Risiko Activities of Risk Monitoring Committee Selama tahun pelaporan, selain menyelenggarakan rapat rutin, Komite Pemantau Risiko telah melaksanakan pekerjaan sesuai tugas dan tanggung jawabnya sebagai berikut: Throughout the reporting year, in addition to organising routine meetings, the Risk Monitoring Committee has performed its duties in accordance with its duties and responsibilities as follows: Semester I Tahun 2016: First Semester of 2016: Rapat kerja Komite Pemantau Risiko dalam Semester I 2016 dihadiri secara lengkap oleh seluruh anggota komite beserta undangan lainnya dari pihak eksekutif sesuai dengan topik/bidang yang dibicarakan. Di luar rapat tersebut, Komite Pemantau Risiko juga melaksanakan pertemuan-pertemuan dengan anggota dari satuan kerja Manajemen Risiko (Risiko Kredit, Risiko Operasional, dan Departemen Kepatuhan) saat dianggap perlu. The Risk Monitoring Committee’s meeting in the first Semester of 2016 was attended by all members of the committee along with other parties of relevant executives based on the topics discussed. Outside the meeting, if deemd necessary, the Risk Monitoring Committee also holds meetings with members of Risk Management working units (Credit Risk, Operational Risk and Compliance Risk). 302 2016 Annual Report Commonwealth Bank | Corporate Governance Beberapa hal yang dibicarakan selama rapat kerja Komite Pemantau Risiko antara lain: Topics discussed during meeting of the Risk Monitoring Committee among others are: • Risk, Security & Compliance Assessment, Risk & Control Self Assessment, • NPL, • restrukturisasi akun nasabah & penghapus bukuan, • Laporan Kuartalan Risk Profile, • Risk Appetite Statement, • kebijakan-kebijakan seperti mengkaji proses end to end AML & Sanction, • analisa sensitivitas dari pendanaan dan penyaluran dana Bank, • Good Corporate Governance Policy, • Integrated Governance and Risk Management for Financial Conglomeration, • Annual Liquidity Review • memonitor dan meminta update atas perkembangan kredit macet. • Risk, Security & Compliance Assessment, Risk & Control Self Assessment, • NPL, • restructuring customer account and write-off • Quarterly Report of Risk Profile, • Risk Appetite Statement, • policies such as reviewing processes of end to end AML & Sanction, • sensitivity analysis of the Bank’s financing and fund channel, • Good Corporate Governance Policy, • Integrated Governance and Risk Management for Financial Conglomeration, • Annual Liquidity Review • monitoring and updating on non-performing loans development. Semester II Tahun 2016: Second Semester of 2016: Rapat kerja Komite Pemantau Risiko dalam Semester II 2016 membahas mengenai: Meeting of the Risk Monitoring Committee in the second semester of 2016 discussed: 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Laporan Profil Risiko Risk Appetite Statement Manajemen kredit macet (Non Performing Loans) Interest Rate Sensitivity Analysis Risiko Kepatuhan terhadap Kebijakan Gift and Entertainment 6. Risiko Operasional berupa ATM skimming dan penipuan tagihan manfaat kesehatan 7. Common Reporting Project FATCA 8. Pemantauan Risiko Reputasi dengan pembentukan service council untuk memantau keluhan nasabah, strategi SME serta membahas perubahan terhadap Credit Committee Charter. Risk Profile Report Risk Appetite Statement Management of Non Performing Loans Interest Rate Sensitivity Analysis Compliance Risk to the policiy of Gift and Entertainment 6. Operasional Risk in the forms of ATM skimming and health benefit billing fraud 7. Common Reporting Project FATCA 8. Monitoring of Risk Monitoring by means of forming service council to monitor customer complaints, SME strategy, and discussing the change of Credit Committee Charter. Komite Remunerasi dan Nominasi Remuneration and Nomination Committee Seperti halnya Komite lain di bawah Dewan Komisaris, Komite Remunerasi dan Nominasi juga dibentuk untuk membantu pelaksanaan tugas Dewan Komisaris agar lebih efektif. Komposisi Komite Remunerasi dan Nominasi telah sesuai dengan peraturan yang berlaku, antara lain, Peraturan Otoritas Jasa Keuangan No.55/ As for other Committees under the Board of Commissioners, the Remuneration and Nomination Committee is formed to assist the Board of Commissioners so as to run its duties more effectively. The Composition of the Remuneration and Nomination Committee has conformed to applicable regulations, 303 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan POJK.03/2016 tentang Penerapan Tata Kelola Bagi Bank Umum. Peraturan ini mengatur ketentuan yakni anggota Komite Remunerasi dan Nominasi paling kurang terdiri dari seorang Komisaris Independen; seorang Komisaris; dan seorang Pejabat Eksekutif. Adapun Ketua Komite Remunerasi dan Nominasi dijabat oleh Komisaris Independen. among others, Regulation of the Financial Services Authority No.55/POJK.03/2016 regarding Application of Good Governance for Commercial Banks. This Regulation provides that members of the Remuneration and Nomination Committee shall consist of at least one Independent Commissioner; one Commissioner; and one Executive Officer. Chairperson of the Remuneration and Nomination Committee is assumed by an Independent Commissioner. Per 31 Desember 2016, susunan Komite Remunerasi dan Nominasi Commonwealth Bank terdiri dari seorang Komisaris Independen sebagai Ketua dan dua anggota yang terdiri dari seorang Komisaris dan seorang perwakilan pejabat eksekutif dari Departemen Sumber Daya Manusia. As of 31 December 2016, the composition of members of the Remuneration and Nomination Committee of Commonwealth Bank comprised one Independent Commissioner as Chairperson and two members consisting of one Commissioner and one representative of executive officer from the Department of Human Resources. Komposisi Komite Remunerasi dan Nominasi per Desember 2016 adalah sebagai berikut: The composition of the Remuneration and Nomination Committee as of December 2016 is as follows: No. Nama / Name Jabatan / Position 1 Suwartini (Komisaris Independen / Independent Commissioner) Ketua / Chairperson 2 Khairil Anwar (Komisaris Independen / Independent Commissioner) Anggota / Member 3 Bagus Harimawan (Chief of Human Resources) Anggota / Member Profil Komite Remunerasi dan Nominasi Profile of Remuneration and Nomination Committee Komite Remunerasi dan Nominasi oleh personelpersonel dengan latar belakang pendidikan dan pengalaman yang sesuai dan mendukung tugas dan tanggung jawabnya. The Remuneration and Nomination Committee consists of personnel with the educational backgrounds and experience conforming to and supporting their duties and responsibilities. Suwartini Suwartini Ketua/Komisaris Independen Chairperson/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. Her profile can be seen in the Profile of the Board of Commissioners. Khairil Anwar Khairil Anwar Anggota/Komisaris Independen Member/Independent Commissioner Profil dapat dilihat di Bagian Profil Dewan Komisaris. His profile can be seen in the Profile of the Board of Commissioners. Bagus Harimawan Bagus Harimawan Anggota/Pejabat Eksekutif yang membawahi Sumber Daya Manusia Member/ Executive Officer overseeing Human Resources Bagus Harimawan menyelesaikan gelar Sarjana bidang Financial Management di Universitas Brawijaya, Malang. Beliau telah bergabung di Commonwealth Bank sejak tahun 2010. Bagus Harimawan obtained his bachelor’s degree program in Financial Management from the University of Brawijaya, Malang. He has joined PT. Bank Commonwealth since 2010. 304 2016 Annual Report Commonwealth Bank | Corporate Governance Bagus Harimawan telah berkecimpung di bidang Sumber Daya Manusia selama hampir 20 tahun, termasuk hampir 10 tahun berada di industri Perbankan, yakni Citibank N.A, HSBC, dan Standard Chartered Bank. Jabatan beliau di Commonwealth Bank saat ini sebagai Chief of Human Resources. Bagus Harimawan has been involved in the field of Human Resources for almost 20 years, including nearly 10 years in the Banking industry, namely Citibank N.A, HSBC, and Standard Chartered Bank. His current position in PT. Bank Commonwealth is the Head of Human Resources. Tugas dan Tanggung Jawab Duties and Responsibilities Tugas dan tanggung jawab Komite Remunerasi dan Nominasi adalah sebagai berikut: The duties and responsibilities of the Remuneration and Nomination Committee are as follows: Komite bertanggung jawab untuk melaksanakan fungsi pengawasan terhadap penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi anggota Dewan Komisaris, anggota Direksi, dan karyawan Bank yang diajukan oleh Direksi melalui Presiden Direktur dan/atau Direktur yang bertanggung jawab atas Direktorat/Fungsi Sumber Daya Manusia, yang memiliki dampak dan/atau perubahan signifikan pada kondisi finansial Bank dan/atau yang memiliki dampak signifikan pada Anggota Dewan Komisaris, Direksi dan Karyawan Bank yang didasarkan pada remunerasi berbasis kinerja dengan memperhatikan faktor-faktor risiko yang ada, yakni: The Committee is responsible for performing its oversight function in preparation and/or implementation of Remuneration Program and Policy for members of the Board of Commissioners, members of the Board of Directors, and employees of the Bank proposed by the Board of Directors through the President Director and/or Director that oversees the Directorate/Function of Human Resources, that has significant impact and/ or change on the Bank’s financial condition and/or that has significant impact on members of the Board of Commissioners, the Board of Directors and Employees of the Bank based on performance-based remuneration by observing the existing risk factors, namely: a. Kinerja Keuangan Bank beserta tata cara pembukuan sesuai dengan peraturan dan ketentuan yang berlaku. b. Kinerja Bank secara keseluruhan dan kinerja masing-masing Individu. c. Risiko Bank. d. Kewajaran dengan peer group di dalam industri perbankan. e. Menerapkan azas keadilan dan kesetaraan dalam pemberian remunerasi. f. Perbandingan dan daya saing dengan industri yang sejenis. g. Pertimbangan terhadap strategi dan rencana Bank dalam jangka menengah dan/atau jangka panjang. h. Pemenuhan cadangan sebagaimana diatur dalam peraturan perundang-undangan dan potensi pendapatan Bank pada masa yang akan datang. a. The Bank’s Financial performance and the accounting procedures in accordance with applicable regulations and the Bank’s. b. The Bank’s performance as a whole and performance of each individual. c. The Bank’s Risk. d. Reasonability with peer groups in the banking industry. e. Application of the principles of fairness and equality in giving remuneration. f. Comparison and competitiveness with similar industries. g. Consideration on the Bank’s strategy and plan in the medium and/or long-term. h. Fulfillment of reserves as stipulated in law and regulations and the Bank’s potential future earnings. Selain itu, Komite ini juga melakukan evaluasi, menyusun dan memastikan Program dan Kebijakan Remunerasi Bank memiliki daya saing dengan industri sejenis serta menerapkan azas kesetaraan dan keadilan dalam menerapkan Program Remunerasi di Bank berbasiskan kinerja, di antaranya dengan melakukan tinjauan terhadap program remunerasi secara berkala, menyesuaikan dan meningkatkan program-program remunerasi dan manfaat. In addition, this Committee also evaluates, prepares and ensures that the Bank’s Remuneration Program and Policy has competitiveness with similar industries and applies the principles of equality and fairness in applying performance-based Remuneration Program at the Bank among others by reviewing the remuneration program periodically, adjusting and improving the remuneration and benefits programs. 305 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Setelah melaksanakan fungsi pengawasan, termasuk melakukan evaluasi, Komite akan memberikan rekomendasi kepada Dewan Komisaris mengenai: After performing its oversight function, including evaluation, the Committee shall give recommendation to the Board of Commissioners on: a. Penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi Direksi dan Dewan Komisaris untuk disampaikan kepada RUPS; dan a. Preparation and/or implementation of the Remuneration Program and Policy for the Board of Directors and the Board of Commissioners to be forwarded to the GMS; and b. Penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi pegawai secara keseluruhan untuk disampaikan kepada Direksi. b. Preparation and/or implementation of the Remuneration Program and Policy for employees as a whole to be forwarded to the Board of Directors. Komite juga bertanggung jawab dalam: The Committee is also responsible for: a. Memberikan rekomendasi kepada Dewan Komisaris terkait dengan sistem, prosedur, pemilihan, pengangkatan, penggantian, dan pengangkatan kembali untuk anggota Dewan Komisaris dan anggota Direksi kepada Dewan Komisaris, termasuk calon anggota Dewan Komisaris dan/atau calon anggota Direksi untuk disampaikan kepada RUPS; a. Giving recommendation to the Board of Commissioners related to the system, procedure, election, appointment, replacement, and reappointment for members of the Board of Commissioners and members of the Board of Directors, including prospective members of the Board of Commissioners and/or prospective members of the Board of Directors to be forwarded to the GMS; b. Terkait dengan pemilihan, pengangkatan, penggantian, dan pengangkatan kembali Pihak Independen yang menjadi anggota komite-komite organ kerja Dewan Komisaris, Komite memberikan rekomendasi lebih lanjut kepada Dewan Komisaris untuk dapat dilakukan tinjauan lebih lanjut; b. Related to selection, appointment, replacement, and re-appointment of an Independent Party to become a member of committees in the working structure of the Board of Commissioners, the Committee also gives further recommendation to the Board of Commissioners for further review; c. Melakukan tinjauan lebih lanjut terhadap rekomendasi Presiden Direktur atas pemaparan mengenai tinjauan kinerja secara berkala dari Direktur-Direktur dan Manajemen Puncak (Top Management) yang berada pada 1 (satu) tingkat dibawah Presiden Direktur selama masa penugasan tiap-tiap individu tersebut di Bank dan akan menyusun rekomendasi lebih lanjut kepada Dewan Komisaris. c. Further reviewing the recommendation of the President Director related to presentation of periodic review from Directors and Top Management which is 1 (one) level below the President Director during the assignment of each individual in the Bank and prepare further recommendation to the Board of Commissioners. Independensi Komite Remunerasi dan Nominasi Independency of Remuneration and Nomination Committee Dalam menjalankan tugas, Komite Remunerasi dan Nominasi bertindak secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/ atau kepada pihak lainnya. Selain itu, anggota Komite Remunerasi dan Nominasi tidak terkait dengan pemegang saham, Dewan Komisaris maupun Direksi. Untuk menjaga independensi, anggota Komite Remunerasi dan Nominasi yang berasal dari luar Commonwealth Bank tidak memiliki hubungan dan keterkaitan secara pribadi yang memungkinkan terjadinya benturan atau konflik kepentingan dengan Bank. In performing its duties, the Remuneration and Nomination Committee acts professionally and independently, and does not accept intervention from/ or intervene other parties. In addition, members of the Remuneration and Nomination Committee are not related to any of shareholders, members of the Board of Commissioners or Board of Directors. To keep its independence, members of the Remuneration and Nomination Committee originating from outside Commonwealth Bank do not have any personal relation and link that may cause conflict of interest with the Bank. 306 2016 Annual Report Commonwealth Bank | Corporate Governance Independensi Komite Remunerasi dan Nominasi ditunjukkan dalam tabel berikut: The independency of the Remuneration and Nomination Committee is shown in the following table: Aspek Independensi / Independence Aspect Suwartini Khairil Anwar Bagus Harimawan Tidak memiliki hubungan keluarga dengan Direksi, Dewan Komisaris dan sesama anggota Komite / No family relationship with any members of the Board of Directors, Board of Commissioners and fellow members of the Audit Committee Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Not concurrently serving as an executive in any political parties, official and government Tidak memiliki kepemilikan saham di Commonwealth Bank / Not having shares in Commonwealth Bank Rapat Komite Remunerasi dan Nominasi Meetings of Remuneration and Nomination Committee Sepanjang 2016, Komite telah menyelenggarakan beberapa rapat sebagai berikut: Throughout 2016, the Remuneration and Nomination Committee convened official meetings as follows: Kehadiran I Attendance Tanggal / Date Suwartini Khairil Anwar Bagus Harimawan 6 Pertemuan (100%) / 6 Meetings (100%) 6 Pertemuan (100%) / 6 Meetings (100%) 25 Feb 2016 - 28 Apr 2016 23 Jun 2016 18 Aug 2016 25 Okt 2016 Jumlah kehadiran dan Persentase / Total Attendance and Percentage 5 Pertemuan (83.3%) / 5 Meetings (83.3%) Pelaksanaan Kegiatan Komite Remunerasi dan Nominasi Activities of Remuneration and Nomination Committee Selama tahun pelaporan, selain menyelenggarakan rapat rutin, Komite Remunerasi dan Nominasi telah melaksanakan pekerjaan sesuai tugas dan tanggung jawabnya sebagai berikut: During the reporting year, in addition to organising routine meetings, the Remuneration and Nomination Committee has performed its function in accordance with its duties and responsibilities as follows: 1. Menerima surat pengunduran diri Geoffrey Coates sebagai Presiden Komisaris dan Guy Harding sebagai Wakil Presiden Komisaris serta merekomendasikan Suwartini sebagai acting Presiden Komisaris sampai posisi tersebut terisi kembali. 1. Received resignation letter from Geoffrey Coates as President Commissioner and Guy Harding as Vice President Commissioner and recommended Suwartini as the acting President Commissioner until such position is filled-in again. 2. Merekomendasikan perpanjangan Adhiputra Tanoyo sebagai Direktur. 2. Recommended extension of the service term of Adhiputra Tanoyo as Director. masa kerja 307 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan 3. Melakukan evaluasi terhadap kualifikasi, latar belakang, serta profil dan merekomendasikan Robert Dharshan Jesudason sebagai Presiden Komisaris. 3. Evaluated the qualification, background, and profile of and recommended Robert Dharshan Jesudason as President Commissioner. 4. Melakukan evaluasi terhadap kualifikasi, latar belakang, serta profil dan merekomendasikan Andrew Farmer sebagai Wakil Presiden Komisaris. 4. Evaluated the qualification, background, and profile of and recommended Andrew Farmer as Vice President Commissioner. 5. Melakukan evaluasi terhadap kualifikasi, latar belakang, serta profil dan merekomendasikan Stephen Vile sebagai Direktur Risk Management. 5. Evaluated the qualification, background, and profile of and recommended Stephen Vile as Director of Risk Management. 6. Melakukan evaluasi terhadap kualifikasi, latar belakang, serta profil dan merekomendasikan Mei Tjuen Tjioe sebagai Direktur Operations & IT. 6. Evaluated the qualification, background, and profile of and recommended Mei Tjuen Tjioe as Director of Operations & IT. 7. Menyetujui rekomendasi Presiden Direktur untuk pengangkatan Khairil Anwar sebagai bagian dari Komite Remunerasi dan Nominasi. 7. Approved the recommendation of the President Director to appoint of Khairil Anwar as a part of the Remuneration and Nomination Committee. 8. Merekomendasikan perpanjangan masa kerja Jono Effendy dan Teuku Radja sebagai Anggota Komite Independen. 8. Recommended extension of the service term of Jono Effendy and Teuku Radja as Member of the Independent Committee. Komite Tata Kelola Terintegrasi Integrated Good Governance Committee Komite Tata Kelola Terintegrasi dan Piagam Komite telah ditetapkan pada tanggal 29 Oktober 2015. The Integrated Governance Committee and Committee Chapter were established on 29 October 2015. Tujuan dari pembentukan Komite Tata Kelola Terintegrasi adalah untuk mendukung tugas Dewan Komisaris Entitas Utama dalam: The objective of the committee’s establishment is to support the Board of Commissioners of the main entity in performing their duties of: 1. Mengevaluasi efektifitas pelaksanaan tugas dan tanggung jawab dari Direksi Entitas Utama, serta memberikan arahan/nasihat kepada Direksi Entitas Utama untuk penyempurnaan Pedoman Tata Kelola Terintegrasi 1. Evaluating the effectiveness of the execution of duties and responsibilities of the Board of Directors of the main entity, and providing directions/ suggestions to the Board of Directors of the main entity for the improvement of the integrated governance guidelines 2. Mengawasi efektifitas pelaksanaan Tata Kelola Terintegrasi selaras dengan Pedoman Tata Kelola Terintegrasi, dan 2. Monitoring the effectiveness of the implementation the integrated governance to be in line with the integrated governance guidelines, and 3. Mengevaluasi efektifitas Pedoman Tata Kelola Terintegrasi. 3. Evaluating the effectiveness of the integrated governance guidelines. 308 2016 Annual Report Commonwealth Bank | Corporate Governance Komposisi Komite Tata Kelola Terintegrasi Desember 2016 adalah sebagai berikut: per The composition of Integrated Governance Committee as of December 2016 is as follows: No. Jabatan / Position Nama / Name 1 Ketua dan anggota (Komisaris Independen Commonwealth Bank) / Chairperson and member (Independent Commissioner of Commonwealth Bank) Suwartini 2 Anggota (Komisaris Independen PT Commonwealth Life) / Member (Independent Commissioner of PT Commonwealth Life) Jono Effendy 3 Anggota (Pihak Independen Commonwealth Bank) / Member (Independent party from Commonwealth Bank) Teuku Radja Profil Komite Tata Kelola Terintegrasi Profiles of Integrated Governance Committee Komite Remunerasi dan Nominasi oleh personelpersonel dengan latar belakang pendidikan dan pengalaman yang sesuai dan mendukung tugas dan tanggung jawabnya. Members of the Integrated Governance Committee are individuals with education background and experiences relevant to their duties and responsibilities. Suwartini Suwartini Ketua/Komisaris Independen Commonwealth Bank Chairperson/Independent Commissioner of Commonwealth Bank Profil dapat dilihat di Bagian Profil Dewan Komisaris. Her profile can be seen in the Profile of the Board of Commissioners. Jono Effendy Jono Effendy Anggota/ Komisaris Independen PT Commonwealth Life Member/Independent Commissioner of PT Commonwealth Life Commonwealth Life Profil dapat dilihat di Bagian Profil Komite Audit. His profile can be seen in the profile of the Board of Commissioners. Teuku Radja Sjahnan Teuku Radja Sjahnan Anggota/Pihak Independen Commonwealth Bank Member/Independent party from Commonwealth Bank Profil dapat dilihat di Bagian Profil Komite Audit. His profile can be seen in the profile of the Board of Commissioners. Tugas dan Tanggung Jawab Duties and Responsibilities Komite Tata Kelola Terintegrasi memiliki tugas dan tanggung jawab sebagai berikut: The Integrated Governance Committee has the following duties and responsibilities: 1. Mendukung tugas Dewan Komisaris Entitas Utama dalam mengevaluasi pelaksanaan Tata Kelola Terintegrasi oleh Direksi Entitas Utama paling sedikit melalui penilaian kecukupan pengendalian intern dan pelaksanaan fungsi kepatuhan secara terintegrasi. 1. Support the work of the Board of Commissioners in evaluating the implementation of integrated governance by the Board of Directors in the form of, at the very least, the assessment of the adequacy of internal control and the implementation of integrated compliance function. 2. Memberikan rekomendasi kepada Dewan Komisaris Entitas Utama untuk penyempurnaan Kebijakan Tata Kelola Terintegrasi menyelenggarakan rapat 2. Give recommendation to the Board of Commissioners for the improvement of Integrated governance policy and hold the Integrated 309 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Komite Tata Kelola Terintegrasi paling sedikit 1 (satu) kali setiap semester. Governance Committee meetings at least one (1) time in one semester. 3. Hasil rapat Komite Tata Kelola Terintegrasi telah dituangkan dalam risalah rapat dan didokumentasikan dengan baik, termasuk pengungkapan secara jelas dissenting opinions beserta alasannya yang terjadi dalam rapat Komite Tata Kelola Terintegrasi. 3. Prepare and document the minute of the result of the committee meetings, including the clear disclosure of dissenting opinions and their arguments as they occur in the committee meetings. Independensi Komite Tata Kelola Terintegrasi Independence of the Integrated Governance Committee Dalam menjalankan tugas, Komite Tata Kelola Terintegrasi bertindak secara profesional dan independen, serta tidak menerima/melakukan intervensi dari/atau kepada pihak lainnya. Selain itu, anggota Komite Tata Kelola Terintegrasi tidak terkait dengan pemegang saham, Dewan Komisaris maupun Direksi. Untuk menjaga independensi, anggota Komite yang berasal dari luar Commonwealth Bank tidak memiliki hubungan dan keterkaitan secara pribadi yang memungkinkan terjadinya benturan atau konflik kepentingan dengan Bank. In performing its duties, the Integrated Governance Committee acts professionally and independently. The committee does not receive interference from, nor does it interfere, other parties. Moreover, the members of the Integrated Governance Committee are not related to any of the shareholders, the Board of Commissioners or the Board of Directors. To maintain its independence, the committee members coming from outside Commonwealth Bank does not have any personal relationship or connection which may cause any conflict of interest with the Bank. Aspek Independensi / Aspect of Independence Suwartini Jono Effendy Teuku Radja Sjahnan Tidak memiliki hubungan keluarga dengan Direksi, Dewan Komisaris dan sesama anggota Komite Tata Kelola Terintegrasi / Does not have familial relationship with any members of the Board of Directors, the Board of Commissioners, and other members of the committee Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah / Doesn’t serve as a trustee in a political party, or as a government official Tidak memiliki kepemilikan saham di Commonwealth Bank / Doesn’t have shares in Commonwealth Bank Rapat Komite Tata Kelola Terintegrasi Committee Meetings Sepanjang 2016, Komite Tata Kelola Terintegrasi menyelenggarakan rapat resmi sebagai berikut: Throughout 2016, the Integrated Committee held the following meetings: Governance Periode I Period No. / Anggota / Member Jabatan / Title Feb 1 Suwartini Komisaris Independen Commonwealth Bank / Independent Commissioner of Commonwealth Bank 2 Jono Effendy Komisaris Independen PT Commonwealth Life / Independent Commissioner of PT Commonwealth Life 3 Teuku Radja Pihak Independen Commonwealth Bank / Independent Party from Commonwealth Bank Jul *) *) Sdri. Suwartini berhalangan hadir dan ketidakhadiran telah diwakilkan oleh Sdr. Khairil Anwar / Ms. Suwartini couldn’t attend and was represented by Khairil Anwar. 310 2016 Annual Report Commonwealth Bank | Corporate Governance Komite-Komite di Bawah Direksi Committees Under the Board of Directors Dalam pelaksanaan tugasnya, Direksi didukung oleh 8 (delapan) komite, yakni: In the performance of its duties, the Board of Directors is supported by 8 (eight) committees, namely: 1. 2. 3. 4. 5. 6. 7. 8. 1. 2. 3. 4. 5. 6. 7. 8. Risk Management Committee Asset and Liability Committee (ALCO) Komite Kredit Komite Pengarah Teknologi Informasi Komite Disipliner Komite Risiko Operasional People Committee Komite Manajemen Risiko Terintegrasi Risk Management Committee Asset and Liability Committee (ALCO) Credit Committee Information Technology Steering Committee Disciplinary Committee Operational Risk Committee People Committee Integrated Risk Management Commitee Risk Management Committee (RMC) Risk Management Committee (RMC) Pembentukan RMC bertujuan untuk membantu Direksi dan Tim Manajemen dalam memantau dan mengelola Risiko Kredit, Pasar, Likuiditas, Operasional, Hukum, Strategis, Kepatuhan dan Reputasi, guna memastikan kesesuaian dengan kebijakan internal dan persyaratan Otoritas Jasa Keuangan. Establishment of RMC has the purpose to assist the Board of Directors and the Management Team in monitoring and managing the Risks of Credit, Market, Liquidity, Operation, Law, Strategy, Compliance and Reputation, so as to ensure conformity with the internal policy and requirements of the Financial Services Authority. Komposisi Composition Komposisi Risk Management Committee sebagai berikut: Composition of the Risk Management Committee is as follows: Ketua / Chairperson : Direktur Manajemen Risiko / Director of Risk Management Anggota / Members : Direksi atau pemegang jabatan senior setara di Commonwealth Bank / Board of Directors or a person with senior equivalent position at Commonwealth Bank Presiden Direktur / President Director Direktur Operations & IT / Director of Operations & Information Technology Kepala Satuan Audit Internal (anggota non-voting) / Head of Internal Audit Unit (non-voting member) Direktur Perbankan Retail / Director of Retail Banking Direktur Strategic, Digital Solution & Customer Franchise / Director of Strategy Digital Solutions of Customer Franchise Direktur Kepatuhan / Director of Compliance Chief Financial Officer / Chief Financial Officer Chief of Treasury & Markets / Head of Treasury & Markets Chief of Human Resources / Head of Human Resources 311 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Tugas dan Tanggung Jawab 1. Memberikan rekomendasi Direktur terkait dengan: Duties and Responsibilities Presiden 1. Give recommendation to the President Director related to: • Pembuatan kebijakan, strategi dan petunjuk terkait manajemen risiko • Formulation of policies, strategies and guidelines related to risk management • Perbaikan terkait penerapan manajemen risiko berdasarkan hasil evaluasi yang telah dilakukan • Improvement related to application of risk management based on the result of evaluation 2. Menjamin pelaksanaan kerangka kerja manajemen risiko Bank secara efektif melalui: 2. Guarantee effective implementation of the Bank’s risk management framework by: • Mengkaji dan mendukung kerangka kerja manajemen risiko Bank, yang termasuk namun tidak terbatas pada kerangka Internal Capital Adequacy Assessment Process, Pernyataan Risk Appetite, dokumen Risiko Material, dan Key Risk Indicators (KRI) Bank. • Reviewing and supporting the Bank’s risk management framework, including but not limited to the framework of the bank’s Internal Capital Adequacy Assessment Process, Statement of Risk Appetite, documents of Material Risks, and Key Risk Indicators (KRI). • Memantau efektivitas fungsi masing-masing komite risiko, yang mencakup namun tidak terbatas pada aktivitas meninjau dan mendukung penerapan piagam masingmasing, secara berkala meninjau KRI masingmasing komite, meninjau dan mendukung dokumen kebijakan dan prosedur, meninjau rencana tindak yang diusulkan komite-komite tersebut dan memastikan pelaksanaannya sesuai standar yang telah disepakati. • Monitoring the effectiveness of function of each risk committee, which includes but not limited to the activity of reviewing and supporting the application of each charter, periodically reviewing the KRI of each committee, reviewing and supporting the document of policy and procedure, reviewing the action plan proposed by those committees and ensuring the implementation thereof conforms to the agreed standard. 3. Memberikan arahan tingkat tinggi dan panduan untuk setiap area risiko dengan: 3. Provide high-level guidelines and guidance for each risk area by: • Mengkaji dan mengesahkan laporan profil risiko masing-masing area risiko. • Reviewing and supporting reports of risk profile of each risk area. • Mengkaji dan mengesahkan kebijakan dan prosedur. dokumen • Reviewing and supporting the documents of policy and procedure. • Mengkaji setiap pelanggaran di ambang batas KRI dan temuan audit. • Reviewing each violation in the KRI threshold and audit finding. • Menjadi titik eskalasi bagi komite atas semua hal yang terkait manajemen risiko, yang meliputi namun tidak terbatas pada insiden risiko yang signifikan dan penyimpangan ad-hoc dalam kebijakan dan prosedur. • Becoming the escalation point for the committee for all matters related to risk management, which includes but not limited to incidents of significant risks and ad hoc deviation in policies and procedures. 4. Memberikan dukungan atas dokumen yang perlu diajukan kepada Komite Pemantau Risiko, yang mungkin mencakup dokumen kebijakan dan prosedur dan penyimpangan dari kebijakan dan prosedur yang ada. 4. Provide support for the documents that need to be submitted to the Risk Monitoring Committee that may include the documents of policies and procedures and deviation from the existing policies and procedures. 312 kepada 2016 Annual Report Commonwealth Bank | Corporate Governance Asset and Liability Committee (ALCO) Asset and Liability Committee (ALCO) Tujuan pembentukan ALCO adalah untuk mengawasi risiko pasar, manajemen banking book, strategi pendanaan dan pinjaman, aktivitas trading, serta kebijakan dan metodologi manajemen modal yang digunakan oleh Commonwealth Bank; memastikan konsistensi antara risiko dan tujuan permodalan Dewan Komisaris dengan risiko pasar dan prinsip-prinsip manajemen dan kebijakan permodalan Commonwealth Bank; dan menyetujui hasil kajian produk yang telah dianalisa dan direkomendasikan oleh Product Owner dan pemangku kepentingan terkait untuk produk baru, produk yang sudah ada dan produk yang dihentikan berkenaan dengan risiko reputasi, kebutuhan nasabah, risk appetite, dan peraturan/kebijakan. The purpose of setting up ALCO is to monitor market risks, management of banking book, funding and loan strategy, trading activities as well as capital management policies and methodology used by PT. Bank Commonwealth; ensure consistency between the risk and purpose of capital extension of the Board of Commissioners and the market risk and Commonwealth Bank’s principles of capital management and policy; and approve the result of reviews on products that have been analysed and recommended by the Product Owner and stakeholders related to new products, existing products and products which production is discontinued due to the risk of reputation, customers’ needs, risk appetite, and regulations/policies. Komposisi Composition Ketua / Chairperson : Presiden Direktur / President Director Anggota / Members : Chief of Treasury & Markets / Head of Treasury & Markets Chief Financial Offcer / Chief Financial Officer Director/Chief of Strategy, Digital Solutions, and Customer Franchise / Director/Head of Strategy, Digital Solutions, and Customer Franchise Direktur Operations & IT / Director of Operations & IT Direktur Perbankan Retail dan Bisnis / Director of Retail Banking and Business Direktur Manajemen Risiko / Director of Risk Management Dua orang perwakilan Kepala Unit Bisnis di bawah Perbankan Retail dan Bisnis / Two representatives from Head of Business Units under Retail Banking and Business ALCO memiliki anggota non-voting, yaitu Head of Liquidity & Balance Sheet Management, Head of Market and Balance Sheet Risk Management, Head of Wholesale Banking, Head of SME Banking, Head of Sales and Distribution, Head of Consumer Liabilities Products & Wealth Management, Head of Consumer Lending Products, Direktur Kepatuhan (atau pengganti yang ditunjuk) sebagai pengamat. ALCO has non-voting members, namely Head of Liquidity & Balance Sheet Management, Head of Market and Balance Sheet Risk Management, Head of Wholesale Banking, Head of SME Banking, Head of Sales and Distribution, Head of Consumer Liabilities Products & Wealth Management, Head of Consumer Lending Products, Director of compliance (or the designated replacement) as observers. Tugas dan Tanggung Jawab Duties and Responsibilities 1. Meninjau usulan kebijakan dan metodologi untuk mendapatkan persetujuan Dewan Komisaris. Tinjauan termasuk perubahan bauran atau sasaran permodalan, manajemen likuiditas, pembiayaan, penempatan/investasi, funds transfer pricing, risiko pasar baik traded maupun non-traded; 1. Review the proposed policy and methodology to get approval from the Board of Commissioners. The review includes change in the capital mix or target, liquidity management, funding, placement/ investment, funds transfer pricing, market risks both traded and non-traded; 2. Menyetujui sasaran dan strategi perubahan pengelolaan modal dan risiko pasar non-traded yang menjadi otoritas Presiden Direktur; 2. Approve the target and strategy of change of capital management and non-traded market risk to become under the authority of the President Director; 313 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan 3. Menyetujui investasi atas permodalan dan/ persyaratan dividen oleh/untuk pemegang saham; 3. Approve investment on capitalisation and/or dividend requirements by and for shareholders; 4. Mengawasi dan menjamin bahwa kualitas aset senantiasa baik; 4. Monitor and ensure that the quality of assets is always up to par; 5. Mengawasi kepatuhan kebijakan, permodalan, dan eksposur risiko; posisi 5. Monitor compliance policy, capitalisation position, risk exposure; 6. Mengawasi kinerja bisnis yang terkait arah dan penjelasan terhadap net interest margin bank dan total banking margin; dan 6. Supervise the performance of business related to direction and explanation of the Bank’s net interest margin and total banking margin; and 7. Mengawasi kepatuhan terhadap ketentuan peraturan dan perundangan yang berlaku. 7. Monitor compliance with applicable laws and regulations. Komite Kredit (KK) Credit Committee (KK) Tujuan dibentuknya Komite Kredit adalah untuk memastikan pengambilan dan pengawasan keputusan kredit yang prudent yang sesuai risk appetite Commonwealth Bank. Komite ini bersifat operasional yang membantu Direksi dalam mengevaluasi dan/atau mengambil keputusan Aplikasi Kredit berdasarkan jumlah dan jenis kredit yang disetujui Direksi. The purpose of forming the Credit Committee is to ensure prudent decision making and supervision of credit extension in accordance with the Bank’s risk appetite. This committee is operational in nature to assist the Board of Directors in evaluating and/or making decisions on Credit Application based on the total number and type of credits approved by the Board of Directors. Komposisi Composition Anggota (dengan hak voting) / Members (with voting rights) : Presiden Direktur / President Director • Direktur Retaill Bisnis / Director of Retail Business • Direktur Strategy, Digital Solutions & Customer Franchise / Director of Strategy, Digital Solutions & Customer Franchise Anggota (tanpa hak voting) / Members (without voting right) : • Kepala Wholesale Banking / Head of Wholesale Banking • Kepala SME Banking / Head of SME Banking • Direktur Manajemen Risiko / Director of Risk Management • Kepala Risiko Kredit atau Delegasinya (Laporan Langsung) / Head of Credit Risk or his/her delegation (Direct Report) • Kehadiran dari tim Risiko Kredit oleh anggota tanpa hak voting menjadi hal perlu guna memberikan pandangan dan rekomendasi seimbang atas tiap proposal yang diserahkan dalam rapat KK. • T he presence of members without voting right in the Credit risk team is important in order to give balanced view and recommendation for each proposal submitted in KK meetings. • KK dapat mengundang Eksekutif lainnya menghadiri sebagian atau seluruh rapat. • KK may invite other Executives to attend some or all the meetings. • Jika Presiden Direktur tidak dapat memimpin komite, Direktur Retail Bisnis akan memimpin rapat. Dalam kapasitas ini, Direktur Retail Bisnis tidak dapat mendelegasikan lagi kewenangannya. • If the President Director is unable to chair a committee meeting, the Director of Retail Business will do. In this capacity, the Director of Retail Business is no longer allowed to delegate his/her authority. 314 2016 Annual Report Commonwealth Bank | Corporate Governance Tugas dan Tanggung Jawab Duties and Responsibilities 1. Menyetujui atau menolak aplikasi kredit sesuai dengan batas-batas yang telah ditentukan oleh Direksi. 1. Approve or reject a credit application in accordance with the limits stipulated by the Board of Directors. 2. Berkoordinasi dengan Assets and Liabilities Committee (ALCO) dalam pendanaan kredit. 2. Coordinate with the Assets and Committee (ALCO) in credit funding. 3. Mematuhi aturan atas tingkat kecukupan penghapusan dan tagihan atas penghapusan piutang, serta pemberian pinjaman kepada pihak terkait. Hal ini harus dalam pengetahuan Dewan Komisaris melalui pertemuan Dewan Komisaris. 3. Comply with regulations on adequacy level for writing off and collecting written off liabilities, and extension of loan to relevant parties. This must be within the knowledge of the Board of Commissioners through meetings of the Board of Commissioners. 4. Meninjau dan mendukung semua kebijakan kredit terkait termasuk penyimpangan kebijakan: 4. Review and support all credit policies related to their deviation: a. Menjalankan fungsinya dalam memberi persetujuan/penolakan kredit berdasarkan profesionalisme, kejujuran, objektivitas, dan akurasi. a. C arry out its function to give approval/reject credits based on professionalism, honesty, objectiveness and accuracy. b. Menolak permintaan dan atau pengaruh dari pihak-pihak terkait kepada pemohon kredit dalam proses pencairan kredit. b. Reject the request and/or the influence from related parties to credit applicants in the process of credit disbursement. Liabilities Komite Pengarah Teknologi Informasi (KPTI) Information Technology Steering Committee (KPTI) Tujuan dari KPTI adalah untuk membantu Direksi dalam memantau kegiatan TI terkait melalui penyelarasan rencana strategis Teknologi Informasi (TI) dengan strategi bisnis bank, optimalisasi pengelolaan sumber daya, nilai yang diberikan TI (IT Value Delivery), pengukuran kinerja dan efektifitas penerapan manajemen risiko. The purpose of KPTI is to assist the Board of Directors in monitoring relevant IT activities through harmonisation of Information Technology (TI) strategic plan and the Bank’s business strategy, optimisation of resource management, IT value, measurement of performance and effectiveness in the application of risk management. Komposisi Composition Ketua / Chairperson : Direktur Operations & IT / Director of Operations & IT Voting Membership: Voting Membership: • • • • • • • • • • • • Presiden Direktur Direktur Operations & TI (Chairperson) Direktur Retail Banking Direktur of Strategy, Digital Solution & Customer Franchise (Vice Chairperson) Direktur SME Banking DIrektur Manajemen Risiko Direktur Legal & Compliance Chief of Finance • • • • President Director Director of Operations & IT (Chairperson) Director of Retail Banking Director of Strategy, Digital Solution & Customer Franchise (Vice Chairperson) Director of SME Banking Director of Risk Management Director of Legal & Compliance Head of Finance 315 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Non-Voting Membership: Non-Voting Membership: • Chief of Internal Audit • Head of IT • Kepala Divisi terkait atau satu level dibawah Direktur/Chief dapat diundang ke pertemuan ini sebagai tamu apabila terdapat agenda yang akan dibahas dalam pertemuan ini. • Head of Internal Audit • Head of IT • Relevant Head of Division or an official one level under the Director/Head may be invited to this meeting as a guest if there is an agenda to be discussed in the meeting. Tugas dan Tanggung Jawab Duties and Responsibilities Umum: General: a. Keselarasan rencana serta implementasi strategis TI dengan strategi bisnis Bank a. Harmony between the IT strategic implementation plan and the Bank’s business strategy b. Efektifitas implementasi kebijakan pengamanan informasi Bank b. Effective implementation of the Bank’s information security policy c. Efektifitas langkah-langkah mitigasi risiko yang dilakukan untuk meningkatkan pengamanan informasi Bank. c. Effective risk mitigation measures taken to improve the Bank’s information security. Khusus: Specific: • Keselarasan rencana strategis TI dengan rencana strategi bisnis Bank serta pemantauan keseluruhan kinerja TI dan upaya untuk meningkatkannya. • Harmony between the IT strategic plan and the Bank’s business strategic plan as well as comprehensive monitoring of IT performance and efforts made to improve it. • Roadmap untuk mencapai rencana TI untuk mendukung rencana dan strategi bisnis Bank. Roadmap terdiri dari kondisi saat ini, keadaan masa depan dan tindakan yang harus dilakukan untuk mencapai keadaan masa depan. • Roadmap to achieve the IT plan to support the Bank’s business strategy and plan. The Roadmap consists of the present condition, future condition and measures taken to achieve the future condition. • Kesesuaian dan prioritas proyek TI dan rencana strategis TI. • Conformity and priority of IT project and the IT strategic plan. • Kemajuan dan status dari portfolio proyek yang melibatkan TI termasuk kesesuaian jadwal, finansial, ruang lingkup, sumber daya manusia dan risiko, dan rekomendasi untuk mengatasi masalah atau risiko tersebut. • Progress and status of the project portfolio involving IT such as schedule conformity, finance, scope, human resources and risk, and recommendation to solve the problems or risk. • Kinerja dari sistem TI dan SLA (Service Level Agreement) layanan, setiap insiden kunci, dan kemajuan dari perbaikan yang berkelanjutan. • Performance of IT system and SLA (Service Level Agreement), any key incident, and progress of sustainable improvement. • Status biaya TI dan investasi dibandingkan dengan anggaran. • Status of IT and investment cost compared to the budget. • Status keamanan TI, insiden yang terjadi, dan kemajuan perbaikan yang berkelanjutan. • Security status of TI, incidents, and progress of sustainable improvement. • Status risiko utama yang dihadapi TI dan kemampuan untuk mendukung operasional bisnis Bank, rencana, dan strategi jangka panjang, dan efektivitas tindakan mitigasi serta rencana untuk menghadapi risiko tersebut. • Status of major risks faced by IT and ability to support the Bank’s business operation, plan, longterm strategy, and effectiveness of mitigation efforts and the plan to deal with the risk. 316 2016 Annual Report Commonwealth Bank | Corporate Governance • Kinerja vendor utama dan isu utama atau risiko yang terkait dengan pengiriman produk atau jasa dari vendor TI. • Performance of major vendors and main issues or risks related to delivery of products and services from IT vendors. • Setiap hal penting terkait dengan sumber daya manusia atau proses yang terkait dengan pemberian layanan TI bagi organisasi. • Every important issue related to human resources or process related to provision of IT services for the organisation. • Penyelesaian berbagai isu atau risiko yang berkaitan dengan TI yang tidak dapat diselesaikan oleh unit pengguna dan unit TI secara efektif, efisien dan tepat waktu. • Settlement of various issues and risks related to IT that cannot be settled by the user unit and IT unit effectively, efficiently and timely. • Penyusunan kebijakan TI yang utama dan prosedur dan manajemen risiko terkait dengan penggunaan TI dalam organisasi. • Formulation of main IT policies and the procedure and risk management related to use of IT in the organisation. • Efektivitas informasi. • Effectiveness implementation security policy. pelaksanaan kebijakan keamanan of information Komite Disipliner Disciplinary Committee Merubah nama Komite Integritas menjadi Komite Disciplinary yang memiliki tujuan yang sama yaitu untuk mengelola Strategi Anti Fraud Commonwealth Bank, termasuk korupsi dan pelanggaran, melalui Disciplinary Programmed. Change the name of Integrity Committee to become Disciplinary Committee that has the same purpose namely to manage the Anti Fraud Strategy of Commonwealth Bank, including corruption and violations through Disciplinary Program. Komposisi Composition Ketua / Chairperson : Presiden Direktur / President Director Anggota / Members : Direktur Operations & IT / Director of Operations and Information Technology Direktur Manajemen Risiko / Director of Risk Management Direktur Kepatuhan / Director of Compliance Chief of Human Resources / Head of Human Resources Direktur Perbankan Retail dan Bisnis / Director of Retail Banking and Business Kepala bagian Risiko Operasional / Head of Operational Risk Division Kepala bagian Kejahatan Keuangan / Head of Financial Crime Division Kepala Departemen Hukum / Head of Law Department Chief Audit Executive (Pemantau) / Chief Audit Executive (Observer) Tugas dan Tanggung Jawab Duties and Responsibilities • Mengelola dan mengawasi pelaksanaan Strategi Anti Fraud Commonwealth Bank dan semua kebijakan, prosedur dan praktik-praktik yang terkait • Manage and supervise the implementation of Commonwealth Bank’s Anti Fraud Strategy implementation and all policies, procedures and related practices • Mengkaji laporan tindak penyimpangan, korupsi atau pelanggaran di dalam Bank dan mengarahkan tindak lanjut yang sesuai • Review reports of irregularities, corruption or violation in the Bank and direct appropriate followup actions 317 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan • Mempertimbangkan hasil penyelidikan tindak penyimpangan, korupsi atau pelanggaran dan menentukan tindakan disipliner atau tindakan lainnya yang harus diambil dan oleh siapa • Consider the result of investigations to irregularities, corruption or violation and determine the disciplinary measures or other actions to proceed and by whom the actions should be taken • Memastikan bahwa setiap departemen yang memiliki kebijakan atau prosedur yang berhubungan langsung atau tidak langsung dengan pencegahan dan mitigasi tindak penyimpangan, korupsi atau pelanggaran telah secara aktif terlibat dalam pelaksanaan kebijakan dan prosedur tersebut • Ensure that each department has policies or procedures directly or indirectly related to prevention and mitigation of irregularities, corruption or violation actively involving in the implementation of such policies and procedures • Dengan sungguh-sungguh membuat keputusan atau rekomendasi sehubungan dengan hal-hal lain yang berdampak pada kemampuan Commonwealth Bank dalam mencegah dan mengurangi tindak penyimpangan, korupsi dan kesalahan • Seriously make decision or recommendation related to other matters that have the impact on the ability of Commonwealth Bank in preventing and minimising irregularities, corruption and errors Komite Risiko Operasional (KRO) Operational Risk Committee (KRO) Tujuan pembentukan KRO adalah untuk mendukung RMC dalam mengevaluasi dan memantau efektivitas pelaksanaan manajemen risiko operasional meminimalkan dan mengurangi risiko dalam kegiatan operasional. Risk Operational Committee is established to support RMC in evaluating and monitoring the effectiveness of the operational risk management in minimising and lessening the risks during operational activities. Komposisi Composition Ketua / Chairperson Anggota dengan Voting / Members with Voting Right : Direktur Operations and IT / Director of Operations and IT Presiden Direktur / President Director : Direktur Manajemen Risiko (1st Vice Chairperson) / Director of Risk Management (1st Vice Chairperson) Direktur Perbankan Retail dan Bisnis / Director of Retail Banking and Business Direktur Corporate Strategy, Digital Solution, Communication and Customer Experience (2nd Vice Chairperson) / Director of Corporate Strategy, Digital Solution, Communication and Customer Experience Chief of Finance / Chief of Finance Anggota dengan Non Voting / Members with No Voting Right : Chief Audit Executive (anggota tanpa hak voting) / Chief Audit Executive (member with no voting right) Direktur Kepatuhan (anggota tanpa hak voting) / Director of Compliance (member with no voting right) Kepala Divisi di Commonwealth Bank yang bertanggung jawab atas / Division Heads of Commonwealth Bank responsible for: - BSQA / BSQA - OCU / OCU - IT Governance, Risk and Cyber Security / IT Governance, Risk and Cyber Security - Global Market / Global Market - Finance / Finance 318 2016 Annual Report Commonwealth Bank | Corporate Governance Tugas dan Tanggung Jawab Duties and Responsibilities 1. Meninjau dan menyetujui seluruh kebijakan dan prosedur terkait risiko operasional 1. Oversee and approve the policy and procedures related to operational risks 2. Mengevaluasi dan menyetujui ambang dan batas risiko operasional 2. Evaluate and approves operational risk threshold and limit 3. Mengkaji dan melakukan pengkinian isu maupun masalah terkait risiko operasional, yang meliputi pengendalian terhadap weaknesses dan akar masalah dari insiden fraud. Sebagai bagian dari tindak lanjut, melakukan pemantauan progress dari tindakan yang diambil 3. Analyse and update issues and problems related to operational risk, which includes control over the weaknesses and root problem of fraud incident. As a part of follow-up action, monitor the progress of measures taken 4. Mengevaluasi pengendalian 4. Evaluate and review the effectiveness of control dan mengkaji efektivitas 5. Memutuskan kebijakan guna mengatasi situasi khusus yang berhubungan dengan risiko operasional sedemikian rupa agar sesuai dengan Pernyataan Risiko yang dapat Diterima 5. Formulate policies in order to handle specific situation related to operational risk in such a way that it conforms to the Risk Statement received 6. Mengkaji Indikator Risiko Utama; Risk Control SelfAssessment; Pengujian Kontrol dan laporan Loss Event Data 6. Review the Indicators of major Risks; Risk Control Self-Assessment; Examination of control and reports of Loss Event Data 7. Mengkaji temuan kunci yang dilaporkan oleh auditor intern, auditor ekstern dan unit pengendali yang berdampak pada risiko operasional dan memastikan ada tindakan korektif yang diambil 7. Review key findings reported by internal auditors, external auditors and controlling unit that has an impact on the operational risk and ensure corrective measures taken 8. Memantau dan melaporkan risiko operasional yang signifikan kepada Risk Management Committee 8. Monitor and report significant operational risks to the Risk Management Committee 9. Melaporkan dan menginformasikan efektivitas penerapan manajemen risiko operasional kepada RMC 9. Report and inform the effectiveness of application of operational risk management to RMC 10.Hal-hal mendesak atau penting lainnya harus diputuskan oleh ORC 10.Other urgent or important matters that must be decided upon by ORC 11.Mengembangkan dan menjaga budaya risiko di Commonwealth Bank 11.Develop and maintain the risk culture within Commonwealth Bank People Committee People Committee Komite ini bertanggung jawab membantu Dewan Komisaris/Komite Remunerasi & Nominasi memenuhi tanggung jawab pengawasan atas Direksi dan Pejabat Eksekutif untuk hal-hal seperti: This Committee is responsible for assisting the Board of Commissioners / Remuneration & Nomination Committee to fulfill the responsibility of supervising the Board of Directors and Executive Officer for the following matters: • Pengangkatan (Rekrutmen, Rotasi, Promosi) • Penilaian Kinerja • Talent Management terkait dengan pengembangan karir, Retention Strategies, dan Perencanaan Succession Management • A ppointment (Recruitment, Transfer, Promotion) • Performance Assessment • Talent Management related to career development, Retention Strategies, and Succession Management planning 319 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Pada awalnya, diskusi pada hal-hal terkait People Committee diadakan terpisah dengan rapat Direksi. Terdapat 3 (tiga) rapat komite yang telah dilakukan, yakni pada periode Januari, Februari, dan Mei 2016. Namun, Direksi melakukan tinjauan agar pelaksanaan komite Commonwealth Bank di bawah Direksi menjadi lebih efektif sehingga mulai tanggal 15 Juni 2016, dihasilkan salah satu keputusan bahwa People Committee menjadi bagian di dalam rapat Direksi, dimana alokasi waktu diberikan kepada Chief of Human Resources untuk membahas hal-hal terkait di atas. Initially, discussion on matters related to People Committee was held separately from meetings of the Board of Directors. There have been 3 (three) committee meetings held, namely in January, February, and May 2016. However, the Board of Directors conducted a review to ensure that the performance of Commonwealth Bank committee under the Board of Directors become more effective; hence, starting 15 June 2016, a decision was made that the People Committee becomes a part in meetings of the Board of Directors, in which time is allocated to the Head of Human Resources to discuss the aforementioned matters. Komposisi Composition Ketua / Chairperson : Presiden Direktur / President Director Anggota / Members : Direktur Operations & IT / Director of Operations & IT Direktur Manajemen Risiko / Director of Risk Management Direktur Kepatuhan / Director of Compliance Direktur Strategy, Digital Solutions & Customer Franchise / Director of Strategy Digital Solutions of Customer Franchise Direktur Retail Banking / Director of Retail Banking and Business Chief of Human Resources / Head of Human Resources Tugas dan Tanggung Jawab Duties and Responsibilities Komite bertanggung jawab untuk: The Committee has the responsibility to: 1. Membantu Dewan Direksi dan/atau Komite Remunerasi dan Nominasi untuk memenuhi kewajiban pemantauannya untuk Dewan Direksi dan pejabat Eksekutif, antara lain: 1. Assist the Board of Directors and/or Remuneration and Nomination Committee to fulfill its supervisory obligation for the Board of Directors and Executive Officer, among others: oo Penunjukan (Rekrutmen, Rotasi, Promosi) oo Evaluasi Kinerja oo Pengelolaan Bakat: oo Appointment (Recruitment, Transfer, Promotion) oo Performance Evaluation oo Talent Management: a. Pengembangan b. Strategi Retention c. Pengelolaan Succession Planning oo Strategi remunerasi a. Development b. Retention Strategy c. Management of Succession Planning oo Remuneration Strategy 2. Mengkaji dan melakukan evaluasi terhadap Talent (Talent Review) termasuk perencanaan suksesi dan individual development program untuk Talent 2. Review and evaluate talent including succession planning and individual development program for talent 3. Mengkaji perubahan/pengkinian (maupun baru) atas kebijakan, program dan/atau petunjuk yang memiliki dampak terhadap karyawan 3. Review revision/updating (or renewal) of policies, programs and/or guidelines that have impact on employees 4. Mengkaji dan menetapkan bank-wide gate opener assessment mengenai risiko yang terjadi di Bank, melakukan kajian terhadap ethical issue atau misconduct atau kasus fraud yang dilakukan oleh karyawan di seluruh tingkat jabatan 4. Review and stipulate bank-wide gate opener assessment on risks occurring in the Bank, conduct study on ethical issue or misconduct or fraud cases committed by employees throughout all levels of position 320 2016 Annual Report Commonwealth Bank | Corporate Governance Sekretaris Perusahaan Corporate Secretary Guna melancarkan komunikasi antara Commonwealth Bank dengan para pemangku kepentingan, Direksi dibantu oleh seorang Sekretaris Perusahaan. Sekretaris Perusahaan bertanggung jawab kepada Direksi, dan laporan tugasnya disampaikan pula kepada Dewan Komisaris. Mengingat posisinya yang vital, Sekretaris Perusahaan dituntut untuk mampu memberikan pelayanan kepada para pemangku kepentingan atas setiap informasi yang dibutuhkan berkaitan dengan kondisi Commonwealth Bank, dan untuk itu harus memiliki akses terhadap informasi berkaitan dengan Bank yang relevan. Selain itu, Sekretaris Perusahaan juga harus mampu mengingatkan Direksi tentang tanggung jawabnya untuk melaksanakan tata kelola yang baik. In order to have an uninterrupted communication between Commonwealth Bank and the stakeholders, the Board of Directors is assisted by a Corporate Secretary, who is responsible to the Board of Directors; and also reports its duties to the Board of Commissioners. Considering his/her vital position, the Corporate Secretary is demanded to be able to provide services to the stakeholders for each information needed related to the Bank’s condition, and for that purpose shall have access to relevant information related to the Bank. In addition, the Corporate Secretary shall also remind the Board of Directors about its responsibility to perform good governance. Sesuai dengan Kebijakan Sekretaris Perusahaan, fungsi Sekretaris Perusahaan adalah: The following are functions of the Corporate Secretary in line with its policy: 1. Memberikan masukan kepada Direksi dan Dewan Komisaris untuk mematuhi ketentuan peraturan perundang-undangan; 1. Providing inputs to the Boards of Directors and Commissioners to comply with the applicable legislation; 2. Menetapkan jadwal pertemuan Direksi dan Dewan Komisaris dengan memperhatikan masukan dari setiap anggota; 2. Scheduling meetings of the Boards of Directors and Commissioners, with inputs from every member of each board; 3. Mengatur dan mendokumentasikan rapat Dewan Komisaris, Komite Pengawas Risiko, Komite Tata Kelola Integritas, dan Komite Audit; 3. Arranging and documenting meetings of the Board of Commissioners, the Risk Monitoring Committee, the Integrated Corporate Governance Committee and the Audit Committee; 4. Menatausahakan dan menyimpan dokumen perusahaan dan dokumen Dewan Komisaris, Komite Tata Kelola Integritas, Komite Pengawas Risiko, dan Komite Audit; 4. Administering and keeping documents of the company, the Board of Commissioners, the Integrated Corporate Governance Committee, the Risk Monitoring Committee and the Audit Committee; 5. Menjadi penghubung dalam komunikasi formal antara Direksi dan Dewan Komisaris; 5. Taking role as a communication link between the Board of Directors and the Board of Commissioners; 6. Menjadi penyelenggara dan mendokumentasi Rapat Umum Pemegang Saham; 6. Taking role as an organiser and documenting General Meeting of Shareholders; 7. Menjadi penyelenggara dan mendokumentasi rapat Direksi dan/atau Dewan Komisaris; dan 7. Taking role as an organiser and documenting meetings of the Board of Directors and/or the Board of Commissioners; and 8. Sebagai penghubung antara Bank, pemegang saham, dan dengan pemangku kepentingan lainnya. 8. As a liason between the Bank, shareholders and other stakeholders. 321 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Satuan Kerja Audit Internal Internal Audit Working Unit Satuan Kerja Audit Internal (SKAI) merupakan sebuah fungsi yang melakukan penilaian yang independen dan obyektif terhadap kecukupan dan efektifitas desain operasional sistem pengendalian internal, manajemen risiko, dan tata kelola Bank. Dalam menjalankan tugasnya, SKAI berpedoman pada Standar Pelaksanaan Fungsi Audit Internal Bank (SPFAIB) yang ditetapkan dalam Peraturan Bank Indonesia No. 1/6/ PBI/1999 tentang Penugasan Direktur Kepatuhan dan Penerapan Standar Pelaksanaan Fungsi Audit Internal Bank Umum, Standard Praktik Profesional dari the Institute of Internal Auditors (IIA), dan Piagam Audit Internal yang menjabarkan visi, misi, wewenang, dan tanggung jawab SKAI. Internal Audit Working Unit (SKAI) is a function that conducts independent and objective assessment on the adequacy and effectiveness of the operational design of the Bank’s internal control system, risk management, and governance. In performing its duties, SKAI refers to the Standard for Implementing the Function of Bank Internal audit (SPFAIB) stipulated in Bank Indonesia Regulation No. 1/6/PBI/1999 regarding Assignment of the Director of Compliance and Application of Standard for Implementing Commercial Banks’ Internal audit Function, Professional Practice Standard from the Institute of Internal Auditors (IIA), and the Internal Audit Charter that elaborates the vision, mission, authorities, and responsibilities of SKAI. Visi dan Misi Satuan Kerja Audit Internal Vision and Mission of Internal Audit Working Unit Visi SKAI adalah: “Untuk menjadi penyedia jasa assurance yang konstruktif, profesional, berkualitas tinggi dan dikenal sebagai tempat yang nyaman untuk bekerja” dan misi SKAI adalah: “Untuk memberikan assurance yang independen dan obyektif kepada Dewan Direksi dan Dewan Komisaris melalui Komite Audit terhadap efektivitas desain dan efektivitas operasional tata kelola, manajemen risiko, dan sistem pengendalian internal Bank”. The vision of SKAI is: “to become a constructive, professional, high–quality assurance service provider and is known as an comfortable place to work at” and the mission of SKAI is: “to provide an independent and objective assurance to the Board of Directors and the Board of Commissioners through the Audit Committee on the effectiveness of design and operation of good governance, risk management, and internal control system of a Bank”. SKAI memiliki wewenang secara menyeluruh, bebas, dan tidak terbatas untuk mengakses setiap dan semua catatan, property fsik maupun personel yang relevan dengan fungsi yang sedang dikaji. SKAI tidak boleh memiliki tanggung jawab operasional atau kewenangan atas aktivitas dari area yang dikaji untuk menjaga independensinya. SKAI juga tidak boleh menyusun atau menginstal sistem atau prosedur, membuat dokumentasi, atau terlibat dalam aktivitas yang biasanya diaudit; Unit Kerja terkaitlah yang memiliki tanggung jawab atas efektivitas dan efisiensi atas pengendalian internal mereka. Wewenang dan tanggung jawab SKAI tersebut telah tercantum dalam Piagam Audit Internal. SKAI has a comprehensive, free and unlimited authority to access each of and all records, physical property and personnel relevant with the function being reviewed. SKAI may not have operational responsibility or authority over areas being reviewed to keep its independence. SKAI may not also prepare or install a system or procedure, make documentation, or involved in the activities usually audited; it is the relevant Working Unit that has the responsibility for the effectiveness and efficiency of their internal control. These SKAI’s authorities and responsibilities are incorporated in the Internal Audit Charter. Untuk memastikan independensi dan obyektiftas, setiap tahun anggota SKAI menandatangani Sertifkat Independensi. To ensure its independence and objectiveness, every year members of SKAI sign a Certificate of Independence. 322 2016 Annual Report Commonwealth Bank | Corporate Governance Struktur Organisasi dan Pengembangan Anggota Tim SKAI Organisational Structure and Development of Members of SKAI Team SKAI Commonwealth Bank memiliki panduan dalam pelaksanaan tugasnya yang terdapat dalam Internal Audit Charter yang disahkan pada 17 Juni 2014. SKAI of Commonwealth Bank has guidelines in implementing its duties that is incorporated in the Internal Audit Charter ratified on 17 June 2014. Struktur Organisasi Organisational Structure Kepala SKAI melapor langsung kepada Presiden Direktur dan memiliki jalur komunikasi dengan Dewan Komisaris melalui Komite Audit. SKAI memiliki anggota tim yang berasal dari berbagai latar belakang seperti frma akuntansi atau bank lain dengan mayoritas pengalaman audit, dan juga dari Unit Kerja lain dalam Bank dengan keahlian dan pengetahuan di area tertentu. Seleksi anggota tim SKAI dilakukan dengan cara yang hati-hati untuk memilih personil yang terampil dan berkualitas. Chairperson of SKAI directly report to the President Director and has a communication line with the Board of Commissioners through the Audit Committee. SKAI has team members from various backgrounds such as accounting firms or other banks the majority of whom have audit experience, and also from other Working units in the Bank with expertise and knowledge in certain areas. Selection of members of SKAI team is performed by way of carefully selecting skilful and quality personnel. SKAI melakukan pelatihan dan pengembangan anggotanya secara berkesinambungan melalui beberapa aktivitas berikut: SKAI administers training and development for its members continuously through several activities as follows: • Pengikutsertaan anggota SKAI dalam pelatihanpelatihan, terkait keahlian khusus seperti, Teknologi Informasi, Kredit, serta program sertifikasi seperti Certified Internal Auditor (CIA), Certification in Control Self Assessment (CCSA), Certified Information System Auditor (CISA), dan Manajemen Risiko Perbankan (LSPP). • Inclusion of SKAI members in trainings, related to special skill such as, Information Technology, Credit, and certification program such as Certified Internal Auditor (CIA), Certification in Control Self Assessment (CCSA), Certified Information System Auditor (CISA), and Banking Risk Management (LSPP). • SKAI menjadwalkan program alih pengetahuan secara berkesinambungan untuk para anggotanya secara internal dengan mengadakan sharing session yaitu mengundang pembicara dari departemen atau unit kerja terkait untuk menjelaskan proses, produk, dan lain sebagainya kepada anggota SKAI. • SKAI schedules the transfer of knowledge program sustainably for its members internally by having sharing sessions namely inviting speakers from the relevant department or working unit to explain the process, product, and so forth for SKAI members. 323 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Per 31 Desember 2016, struktur organisasi SKAI di Commonwealth Bank adalah sebagai berikut: As of 31 December 2016, the SKAI organisational structure in Commonwealth Bank is as follows: BOARD OF COMMISSIONERS (THROUGH AUDIT COMMITTEE) PRESIDENT DIRECTOR CHIEF AUDIT EXECUTIVE BUSINESS & SUPPORT AUDIT IT AUDIT & ANALYTICS ASSURANCE, REPORTING & MONITORING Saat ini Kepala SKAI dijabat oleh Reza HM Soemadipradja. Sampai dengan 31 Desember 2016, jumlah anggota SKAI adalah 19 orang, termasuk Kepala SKAI. Currently SKAI Head is assumed by Reza HM Soemadipradja. As of 31 December 2016, the total number of SKAI members is 19 persons, including the Head of SKAI. Profil Kepala SKAI Head of SKAI Profile Reza Soemadipradja Reza Soemadipradja Kepala Satuan Kerja Audit Internal Head of Internal Audit Working Unit Karir Reza HM. Soemadipradja di bidang audit keuangan berawal pada tahun 1997 pada saat ia mulai bekerja di Kantor Akuntan Publik Sarwoko & Sandjaja (Ernst & Young) dan menjabat sebagai Senior Auditor sampai dengan tahun 2001. The career of Reza HM. Soemadipradja in the field of financial audit commenced in 1997 when he started work at the Sarwoko & Sandjaja Public Accounting Firm (Ernst & Young) and assumed position as Senior Auditor up to 2001. Kemudian ia beralih ke sektor perbankan pada tahun 2001 dengan berpindah kerja ke Citibank N.A. dan selama hampir 10 tahun menjabat sebagai Senior Vice President, Kepala Satuan Kerja Audit Internal. He then transferred to the banking sector in 2001 and joined Citibank N.A., and for almost 10 years he assumed position as Senior Vice President, Head of Internal Audit Working Unit. Pada bulan Juli 2011, ia bergabung dengan PT Bank Commonwealth sebagai Chief Audit Executive hingga saat ini. In July 2011, he joined PT Bank Commonwealth as Chief Audit Executive until now. Pendekatan Audit Audit Approach Dalam melakukan perencanaan audit tahunan maupun penugasan audit, SKAI menggunakan pendekatan berbasis risiko (risk-based). Dengan pendekatan berbasis risiko tersebut, Bank akan mendapatkan nilai tambah berupa area-area prioritas dengan risiko yang lebih besar di Bank. In conducting annual audit planning and audit assignment, SKAI uses the risk-based approach. The approach allows the Bank to have an added value in the form of areas of priority with higher risk at the Bank. 324 2016 Annual Report Commonwealth Bank | Corporate Governance Pendekatan berbasis risiko untuk perencanaan audit tahunan dilakukan dengan menilai setiap entitas yang berpotensi untuk diaudit, terhadap beberapa parameter seperti risiko stratejik, risiko kredit, risiko pasar, risiko likuiditas, risiko operasional (termasuk insiden risiko operasional dan kasus fraud - apabila ada), risiko hukum, risiko kepatuhan, risiko reputasi, Assets Under Management, temuan dari Otoritas Jasa Keuangan, dan rating laporan audit terakhir. Rencana Audit juga disusun dengan mempertimbangkan jumlah sumber daya manusia yang ada di SKAI. Penjelasan secara rinci atas langkah-langkah audit dijabarkan dalam Panduan Audit Internal. Risk-based approach for annual audit planning is conducted by assessing every entity potential to be audited, against several parameters such as strategic risk, credit risk, market risk, liquidity risk, operational risk (including incidents of operational risk and fraud cases – if any), legal risk, compliance risk, reputation risk, Assets Under Management, findings by the Financial Service Authority, and rating of the latest audit report. Audit plan is also prepared by considering the total number of existing human resources at SKAI. Detailed explanation on the audit steps is elaborated in the Internal Audit Guidelines. Metodologi dan pendekatan audit secara berkala dikaji ulang agar sesuai dengan perkembangan terkini dan praktik terbaik. The Methodology and audit approach are tested periodically so as conforming to the latest development and best practices. Secara berkesinambungan, SKAI melakukan pemantauan atas pencapaian rencana audit serta risiko-risiko yang muncul (emerging risks). Hal ini dilakukan sehingga dari waktu ke waktu, SKAI dapat mengevaluasi rencana audit di tahun berjalan dan melakukan perubahan jika diperlukan. Continuously, SKAI conducts monitoring on the achievement of audit plan and emerging risks. This is carried out so that from time to time, SKAI can evaluate audit plan in the current year and make changes if necessary. SKAI juga secara berkala bertemu dengan Direksi dan Komite Audit untuk membahas aktivitas audit yang telah dilaksanakan, temuan-temuan yang perlu menjadi perhatian Komite Audit, serta status pelaksanaan rencana perbaikan atas temuantemuan SKAI tersebut. SKAI also periodically have meetings with the Board of Directors and the Audit Committee to discuss audit activities carried out, findings that need to be put into attention of the Audit Committee, and the status of implementation of correction plan over such findings by SKAI. Realisasi Audit pada 2016 Audit Realisation in 2016 SKAI telah melaksanakan 35 audit di tahun 2016 yang juga tercakup di dalamnya beberapa audit khusus yang dilakukan untuk menanggapi emerging risk. Realisasi Audit tahun 2016 telah disosialisasikan kepada Direksi dan Dewan Komisaris melalui Rapat Komite Audit yang diadakan setiap 2 bulan sekali. SKAI has conducted 35 audits in 2016 covering several special audits to respond to the emerging risk. Audit Realisation in 2016 has been communicated to the Board of Directors and the Board of Commissioners through Meetings of the Audit Committee held bimonthly. Peran Satuan Kerja Audit Internal Terintegrasi (“SKAIT”) Role of Integrated Internal Audit Working Unit (“SKAIT”) SKAIT juga telah melakukan pemantauan atas pelaksanaan audit dan temuan-temuan audit di LJK dalam Konglomerasi Keuangan. Hal ini telah dilaporkan dalam Rapat Komite Tata Kelola Terintegrasi (tertanggal 26 Juli 2016) dimana perwakilan Direksi Entitas Utama juga hadir sebagai undangan (Direktur Kepatuhan dan Direktur Manajemen Risiko). SKAIT has also monitored implementation of audit and audit findings at LJK in the Financial Conglomeration. This has been reported in the Meeting of Integrated Good Governance Committee (on 26 July 2016) in which the representative from the Main Entity of the Board of Directors was also present as the invitee (Director of Compliance and Director of Risk Management). 325 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Penanganan Benturan Kepentingan Handling of Conflict of Interest Benturan kepentingan dapat timbul dari suatu interaksi antara Bank dengan para karyawannya, nasabahnya, dan pengurusnya atau pemegang saham, termasuk namun tidak terbatas pada hal-hal yang menempatkan seorang karyawan dalam posisi yang menguntungkan diri sendiri dan/atau keluarga/kerabat karyawan. Pada saat kepentingan dari para stakeholder berbeda, hal tersebut dapat menimbulkan benturan kepentingan. Conflict of interest may arise from an interaction between the Bank and its employees, customers, and the management or shareholders, including but not limited to matters that place an employee in a position that favors him/herself and/or his family/relatives. The difference in the interest of stakeholders is likely to create conflict of interest. Saat ini, kebijakan berlaku untuk semua karyawan tetap, tenaga kontrak langsung dan tidak langsung, termasuk jajaran direksi dan dewan komisaris, yang berisi tentang peran dan tanggung jawab dari masingmasing unit terkait, pengendalian benturan kepentingan, pengungkapan jenis benturan kepentingan, pelaporan, dan tindakan displiner bila ditemukan pelanggaran atas kebijakan ini. Presently, the policy applies to all permanent employees, direct and indirect contract workers, including members of the Board of Directors and the Board of Commissioners. The policy contains the role and responsibility of each relevant unit, control of conflict of interest, disclosure of type of conflict of interest, reporting, and disciplinary measures when violations to this policy are found. Fungsi Kepatuhan Compliance Function Ketatnya persaingan usaha didalam industry perbankan menuntut dipenuhinya berbagai peraturan dan ketentuan demi melindungi keamanan Bank dan kepentingan nasabah. Diperlukan suatu tindakan pencegahan untuk meminimalisir terjadinya pelanggaran atas peraturan perundang-undangan yang berlaku. Hal ini penting untuk menjaga reputasi Bank sebagai institusi yang bergerak di bidang jasa keuangan. The stiff competition in the banking industry demands that the Bank comply with the law and regulations to ensure the security of the Bank and the interests of the customers. There needs to preventive measures to minimise violation of law and regulations. This is important to maintain the reputation of the Bank as an institution engaging in the financial sector. Sebagai bagian dari proses tata kelola perusahaan yang baik dan dalam rangka menjalankan fungsi kepatuhan, Commonwealth Bank telah memiliki kebijakan dan prosedur kepatuhan yang menjabarkan tugas dan tanggung jawab Unit Kepatuhan dalam menjalankan fungsi kepatuhan. Melalui pengelolaan kepatuhan yang As part of the Good Corporate Governance and to exercise the compliance function, Commonwealth Bank is equipped with compliance policy and procedures, which describe the duties and responsibilities of Compliance Unit in performing the compliance function. With the management of compliance to be 326 2016 Annual Report Commonwealth Bank | Corporate Governance selaras dengan strategi Bank, Commonwealth Bank berkomitmen membangun budaya kepatuhan dan terus mengembangkan pengelolaan risiko yang efektif. in line with the Bank strategies, Commonwealth Bank is committed to foster the culture of compliance and develop effective risk management. Visi dan Misi Kepatuhan Compliance Vision and Mission Melalui perubahan peran dan fungsi Kepatuhan yang lebih melihat ke depan dan lebih sensitif terhadap dinamika perubahan yang ada, diperlukan komitmen arah dan tujuan fungsi kepatuhan yang jelas melalui penentuan visi dan misi, sebagai berikut: With the change of the role and function of compliance, which is more forward looking and more sensitive to the current dynamics, Commonwealth Bank sees the need for strong commitment to having clear direction and objective of the compliance function. Thus, the Bank sets the compliance vision and mission as follows: Visi Vision Menjadi mitra bagi seluruh pihak dalam harmoni dan ketaatan berbudaya demi mencapai visi dan misi Bank. To be a trusted partner to all parties, working in developing harmony and culture compliance to achieve the Bank’s vision and mission. Misi Mission Bertindak lebih strategis dalam mendukung kinerja bank yang lebih baik dengan menjaga keseimbangan antara kepentingan komersial Bank dan kepatuhan terhadap peraturan. To act strategically and support the performance of the Bank by maintaining the balance between the Bank’s commercial interests and compliance with regulations. Struktur Organisasi Kepatuhan Organisational Structure Fungsi organisasi kepatuhan terbagi menjadi dua unit sebagai berikut: The organisation of compliance function is divided into two units: • Unit Anti Pencucian Uang/Pencegahan Pendanaan Terorisme (APU/APU) dan Sanction. Unit ini bertanggung jawab dalam pelaksanaan program APU/PPT sesuai peraturan yang berlaku dan juga memastikan transaksi keuangan dan perdagangan internasional sesuai dengan ketentuan Sanctions yang berlaku. • Anti-money laundering/Prevention of Terrorism Funding (APU/PPT) Unit and Sanction. The unit is responsible for the execution of APU/PPT programs with adherence to the prevailing regulation and for ensuring that financial transactions and international trades comply with the reigning Sanctions provisions. • Unit Kepatuhan. Unit ini memiliki tanggung jawab komunikasi dengan regulator, memberi saran kepatuhan dan mengkaji setiap kebijakan dan prosedur internal Commonwealth Bank, serta bertanggung jawab memantau kepatuhan Commonwealth Bank terhadap ketentuan yang berlaku; melakukan penilaian pemantauan dan memberikan pelatihan yang diperlukan untuk meningkatkan budaya dan pengetahuan kepatuhan di Bank. • Compliance Unit. The unit is responsible for maintaining good communication with the regulator; providing advice related to compliance; reviewing all products, services, and internal policy and procedures; overseeing the Bank’s compliance with the prevailing regulation; conducting oversight assessment and providing the necessary training to foster compliance culture and knowledge in Commonwealth Bank. 327 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan DIREKTUR KEPATUHAN COMPLIANCE AML & SANCTION LEGAL Pelaksanaan Kegiatan Unit Kepatuhan Compliance Unit Activities Agar dapat mengelola risiko kepatuhan secara benar, sepanjang 2016 Unit Kepatuhan melakukan beberapa kegiatan, yang meliputi: To manage compliance risk well, throughout 2016, Compliance Unit conducted the following activities: 1. Melakukan sosialisasi dan diskusi dengan departemen terkait untuk setiap peraturan baru. 1. Provide socialization and hold discussion with the related department about any new regulation. 2. Mengadakan pelatihan Kode Etik Kepatuhan bagi seluruh karyawan Bank. 2. Provide Compliance Code of Conduct training for all employees. 3. Memberikan regulatory refresher kepada departemen terkait atas peraturan penting yang memberikan dampak terhadap operasional bank sehari-hari. 3. Provide regulatory refresher for related departments on important regulations which impact the Bank’s daily operations. 4. Mengadakan pelatihan reguler terkait APU / PPT dan Sanctions kepada semua karyawan baru dan regulatory refresher kepada unit-unit terkait. 4. Hold regular training sessions on APU/PPT and Sanctions for all new employees, and regulatory refresher for the related units. 5. Memberikan masukan pada setiap proyek bank terkait kepatuhan pada regulasi. 5. Provide inputs for each of the Bank’s project in matters related to compliance with regulations. 6. Melakukan kajian Kepatuhan melalui: 6. Conduct Compliance review in the form of: a. Tinjauan kepatuhan untuk setiap produk dan aktivitas baru b. Tinjauan kepatuhan untuk setiap kebijakan baru dan perubahannya a. Compliance review of all new products and activities b. Compliance review of all new policy and its revision 7. Melakukan uji kepatuhan pada beberapa departemen guna memastikan kepatuhan mereka pada pelaksanaan kebijakan dan prosedur. 7. Conduct compliance tests on several departments to ensure their compliance with the policy and procedures. Unit Kepatuhan juga terus memantau setiap komitmen terhadap temuan pemeriksaan Regulator dalam rangka memastikan pemenuhan komitmen Bank sesuai dengan waktu yang telah ditetapkan dan kualitas yang ditentukan. Proses pemantauan meliputi: Compliance Unit continues to monitor each commitment to the regulator’s audit findings. This is to ensure that the Bank fulfills its commitment in a timely manner and with high quality. The oversight process includes: 1. Diskusi dengan pemilik proses untuk mengidentifikasi faktor -faktor yang berpotensi menyebabkan temuan pemeriksaan yang berulang; dan 1. Discussion with the process owner to identify factors which have the potential repeated audit findings; and 2. Diskusi dengan pemilik proses mengidentifikasi faktor-faktor mitigasi; 2. Discussion with the process executor to identify mitigation factors; 328 untuk 2016 Annual Report Commonwealth Bank | Corporate Governance Untuk meningkatkan kompetensi, selama tahun 2016, Unit Kepatuhan dan Unit Anti Pencucian Uang/ Pencegahan Pendanaan Terorisme (APU/APU) dan Sanction telah mengikuti serangkaian pelatihan internal, pelatihan eskternal, workshop dan seminar, serta telah juga mengikuti sertifikasi manajemen risiko berdasarkan tingkatan sertifikasi yang dipersyaratkan untuk jabatan tertentu sebagaimana diatur oleh regulator. To improve competence, throughout 2016, Compliance Unit and Anti-money laundering Unit/Prevention of Terrorism Funding (APU/APU) and Sanctions held a series of internal and external training sessions, workshop, and seminar. Compliance Unit and Antimoney laundering Unit/Prevention of Terrorism Funding (APU/APU) and Sanctions also participated in risk management certification process based on certification level required for certain positions by the regulator. Anti Pencucian Uang/Pencegahan Pendanaan Terorisme Anti Money Laundering/Prevention of Terrorism Funding Terkait dengan pelaksanaankegiatan Anti Pencucian Uang/Pencegahan Pendanaan Terorisme, Commonwealth Bank berkomitmen untuk melaksanakannya dengan cara: Commonwealth Bank is committed to the anti-money laundering/prevention of terrorism funding activities, and conducts the following measures: 1. Pengawasan Aktif Direksi dan Dewan Komisaris 1. Active Oversight by the Board of Directors and the Board of Commissioners Dalam rangka menerapkan fungsi pengawasan aktif dari Direksi dan Dewan Komisaris, penyampaian laporan telah dilakukan secara rutin baik bulanan maupun dwibulanan. To implement active monitoring/oversight function of the Board of Directors and the Board of Commissioners, there is a mechanism for routine submission of reports, either monthly or bimonthly. Adapun informasi yang disampaikan dalam laporan meliputi kegiatan APU/PPT, perkembangan pelaksanaan peraturan dan kebijakan yang berlaku, termasuk pengembangan sistem serta hal-hal yang dianggap memiliki pengaruh signifikan terhadap pelaksanaan penerapan APU/PPT. The information related in the report includes APU/PPT activities, the development of the implementation of the prevailing law and regulations, including system development, and matters considered having significant impact to the implementation of APU/PPT activities. 2. Kebijakan dan Prosedur 2. Policy and Procedures Seiring dengan perkembangan usaha dan kegiatan transaksi bank, penyempurnaan kebijakan dan prosedur yang terkait dengan pelaksanaan APU & PPT terus-menerus dilakukan antara lain dengan memperbaharui: Along with the development of the business and the transaction activities, Commonwealth Bank continuously improves its policy and procedures related to APU & PPT. Some of the improvements are related to: • Kebijakan Pemantauan transaksi; dan • Pedoman lainnya yang terkait dengan pelaksanaan program APU & PPT. • Transaction Monitoring Policy; and • Other guidelines related to the execution of APU/PPT program. 3. Pengendalian Intern Pengendalian intern merupakan bagian dari upaya untuk memastikan pelaksanaan terhadap program APU/PPT telah berjalan sesuai dengan ketentuan dan peraturan yang berlaku. Audit Internal secara berkala melakukan pengawasan pada unit terkait maupun cabang-cabang. Pengawasan juga mencakup implementasi dari kebijakan dan prosedur internal. 3. Internal control Internal control is part of the efforts to ensure that the execution of APU/PPT program complies with the law and regulation. Internal Audit periodically oversees the related units and branches. The monitoring also covers the implementation of internal policy and procedures. 329 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan 4. Management Information System 4. Sistem Informasi Manajemen Dalam upaya mendukung pelaksanaan program Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU PPT), bank telah melakukan peninjauan terhadap sistem yang menunjang program APU & PPT di antaranya: To support APU/PPT program, Commonwealth Bank monitors the system that support APU/PPT program, namely: 1. Sistem Monitoring Transaksi (Transaction Monitoring System) 1. Transaction Monitoring System Nasabah Transaction Monitoring System berfungsi untuk memantau transaksi nasabah. Terdapat Beberapa parameter dalam sistem tersebut yang dipergunakan untuk mendeteksi transaksi yang dianggap tidak wajar atau di luar profile. 2. Negative List Tools Negative List Tool System mencakup di antaranya yang terkait APU dan PPT adalah daftar berisikan nama-nama baik perorangan atau individu yang merupakan Politically Exposed Persons, Teroris/DTTOT, terkena sanksi dari regulator baik dalam dan luar negeri. Database ini dipergunakan untuk melakukan proses screening terhadap calon nasabah maupun proses backwashing pada nasabah existing. 5. Sumber Daya Manusia dan Pelatihan 330 Transaction Monitoring System monitors the customer transactions. Some parameters in the system are used to detect transactions deemed irregular or outside the profile. 2. Negative List Tools Negative List Tool System which connects with APU/PPT is a list consisting of names of either individuals considered to be Politically Exposed Persons, terrorists/DTTOT (List of Alleged Terrorists and Terrorist Organisations), or those having received sanction from the regulator locally or overseas. The database is used to conduct screening process of the prospective customers or the backwashing process for the existing customers. 5. Human Resources and Training Pengembangan dan pelatihan sumber daya manusia merupakan bagian dari upaya bank untuk meningkatkan kemampuan karyawan dalam menerapkan program APU/PPT. Berbagai upaya dilakukan melalui pelatihan program APU/ PPT di antaranya Induction Training, e-learning dan program Compliance Roadshow. Pelatihan ini merupakan program yang harus diikuti oleh karyawan yang berhubungan langsung dengan nasabah (frontliners) maupun karyawan unit pendukung (Support Unit). Human resources development and training is part of the Bank’s efforts to improve the capacity of its employees in executing APU/PPT programs. Some efforts regarding this are Induction Training, e-learning, and Compliance Roadshow program. The training is a program that must be attended by employees who deal directly with customers (front liners) and Support Unit employees. Adapun cakupan materi pelatihan di antaranya adalah: The training materials cover the following subjects: a. Pelaksanaan peraturan perundang-undangan yang terkait dengan program APU/PPT; a. The implementation law and regulations related to APU/PPT program; b. Tipologi pencucian uang dan pendanaan terorisme; b. Typology of money laundering and funding of terrorism; c. Kebijakan dan prosedur internal penerapan program APU dan PPT serta peran dan tanggung jawab karyawan dalam memberantas pencucian uang dan pendanaan terorisme; c. Internal policy and procedures on the implementation of APU and PPT program, and the role and responsibility of the employees in combating money laundering and funding of terrorism; 2016 Annual Report Commonwealth Bank | Corporate Governance d. Proses identifikasi dan pelaporan transaksi keuangan mencurigakan dan transaksi tunai dalam jumlah besar; d. The process of identification and reporting of suspicious transactions and cash transactions of significant amount; e. Pemahaman tentang Sanksi (Economic & Trade Sanctions) yang diberikan oleh negara atau sekelompok negara kepada pihak tertentu; e. Understanding of the Sanctions (Economic & Trade Sanctions) imposed by countries or a group of countries to a certain party; f. Contoh kasus yang terjadi dalam aktifitas sehari-hari. f. Sample cases in daily operations. Pelaksanaan program pelatihan APU/PPT sebagai berikut: The APU/PPT training programs comprise the following: a. Basic Inductions a. Basic Inductions Pelatihan APU-PPT yang dikhususkan untuk karyawan yang baru bergabung dengan Commonwealth Bank, yang telah dilaksanakan sebanyak 9 kali pada: APU/PPT training for new employees of Commonwealth Bank. In 2016, the Bank held 9 (nine) training sessions on: • • • • • • • • • • • • • • • • • • 15 Maret 2016 16 Mei 2016 11 Mei 2016 18 Juli 2016 8 Agustus 2016 19 September 2016 10 Oktober 2016 16 November 2016 5 December 2016 b. Compliance Regulatory and Risk Awareness 15 March 2016 16 May 2016 11 May 2016 18 July 2016 8 August 2016 19 September 2016 10 October 2016 16 November 2016 5 December 2016 b. Compliance Regulatory and Risk Awareness Dalam rangka meningkatkan kewaspadaan terhadap peraturan dan risiko, pelatihan diberikan kepada karyawan terutama yang berhubungan langsung dengan nasabah dan transaksi nasabah. Pelatihan telah dilaksanakan sebanyak 12 kali diberbagai lokasi sebagai berikut: To foster awareness of the regulation and risks, the training is provided to employees who directly deal with customers and customer transactions. In 2016, Commonwealth Bank held the following 12 training batches in different locations: • • • • • • • • • • • • • • • • • • • • • • • • 10 September 2016 - Balikpapan 17 September 2016 - Surabaya 24 September 2016 - Bali 1 Oktober 2016 - Medan 8 Oktober 2016 - Semarang 15 Oktober 2016 - Bandung 22 Oktober 2016 - Surabaya 29 Oktober 2016 - Jakarta 12 November 2016 - Jakarta 19 November 2016 - Jakarta 26 November 2016 - Jakarta 17 Desember 2016 - Jakarta 10 September 2016 - Balikpapan 17 September 2016 - Surabaya 24 September 2016 - Bali 1 October 2016 - Medan 8 October 2016 - Semarang 15 October 2016 - Bandung 22 October 2016 - Surabaya 29 October 2016 - Jakarta 12 November 2016 - Jakarta 19 November 2016 - Jakarta 26 November 2016 - Jakarta 17 December 2016 - Jakarta 331 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Regulatory Central dan Obligation Register Regulatory Central and Obligation Register Dalam upaya terus meningkatkan tingkat Good Corporate Governance, Manajemen Risiko dan Kepatuhan dan sebagai komitmen mengembangkan budaya kepatuhan di Bank, Unit Kepatuhan secara berkesinambungan melanjutkan inisiatif dalam memberikan akses lebih mudah dan lebih cepat untuk para staff (Business dan Support) terhadap seluruh dokumen peraturan yang berlaku dan kewajiban Bank dalam memenuhi ketentuan melalui file penyimpanan khusus di CommNet untuk Regulatory Central (“RC”) dan Obligations Register (“OR”). To escalate the quality of Good Corporate Governance, and Risk and Compliance Management, and to foster compliance culture, Compliance Unit continuously carries out the initiative of providing easy and swift access for business and support staff to all regulatory documents and the Bank’s obligation to fulfil the requirement with special registry at CommNet for Regulatory Central (“RC”) and Obligations Register (“OR”). Unit Kepatuhan telah mengkinikan RC dengan peraturan-peraturan regulator, slides presentasi peraturan, sirkulasi surat elektronik mengenai ringkasan ketentuan ke unit bisnis terkait, dan petunjuk kepatuhan atas ketentuan regulator. Diharapkan dengan fitur tambahan di RC, unit bisnis terkait dapat berfungsi dengan lebih cepat, lebih mudah, dan dapat lebih mudah memahami peraturan sehingga dapat melakukan tindak lanjut sesuai dengan persyaratan peraturan. Compliance Unit has updated RC with provisions from the regulator, presentation slides on regulations, circulation of electronic mails on the summary of regulations to related business units, and compliance manual on the regulator’s provisions. It is expected that with the additional features available at RC, the related business units can function better and swifter, and can understand the regulation more easily so that they can follow up matters based on the regulations. Peran Satuan Kerja Kepatuhan Terintegrasi (SKKT) Roles of Integrated Compliance Work Unit (SKKT) Seiring dengan perkembangan globalisasi, teknologi informasi, dan inovasi produk serta aktivitas Perusahaan Lembaga Jasa Keuangan (LJK) telah menciptakan sistem keuangan yang kompleks, dinamis, dan saling terkait antar masing-masing sektor keuangan baik dalam produk dan kelembagaan, maupun kepemilikan. Menghadapi kondisi tersebut, Commonwealth Bank (yang telah ditunjuk secara sah oleh pemegang saham pengendali akhir untuk menjadi Entitas Utama) perlu menerapkan tata kelola yang baik pada Konglomerasi Keuangan Commonwealth Bank of Australia yang mencakup PT Commonwealth Life, PT First State Investments Indonesia dan PT Bank Commonwealth (sebagai Entitas Utama). Along with the globalisation, information technology development, product innovation, and activities, Financial Services Institution (LJK) enterprises have created highly complex and dynamic financial systems, which are inter-related in terms of products, institution and ownership. To overcome this condition, Commonwealth Bank (having been legally appointed by the controlling shareholders to become Prime Entity) needs to implement good governance of Commonwealth Bank of Australia financial conglomerates. This conglomerates comprises PT Commonwealth Life, PT First State Investments Indonesia, and PT Bank Commonwealth (as the prime entity). Salah satu organ yang wajib dibentuk dalam penerapan Tata Kelola Terintegrasi adalah Satuan Kerja Kepatuhan Terintegrasi yang melapor langsung kepada Direktur Kepatuhan Entitas Utama. Adapun Satuan Kerja Kepatuhan yang telah ada dapat merangkap sebagai Satuan Kerja Kepatuhan Terintegrasi (“SKKT”). One of the compulsory organs for the implementation of Integrated Governance is Integrated Compliance Work Unit. The unit reports directly to the prime entity’s Compliance Director. And the existing Compliance Work Unit can hold double position as Integrated Compliance Work Unit (“SKKT”). Tugas Utama dari SKKT dalam membantu Direktur Kepatuhan Entitas Utama adalah: Main duties of SKKT in assisting the Director of compliance of the Prime Entity: 1. Melakukan pemantauan dan evaluasi atas pelaksanaan fungsi kepatuhan pada masingmasing LJK dalam Konglomerasi Keuangan; 1. Monitor and evaluate the implementation of compliance function in each LJK in the Financial Conglomerates; 332 2016 Annual Report Commonwealth Bank | Corporate Governance 2. Menyampaikan laporan pelaksanaan tugas dan tanggung jawab kepada Direktur Kepatuhan Entitas Utama; 2. Submit report on implementation of duties and responsibilities to the Director of compliance of the Prime Entity; 3. Membantu Direktur Kepatuhan dalam mempersiapkan dan menyampaikan laporan tentang pelaksanaan tugas dan tanggung jawab kepatuhan terintegrasi kepada Direksi dan Dewan Komisaris Entitas Utama. 3. Assist the Director of Compliance in preparing and submitting reports on implementation of duties and responsibility of integrated compliance to the Board of Directors and the Prime Entity of the Board of Commissioners. Berdasarkan tugas utama SKKT di atas, maka SKKT telah menyampaikan laporan pelaksanaan tugas dan tanggung jawab atas hasil pemantauan dan evaluasi pelaksanaan fungsi kepatuhan pada masing-masing LJK dalam Konglomerasi Keuangan. Based on the main duties of SKKT above, the SKKT has submitted report of performance of duties and responsibility on the result of monitoring and evaluation on the implementation of compliance function in each LJK in the Financial Conglomerates. SKKT juga telah menyampaikan laporan pelaksanaan tugas dan tanggung jawabnya kepada Direktur Kepatuhan Entitas Utama untuk posisi 31 Desember 2016. SKKT has also submitted reports of its duty performance and responsibility to the Director of Compliance of the Prime Entity for the position as of 31 December 2016. Audit Eksternal External Auditor Berdasarkan keputusan Para Pemegang Saham di Luar Rapat Umum Pemegang Saham Tahunan Bank tanggal 28 Juni 2016, Dewan Komisaris diberikan kewenangan untuk menunjuk auditor independen untuk mengaudit Laporan Keuangan Bank untuk tahun buku yang berakhir pada tanggal 31 Desember 2016 dan untuk menentukan syarat-syarat dan ketentuan-ketentuan penunjukan tersebut dengan tetap memperhatikan rekomendasi dari Komite Audit Perseroan. Based on Unanimous Written Resolutions of the Shareholders of the Bank in Lieu of the Annual General Meeting of Shareholders dated 28 June 2016, the Board of Commissioners is granted the authority to appoint an independent auditor to audit the Bank’s Financial statements for the accounting year ended on 31 December 2016 and to determine terms and conditions for such appointment by observing the recommendation of the Company’s Audit Committee. Dewan Komisaris menunjuk Kantor Akuntan Publik (KAP) Tanudiredja, Wibisana, Rintis & Rekan (PwC) sebagai auditor eksternal untuk tahun buku yang berakhir pada tanggal 31 Desember 2016 dengan biaya audit sebesar Rp2.210.000.000 (di luar VAT dan OPE). Penunjukan KAP Tanudiredja, Wibisana, Rintis & Rekan telah memenuhi ketentuan yang berlaku dan sesuai dengan syarat dan ketentuan yang direkomendasikan oleh Komite Audit. The Board of Commissioners appointed the Public Accounting Firm (KAP) of Tanudiredja, Wibisana, Rintis & Partners (PwC) as an external auditor for the accounting year ended on 31 December 2016 with audit fee of Rp2,210,000,000 (excluded VAT and OPE). The appointment of the Tanudiredja, Wibisana, Rintis & Partners KAP has fulfilled the applicable provision and in conformity with the terms and conditions recommended by the Audit Committee. Kantor Akuntan Publik dan Akuntan Publik yang memberikan jasa audit adalah sebagai berikut: Public Accounting Firms and Public Accountants that provided the audit services are as follows: 333 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Tahun / Year Kantor Akuntan Publik (KAP) / Public Accounting Firm (KAP) Nama Akuntan / Name of Accountant 2012 Tanudiredja, Wibisana & Rekan (anggota PwC Global Network) / Tanudiredja, Wibisana & Partners (member of PwC Global Network) Angelique Dewi Daryanto, S.E, CPA 2013 Tanudiredja, Wibisana & Rekan (anggota PwC Global Network) / Tanudiredja, Wibisana & Partners (member of PwC Global Network) Angelique Dewi Daryanto, S.E, CPA 2014 Tanudiredja, Wibisana & Rekan (anggota PwC Global Network) / Tanudiredja, Wibisana & Partners (member of PwC Global Network) Angelique Dewi Daryanto, S.E, CPA 2015 Tanudiredja, Wibisana, Rintis & Rekan (anggota PwC Global Network) / Tanudiredja, Wibisana, Rintis & Partners (member of PwC Global Network) Drs. M. Jusuf Wibisana, M.Ec, CPA 2016 Tanudiredja, Wibisana, Rintis & Rekan (anggota PwC Global Network) / Tanudiredja, Wibisana, Rintis & Partners (member of PwC Global Network) Drs. M. Jusuf Wibisana, M.Ec, CPA Pada tahun pelaporan, jasa lain yang diberikan oleh Firma anggota jaringan Global PricewaterhouseCoopers adalah melakukan review atas perhitungan pajak penghasilan Bank. In the reporting year, other service provided by PricewaterhouseCoopers Global Network is reviewing the Bank’s corporate income tax computation. Manajemen Risiko Risk Management Manajemen risiko telah menjadi bagian integral dari bisnis, pengambilan keputusan dan proses budaya yang menekankan kesadaran risiko karyawan. Kerangka kerja manajemen risiko Bank berfokus pada pengawasan aktif dari Dewan Komisaris dan Direksi, pengembangan kebijakan dan prosedur, proses identifikasi risiko yang memadai, pengukuran dan pengawasan. Selama pelaksanaan, manajemen risiko sebagai suatu proses menyeluruh yang komprehensif menjadi tanggung jawab semua karyawan di setiap tingkatan organisasi melalui kerangka “3 Lines of Defense”. Risk management has become an integral part of the business, decision making and cultural process that stresses on consciousness on risks among employees. The Bank’s risk management framework focuses on active supervision by the Board of Commissioners and the Board of Directors, development of policy and procedures, adequate risk identification process, measurement and supervision. During the implementation, risk management as a comprehensive process becomes the responsibility of all employees at all level of the organisation through the framework of “3 Lines of Defense”. Kebijakan dan prosedur manajemen risiko Commonwealth Bank menetapkan identifikasi, pengukuran, pemantauan dan pengendalian atas risiko di lingkungan Bank. Kebijakan manajemen risiko dan risk appetite Commonwealth Bank disusun sesuai dengan misi visi dan strategi bisnis. Kebijakan dan prosedur ini dikaji dan disetujui oleh pihak-pihak terkait The Commonwealth Bank’s risk management policy and procedure determines identification, assessment, monitoring and control of the Bank’s environmental risk. The risk management and risk appetite policy of Commonwealth Bank is formulated in accordance with the mission, vision and business strategy. This policy and procedure have been reviewed and approved 334 2016 Annual Report Commonwealth Bank | Corporate Governance sesuai prinsip-prinsip Good Corporate Governance Bank. by the relevant parties in accordance with the Bank’s Principles of Good Corporate Governance. Dewan Komisaris dan Direksi memahami risiko-risiko yang dihadapi Commonwealth Bank dan menganggap ini sebagai syarat mempertahankan bisnis yang berkelanjutan. Divisi Manajemen Risiko memantau eksposur risiko Commonwealth Bank dan menyusun laporan analisis secara rutin. Laporan-laporan ini disampaikan kepada Manajemen, Direksi dan Dewan Komisaris dan menjadi bagian komite yang relevan, agar risiko menjadi bagian diskusi manajemen saat pembuatan keputusan. Manajemen risiko telah tertanam pada semua pengambilan keputusan penting manajemen, seperti rencana modal Commonwealth Bank dan pemilihan inisiatif strategis. The Board of Commissioners and the Board of Directors understand the risks faced by Commonwealth Bank and consider it as a condition to maintain a sustainable business. The Division of Risk Management routinely monitors the risk exposure of Commonwealth Bank and routinely prepares analysis reports. These reports are submitted to the Management, the Board of Directors and the Board of Commissioners and become a part of the relevant committee so that risks become the management discussion at the time of decision making. Risk management has been embedded in all important decision making of the management, such as the capital plan of Commonwealth Bank and selection of strategic initiatives. Guna memastikan kemampuan manajemen risiko Commonwealth Bank yang memadai, Commonwealth Bank secara sadar berinvestasi dalam sumber daya manusia dan sistem yang mendukung Manajemen Risiko, serta melakukan perbaikan terus-menerus sesuai kerangka manajemen risiko. Hal ini dianggap sebagai elemen bisnis penting, seiring kompleksitas Commonwealth Bank yang semakin luas dan meningkat. To ensure adequate ability of the Commonwealth Bank’s risk management, Commonwealth Bank consciously invest in human resources and the system that supports risk management, enabling it to have continuous improvement in accordance with the framework of risk management. This is deemed as an important element for business, in line with the Bank’s increasing complexity. Perkara Penting yang Dihadapi Important Case Jumlah kasus perdata dan pidana yang dihadapi oleh Commonwealth Bank, baik diselesaikan dengan kekuatan hukum final maupun dalam proses penyelesaian, per 31 Desember 2016, adalah sebagai berikut: Below are details on the criminal and civil cases faced by Commonwealth Bank, both resolved by final legal binding power and in the process of settlement, as of 31 December 2016: 335 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Perkara Hukum yang Dihadapi Commonwealth Bank Legal Cases Faced by Commonwealth Bank Commonwealth Bank sebagai Penggugat: Commonwealth Bank as the Plaintiff: Jumlah Laporan / Number of Legal Proceedings Proses Hukum / Legal Proceedings Kriminal / Criminal Perdata / Civil 2015 2016 2015 2016 PKPU / PKPU 2015 2016 Sudah selesai (dengan finalisasi hukum dan kekuatan mengikat) / Resolved with legal binding power • Rp101 juta s/d Rp 500 juta / Rp101 million to Rp500 million - - - - • Di atas Rp500 juta / above Rp500 million - - - - Dalam proses penyelesaian / In the process of settlement • Rp101 juta s/d Rp500 juta / Rp101 million to Rp500 million 1 1 - - - - • Di atas Rp500 juta / above Rp500 million 1 1 - - 1 5 2 2 - - 1 5 Total Commonwealth Bank sebagai Tergugat: Commonwealth Bank as the Defendant Jumlah Laporan / Number of Legal Proceedings Proses Hukum / Legal Proceedings Kriminal / Criminal Perdata / Civil 2015 2016 2015 2016 Sudah selesai (dengan finalisasi hukum dan kekuatan mengikat) / Resolved with legal binding power • Rp101 juta s/d Rp500 juta / Rp101 million to Rp500 million • Di atas Rp500 juta / above Rp500 million - - - - Dalam proses penyelesaian / In the process of settlement • Rp101 juta s/d Rp500 juta / Rp101 million to Rp500 million • Di atas Rp500 juta / above Rp500 million - - - 3 - Total - - - 3 Informasi di bawah ini terkait persidangan hukum yang masih dalam proses: The following information is related to the legal proceedings which are still in process: 1. Kasus Dugaan Tindak Pidana Penggelapan oleh Nasabah 1. Alleged embezzlement by the Customer Adanya klaim dari Mastercard atas transaksi Nasabah dengan konversi mata uang yang tidak sesuai via ATM di negara lain. There is claim from Mastercard on Customer’s transactions with the currency conversions which is not in accordance via ATM in other country. Bank telah mengambil langkah hukum yaitu melaporkan dugaan tindak pidana penggelapan yang diduga dilakukan nasabah ke Badan Reserse Kriminal Mabes Polri. The Bank has taken legal action, namely reporting the criminal offense of embezzlement allegedly committed by the customer to the Indonesian Police’s Criminal Investigation Division. 2. Kasus Pemalsuan dan Penipuan atas Bilyet Giro Ditemukan pemalsuan Bilyet Giro (BG) dengan karena terdapat 2 Bilyet Giro (BG) yang sama baik nominal dan nomor seri. 336 2. Check book Counterfeiting and Fraud Cases There is finding regarding counterfeiting of checks (BG) since there is same 2 (two) checks (BG) either nominal and serial number. 2016 Annual Report Commonwealth Bank | Corporate Governance Bank telah mengambil langkah hukum yaitu melaporkan kasus pemalsuan atas Bilyet Giro (BG) ini ke Kepolisian. 3. Kasus Gugatan Perdata The Bank has taken legal action, namely reporting the counterfeiting case to the Police. 3. Civil Code Allegation a. Sedang terjadi sengketa hukum antara para pemegang saham Debitur dengan jaminan Bank sebagai objek sengketa. a. Currently, there is a legal dispute in progress between the shareholders of the debtor with Bank’s collateral as an object of dispute. Tidak ada sengketa antara Bank dengan Debitur. There is no dispute between the Bank and the Debtor. Dalam kasus ini Bank menjalani proses sebagai saksi dan Turut Tergugat. In this case, the Bank is part of the legal process acting as a witness and co-defendant. Hingga saat ini, proses perkara di pengadilan masih berjalan. Until now, the legal case is still on going. b. Bank menghadapi gugatan perdata yang diajukan salah satu Debitur yang bergerak di bidang perdagangan komoditas dengan tuduhan Bank melakukan wanprestasi atas perjanjian kredit yang ditandatangani antara Bank dan Debitur. Saat ini proses peradilan masih berjalan. c. Terhadap Nasabah yang wanprestasi, Bank melakukan eksekusi jaminan yang akan digunakan sebagai pelunasan. Namun, Penjamin dari Debitur mengajukan gugatan perdata kepada Debitur sebagai Tergugat 1 dan Bank sebagai Tergugat 2 di Pengadilan Negeri Jakarta Timur. Proses persidangan masih berjalan. b. The Bank face the civil lawsuit that proposed by one of the Debtor which engages in the commodity trading field with the accusation that the Bank default of contract on the credit agreement signed by the Bank and the Debtor. The court process is still on going. c. Against the Customer who default, the Bank execute the collateral which will be used as a repayment. However, The guarantor from the Debtor filed a civil lawsuit against the Debtor as a Defendant 1 and Bank as a Defendant 2 at East Jakarta District Court. The trials are still on going. 4. Kasus Penundaan Kewajiban Pembayaran Utang (PKPU) 4. The Postponement of Debt Payment Obligation (PKPU) a. Terdapat 1 (satu) Debitur yang menjalankan usahanya dalam bidang pertanian telah gagal bayar berdasarkan perjanjian fasilitas pinjaman dan diajukan proses PKPU oleh Bank. a. There is 1 (one) Debtor who conducts their business on plantation field and not perform their obligation based on loan facility agreement and proposed the process of PKPU filed by the Bank. Debitur tidak dapat melaksanakan kewajibannya sebagaimana disepakati dalam perjanjian homologasi. Saat ini eksekusi lelang aset jaminan masih dalam proses. The Debtor did not perform their obligation as agreed by the homologation agreement. Currently the execution of auction collateral assets still on process. b. Terdapat 1 (satu) Nasabah yang tidak dapat melaksanakan kewajibannya dan Nasabah mengajukan proses PKPU atas nama Nasabah sendiri, dan penanganan oleh Kurator masih berlangsung. b. There is 1 (one) Customer who can not perform their obligations and the Customer proposed the process of PKPU, by itself and handling by the Curator is still on going. 337 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan c. Terdapat 4 (empat) kasus dimana Debitur diajukan proses PKPU oleh para Kreditornya, dan Bank termasuk salah satu Kreditornya. c. There is 4 (four) cases where the Debtor is proposed the process of PKPU by their Creditor, and Bank as one of their Creditor. 1) Debitur menjalankan usahanya dalam bidang usaha percetakan. Dalam hal ini, Kreditor mengajukan proses PKPU. 1) The Debtor conducts their business in printing field. In this case the Creditor filed the PKPU’s process. Saat ini masih menunggu pembagian boedel pailit yang mana masih dalam verifikasi Kurator. Currently, still waiting the sharing/division of the bankrupt estate as the Curator is still verifying them. 2) Debitur menjalankan usahanya dalam bidang distribusi bahan bakar dan pelumas. Dalam hal ini Debitur diajukan proses PKPU oleh para kreditornya. 2) The Debtor conducts their business in distributor of fuel and lubricants. The Debtor was served PKPU process by his creditors. Pengadilan Niaga menyetujui akta homologasi untuk menyelesaikan kasus ini. The Commercial Court approved homologation deed to settle the case. Seluruh kewajiban Debitur telah dibayar. The Debtor has paid all obligations. the 3) Debitur menjalankan usahanya dalam bidang paper packaging. Dua pemasok Debitur mengajukan PKPU terhadap Debitur. 3) The Debtor conducts their business in paper packaging. Two of the Debtor’s supplier filed for PKPU against the Debtor. Batas waktu pembatasan proposal perdamaian berakhir pada tanggal 24 Januari 2017. The deadline for the proposal was on 24 January 2017. 4) Nasabah menjalankan usahanya dalam bidang usaha makanan ternak. Kreditor mengajukan proses PKPU terhadap Nasabah. 4) The Customer conducts their business in animal field. The Creditor filled for PKPU against the Customer. Nasabah mengajukan proposal perdamaian. The Customer proposed the settlement agreement. Perkara Hukum yang Dihadapi Dewan Komisaris dan Direksi Commonwealth Bank Legal Cases Faced by the Board of Commissioners and the Board of Directors Selama tahun 2016 tidak terdapat perkara hukum yang melibatkan Dewan Komisaris dan Direksi Commonwealth Bank. Throughout 2016, no cases involved the Board of Commissioners and the Board of Directors of Commonwealth Bank. Dampak terhadap Commonwealth Bank Impacts for Commonwealth Bank Permasalahan hukum yang dihadapi di tahun 2016, pengaruhnya terhadap Commonwealth Bank tidak signifikan karena telah dilakukan mitigasi yang memadai oleh Commonwealth Bank. The legal cases faced by the Bank in 2016 caused no significant effects as the Bank has taken proper mitigation. 338 2016 Annual Report Commonwealth Bank | Corporate Governance 339 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Penyediaan Dana untuk Pihak Terkait dan Penyediaan Dana Besar Provision of Funds to Related Parties and Provision of Major Funds Dalam pelaksanaan usaha, Commonwealth Bank secara konsisten menjunjung tinggi prinsip kehati-hatian dalam pemberian dana mengacu pada Peraturan Bank Indonesia tentang Batas Maksimum Pemberian Kredit serta peraturandan perundangan yang berlaku lainnya. In doing its business, Commonwealth Bank consistently adheres to prudential principal in fund disbursement with reference to Bank Indonesia Regulation on Maximum Ceiling for Credit Disbursement and other rules and regulations. Data di bawah adalah 50 debitur inti dan debitur grup selain pihak terafliasi yang merupakan eksposur besar. Sepanjang 2016, Commonwealth Bank telah bertindak sesuai dengan peraturan dan melaporkan transaksi kepada Bank Indonesia secara tepat waktu. The data below involves of the 50 principle debtors and group of debtors aside from affiliates with major exposure. Throughout 2016, Commonwealth Bank complied with the regulations and reported all transactions to Bank Indonesia in a timely manner. Rincian penyediaan dana kepada pihak terkait dan penyediaan dana besar per 31 Desember 2016 adalah sebagai berikut: The details of fund provision to related parties and major funds as of 31 December 2016 are as follows: Pemberian Dana / Fund Disbursement Jumlah (dalam Juta Rupiah) / Total (in million Rupiah) Kepada Pihak Terkait / To related parties 32 25,549.13 Penyediaan Dana Besar / Provision of Major Funds 50 1,996,561.75 a. Debitur Individu / Individual Debtors 35 1,427,148.88 b. Debitur Grup / Group Debtors 15 569,412.87 Dalam rangka menerapkan prinsip kehati-hatian dan manajemen risiko, Bank memiliki kebijakan/pedoman dan prosedur tertulis tentang penyediaan dana kepada Pihak Terkait, penyediaan dana besar, dan atau penyediaan dana kepada pihak lain yang memiliki kepentingan di Bank. Seperti disebutkan, pedoman ditinjau secara berkala. Selain itu, eksposur besar, dan atau penyediaan dana kepada pihak lain yang memiliki kepentingan di Bank dilakukan berdasarkan kewajaran dan kelaziman usaha, sesuai kemampuan modal bank, dan tanpa konsentrasi signifkan dari peminjam atau peminjam kelompok tertentu. 340 Jumlah Debitur / No. of Debtors In executing the prudential principle in the risk management, the Bank has written policy/guideline and procedures on the disbursement of funds to related parties, provision of major funds, and/or provision of funds for other parties with relation to the Bank. As mentioned, the guideline undergoes periodic reviewing. Moreover, major exposure, and/or provision of funds for other parties with ties to the Bank follow the principle of business fairness and predominance, based on the Bank’s capital ability, and with no significant concentration from debtors or certain groups of debtors. 2016 Annual Report Commonwealth Bank | Corporate Governance Rencana Strategis Bank Bank Strategic Plans 1. Bank memulai perencanaan strategis tahunan di bulan Agustus yang melibatkan semua unit. Rencana strategis ini mengacu pada visi dan misi Bank yaitu “to excel at securing and enhancing the financial wellbeing of people, businesses and communities” dan “to be the market leader in providing Digital Financial Solutions for our Retail & SME target customers” dan mempertimbangkan kondisi ekonomi dan peluang yang ada. Rencana strategis ini kemudian diterjemahkan dalam Rencana Bisnis Bank. Dalam menyusun Rencana Bisnis Bank, Bank memperhatikan pemenuhan prinsip kehati-hatian dan penerapan manajemen risiko serta masukan dari regulator. Rencana Bisnis Bank mencakup rencana strategis jangka panjang secara menyeluruh yang berisi rumusan arah dalam rangka mencapai tujuan Bank. 1. The Bank commenced its annual strategic planning in August, which involves all units. These strategic plans refer to the Bank’s vision and mission “to excel at securing and enhancing the financial wellbeing of people, businesses and communities” and “to be the market leader in providing Digital Financial Solutions for our Retail & SME target customers,” and by considering the economic condition and available opportunities. These plans are then translated into the Bank Business Plan (RBB). In formulating RBB, Commonwealth Bank observes the prudential principle and risk management, as well as inputs from the regulator. RBB comprises long-term and thorough strategic plans which contain the directions for the Bank to reach its objectives. 2. Rencana Bisnis Bank disusun dengan memperhatikan ketentuan regulator, serta dikaji dan disetujui oleh Board of Director (BoD) dan Board of Commissioner (BoC) sebelum disampaikan kepada regulator paling lambat pada akhir bulan November sebelum tahun Rencana Bisnis dimulai. 2. The formulation of RBB considers the prevailing regulations, and are studied and approved by the Board of Directors (BoD) and the Board of Commissioners (BoC) before they are submitted to the regulator no later than the end of November before the business plan year starts. Bank akan terus memantau kondisi makro ekonomi yang berpotensi mempengaruhi Rencana Bisnis Bank, jika terdapat perubahan yang signifikan dalam kondisi perekonomian, Bank akan menyampaikan Perubahan Rencana Bisnis paling lambat pada akhir bulan Juni tahun berjalan. The Bank will continue to monitor the macroeconomic condition which has the potential of affecting RBB. Should there be any significant change in the economy, the Bank will submit a revision of RBB no later than the end of June of the current year. 341 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Transparansi Kondisi Keuangan dan NonKeuangan Bank Transparency of Financial and Non-Financial Condition Informasi dalam laporan keuangan dan laporan tahunan telah disusun dan disajikan menurut prosedur, jenis dan cakupan sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan dan Surat Edaran tentang Transparansi dan Publikasi Laporan Bank Umum Konvensional dan disampaikan kepada Otoritas Jasa Keuangan dan instansi terkait lainnya secara tepat waktu. The information in the financial statement and the annual report is prepared and presented following the procedures, types and coverage as stipulated in the Regulation of Financial Services Authority and Circular Letter on the Transparency and Publication of the Report of Public Conventional Banks, and is submitted to Financial Services Authority and related agencies in a timely manner. Informasi di atas juga tersedia secara online di situs Commonwealth Bank (www.commbank.co.id) sehingga dapat diakses dengan mudah oleh seluruh pemangku kepentingan Commonwealth Bank. The information above is also available online on Commonwealth Bank’s website (www.commbank. co.id) which all stakeholders can easily access. Opsi Saham Stock Option Selama 2016, Commonwealth Bank tidak memberikan opsi saham kepada anggota Dewan Komisaris, Direksi, Pejabat Eksekutif, dan Kepala Unit Bisnis lainnya. Throughout 2016, Commonwealth Bank did not provide stock options to the members of the Board of Commissioners and Board of Directors, executives, and heads of business units. Penyimpangan Internal Internal Fraud Penyimpangan internal dalam bagian ini, tidak berkonotasi kejahatan yang memiliki unsur pidana, karena bisa bermakna etika maupun administrasi. Pada intinya, tindakan yang tidak sesuai dengan norma yang telah ditetapkan Bank secara internal maupun norma lain yang ditetapkan oleh regulator. 342 The internal fraud in this part does not have the connotation with criminal offence, but refers to ethical and administrative matters. Basically, it refers to actions which do not conform to the norms established by the Bank internally, or other norms established by the regulator. 2016 Annual Report Commonwealth Bank | Corporate Governance Penyimpangan yang terjadi sepanjang tahun 2016 adalah sebagai berikut: Misappropriation/Frauds that happened throughout 2016 is as follows: Jumlah Kasus yang Dilakukan / Number of cases Penipuan Internal 2016 / 2016 Internal Fraud Manajemen / Management Karyawan Tetap / Permanent Empoyees Karyawan Temporari / Temporary employees Tahun Sebelumnya / Tahun Buku / Tahun Sebelumnya / Tahun Buku / Tahun Sebelumnya / Tahun Buku / Previous Year Current Year Previous Year Current Year Previous Year Current Year Jumlah Penipuan Internal / No. of Internal Fraud 0 0 1 3 0 0 Telah selesai / Resolved 0 0 1 3 0 0 Dalam proses penyelesaian internal / In a process of internal settlement 0 0 0 0 0 0 Dalam proses penyelesaian internal dan dengan nasabah / In a process of internal settlement and with customer 0 0 0 0 0 0 Saat ini tidak terdapat upaya penyelesaian / No settlement process 0 0 0 0 0 0 Diproses secara legal / In legal process 0 0 0 0 0 0 Dibanding tahun 2015, jumlah penyimpangan internal di Commonwealth Bank pada tahun 2016 menunjukkan peningkatan utamanya untuk kasus penipuan oleh staff/ pihak internal, namun demikian investigasi terhadap kasus tersebut telah selesai dilakukan, termasuk kerugian yang terjadi telah dikembalikan oleh staff yang bersangkutan, dan staff tersebut telah diberikan sanksi sesuai peraturan yang berlaku di bank. Compared to 2015, the number of internal frauds in Commonwealth Bank throughout 2016 showed an increase, especially by staff/internal parties. Nevertheless, investigations against those cases have been completed, including the restitution to the loss of fraud by those staff, who have been imposed sanctions pursuant to the Bank’s prevailing regulations. Transaksi yang Mengandung Benturan Kepentingan Transactions with Conflict of Interest Guna mendukung risk awareness dan pengetahuan akan Benturan Kepentingan, seiring pembaruan Peraturan Commonwealth Bank periode 20162018, telah diatur dalam pasal 59 dalam Peraturan Perusahaan bahwa Karyawan wajib membaca, memahami, mematuhi dan menerapkan Peraturan Perusahaan dan Peraturan Pelaksana. Karyawan In support of risk awareness and improving the knowledge concerning conflicts of interest, and with regard to the revision of Commonwealth Bank 2016-2018 period regulation, Article 59 of Employee Regulation state that employees are required to read, understand, obey and implement Company Regulations and their Executing Regulation. New and current employees are 343 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan baru dan lama juga diwajibkan untuk menandatangani Pernyataan Professional Practice dan berpartisipasi dalam Pelatihan wajib Kode Etik, yang salah satu modulnya adalah tentang Benturan Kepentingan. required to sign Professional Practice Statement and participate in Code of Ethics training, whose one of the modules deal with Conflict of Interest. Selain itu, Commonwealth Bank telah melakukan survei tahunan atas seluruh Komisaris, Direksi, dan Pejabat Eksekutif mengenai informasi terkini pengecekan pihak-pihak terkait. Moreover, Commonwealth Bank conducts annual survey for all commissioners, directors, and executives regarding the latest information on the monitoring of related parties. Pembelian Kembali Saham dan Obligasi Bank Bank’s Stock and Bonds Buyback Per 31 Desember 2016, tidak terdapat transaksi pembelian kembali obligasi atau saham. As of 31 December 2016, Commonwealth Bank did not conduct any bond or stock buyback transactions. Dana untuk Kegiatan Sosial dan Politik Funds for Social and Political Activities Kegiatan Sosial Social Activities Dalam melaksanakan tanggung jawab sosial perusahaan, Commonwealth Bank secara aktif berpartisipasi dalam meningkatkan kesejahteraan masyarakat, dengan fokus pada bidang edukasi literasi keuangan dan sosial. In performing its corporate social responsibility, Commonwealth Bank participates in the improvement of the welfare of the people, with focus on financial literacy and social issues. Dalam bidang Literasi Keuangan, Bank berkomitmen untuk meningkatkan kesejahteraan finansial masyarakat melalui program inklusi keuangan di bawah program WISE. WISE adalah program inklusi keuangan dari perempuan, oleh perempuan untuk perempuan yang diluncurkan Bank sejak tahun 2014 yang bertujuan untuk meningkatkan kesejahteraan finansial perempuan Indonesia melalui suatu program literasi keuangan yang terpadu dan berkesinambungan; yang dilakukan melalui berbagai platform (pertemuan tatap muka/workshop, aplikasi mobile WISE dan artikel edukasi di online media). In financial literacy, the Bank is committed to improving the financial welfare of the community through financial inclusive program under WISE program. WISE is a financial inclusion program from women, by women, and for women. Commonwealth Bank launched the program in 2014, with the objective of improving the financial welfare of Indonesian women through integrated and continuous financial literacy program. WISE program uses several platforms: discussion/ workshop, WISE mobile application, and educational content in online media. 344 2016 Annual Report Commonwealth Bank | Corporate Governance Pada akhir Desember 2016, lebih dari 2.200 perempuan telah mengikuti kelas WISE dan sebanyak hampir 3.500 perempuan telah mengunduh aplikasi WISE (portal finansial untuk perempuan) yang diluncurkan pada bulan Mei 2015. By the end of December 2016, more than 2,200 women had participated in WISE class, and close to 3,500 women had downloaded WISE application, a financial portal for women which the Bank launched in May 2015. Bank juga bekerja sama dengan beberapa komunitas perempuan dan juga media khusus perempuan seperti IWAPI (Ikatan Wanita Pengusaha Indonesia), the Australian Embassy and Australian Trade Commission (Austrade) dan majalah Her World dalam menyelenggarakan beberapa kelas edukasi untuk perempuan pengusaha, mendukung program Women in Global Business Forum dari Austrade dan juga Her World’s Women of the Year 2016. Commonwealth Bank also collaborates with several women communities and women-specific media, such as IWAPI (Association of Indonesian Women Entrepreneurs), the Australian Embassy and Australian Trade Commission (Austrade), and Her World magazine in organising several educational sessions for women entrepreneurs, supporting Women in Global Business Forum from Austrade, and Her World’s Women of The Year 2016 event. Juga di dalam bidang Literasi Keuangan, secara rutin Bank mengadakan kelas edukasi “Belajar Investasi” untuk masyarakat umum (khususnya kelas menengah) dengan topik mengenai Perencanaan dan Pengelolaan Keuangan serta Investasi. Still in financial literacy, the Bank organises routine classes with the theme “Investment Education.” The class is for the public, especially the middle class, and presents topics on Financial and Investment Planning and Management. Dalam bidang sosial, melalui CommCare Club – wadah internal bagi staff untuk terlibat dalam berbagai kegiatan CSR Bank, Bank mengadakan berbagai aktivitas sosial bekerja sama dengan organisasi nirlaba dan penerima bantuan. In social issues, through CommCare Club, the internal medium for staff seeking to get involved in various CSR activities, Commonwealth Bank organised various social activities in collaboration with non-profit organisations and beneficiaries. 345 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Selama 2016, berikut adalah rincian kegiatan dan dana yang digunakan dalam menyelenggarakan program Corporate Social Responsibility Bank baik dalam bidang Literasi Keuangan dan Social. Throughout 2016, below are some details on the activities and funds used in Corporate Social Responsibility programs, in both financial literacy and social programs. No. Jenis dan Tujuan Program / Type and Purpose of Program 1 Program WISE (Women Investment Series) – program edukasi keuangan untuk wanita, yang terdiri dari: kelas-kelas edukasi bersama komunitas perempuan, Aplikasi Seluler WISE, edukasi di social media. / WISE Program (Women Investment Series) – financial education program targeting women, consisting of some elements: WISE Financial Workshops, WISE Mobile Application, educational content in social media, etc. Public – 13 sesi / sessions 2 Program Literasi Keuangan – Program edukasi dengan topik Perencanaan dan Pengelolaan Keuangan / Financial Literacy Program – Educational program with topic about Financial Planning and Management Publik (program partisipasi) – 4 sesi / Public (program participants) – 4 sessions Rp20.000.000 3 Program kunjungan anak-anak Sekolah Bisa ke KidZania / Visit to KidZania for Sekolah Bisa’s students Sekolah Bisa, Bintaro Rp15.359.000 4 Pembangunan 1 rumah di Gunung Sari – Tangerang, Desa Babakan Madang-Sentul, Bogor / Building a house at Gunung Sari –Tangerang, Desa Babakan MadangSentul, Bogor Habitat Bagi Kemanusiaan / Habitat For Humanity www.habitatindonesia.org Rp49.740.000 5 Hari Donor Darah – Program donor darah regular bekerja sama dengan Palang Merah Indonesia (PMI) –1 kali / Blood Drive Day – Regular blood drive program in collaboration with Indonesian Red Cross (PMI) – 1 time Palang Merah Indonesa (PMI) / Indonesian Red Cross (PMI) +/- 150 blood packs 6 Donasi untuk peralatan belajar mengajar (alat bantu dengar) untuk anak-anak Sekolah Aluna dan sesi edukasi “Hidup Bersih Sehat” untuk orangtua / Donation for hearing aid facilities for children at Sekolah Aluna and education session “Healthy Lifestyle” for parents Sekolah Aluna Jalan Kebagusan Dalam IV No. 34A Pasar Minggu Jakarta Selatan Rp64.900.000 7 Bowling Fun Games dengan PIISEI – Acara penggalangan dana melalui kompetisi bowling, yang hasilnya akan disumbangkan ke rumah yatim piatu / Bowling Fun Games with PIISEI –Fundraising event through bowling competition to be given to orphanage house PIISEI (Persatuan Istri Ikatan Sarjana Ekonomi Indonesia) Rp15.000.000 8 Golf Amal dengan PIISEI – Acara penggalangan dana melalui kompetisi bowling, yang hasilnya akan disumbangkan ke rumah yatim piatu / Charity Golf with PIISEI – Fundraising event through golf competition to be given to orphanage house PIISEI (Persatuan Istri Ikatan Sarjana Ekonomi Indonesia) Rp10.000.000 9 Australia Indonesia Association of NSW (AIA) Scholarship 2016, program pertukaran pelajar Indonesia & Australia / Australia Indonesia Association of NSW (AIA) Scholarship 2016, student exchange between Indonesia & Australia Australia Indonesia Association of NSW Penerima / Beneficiary Total Rp440.846.604 AUD 8.000 Kegiatan Politik Political Activities Pada 2016, Commonwealth Bank tidak mendanai kegiatan politik. In 2016, Commonwealth Bank did not fund any political activities. 346 2016 Annual Report Commonwealth Bank | Corporate Governance Kode Etik Kepatuhan Compliance Code of Conduct Kode Etik Kepatuhan (COC) berisi pedoman perilaku karyawan dalam operasional sehari-hari. COC mengatur hubungan antara Bank, Karyawan, Nasabah dan Pemangku Kepentingan lainnya. Code of Conduct (COC) contains guidelines for employees’ conducts in daily operations. COC regulates the relationship between the Bank, employees, customers, and other stakeholders. Isi Kode Etik Kepatuhan Contents of the Code of Conduct Beberapa poin terkait dengan COC antara lain: Some points in the Code of Conduct are as follows: a. Kerahasiaan a. Confidentiality Karyawan bertanggung jawab menjaga kerahasiaan informasi pribadi dan nasabah. Mengungkap informasi nasabah kepada pihak ketiga di luar Bank merupakan pelanggaran serius terhadap hukum dan peraturan. b. Hadiah dan Hiburan Mengatur hadiah dan hiburan yang diterima oleh karyawan Commonwealth Bank dan kewajiban untuk melaporkannya. c. Benturan Kepentingan Karyawan harus menghindari situasi yang mengarah pada benturan kepentingan. Dalam situasi bila benturan kepentingan tidak bisa dihindari, maka karyawan harus melaporkannya kepada HRD atau Departemen Kepatuhan. d. Hubungan dengan Nasabah Seluruh karyawan yang menangani nasabah harus membangun dan menjaga kejelasan hubungan dengan nasabah secara profesional. e. Anti Pencucian Uang dan Prinsip Mengenal Nasabah Seluruh karyawan harus waspada terhadap penyalahgunaan Bank oleh para pencuci uang, teroris, kriminal dan koruptor lainnya. Employees are responsible for the confidentiality of personal information and that of the customers. Disclosure of customers’ information to a third party outside Commonwealth Bank is a grave violation of the law and regulations. b. Prizes and Consolation This part regulates prizes and consolations the employees receive and their duty to report it. c. Conflict of Interest Employees must avoid any situation which leads to conflicts of interest. In a situation where conflict of interest becomes unavoidable, employees have the duty to report it to HRD or to Compliance Department. d. Relationship with Customers All employees who interact with customers are required to build and maintain the clarity of relationship with the customers in a professional manner. e. Anti-Money laundering Customer Principle and Know-Your- All employees must be aware and wary of misappropriation of the Bank for money laundering, terror-related activities, and criminal activities, and other corrupt practices. Sosialisasi dan Keberlakuan Kode Etik Kepatuhan Information Sharing and Enforcement of Code of Conduct Kode Etik Kepatuhan berlaku untuk seluruh karyawan yang ada di Commonwealth Bank. Code of Conduct applies to all employees of Commonwealth Bank. 347 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Kode Etik Kepatuhan disosialisasikan melalui berbagai cara, antara lain melalui program pengenalan karyawan (Staff Induction) yang wajib diikuti oleh karyawan sebelum karyawan melewati masa percobaan 3 bulan. Commonwealth Bank disseminates information regarding Code of Conduct using several methods, including the obligatory Staff Induction program for employees before they pass their three-month probation period. Pada tahun pelaporan, tidak terdapat pelanggaran dan sanksi yang dijatuhkan berkaitan dengan Kode Etik Kepatuhan. Throughout the current year, there was no violation of and sanction given related to Code of Conduct. Whistleblowing System Whistleblowing System Commonwealth Bank berkomitmen menjaga lingkungan kerja dan budaya organisasi yang tidak mentolerir tindak penyimpangan, korupsi dan perilaku yang tidak pantas sesuai dengan standar perusahaan yang dituangkan dalam Kebijakan Perlindungan Whistleblower. Kebijakan ini mendorong karyawan untuk melaporkan indikasi tindak penyimpangan, penyuapan dan korupsi, kegiatan ilegal, tidak etis, atau pelanggaran hukum dan peraturan. Commonwealth Bank is committed to creating and maintaining a working environment and corporate culture which do not overlook misappropriation or frauds, corrupt practices, and activities which do not conform to appropriate and standard practices of the Bank as described in Whistleblower Protection Policy. The policy encourages employees to report any indication of frauds, bribery and other corrupt practices, illegal and unethical activities, or violation of law and regulations. Mekanisme pelaporan ini untuk melindungi kerahasiaan identitas pelapor dan memastikan pelaporan anonim. The mechanism for reporting is to protect the identity of the whistleblower and to ensure anonymous reporting. Program Perlindungan Whistleblower Whistleblower Protection Program Dalam mendeteksi tindak penyimpangan atau perilaku lain yang dianggap tidak benar, Program Perlindungan Whistleblower menjadi jalur pelaporan yang disediakan oleh Bank sehingga pelaporan melalui jalur komunikasi dapat dilakukan oleh pihak internal dan eksternal, yaitu antara lain melalui: In detecting frauds or other misappropriate acts, the Whistleblower Protection Program is the reporting channel provided by the Bank which enables internal and external communication. The media for reporting are: • • • • • • • • • • Email: [email protected] Hotline Whistleblower: 08071919191 Telepon Internal call: 8800 Surat: Whistleblower, FCU, WTC 6 Lantai 16, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920. Pelaporan dapat didasarkan pada bukti dan dasar pemikiran melakukan pelaporan. Bank melindungi identitas pelapor dan menjamin kerahasiaannya pada saat laporan ditindaklanjuti oleh unit terkait. 348 Email: [email protected] Hotline Whistleblower: 08071919191 Internal phone, call: 8800 Mail: Whistleblower, FCU, WTC 6, 16th floor, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920. The reporting can be based on evidence and the rationale for reporting. Commonwealth Bank will protect the identity of the whistleblower and guarantee the person’s confidentiality when the related unit follow up the report. 2016 Annual Report Commonwealth Bank | Corporate Governance Seluruh laporan yang diterima dikelola oleh Unit Kejahatan Keuangan sebagai pihak yang ditunjuk mengelola pelaporan yang masuk sesuai dengan standar operasi terkait whistleblower. Laporan akan ditindaklanjuti oleh Whistleblower Investigation Officer (WIO) yang akan menghubungi pelapor untuk meminta bukti atau informasi tambahan jika perlu. Whistleblower Protection Officer (WPO) akan memastikan dengan baik bahwa whistleblower diberikan perlindungan. All reports are managed by the Monetary Crime Unit as the unit appointed to manage the reports based on the standard operational procedure on whistleblower. Whistleblower Investigation Officer (WIO) will follow up the report by contacting the whistleblower to ask for further proofs or additional information if necessary. Whistleblower Protection Officer (WPO) will make sure that the whistleblower receives protection. Jika informasi yang diberikan tidak cukup, atau tidak relevan untuk dilanjutkan proses penyidikan, pelapor akan diinformasikan bahwa penyelidikan dihentikan. In the event that the information is not adequate, or irrelevant for investigation process, the whistleblower will then be notified about the termination of the investigation. Demi meningkatkan efektivitas Program Perlindungan Whistleblower, Bank melakukan beberapa kegiatan: To improve the effectiveness of Whistleblower Protection Program, the Bank has taken some steps: • Sosialisasi dilakukan melalui desktop wallpaper, poster, atau sesi pelatihan guna mendorong pelaporan atau sebagai whistleblower. • Information sharing through desktop wallpaper, poster, or training session to encourage reporting or whistleblower. • Anti Fraud Awareness melalui pengiriman e-mail kepada seluruh karyawan secara berkala. • Anti-Fraud Awareness through e-mail sent to all employees periodically. Laporan Whistleblowing 2016 Whistleblowing Reports in 2016 Jumlah Laporan / No. of Reports Jenis Pelaporan / Type of Reporting 2015 2016 Jumlah Laporan / Number of Reports 8 3 Yang sudah selesai / Resolved 8 3 Information only / No Finding 5 3 Misconduct 2 0 Fraud 1 0 Penjabaran detail / Details: Jumlah laporan whistleblower pada tahun 2016 menunjukkan penurunan dibanding tahun 2015 terutama untuk laporan whistleblower yang berujung pada kasus Misconduct dan Fraud dari total 3 (tiga) kasus menjadi 0 (nol) di tahun 2016. Walaupun terjadi penurunan terhadap laporan whistleblower, namun hal ini sejalan dengan penurunan yang terjadi terhadap kasus yang berujung pada kasus Misconduct dan Fraud. Hal itu menunjukkan perkembangan yang membaik terhadap risiko yang terjadi di bank, namun demikian Commonwealth Bank tetap mengambil kebijakan untuk secara berkelanjutan melakukan sosialisasi dan program penyegaran secara periodik dan konsisten kepada seluruh staff terkait pelaporan Whistelblower ini. The number of whistleblower reports in 2016 showed a decline from 2015, including for whistleblower leading to cases of Misconduct and Fraud, from three (3) cases to nil (0) in 2016. The decline in the number of whistleblower reports is in line with the decline in the number of cases leading to Misconduct and Fraud. This shows positive development regarding risks. Commonwealth Bank, however, opts for maintaining its information dissemination program and periodic refresher course for all employees concerning whistleblowing report. 349 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Pengungkapan Informasi Kebijakan Remunerasi dalam Laporan Tahunan Pelaksanaan Tata Kelola Information Disclosure on the Remuneration Policy in the Governance Implementation‘s Annual Report Komite Remunerasi Remuneration Committee Komposisi Komite Remunerasi: The Composition of Remuneration Committee: No. Nama / Name Jabatan / Position 1 Suwartini (Komisaris Independen / Independent Commissioner) Ketua / Chairperson 2 Khairil Anwar (Komisaris Independen / Independent Commissioner) Anggota / Member 3 Bagus Harimawan (Chief of Human Resources) Anggota / Member Tugas Pokok dan Fungsi Komite Remunerasi dan Nominasi The Composition of Remuneration Committee: Terkait dengan Kebijakan Remunerasi Related to Remuneration Policy 1. Komite bertanggung jawab untuk melaksanakan fungsi pengawasan terhadap penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi anggota Dewan Komisaris, anggota Direksi, dan karyawan Bank yang diajukan oleh Direksi melalui Presiden Direktur dan/atau Direktur yang bertanggung jawab atas Direktorat/Fungsi Sumber Daya Manusia, yang memiliki dampak dan/atau perubahan signifikan pada kondisi finansial Bank dan/atau yang memiliki dampak signifikan pada Anggota Dewan Komisaris, Direksi dan Karyawan Bank yang didasarkan pada remunerasi berbasis kinerja dengan memperhatikan faktor-faktor risiko yang ada. 1. The committee is responsible for executing a monitoring function on the drafting and/or implementation of the Remuneration Program and Policy for the members of the Board of Commissioners, the Board of Directors, and the Bank employees. The program and policy are proposed by the Board of Directors through President Director and/or the director responsible for the Directorate/Functions of Human Resources, and they bear significant impact and/or changes to the financial condition of the Bank, and/or bear significant impact to the members of the Board of Commissioners, the Board of Directors, and the Bank’s employees, and are based on the performance-based remuneration with regard to the present risk factors. 2. Dewan Komisaris melalui Komite Remunerasi dan Nominasi memberikan wewenang kepada Direksi melalui Presiden Direktur dan/atau Pimpinan yang bertanggung jawab atas Direktorat/ Fungsi Sumber Daya Manusia untuk melakukan evaluasi, menyusun dan memastikan Program dan Kebijakan Remunerasi Bank memiliki daya saing dengan industri sejenis serta menerapkan azas kesetaraan dan keadilan dalam menerapkan 2. The Board of Commissioners through Remuneration and Nomination Committee gives mandate to the Board of Directors through President Director and/ or the official responsible for the human resources directorate/functions to evaluate, formulate and ensure that the Remuneration Program and Policy possesses competitive advantages in the industry, and applies the principle of equity and fairness in its Remuneration Program, which is based on 350 2016 Annual Report Commonwealth Bank | Corporate Governance Program Remunerasi di Bank berbasiskan kinerja, di antaranya dengan melakukan tinjauan terhadap program remunerasi secara berkala, menyesuaikan dan meningkatkan program-program remunerasi dan manfaat. performance. This means there should be periodic evaluation of the remuneration program, as well as adjustment and improvement of the remuneration program and benefits. 3. Setelah melaksanakan fungsi pengawasan, termasuk melakukan evaluasi, Komite akan memberikan rekomendasi kepada Dewan Komisaris mengenai: 3. Following the monitoring function, including the evaluation, the committee gives recommendation to the Board of Commissioners on: 3.1Penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi Direksi dan Dewan Komisaris untuk disampaikan kepada RUPS; dan 3.1 The formulation and/or execution of the Remuneration Program and Policy for the Board of Directors and the Board of Commissioners to be submitted at General Meeting of Shareholders; and 3.2 Penyusunan dan/atau pelaksanaan Program dan Kebijakan Remunerasi bagi pegawai secara 3.2 The formulation and/or execution the Remuneration Program and Policy for all employees to be reported to the Board of keseluruhan untuk disampaikan kepada Direksi. Directors. Terkait dengan Kebijakan Nominasi Related to Nomination Policy 1. Memberikan rekomendasi kepada Dewan Komisaris terkait dengan sistem, prosedur, pemilihan, pengangkatan, penggantian, dan pengangkatan kembali untuk anggota Dewan Komisaris dan anggota Direksi kepada Dewan Komisaris, termasuk calon anggota Dewan Komisaris dan/atau calon anggota Direksi untuk disampaikan kepada RUPS; 1. Give recommendation to the Board of Commissioners on matters related to the system, procedure, nomination, appointment, and reappointment of the members of the Board of Commissioners and the Board of Directors, including the prospective commissioners and/or directors to be submitted to General Meeting of Shareholders; 2. Terkait dengan pemilihan, pengangkatan, penggantian, dan pengangkatan kembali Pihak Independen yang menjadi anggota komite-komite organ kerja Dewan Komisaris, Komite memberikan rekomendasi lebih lanjut kepada Dewan Komisaris untuk dapat dilakukan tinjauan lebih lanjut dan selanjutnya Pihak Independen tersebut dapat ditetapkan dan diangkat oleh Direksi; 2. Regarding nomination, appointment, replacement, and reappointment of the members of working organ committees to support the Board of Commissioners, the Committee gives further recommendation to the Board of Commissioners for further review so that the independent party can be appointed by the directors; 3. Dewan Komisaris melalui Komite Remunerasi dan Nominasi akan melakukan tinjauan lebih lanjut terhadap rekomendasi Presiden Direktur atas pemaparan mengenai tinjauan kinerja secara berkala dari Direktur-Direktur dan Manajemen Puncak (Top Management) yang berada pada 1 (satu) tingkat dibawah Presiden Direktur selama masa penugasan tiap-tiap individu tersebut di Bankdan akan menyusun rekomendasi lebih lanjut kepada Dewan Komisaris. 3. The Board of Commissioners through the Remuneration and Nomination Committee reviews the President Director’s recommendation of the periodic performance assessment of the directors and the top management one (1) level under President Director during the term of each individual, and formulates further recommendation for the Board of Commissioners. 351 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Jumlah Rapat yang telah Dilakukan sepanjang 2016: The Number of Meetings held throughout 2016: Jumlah rapat Komite Remunerasi dan Nominasi sepanjang 2016 dilaksanakan sebanyak 6 (enam) kali pertemuan sesuai dengan jadwal tahunan, yang terdiri dari: The Remuneration and Nomination Committee held six (6) meetings according to the annual schedule on: 1. 2. 3. 4. 5. 6. 1. 2. 3. 4. 5. 6. 25 Februari 2016 28 April 2016 23 Juni 2016 18 Agustus 2016 25 Oktober 2016 15 Desember 2016 25 February 2016 28 April 2016 23 June 2016 18 August 2016 25 October 2016 15 December 2016 Remunerasi yang telah dibayarkan kepada anggota Komite Remunerasi dan Nominasi selama 1 (satu) tahun adalah sebesar Rp5.928.928.819 bruto The remuneration given to the members of the Remuneration and Nomination Committee in one (1) year was Rp5,928,928,819 (Gross). Proses Penyusunan Kebijakan Remunerasi Formulation of the Remuneration Policy Tinjauan mengenai latar belakang dan tujuan kebijakan Remunerasi Background and Objectives Kebijakan ini ditetapkan sebagai pedoman dan panduan mengenai Remunerasi dan manfaat serta untuk memberikan pemahaman yang jelas mengenai kompensasi dan manfaat yang diterima oleh Karyawan, dengan memperhatikan penerapan prinsip kehati-hatian dan manajemen risiko dalam kebijakan Remunerasi yang ditetapkan sesuai dengan ketentuan OJK dan Peraturan Pemerintah yang berlaku. The policy acts as the guidelines and manuals on remuneration and benefits. The policy also provides understanding of compensation and benefits received by the employees, with attention given to the prudent principles and risk management as stipulated in the FSA regulation and the prevailing government regulations. Pelaksanaan kaji ulang atas kebijakan Remunerasi pada tahun sebelumnya, beserta perbaikannya The review of Remuneration Policy in the Previous Year, and its Improvement Kebijakan Remunerasi dan Manfaaat untuk Karyawan yang terbaru yang berlaku mulai Desember 2016, merupakan hasil peninjauan ulang atas Kebijakan Remunerasi dan Manfaat untuk Karyawan sebelumnya yang diterbitkan pada bulan Desember 2014. The latest policy of remuneration and employee benefits was effective starting December 2016. The policy is the revision of the previous version issued in December 2014. Sementara itu terkait dengan Kebijakan Remunerasi dan Manfaat untuk Direksi yang terbaru yang berlaku mulai Januari 2017, merupakan hasil peninjauan ulang atas Kebijakan Remunerasi dan Manfaat untuk Direksi sebelumnya yang diterbitkan pada bulan Desember As to the latest policy on remuneration and benefit for the Board of Directors which became effective in January 2017, the policy is the improvement of the previous policy issued in December 2013. 2013. 352 2016 Annual Report Commonwealth Bank | Corporate Governance Mekanisme untuk memastikan bahwa Remunerasi bagi Pegawai di unit kontrol bersifat independen dari unit kerja yang diawasinya The Mechanism to Ensure the Remuneration for Control Unit’s Employees is Independent of the Supervised Working Unit Proses peninjauan remunerasi di setiap direktorat dan unit termasuk unit control, dilakukan berdasarkan penilaian dari Atasan Langsung dan Atasan dari Atasan Langsung. Pemberian Remunerasi akan mengacu kepada ketentuan yang ditetapkan oleh HRD dan disetujui oleh Direksi. Unit kerja yang diawasi oleh Unit Kontrol tidak terlibat dalam menentukan pemberian atau peninjauan remunerasi bagi pegawai di Unit Kontrol. The process of reviewing the remuneration in each directorate and unit, including control unit, is based on the assessment from the direct superior and his or her superior. The remuneration refers to the guidelines set by HRD and approved by the Board of Directors. The working units supervised by the control unit are not involved in the granting or reviewing the remuneration for the employees in the control units. Cakupan Kebijakan Remunerasi dan Implementasinya Per Unit Bisnis, per Wilayah dan pada Perusahaan Anak atau Kantor Cabang yang Berlokasi di Luar Negeri Coverage of the Remuneration Policy and Its Implementation According to Business Unit, Region and to Subsidiary or Branch Offices Abroad Kebijakan Remunerasi yang ditetapkan berlaku untuk Direksi dan seluruh karyawan Commonwealth Bank, baik untuk pegawai dengan status Pegawai Tetap atau Pegawai Kontrak, tanpa membedakan unit bisnis dan wilayah kerja. The remuneration policy applies to the Board of Directors and all employees of Commonwealth Bank, either permanent employees or contract employees, disregarding their business unit and work region. Remunerasi Dikaitkan dengan Risiko Remuneration Related to Risk Dalam menerapkan tata kelola, Bank wajib memperhatikan prinsip kehati-hatian dalam pemberian Remunerasi kepada Karyawan, baik Remunerasi yang bersifat tetap maupun Remunerasi yang bersifat variable. In implementing governance, the Bank is required to observe prudent principal in granting remuneration to employees, either fixed remuneration or variable remuneration. Dalam pemberian Remunerasi yang Bersifat Variabel bagi Karyawan, Bank wajib mempertimbangkan: In granting variable remuneration, the Bank is required to consider the following factors: a) Kinerja a) Performance 1. Kinerja dari Karyawan, 2. Kinerja unit bisnis, 3. Kinerja Bank; dan 1. The performance of the employees, 2. The performance of the business unit, 3. The performance of the Bank; and b) Risiko b) Risks Mengacu pada kebijakan tersebut di atas, dalam setiap pemberian remunerasi Bank wajib memperhatikan hasil evaluasi atas kinerja dan kejadian atas risiko. Referring to this policy, in each remuneration decision, the Bank is required to take into account the result of the evaluation on the performance and occurrences against risks. Direktur atau Pegawai yang mempunyai hasil penilaian kinerja yang tidak memenuhi ekspektasi dan/atau tercatat melakukan suatu kejadian atas risiko selama masa periode penilaian, maka pemberian remunerasi kepada yang bersangkutan dapat dibatalkan atau Director or employee, whose result of the performance assessment does not meet the expectation, and/or who has been proved to have conducted an act with risks during the period of assessment, may have his or her remuneration repealed or postponed. ditunda. 353 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Pengukuran Kinerja Dikaitkan dengan Remunerasi Performance Measurement Related to Remuneration Dalam melakukan pekerjaannya, pegawai diharapkan untuk memastikan bahwa tindakan mereka menambah nilai bagi organisasi dan bahwa mereka secara pribadi melakukan peran penting dalam mengelola risiko. Ini mengharuskan mereka untuk memahami risiko. In performing their job, employees are expected to ensure that their actions add values to the organisation, and that they personally play an instrumental role in managing risks. This means that they need to have understanding about the risks. Dalam proses peninjauan kinerja pegawai, terdapat 3 (tiga) faktor penilaian yaitu Hasil Kinerja (Business Outcome), Nilai (Values), dan Risiko (Risk). Dimana dalam penilaian Hasil Kinerja, Karyawan diukur dengan nilai Below Expectation, Achieved Expectation dan Above Expectation. Untuk hasil penilaian Behaviour/ Nilai, Pegawai diukur dengan nilai Inconsistenly Demonstrated, Well Demonstrated, dan Exceptional Demonstrated. Sedangkan untuk penilaian terkait Risiko, Karyawan diukur dengan nilai Not Met, Partialy Met dan Fully Met. Di dalam faktor penilaian Risiko, akan dilakukan evaluasi Risk Insight, yang mana Pegawai yang tercatat mempunyai kejadian atas suatu risiko, peninjauan remunerasi yang bersangkutan dapat ditunda atau dibatalkan. In the process of assessing an employee’s performance, three (3) assessment factors are taken into consideration: Business Outcome, Values, and Risk. In the assessment performance report, the employees receive either one of these values: Below Expectation, Achieved Expectation or Above Expectation. For Behaviour/Value assessment, the employees receive either Inconsistently Demonstrated, Well Demonstrated, or Exceptional Demonstrated. And, for Risk assessment, the employees receive either one of these: Not Met, Partially Met or Fully Met. In Risk assessment, the employees undergo Risk Insight evaluation, in which the employees who have had experience in risk-related occurrence, may have their remuneration review postponed or repealed. Penilaian Kinerja (Assessment) Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors’ Assessment Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board of Commissioners Penilaian kinerja Anggota Dewan Komisari dilakukan oleh Pemegang Saham, khususnya Pemegang Saham Mayoritas/Pengendali. Penilaian kinerja Anggota Dewan Komisaris mengacu pada target yang tertuang dalam Rencana Bisnis Bank (RBB) yang telah ditetapkan di awal periode dan dituangkan sebagai Indikator Kinerja Utama (Key Performance Indicator — KPI) Dewan Komisaris. The assessment of the Board of Commissioners is conducted by the shareholders, notably the majority/ controlling shareholders. The assessment refers to the targets explained in the Business Plan (RBB) set at the beginning of the period and expressed as the Board of Commissioners’ Key Performance Indicator (KPI). Adapun kriteria yang dipakai dalam penilaian kinerja Dewan Komisaris di antaranya adalah sebagai berikut: The criteria used in the assessment are as follows: a. Melakukan pengawasan terhadap pelaksanaan kegiatan operasional Bank a. The oversight of the Bank’s operations b. Melakukan pengawasan terhadap pelaksanaan Good Corporate Governance (GCG) b. The oversight of the implementation of Good Corporate Governance (GCG) c. Melakukan pengawasan Rencana Bisnis Bank (RBB) realisasi c. The oversight of the execution of Business Plan (RBB) d. Melakukan pengawasan terhadap nilai Risk Based Bank Rating (RBBR) d. The oversight of the value of Risk Based Bank Rating (RBBR) 354 terhadap 2016 Annual Report Commonwealth Bank | Corporate Governance e. Memberikan masukan kepada Direksi sesuai dengan kepentingan Bank dan Pemegang Saham. e. Recommendation and inputs to the Board of Directors based for the interest of the Bank and shareholders. Selain penilaian KPI yang dilaksanakan berdasarkan pencapaian kinerja korporat, Commonwealth Bank juga melakukan penilaian kinerja Anggota Dewan Komisaris dalam rangka pelaksanaan penilaian kualitas penerapan praktik GCG sesuai kriteria indikator penilaian penerapan best practices GCG di Commonwealth Bank. Aside from KPI assessment conducted based on the corporate work performance, Commonwealth Bank also conducts performance assessment on the members of the Board of Commissioners in the implementation of GCG following the criteria of GCG best practices indicator used in Commonwealth Bank. Penilaian Kinerja Anggota Direksi Performance Assessment of the Board of Directors Untuk mengetahui, mengukur dan menilai kinerja Direksi, Commonwealth Bank melakukan asesmen terhadap Anggota Direksi. Asesmen Anggota Direksi dilakukan melalui prosedur sebagai berikut: To know, measure, and assess the directors’ performance, Commonwealth Bank conducts its assessment using the following procedure: • Kinerja Direksi dan masing-masing Anggota Direksi akan dievaluasi oleh Dewan Komisaris dan disampaikan kepada Pemegang Saham dalam RUPS. • The Board of Commissioners evaluates the performance of the Board and its members and the result is submitted to shareholders in General Meeting of Shareholders. • Setiap anggota Direksi menyusun rencana kerja pada awal tahun keuangan sesuai dengan fungsi, tugas dan tanggung jawab dalam mencapai rencana dan strategi bisnis bank yang telah ditentukan. • Each director prepares his or her work plan at the beginning of the financial year based on their duties and responsibilities to achieve the Bank’s plans and strategies. • Kriteria evaluasi formal disampaikan secara terbuka kepada Anggota Direksi yang bersangkutan sejak tanggal pengangkatannya. • The criteria for the evaluation are informed openly to the directors since the date of their appointment. • Kinerja Direksi akan dievaluasi oleh Dewan Komisaris secara berkala dua kali dalam satu tahun dan disampaikan kepada Pemegang Saham dalam RUPS. • The Board of Commissioners evaluates the performance of the Board twice in a year and the result is submitted at General Meeting of Shareholders. • Hasil evaluasi terhadap kinerja Direksi akan digunakan sebagai dasar skema kompensasi dan remunerasi bagi Anggota Direksi. • The result of the evaluation is used as the basis for compensation and remuneration scheme for the directors. Adapun kriteria yang dipakai dalam asesmen Anggota Direksi adalah sebagai berikut: Criteria used in the assessment of members of the Board of Directors are as follows: a. Empat kategori dalam KPI yang dijadikan ukuran dalam penilaian kinerja Direksi adalah sebagai berikut: a. Four categories in KPI used in the assessment are as follows: • Business – penilaian terkait dengan pencapaian dan strategi bisnis • Business – assessment related to business achievement and strategies • Productivity – penilaian terhadap produktivitas secara individu, tim, fungsional maupun direktorat • Productivity – assessment on the productivity of each director, the teams, function and directorate • Customer – penilaian terhadap proses yang dilakukan untuk meningkatkan pelayanan kita terhadap customer internal maupun eksternal • Customer – assessment on the process used to improve services to internal and external customers 355 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan • People – penilaian terhadap pengembangan talenta individu maupun tim secara keseluruhan • People – assessment on the development of individuals or team b. KPI yang telah ditetapkan untuk masing-masing Direksi b. KPI set by each director Pada tahun pelaporan, asesmen Direksi telah dilakukan pada bulan Juni 2016 oleh Dewan Komisaris. Hasil asesmen pada 2016 menunjukkan bahwa masingmasing anggota Direksi dalam menjalankan tugas dan tanggung jawabnya sesuai dengan arahan dan strategi bisnis Bank. For the reporting year, the assessment was conducted in June 2016. The result of the assessment shows that each member of the Board of Directors performed their duties and responsibilities based on the direction and business strategies of Commonwealth Bank. Penyesuaian Remunerasi Dikaitkan dengan Kinerja dan Risiko Adjustment to the Remuneration Related to Performance and Risk Penyesuaian Remunerasi diberikan dengan memperhatikan prinsip kehati-hatian sebagai bagian dari penerapan manajemen risiko, yang mana prinsipprinsip tersebut telah sesuai dengan aturan dan/atau regulasi yang ditetapkan oleh regulator. The adjustment of the remuneration takes into account the prudent principles as part of the implementation of risk management; these principles comply with the rules and regulations issued by the regulator. Nama Konsultan Eksternal dan Tugas Konsultan Terkait Kebijakan Remunerasi The Name of the External Consultant and the Duties of the Consultant Related to Remuneration Policy Commonwealth Bank tidak menggunakan jasa konsultan eksternal dalam membuat kebijakan Remunerasi. Commonwealth Bank did not employ any from external consultant in formulating its remuneration policy. Paket Remunerasi dan Fasilitas yang Diterima oleh Direksi dan Dewan Komisaris Mencakup Struktur Remunerasi dan Rincian Jumlah Nominal Remuneration Package and Facilities Received by the Board of Directors and the Board of Commissioners Covering Structures and Details Remunerasi bagi Dewan Komisaris dan Direksi Commonwealth Bank direkomendasikan oleh Komite Remunerasi dan Nominasi berdasarkan perumusan remunerasi yang berpedoman kepada kebijakan internal Commonwealth Bank, peraturan eksternal yang berlaku, serta pertimbangan atas kinerja Commonwealth Bank. The remuneration for the Board of Commissioners and the Board of Directors of Commonwealth Bank follows the recommendation from Remuneration and Nomination Committee based on the formulation of remuneration which used as the guidelines Commonwealth Bank’s internal policy, the prevailing external regulation, and the Bank’s performance. Rekomendasi Komite Remunerasi dan Nominasi tersebut kemudian diserahkan kepada Dewan Komisaris dan disampaikan pada RUPS untuk mendapatkan persetujuan, sebagaimana telah diatur dalam Anggaran Dasar Bank. Recommendation from the committee is then submitted to the Board of Commissioners and presented during General Meeting of Shareholders to gain approval in comformity to the Bank’s Articles of Association. Paket/kebijakan remunerasi dan fasilitas lain yang diperoleh Dewan Komisaris dan Direksi meliputi: The remuneration package/policy and facilities for the Board of Commissioners and the Board of Directors include: 356 2016 Annual Report Commonwealth Bank | Corporate Governance 1. Remunerasi dalam bentuk non-natura, termasuk gaji dan penghasilan tetap lainnya antara lain tunjangan, kompensasi berbasis saham, dan bentuk remunerasi lainnya; dan 1. Remuneration in the form of Non-Natura (Non-BIK), including salary and other fixed income, such as benefits, stock-based compensation, and other form of remuneration; and 2. Fasilitas lain dalam bentuk natura/non-natura yaitu penghasilan tidak tetap lainnya, termasuk tunjangan untuk perumahan, transportasi, asuransi kesehatan, dan fasilitas lainnya yang dapat dimiliki maupun tidak dapat dimiliki. 2. Other facilities in the form of benefit in kind (BIK)/ non-BIK, namely other types of non-fixed income, including allowance for housing, transportation, health insurance, and other facilities to own or not to own. Pengungkapan paket/kebijakan remunerasi, paling kurang meliputi: The disclosure of remuneration package/policy at the least includes: 1. Paket/kebijakan remunerasi dan fasilitas lain bagi anggota Dewan Komisaris dan Direksi yang ditetapkan Rapat Umum Pemegang Saham Bank; 1. The remuneration package/policy and other facilities for the members of the Board of Commissioners and the Board of Directors approved by General Meeting of Shareholders; 2. Jenis remunerasi dan fasilitas lain bagi seluruh anggota Dewan Komisaris dan Direksi, paling kurang mencakup jumlah anggota Dewan Komisaris, jumlah anggota Direksi, dan jumlah seluruh paket/kebijakan remunerasi dan fasilitas lain sebagaimana dimaksud dalam Angka 1, 2. The type of remuneration and facilities for all members of the Board of Commissioners and the Board of Directors cover, at the very least, the number of commissioners, the number of directors, and all other remuneration package/policy and facilities which refer to Number 1, as described in the table below: sebagaimana tabel di bawah ini: Jumlah Diterima Tahun 2016 / Amount Received in 2016 Dewan Komisaris / the Board of Commissioners Jenis Remunerasi dan Fasilitas Lain / Type of Remuneration and Other Facilities Direksi / the Board of Directors Jumlah SDM / Dalam Juta Rupiah Jumlah SDM / Dalam Juta Rupiah No. of Human (bruto) / in Million No. of Human (bruto) / in Million Resources Rupiah (gross) Resources Rupiah (gross) 1. 2. Remunerasi (gaji, bonus, tunjangan rutin, dan fasilitas lainnya dalam bentuk non natura) / Remuneration (salary, bonus, routine allowances, and other facilities in in the form of Non-BIK) 2 3.410 6 34.981 Failitas lain dalam bentuk natura (perumahan, transportasi, asuransi kesehatan dan sebagainya) yang: / Other facilities in the form of BIK (housing, transportation, health insurance and others) which are: a. Dapat dimiliki / To own b. Tidak dapat dimiliki / Not to own 2 699 6 2.144 2 4.110 6 37.126 Total Jumlah Anggota Dewan Komisaris dan Direksi yang menerima paket remunerasi dalam 1 (satu) tahun dikelompokkan sesuai tingkat penghasilan sebagai berikut: Numbers of members of the Board of Commissioners and Directors receiving remuneration in a year are grouped based on the following levels of salary: 357 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Remunerasi per orang dalam 1 (satu) tahun di 2016 / Remuneration per person in one (1) year in 2016 Jumlah Komisaris / Commissioners Jumlah Direktur / Directors Di atas Rp3 miliar / Above Rp3 billion - 3 Di atas Rp2 miliar dan sampai dengan Rp3 miliar / Above Rp2 billion and up to Rp3 billion - 3 Di atas Rp1 miliar dan sampai dengan Rp2 miliar / Above Rp1 billion and up to Rp2 billion 2*) - Di atas Rp500 juta dan sampai dengan Rp1 miliar / Above Rp500 million and up to Rp1 billion - - Di bawah Rp500 juta / Under Rp500 million - - *) Biaya remunerasi untuk Komisaris Non-Lokal ditanggung oleh CBA / Funds for remuneration for Non-local Commissioners is the responsibility of CBA Remunerasi yang Bersifat Variabel Remuneration as Variable Commonwealth Bank memberikan remunerasi yang bersifat variable dalam bentuk Sign on Award (untuk karyawan baru ditingkat jabatan atau pada kondisi tertentu), Annual Performance Bonus, SIP Bonus dan Retention Scheme. Commonwealth Bank grants remuneration in the form of variables, namely Sign on Award (for new employees in certain positions or conditions), Annual Performance Bonus, SIP Bonus, and Retention Scheme. Jumlah Direksi, Dewan Komisaris dan Pegawai yang Menerima Remunerasi yang Bersifat Variabel Selama 1 (Satu) Tahun, dan Total Nominalnya Number of Directors, Commissioners and Employees Receiving Numeration as Variables in One (1) Year, and the Total Value Jumlah Diterima dalam 1 (satu) Tahun / Received in one (1) Year Remunerasi yang Bersifat Variabel / Remuneration in the form of Variables Total Direksi / Board of Directors Dewan Komisaris / Board of Commissioners Pegawai / Employees Orang / Persons Juta Rp / Juta Rp Orang / Persons Juta Rp / Juta Rp Orang / Persons Juta Rp / Juta Rp 2 777 6 17.275 1.603 67.145 *) Sign on Bonus, SIP Bonus, Bonus Kinerja, Retention Bonus (dalam bentuk bruto) / Sign on Bonus, SIP Bonus, Bonus Kinerja, Retention Bonus (dalam bentuk bruto) Jabatan dan Jumlah Pihak yang Menjadi Material Risk Takers Positions and Parties Who were Material Risk Takers Commonwealth Bank menetapkan pihak-pihak yang menjadi Material Risk Takers sebanyak 8 orang sebagai berikut: Commonwealth Bank confirmed eight (8) parties/ positions as Material Risk Takers; they are: 358 2016 Annual Report Commonwealth Bank | Corporate Governance Jabatan / Position No. 1 President Director 2 Director of Operations & Information Technology 3 Director of Risk Management 4 Director of Compliance 5 Director of Retail Banking 6 Director of Strategy, Digital Solutions & Customer Franchise 7 Chief of Finance 8 Chief of Human Resources Shares Option yang Dimiliki Direksi, Dewan Komisaris, dan Pejabat Eksekutif Shares Option for Directors, Commissioners and Executives Selama 2016, Commonwealth Bank tidak memberikan opsi saham kepada anggota Dewan Komisaris, Direksi, Pejabat Eksekutif, dan Kepala Unit Bisnis lainnya. Throughout 2016, Commonwealth Bank did not issue shares option to members of the Board of Commissioners, the Board of Directors, the Bank’s executives and other heads of Business Units. Rasio Gaji Tertinggi dan Terendah Ratio of Highest and Lowest Salaries Keterangan / Description Karyawan dengan gaji tertinggi dan terendah / Employees with highest and lowest salaries Direktur dengan gaji tertinggi dan terendah / Directors with highest and lowest salaries Komisaris dengan gaji tertinggi dan terendah / Commissioners with highest and lowest salaries Karyawan dan Direktur dengan gaji tertinggi / Employees and directors with highest salaries Rasio / Ratio 74,16 : 1 2,5 : 1 1:1 1 : 2,16 Jumlah Penerima dan Jumlah Total Remunerasi yang Bersifat Variabel Number of Recipients and Total Amount of Remuneration as Variables Jumlah penerima Remunerasi yang Bersifat Variabel pada tahun 2016 adalah 1.611 orang dengan total pembayaran sebesar Rp85.196.634.958 bruto. In 2016, as many as 1,611 individuals received remuneration as variables with the total amount of Rp85,196,634,958 (Gross). Jumlah Pegawai yang Terkena Pemutusan Hubungan Kerja dan Total Nominal Pesangon yang Dibayarkan Number of Employees Whose Employment was Terminated and the Total Amount of Severance Pay Selama tahun 2016, terdapat 225 pegawai yang telah bersepakat untuk melakukan Pemutusan Hubungan Kerja karena program Rasionalisasi, dengan total nominal pesangon yang dibayarkan sebesar Rp49.069.142.787 bruto. Throughout 2016, as many as 225 employees agreed to have their employment terminated due to Rationalisation Plan. The total amount of severance pay in 2016 was Rp49,069,142,787 (Gross). 359 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Jumlah Nominal Pesangon yang dibayarkan per orang dalam 1 (satu) Tahun / Amount of Severance Pay for a Person in one (1) Year Jumlah Pegawai / No. of Employees Di atas Rp1 miliar / Above Rp1 billion 13 Di atas Rp500 juta s.d. Rp1 miliar / Above Rp500 million and up to Rp1 billion 8 Rp500 juta ke bawah / Under Rp500 million 204 Jumlah Total Remunerasi yang Bersifat Variabel yang Ditangguhkan Total Amount of Remuneration as Variables which was Deferred Pada tahun 2016, belum terdapat remunerasi dari Material Risk Taker (MRT) yang bersifat variabel yang ditangguhkan pembayarannya. Hal ini dikarenakan kebijakan remunerasi berlaku sejak 1 Januari 2017, dengan demikian: In 2016, Commonwealth Bank did not defer any payment of remuneration in the form of variables for Material Risk Takers (MRT). This is due to the fact that the remuneration policy was effective starting on 1 January 2017, hence: • Ketentuan penangguhan variabel bonus telah berlaku bagi 4 (empat) Direktur baru yang bergabung dengan Bank pada tahun 2016, namun mereka belum berhak mendapatkan pembayaran remunerasi yang bersifat variabel di tahun 2016. • The provision regarding the suspension of variable bonus affected the four (4) new directors who joined Commonwealth Bank in 2016. The four directors, however, were not entitled to the remuneration in the form of variables in 2016. • Ketentuan penangguhan variabel bonus diberlakukan efektif 1 Januari 2017 bagi 2 (dua) Direktur dan 2 (dua) Chief yang bergabung pada bank sebelum tahun 2016 dan akan diterapkan pada pembayaran bonus bulan September 2016. • The provision regarding the suspension of variable bonus was effective on 1 January 2017 for two (2) directors and two (2) Chiefs who joined with Commonwealth Bank before 2016, and was included in the payment of bonus in September 2016. Jumlah Total Remunerasi yang Bersifat Variabel yang Ditangguhkan yang Dibayarkan selama 1 Tahun The Total Amount of Remuneration as Variables Deferred for One Year Pada tahun 2016, belum terdapat remunerasi dari Material Risk Taker (MRT) yang bersifat variabel yang ditangguhkan pembayarannya. In 2016, Commonwealth Bank did not suspend any payment of remuneration in the form of variables to Material Risk Takers (MRT). 360 | 2016 Annual Report Commonwealth Bank Corporate Governance Rincian Jumlah Remunerasi yang Diberikan dalam Satu Tahun Details of Remuneration Given in One Year Remunerasi yang Bersifat Tetap*) / Fixed Remuneration 1. Tunai / Cash Rp22.545 2. Saham/instrumen yang berbasis saham yang diterbitkan Bank / Shares/Stock-based instruments issued by the Bank Rp 0 Remunerasi yang Bersifat Variabel*) / Remuneration in the form of Variables Tidak ditangguhkan / Not suspended Ditangguhkan / Suspended Rp18.413 Rp0 Rp0 Rp0 1. Tunai / Cash 2. Saham/instrumen yang berbasis saham yang diterbitkan Bank / Shares/Stock-based instruments issued by the Bank *) Hanya untuk MRT dan diungkap dalam juta rupiah / Only for MRT, and in Million Rupiah Informasi Kuantitatif Jenis Remunerasi yang Bersifat Variabel *) / Remuneration as Variables Quantative Information Sisa yang Masih ditangguhkan / Suspended Remuneration Total Pengurangan Selama Periode Laporan / Total Reduction during Reporting Period Disebabkan Penyesuaian Eksplisit (A) / Due to Explicit Adjustment (A) Disebabkan Penyesuaian Implisit (B) / Due to Implicit Adjustment (B) Total (A) + (B) Tunai (dalam juta rupiah) / Cash (in Million Rupiah) - - - - Saham /Instrumen yang berbasis saham yang diterbitkan Bank (dalam lembar saham dan nominal juta rupiah yang merupakan konversi dari lembar saham tersebut) / Shares/Stock Instruments issued by the Bank (in number of shares and in million Rupiah after share conversion) - - - - 361 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola Self Assessment on the Implementation of Good Corporate Governance Hasil Penilaian Sendiri (Self Assessment) Penerapan Tata Kelola / Self Assessment Results on the Implementation of Good Corporate Governance Individual / Individual Konsolidasi / Consolidation Peringkat / Rank Definisi Peringkat / Rank Definition 2 Baik / Good N/A N/A Ringkasan Umum Hasil Self Assessment Implementasi Good Corporate Governance Commonwealth Bank pada umumnya adalah Baik. Hal ini mencerminkan pemenuhan yang cukup atas prinsip-prinsip GCG, yang terdiri dari 11 (sebelas) prinsip yang komprehensif. Self assessment ini dilaksanakan secara komprehensif dan terstruktur, yang terintegrasi dalam 3 (tiga) aspek tata kelola, yaitu struktur tata kelola, proses tata kelola, dan hasil tata kelola, yang kesemuanya menjadi proses berkelanjutan. The General Conclusion on the Self-Assessment Results on the Implementation of Good Corporate Governance of Commonwealth Bank in general is Good. This is reflected in an adequate fulfillment of the GCG principles, comprising 11 (eleven) comprehensive. The self-assessment was carried out comprehensively and structured, integrated into 3 (three) aspects of governance which are governance structure, governance process and governance outcome, as a continuous process. A.Struktur Tata Kelola A.Governance Structure • Komposisi Dewan Komisaris yang sesuai dengan ketentuan dimana 50% (lima puluh persen) anggota Dewan Komisaris adalah Komisaris Independen dan semua Komisaris Independen berdomisili di Indonesia. • Composition of the Board of Commissioners in accordance with the provisions in which 50% (fifty percent) of the members of the Board of Commissioners are Independent Commissioners and all Independent Commissioners are domiciled in Indonesia. • Komposisi Direksi telah memenuhi persyaratan yang berlaku dimana semua anggota Direksi berdomisi di Indonesia. • The composition of the Board of Directors has met the applicable requirements in which all members of the Board of Directors are domiciled in Indonesia. • Komposisi Komite dibawah Komisaris yang telah sesuai dengan ketentuan yang berlaku termasuk dengan anggota komite pihak independen untuk Komite Audit dan Komite Pemantau Risiko yang memiliki pengetahuan dan pengalaman dibidang akuntansi, perbankan dan manajemen risiko untuk lebih memperkuat fungsi komite itu sendiri. • Composition of the Committee under the Board of Commissioners is in accordance with applicable provisions including with independent party committee members for the Audit Committee and Risk Monitoring Committee who have knowledge and experience in accounting, banking and risk management to further strengthen the functions of the committee itself. • Terdapat kebijakan Benturan Kepentingan yang berlaku untuk semua Karyawan untuk mencegah potensi terjadinya benturan kepentingan. • There is a Conflict of Interest policy applicable to all Employees to prevent potential conflicts of interest. 362 2016 Annual Report Commonwealth Bank | Corporate Governance • Terdapat Fungsi Kepatuhan yang idendependen dari fungsi operasional dibawah pimpinan Direktur Kepatuhan. • There is an independent Function of Compliance from the operational function under the leadership of the Compliance Director. • Fungsi Internal Audit yang telah sesuai dengan peraturan yang berlaku termasuk dengan penyusunan piagam dan rencana kerja dari audit internal yang dikinikan secara berkala. • Internal Audit Functions that are in compliance with applicable regulations including the preparation of the charter and work plan of internal audits that are periodically updated. • Terkait dengan Fungsi Audit Eksternal, Bank telah memiliki prosedur atau kriteria dalam proses penunjukan auditor eksternal. • In relation to the External Audit Function, the Bank already has procedures or criteria in the process of appointing an external auditor. • Struktur organisasi yang memadai untuk mendukung penerapan manajemen risiko dan pengendalian internal yang baik serta terdapat kebijakan, prosedur dan penetapan limit risiko yang memadai dan dikinikan secara berkala termasuk kebijakan dan prosedur terkait penyediaan dana terhadap pihak terkait dan penyediaan dana besar. • Sufficient organizational structure to support the implementation of risk management and good internal control. Policies, procedures and the establishment of risk limits are adequate and periodically updated including policies and procedures related to the provision of funds to related parties and the provision of large funds. • Pelaporan yang sesuai dengan regulasi terkait transparansi kondisi keuangan dan non keuangan Bank serta pelaporan internal yang didukung oleh sistem core banking dan dilakukan pemeliharaan secara berkala. • Reporting in accordance with regulations relating to transparency of the Bank’s financial and non-financial condition and internal reporting supported by the core banking system and periodic maintenance. • Rencana Bisnis Bank yang disusun berdasarkan visi dan misi serta didukung oleh pemegang saham pengendali Bank. • Bank Business Plan based on vision and mission and supported by Bank’s controlling shareholder. B.Proses Tata Kelola B.Governance Process • Frekuensi dari rapat Dewan Komisaris 2 (dua) bulan sekali untuk lebih memperkuat fungsi pengawasan serta hadirnya Komisaris Independen di kantor Bank minimal satu kali seminggu sebagai bagian dari fungsi pengawasan dengan memberikan arahan kepada Direksi. • The frequency of the Board of Commissioners’ meetings is 2 (two) months to further strengthen the supervisory function and the presence of Independent Commissioners at the Bank Office at least once a week as part of the supervisory function by providing direction to the Board of Directors. • Pengawasan hasil audit oleh Dewan Komisaris melalui Komite Audit dan oleh Direksi melalui rapat Direksi untuk memastikan tindak lanjut dan komitmen Bank telah sesuai dengan hasil temuan. Fungsi Audit Internal menggunakan mekanisme e-mail setiap minggu untuk mengingatkan jatuh tempo dari temuan audit baik internal, dan fungsi Kepatuhan setiap bulan untuk temuan audit regulator kepada divisi-divisi terkait termasuk direksinya. Per posisi Desember 2016 tidak terdapat audit Otoritas Jasa Keuangan yang memerlukan perpanjangan tenggang waktu. • Supervision of audit results by the Board of Commissioners through the Audit Committee and by the Board of Directors through Board of Directors meetings to ensure that the Bank’s followup and commitment are in accordance with the findings. The Internal Audit Function uses an e-mail mechanism every week to remind the maturity of internal audit findings, and the monthly Compliance function for regulatory audit findings to related divisions including its directors. As of December 2016, there is no audit of the Financial Services Authority requiring an extension of the grace period. • Fungsi kepatuhan yang telah bertugas dan bertanggung jawab dalam rangka mendukung budaya kepatuhan melalui sosialisasi peraturan, partisipasi secara aktif dalam proses produk dan • A responsible compliance function in order to support a culture of compliance through regulatory socialization, active participation in new product and activity processes and review of policies and 363 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan aktivitas baru serta melakukan kaji-ulang terhadap kebijakan dan prosedur dari departemen lainnya untuk memastikan bahwa kebijakan dan prosedur tersebut telah sesuai dengan peraturan yang berlaku. procedures of other departments to ensure that the policies and procedures are in compliance with regulations applicable. • Fungsi Audit internal yang telah melakukan fungsi pengawasan secara efektif dan independen dengan cakupan tugas yang dibuat menggunakan pendekatan berbasis risiko. Realisasi kerja audit telah sesuai dengan Rencana Kerja Audit dan dilaporkan secara berkala kepada Direksi dan Dewan Komisaris melalui Komite Audit. • Internal Audit Functions that have performed monitoring and supervisory functions effectively and independently with scope of tasks created using a risk-based approach. The realization of the audit work is in accordance with the Audit Work Plan and reported periodically to the Board of Directors and Board of Commissioners through the Audit Committee. • Proses penunjukan audit eksternal yang telah memperhatikan peraturan yang berlaku, prosedur internal Bank serta mendapatkan rekomendasi dari Komite Audit dan mendapatkan persetujuan dalam Rapat Umum Pemegang Saham. • The process of appointing an external audit that has taken into account the prevailing regulations, internal procedures of the Bank and received recommendations from the Audit Committee and obtained approval in the General Meeting of Shareholders. • Dewan Komisaris sudah menjalankan tugas dan tanggung jawabnya secara memadai dan aktif serta memiliki pemahaman yang baik mengenai Manajemen Risiko Bank. Direksi sudah menjalankan tugasnya secara memadai dan memiliki pemahaman yang baik atas Manajemen Risiko antara lain kebijakan, strategi dan kerangka Manajemen Risiko dirumuskan secara tertulis termasuk untuk keseluruhan limit risiko dan per jenis risiko sejalan dengan tingkat risiko yang diambil dan toleransi risiko terhadap kecukupan permodalan. • The Board of Commissioner has performed its duties and responsibilities adequately and actively and has a good understanding of the Bank’s Risk Management. The Board of Directors has performed its duties adequately and has a good understanding of Risk Management, among others, policies, strategies and risk management framework formulated in writing including for overall risk limits and per risk types in line with the level of risk taken and risk tolerance to capital adequacy. • Penerapan sistem pengendalian internal yang menyeluruh dan efektif telah dilaksanakan dalam mendukung pelaksanaan manajemen risiko dan ditata sesuai dengan tujuan bisnis. Pengendalian risiko Bank dikelola berdasarkan Model Tiga Lini Pertahanan. Model ini memberikan struktur dimana kerangka manajemen risiko dapat di implementasikan dan dalam hal bersamaan membantu membangun kepercayaan bahwa kewajiban pengelolaan risiko telah didefinisikan dan dilakukan secara efektif oleh seluruh bisnis unit, termasuk untuk pengendalian. • Implementation of a comprehensive and effective internal control system has been implemented in support of risk management implementation and arranged in line with business objectives. Risk controls are managed under the Three Defense Line Model. This model provides a structure in which the risk management framework can be implemented and at the same time helps build confidence that the risk management obligations have been defined and effected effectively by all business units, including for control. • Proses penyusunan Rencana Bisnis Bank yang memperhatikan beberapa faktor seperti Peraturan regulator, kondisi eksternal perusahaan, kondisi internal perusahaan, serta masukan dari Tim Pengawas Otoritas Jasa Keuangan. Selain itu proses penyusunan ini merupakan kolaborasi dari unit bisnis dan unit pendukung seperti manajemen risiko yang memberikan parameter risiko dimana unit bisnis dapat bekerja sesuai dengan target yang ditetapkan sehingga rencana bisnis • The Bank Business Plan preparation process that takes into account several factors such as regulatory regulation, external conditions, internal conditions of the company, and input from the Financial Services Authority Supervisory Team. In addition, this drafting process is a collaboration of business units and support units such as risk management that provide risk parameters where business units can work in accordance with the targets set so that the business plan Commonwealth Bank arranged 364 2016 Annual Report Commonwealth Bank | Corporate Governance Commonwealth Bank tersusun secara realistis, komprehensif, dengan memperhatikan prinsip kehati-hatian. Rencana bisnis dan revisinya disusun oleh Direksi dan mendapatkan persetujuan dari Dewan Komisaris. realistically, comprehensively, with due observance of prudential principles. The business plan and its revision are prepared by the Board of Directors and approved by the Board of Commissioners. C.Hasil Tata Kelola C.Governance Outcome • Hasil rapat Dewan Komisaris, Direksi dan Komite dituangkan dalam risalah rapat serta didokumentasikan dengan baik termasuk diskusi selama rapat dilakukan dan jika terdapat dissenting opinion. • The results of the meetings of the Board of Commissioners, Board of Directors and the Committee are set forth in minutes of meetings and are well documented including discussions during meetings and if there is a dissenting opinion. • Penerapan Manajemen Risiko secara efektif melalui penyusunan struktur organisasi yang menyertakan tugas dan wewenang yang jelas dari setiap unit Risiko yang ada di Bank untuk menunjang penerapan dan pemantauan Manajemen Risiko, dimana penerapan tersebut dilaksanakan sesuai dengan tujuan dan ditunjang dengan kebijakan, strategi dan kerangka yang telah disesuaikan dengan ukuran dan kompleksitas usaha Bank. • Implementation of Risk Management effectively through the preparation of an organizational structure that includes the clear duties and authority of each Risk unit in the Bank to support the implementation and monitoring of Risk Management, where the implementation is carried out in accordance with the objectives and supported by the policies, strategies and frameworks that have been adjusted to the size and complexity of the Bank’s business. • Bank telah menyampaikan laporan pokok pelaksanaan tugas Direktur Kepatuhan kepada Otoritas Jasa Keuangan secara tepat waktu dan cakupan laporan tersebut sesuai dengan ketentuan regulator. • The Bank has submitted the principal report on the implementation of the Compliance Director’s duties to the Financial Services Authority on a timely basis and the scope of the report in accordance with the regulatory requirements. • Bank sudah menerapkan manajemen risiko secara efektif dengan menyusun struktur organisasi yang menyertakan tugas dan wewenang yang jelas dari setiap unit Risiko yang ada di Bank guna menunjang penerapan dan pemantauan Manajemen Risiko dimana penerapan tersebut dilaksanakan sesuai dengan tujuan dan ditunjang dengan kebijakan, strategi dan kerangka yang disesuaikan dengan ukuran dan kompleksitas usaha. • The Bank has effectively implemented risk management by drawing up an organizational structure that incorporates clear duties and authority of each Risk unit in the Bank to support the implementation and monitoring of Risk Management where the implementation is carried out in accordance with the objectives and supported by the policies, strategies and frameworks Tailored to the size and complexity of the business. • Bank telah mempublikasi laporan bulanan, triwulanan serta laporan pelaksanaan GCG pada homepage Bank secara tepat waktu. • The Bank has published monthly, quarterly reports and GCG implementation reports on the Bank’s homepage in a timely manner. • Rencana Bisnis Bank disusun oleh Direksi dan disetujui oleh Dewan Komisaris dimana rencana strategis Bank yang tercantum dalam RBB ini juga dikomunikasikan kepada seluruh jenjang organisasi yang ada pada Bank. • Bank Business Plan is prepared by the Board of Directors and approved by the Board of Commissioners in which the Bank’s strategic plan listed in this Bank Business Plan is also communicated to all levels of the existing organization at the Bank. Kelemahan dan Penyebab Weakness and Causes Hasil self-assessment GCG tahun 2016 menunjukkan bahwa terdapat sedikit kelemahan berkaitan dengan The results of the GCG self-assessment for 2016 indicate that there were minor weaknesses with regard 365 Laporan Tahunan 2016 Commonwealth Bank | Tata Kelola Perusahaan pelaksanaan GCG di Commonwealth Bank, namun tidak memiliki dampak material. to GCG implementation within Commonwealth Bank, however it has no material impacts and would be corrected immediately. Kekuatan Pelaksanaan GCG GCG Implementation Strength Good Corporate Governance dilaksanakan dengan baik dan didukung oleh pelaksanaan tugas dan tanggung jawab Dewan Komisaris, Direksi, dan berbagai Komite di bawah Dewan Komisaris dan Direksi yang efektif, independen dan sesuai peraturan. Pelaksanaan kebijakan benturan kepentingan tersebut telah sesuai dengan peraturan yang berlaku. Tata kelola yang baik juga diperkuat dengan pelaksanaan Fungsi Kepatuhan, Audit Internal dan Audit Eksternal yang independen dan efektif. Commonwealth Bank memiliki kebijakan dan prosedur, sistem informasi manajemen serta tugas pokok dan fungsi masingmasing struktur organisasi. Pengungkapan benturan kepentingan pada pengambilan keputusan telah diadministrasikan dengan baik dan didokumentasikan dengan sesuai. Pelaksanaan Manajemen Risiko sesuai dengan kompleksitas usaha Bank, termasuk pengawasan aktif Dewan Komisaris dan Peningkatan Pengawasan Internal. Pemberian dana kepada pihak terkait dan penyediaan untuk eksposur besar juga telah diatur dalam Kebijakan dan Prosedur dan dilaksanakan dengan baik. Transparansi kondisi keuangan dan nonkeuangan juga telah cukup dan akurat, dan dilaporkan secara tepat waktu. Rencana Bisnis Bank telah disusun sesuai dengan visi dan misi bank dan pelaksanaannya dipantau secara berkala. Good Corporate Governance is implemented properly and supported by the implementation of the duties and responsibilities of the Board of Commissioners, Board of Directors, and the Committees under the Board of Commissioners and Board of Directors which are effective, independent and complied with regulations. Implementation of any conflict of interest has been in accordance with existing regulations. Good Governance is also strengthened by the implementation of Compliance Function, Internal Audit and External Audit which are independent and effective. Commonwealth Bank has policies and procedures, information management system as well as main duties and functions of each organizational structure. Disclosure of conflicts of interest upon decision making is well administered and documented properly. Implementation of Risk Management is in accordance with the Bank’s business complexity including active supervision of the Board of Commissioners and Improvement of Internal Controls. Funds provision to related parties and provision for large exposures has also been governed in the Policies and Procedures and well implemented. Transparency of financial and non-financial conditions is also sufficient, accurate, and timely reporting. Bank’s Business Plan has been prepared in accordance with the bank‘s vision and mission and its implementation is monitored regularly. Secara keseluruhan, pelaksanaan prinsip-prinsip GCG sangat didukung melalui komitmen serius seluruh karyawan, Direksi dan Komisaris serta komitmen pemegang saham pengendali untuk secara konsisten mendukung pelaksanaan good corporate governance dalam rangka mencapai visi dan misi Bank yang telah ditentukan. Overall, the implementation of GCG principles is strongly supported by the serious commitment of all employees, Directors and Commissioners as well as the commitment of the controlling shareholders to consistently support the implementation of good corporate governance in order to achieve the mission and vision of the Bank as it has been determined. 366 2016 Annual Report Commonwealth Bank | Corporate Governance Penutup Closing Sejauh ini, Bank telah membangun fondasi yang kuat untuk melaksanakan GCG, dengan memenuhi semua ketentuan yang ditetapkan oleh Bank Indonesia dan OJK, sehingga menunjukkan komitmen Bank dalam menerapkan semua prinsip dan peraturan GCG. So far, Bank has placed a strong foundation to implement GCG, by fulfilling all regulations defined by Bank Indonesia and FSA, which shows Bank’s commitment in implementing all principles and regulation of GCG. Bank menyadari bahwa penerapan GCG tidaklah hanya untuk memenuhi ketentuan Bank Indonesia, tetapi juga untuk mendukung operasional Bank dalam mencapai visi dan misi Bank demi mendapatkan hasil terbaik bagi seluruh nasabah, karyawan, regulator, dan masyarakat tempat Bank beroperasi dan juga pemegang saham. Bank realizes that GCG implementation is not only to fulfill Bank Indonesia regulations, but also to support Bank’s operations in reaching Bank‘s vision and mission to obtain best results for all customers, employees, regulators, and the community where the Bank operates and also shareholders. Selain itu, kami berharap pembinaan dan instruksi berkesinambungan OJK bagi kemajuan dan perkembangan Bank, pada khususnya, dan dunia perbankan, pada umumnya. Furthermore, we expect OJK’s continuous guidance and instruction for the betterment and development of our bank in particular and the banking world in general. PT Bank Commonwealth, PT Bank Commonwealth,, Suwartini Lauren Sulistiawati Komisaris Independen / Plt Presiden Komisaris / Independent Commissioner / Acting President Commissioner Presiden Direktur / President Director 367 07. TANGGUNG JAWAB SOSIAL PERUSAHAAN Corporate Social Responsibility Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Pendahuluan Preface Tanggung jawab sosial perusahaan atau Corporate Social Responsibility (CSR) bagi Commonwealth Bank merupakan suatu komitmen berkelanjutan agar bertindak etis dalam kerangka tanggung jawab terhadap konsumen, karyawan, lingkungan dan memberikan kontribusi terhadap pengembangan ekonomi dari komunitas setempat ataupun masyarakat luas. For Commonwealth Bank, Corporate Social Responsibility (CSR) is a continuous commitment to act in an ethical manner within the framework of responsibility towards the customers, staff and employees, and the environment, as well as to contributing to the growth of the economy of the local community and the society. Pendahuluan Introduction Commonwealth Bank berkomitmen bahwa tanggung jawab sosial perusahaan (Corporate Social Responsibility/CSR) merupakan bagian yang tidak terpisahkan dari kegiatan operasional bank. Perusahaan menyadari bahwa kinerja perusahaan tidak hanya diukur dari aspek ekonomi saja, akan tetapi juga kinerja sosial maupun lingkungan. Kesadaran ini didasarkan bahwa keberlanjutan perusahaan (corporate sustainability) tercermin dalam konsep triple bottom line yaitu people, planet dan profit. Commonwealth Bank believes that corporate social responsibility (CSR) is an inseparable part of the Bank’s operations. The Bank understands that the monetary gain is not the only indicators of the Bank’s performance; social and environmental aspects are as important. This awareness is based on corporate sustainability, as reflected in the triple bottom line concept, namely people, planet and profit. Commonwealth Bank memiliki berbagai program yang dirangkum dalam tagline Commonwealth Bank for Community. Commonwealth Bank has several programs summed up in the tagline Commonwealth Bank for Community. Bagi Commonwealth Bank, tujuan perusahaan tidak hanya semata-mata memenuhi kepentingan pemegang saham, akan tetapi juga memberikan kontribusi nilai bagi para pemangku kepentingan lainnya yang meliputi konsumen karyawan, nasabah, pemasok, dan pihak lainnya. For Commonwealth Bank, the corporate objectives go beyond meeting the expectation of the esteemed shareholders; they also aim at contributing values to other stakeholders, including the customers, suppliers and other parties. Tujuan tersebut tertanam dalam setiap aktivitas perusahaan termasuk dalam hal ini adalah komitmen Commonwealth Bank dalam melestarikan lingkungan yang tercermin dalam berbagai kebijakan perusahaan. These objectives are ingrained in each of the Bank’s activities, including the commitment of Commonwealth Bank to participate in the preservation of the environment as reflected in the company’s policies. Sebagai realisasi atas komitmen Commonwealth Bank untuk menyelaraskan antara komersial/profit, sosial dan lingkungan hidup, maka Commonwealth Bank telah melaksanakan program dan kegiatan CSR dalam cakupan aspek ekonomi, sosial dan lingkungan. Melalui implementasi program CSR yang berkesinambungan, As the realisation of Commonwealth Bank’s commitment to achieving balance between commercial gain/ profit, and improving the society and the environment, Commonwealth Bank formulates and executes CSR programs and activities which cover different sectors: economy, social and environment. With continuous 370 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Commonwealth Bank ingin meraih keberhasilan bisnis selaras dengan peningkatan kesejahteraan masyarakat secara luas. implementation of the CSR programs, the Bank aims at achieving business success balanced with general improvement of the welfare of the society. Dasar Penerapan CSR Basis of Implementation 1. Undang-Undang Republik Indonesia Nomor 8 Tahun 1999 tentang Perlindungan Konsumen; 1. Law No. 8 Year 1999 regarding Consumer Protection; 2. Undang-Undang Republik Indonesia Nomor 13 Tahun 2003 tentang Ketenagakerjaan; 2. Law No. 13/2003 on Employment; 3. Undang-Undang Republik Indonesia Nomor 40 Tahun 2007 tentang Perseroan Terbatas; 3. Law No. 40/ 2007 on Limited Liability Company; 4. Peraturan Otoritas Jasa Keuangan Indonesia No.1/ POJK.07/2013 tentang Perlindungan Konsumen Sektor Jasa Keuangan. 4. Financial Services Authority Regulation No.1/ POJK.07/2013 on Financial Services Sector Customer Protection. Struktur Pengelola CSR CSR Management Structure Pengelolaan CSR di Commonwealth Bank dijalankan oleh Unit Community & CSR yang merupakan bagian dari Departemen Corporate Communication yang berada dalam Divisi Strategy, Digital Solution & Customer Franchise. The management of CSR at Commonwealth Bank is the responsibility of Community & CSR Unit, a part of Corporate Communication Department, which belongs in Strategy, Digital Solution & Customer Franchise Division. Commonwealth Bank juga memiliki CommCare Club, sebuah wadah kegiatan sosial yang dibentuk pada tahun 2013. Dengan adanya CommCare Club, Commonwealth Bank memfasilitasi karyawan yang ingin turut serta dalam pelaksanaan berbagai kegiatan CSR. Commonwealth Bank also has CommCare Club, a medium for social activities established in 2013. Through CommCare Club, Commonwealth Bank facilitates its employees willing to participate in various CSR activities. Kebijakan dan Pelaksanaan CSR CSR Policies and Implementation Pelaksanaan Kegiatan CSR di Commonwealth Bank berpedoman pada Kebijakan dan Prosedur Corporate Social Responsibility tahun 2014. The guidelines for the execution of CSR programs are 2014 CSR Policy and Procedures. Program kegiatan CSR di Commonwealth Bank terbagi dalam 2 (dua) bidang kegiatan utama, yaitu: CSR activities at Commonwealth Bank are based on two main programs: 371 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan 1. Program Literasi Edukasi Keuangan 1. Financial Literacy Education 2. Program Corporate Philanthropy 2. Corporate Philanthropy Selain 2 (dua) bidang kegiatan utama ini, CSR di Commonwealth Bank juga melingkupi aspek Lingkungan Hidup, Ketenagakerjaan & K3 serta Konsumen. Pelaksanaan kegiatan-kegiatan tersebut berada di bawah koordinasi unit kerja lain di Commonwealth Bank. Aside from those two (2) main programs, CSR activities at Commonwealth Bank also deal with issues of environment, employment, Occupational Health and Safety (K3), and Customers. The execution of the programs is under the coordination of other work units at Commonwealth Bank. Corporate Social Responsibility yang Terkait dengan Lingkungan Hidup Corporate Social Responsibility Program Related to the Environment Kebijakan Policy Commonwealth Bank senantiasa ikut berpartisipasi dalam upaya pelestarian alam dan lingkungan hidup. Hal ini diwujudkan dalam kebijakan dan program yang relevan antara lain dengan melakukan efisiensi pada beberapa bidang, seperti penggunaan kertas serta penggunaan energi. Commonwealth Bank continues to participate in programs and activities to preserve the environment. The Bank has issued relevant policy and programs, such as efficiency in the use of paper an energy. Selain kebijakan operasional internal, upaya pelestarian alam dan lingkungan hidup juga dituangkan dalam bentuk kebijakan pemberian kredit. Kebijakan tersebut memuat aturan bahwa dalam setiap analisis kredit terkait pemberian kredit kepada industri yang memiliki dampak terhadap lingkungan hidup dan pelestarian lingkungan diharuskan untuk memasukkan ketentuan tentang kewajiban memiliki Analisa Mengenai Dampak Lingkungan (AMDAL). Aside from internal operations, the Bank has issued policy related to the environmental preservation, in the form of credit disbursement policy. The policy contains regulation which stipulates that each credit/loan analysis of the entities whose activities impact the environment require that the entities include Environment Impact Assessment (EIA) in their proposal. Kegiatan Activities Beberapa kebijakan telah diimplementasikan untuk mendukung program tanggung jawab sosial terhadap pelestarian lingkungan, yaitu: Policies supporting environmental preservation related CSR programs that have been implemented are as follows: 1. Efisiensi penggunaan energi dengan penghematan penggunaan listrik. Commonwealth mensosialisasikan gerakan untuk mematikan lampu, peralatan kerja apabila sedang tidak digunakan. Sosialisasi ini berlaku untuk seluruh karyawan di Commonwealth Bank. 1. Energy efficiency in the form of saving electricity. Commonwealth Bank makes it a culture to turn off lights and other electrical devices when not in use. This drive has been well implemented by every individual in Commonwealth Bank. 2. Efisiensi penggunaan kertas dengan melaksanakan paperless campaign. Salah satu bentuknya adalah dengan tidak melakukan fotocopy untuk 2. Efficiency in using paper with paperless campaign. One implementation of this campaign is not to copy or distribute printed documents. Document scanning 372 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility memperbanyak atau mendistribusi dokumen. Kegiatan memperbanyak atau distribusi dokumen dilakukan melalui cara memindai dokumen (document scanning) kemudian hasil scan tersebut didistribusikan melalui email. Di samping itu, Commonwealth Bank menggunakan kertas-kertas yang masih layak pakai untuk keperluan-keperluan internal. Pelaksanaan sosialisasi SOP, penyampaian memorandum dan Surat Edaran kepada seluruh pegawai menggunakan media portal perusahaan dengan melakukan upload dokumen. Dokumen yang di-upload pada portal perusahaan tidak dapat dicetak, untuk mengurangi pemakaian kertas. now replaces printing and distributing the printed version, and the scanned document is distributed via email. Moreover, Commonwealth Bank reuses paper for internal use. The dissemination of the SOP, and publication of memorandum and circular letters to employees use the company’s media portal by uploading the documents. The uploaded documents to cannot be printed to minimise the use of paper. Penghargaan dan Sertifikasi Awards and Certification Sebagaimana bidang usaha utama Commonwealth Bank yang bergerak dalam industri perbankan yang tidak memberikan dampak pencemaran terhadap lingkungan secara langsung, maka sampai saat ini Commonwealth Bank tidak memiliki sertifikasi di bidang lingkungan. As Commonwealth Bank is engaged in the banking industry which does not directly impact the environment, hence the Bank does not have certification in the field of environment. Corporate Social Responsibility yang Terkait dengan Ketenagakerjaan, Kesehatan dan Keselamatan Kerja (K3) Corporate Social Responsibility Related to Employment, and Occupational Health and Safety (OHS) Commonwealth Bank memiliki komitmen yang tinggi terkait dengan ketenagakerjaan, kesehatan dan keselamatan kerja. Uraian tentang CSR terkait ketenagakerjaan, kesehatan dan keselamatan kerja diuraikan sebagai berikut. Commonwealth Bank is highly committed to addressing issues regarding employment, and occupational health and safety. Description on CSR related to employment, and occupational health and safety is as follows. Ketenagakerjaan Employment Kebijakan Policy Commonwealth Bank memiliki pedoman manajemen SDM yang menjadi acuan bagi pengembangan SDM Commonwealth Bank. Kebijakan ini tertuang dalam Kebijakan Pelatihan dan Pengembangan Commonwealth Bank yang disahkan pada bulan Desember 2016. Commonwealth Bank has the guideline for the management of its human resources, which acts as the reference for developing the Bank’s human resources. This policy is stipulated in Commonwealth Bank Policy on Training and Development valid since December 2016. 373 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Sedangkan dari sisi eksternal, acuan kebijakan ketenagakerjaan mengacu pada Undang-Undang No. 13 Tahun 2003 tentang Ketenagakerjaan. Hal ini untuk memastikan kepatuhan terhadap perundangundangan yang berlaku dan meminimalkan terjadinya pelanggaran terhadap hak asasi manusia dalam hubungan kerja. Externally, the reference for employment policy is Law No. 13 Year 2003 on Employment. The Company adheres to the existing law and works to minimise violation of human rights in the employment relationship. Kegiatan Activities Beberapa kegiatan yang telah dilakukan terkait dengan program ketenagakerjaan selama 2014 antara lain sebagai berikut: Activities related to employment program the Bank has executed throughout 2016 are as follows: 1. Kesetaraan Gender dan Kesempatan Kerja Commonwealth Bank tidak memiliki kebijakan yang membedakan perlakuan berdasarkan gender. Seluruh peraturan diberlakukan setara kepada seluruh karyawan tanpa membedakan gender. Demikian pula dengan kesempatan kerja yang ditawarkan berlaku bagi seluruh karyawan tanpa melihat perbedaan dari suku, agama, ras dan golongan. Commonwealth Bank mendorong setiap karyawan untuk memberikan hasil kerja terbaik yang akan dilihat dalam penilaian kinerja yang diselenggarakan di akhir tahun. 1. Gender Equality and Work Opportunity Commonwealth Bank does not have any policy which discriminate genders. All regulations apply to all employees regardless their gender. The same goes with employment opportunity, which is open to all employees regardless of their ethnicity, religion, race and class. The Bank encourages all employees to perform their best as this will be assessed at the end of the year. 2. Pengembangan Kompetensi dan Kesempatan Berkarir Commonwealth Bank selalu memastikan untuk memberikan kesempatan yang sama kepada seluruh karyawan dalam mengembangkan potensi dirinya melalui program pendidikan dan pelatihan. Penetapan keikutsertaan karyawan dalam keseluruhan program pengembangan kompetensi tersebut ditentukan oleh kebutuhan perusahaan dan karyawan dengan memperhatikan kesetaraan gender dan persamaaan kesempatan kepada seluruh level organisasi. 2. Competency Development and Career Development Commonwealth Bank ensures that all employees have the same opportunity to develop, by means of participating in the Bank’s education and training programmes. The participation in the program is based on the need analysis run by the Bank by taking into account gender equality and equality of opportunity in all levels of the organisation. Selain itu, Commonwealth Bank juga menyelenggarakan berbagai program peningkatan dan pelatihan kompetensi bagi karyawannya yang saat ini dikelola melalui Bagian SDM. Pada 2016, Commonwealth Bank telah mengikutsertakan karyawan pada berbagai program pendidikan dan pelatihan. Uraian mengenai program pendidikan dan pelatihan karyawan dapat dilihat pada bab Sumber Daya Manusia. Commonwealth Bank has various competency improvement and training programs, which are managed by HR Division. In 2016, Commonwealth Bank had its employees take part in diverse education and training programs, whose details are available in the Chapter on Human Resources. 3. Program Jaminan Kesehatan Commonwealth Bank menyediakan layanan kesehatan bagi karyawan beserta keluarga inti yang menjadi tanggungannya yang diharapkan berdampak pada perbaikan produktivitas bank. Jaminan kesehatan yang diterima seluruh karyawan berupa asuransi kesehatan untuk istri dan anak. 3. Health Insurance Program Commonwealth Bank provides health services for employees and their nuclear family, which is designed to improve the employees’ productivity. 374 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Kesehatan Health Kebijakan Policy Bank mengikutsertakan Karyawan dalam Jaminan Kesehatan Nasional melalui Badan Penyelenggara Jaminan Sosial (BPJS) Kesehatan sesuai dengan Peraturan Perundang-undangan yang berlaku. Disamping itu, Bank juga memberikan perlindungan tambahan berupa manfaat Kesehatan bagi Karyawan baik untuk karyawan permanen ataupun karyawan kontrak langsung dengan Perusahaan, dengan tujuan untuk meningkatkan kesejahteraan dan kesehatan karyawan beserta keluarganya. The Bank has insured its employees in the Healthcare and Social Security Agency (BPJS Kesehatan) program, in accordance with applicable legislation. In addition, the Bank has also added additional health benefit for its employees, be it the full-time or contract employees. This is aimed at increasing the welfare and health of the employees and their families. Adapun cakupan manfaat kesehatan tambahan yang diterima oleh karyawan adalah: The additional health benefits received by the employees cover: 1. Rawat jalan, termasuk didalamnya manfaat gigi dan kacamata. 1. Outpatient, eyeglasses. 2. Rawat inap dan pembedahan, termasuk didalamnya manfaat persalinan. 2. Hospitalisation and surgery, including labor benefits. Keselamatan Kerja (K3) Occupational Safety (OHS) Kebijakan Policy Commonwealth Bank berkomitmen menerapkan kebijakan ini dengan efektif yang akan membantu bank menciptakan lingkungan kerja yang tidak berbahaya bagi semua orang yang bekerja di dalam bank atau yang mengunjungi tempat kerja di bank. Commonwealth Bank is committed to effectively implement OHS policy as this proves to help create safe work environment for the employees and customers. Commonwealth Bank akan memenuhi komitmennya untuk kesehatan dan keselamatan dengan: Commonwealth Bank is committed to ensure the occupational health and safety requirements by: • Memastikan persyaratan undang-undang dan kepatutan bank sebagai standar minimum yang dapat diberlakukan. • Ensuring that the Bank fulfills all the standard requirements and propriety. • Menegakkan seluruh tanggung jawab dan akuntabilitas manajemen bagi kesehatan dan keselamatan karyawan di bawah kepemimpinan mereka. • Upholding the management responsibility and accountability regarding occupational health and safety. • Menyediakan informasi, pelatihan, instruksi dan supervisi kepada karyawan Bank untuk memastikan mereka memiliki ketrampilan dan kemampuan yang dibutuhkan untuk tugas mereka. • Providing information, training, instructions and supervision to Bank employees to ensure they have the skills and capability needed to perform their task. • Melaksanakan investigasi menyeluruh baik itu insiden atau kecelakaan dengan teliti. • Conducting thorough investigation into any incident or accidents. • Mengembangkan tujuan dan target yang konsisten antar organisasi, ditujukan untuk menghilangkan pekerjaan yang terkait dengan kecelakaan dan sakit. • Developing consistent objectives and targets throughout the organisation to diminish work which can result in accident and health hazard. including dental benefits and 375 Laporan Tahunan 2016 Commonwealth Bank | • Meninjau secara berkala pelaksanaan perbaikan sistem manajemen K3. Tanggung Jawab Sosial Perusahaan dan • Periodically assessing the execution of and improvement done to the OHS management. • Mengevaluasi dan menyampaikan informasi OHS secara efektif kepada semua pihak dalam Bank. • Evaluating and delivering information regarding OHS effectively to all parties in the Bank. • Memastikan seluruh rancangan kontrak yang diajukan untuk supply barang dan layanan termasuk perlengkapan memenuhi persyaratan keselamatan dan kesehatan kerja. • Ensuring all contract designs proposed for material supply and services, including equipment, meets the occupational safety and health standard. • Memastikan sumber daya dan keterampilan yang memadai tersedia untuk menerapkan kebijakan ini dan system manajemen terkait. • Ensuring sufficient resources and skills are available to implement the policy and the related management system. • Menyediakan rencana konsultasi bagi semua stakeholder untuk menampung saran yang konstruktif bagi pelaksanaan Management keselamatan dan kesehatan kerja di bank. • Providing consultation plan for all stakeholders to accommodate constructive suggestion for better management of OHS. • Menilai dan melaporkan praktik kesehatan dan keselamatan dengan rutin. • Routinely conducting assessment of and reporting the execution OHS. Kegiatan Activities Terkait dengan program keselamatan kerja, Commonwealth Bank senantiasa melakukan kegiatankegiatan seperti di bawah ini secara berkala: Related to occupation safety program, Commonwealth Bank periodically conducts the following activities: 1. Secara rutin per smester melakukan Latihan Evakuasi Keadaan Darurat baik yang diselenggarakan oleh pengelola gedung ataupun dilakukan sendiri di cabang-cabang. 1. Every semester, the Bank organises Emergency Evacuation Drill training organised by the building management or by the Bank at the respective branches. 2. Melakukan pelatihan cara penggunaan Alat Pemadam Api Ringan (APAR) bagi seluruh Tim Floor Warden baik di HO maupun di cabang. 2. The Bank organises training on the use fire extinguishers for all Floor Warden teams in the head office and in the branches. 3. Melakukan latihan Evakuasi Basah bagi para Floor Warden di cabang untuk Evakuasi Banjir setiap tahunnya. 3. Each year, the Bank organises Wet Evacuation Drill training for all Floor Wardens at branch offices to anticipate flood. 4. Melakukan pemeliharaan serta perawatan alat pemadam kebakaran dan Smoke Sensor (alat deteksi asap) yang berada di lingkungan kerja Commonwealth Bank. 4. The Bank organises maintenance of fire extinguishers and Smoke Sensor installed at Commonwealth Bank. 5. Mengingatkan kepada seluruh rekanan / Vendor untuk menggunakan APD (Alat Pelindung Diri) saat melakukan pekerjaan di Commonwealth Bank guna mencegah terjadinya kecelakaan. 5. The Bank continues to remind all partners/ vendors to wear protective gear when working at Commonwealth Bank as a preventive measure against accidents. 6. Melakukan Safety Patrol di HO secara rutin di HO WTC 6. 6. The Bank organises routine safety patrol at the WTC 6 head office. 7. Menyampaikan himbauan kepada seluruh Staff tentang hal-hal yang berkaitan dengan Keselamatan dan Keamanan. 7. The Bank reminds the staff on matters related to Safety and Security. 376 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Tingkat Kecelakaan Kerja Work Accident Ratio Commonwealth Bank telah dan terus melakukan upaya penerapan K3 secara optimal untuk memperhatikan keselamatan lingkungan kerja dengan target zero accident. Selama tahun 2016, tidak terdapat kecelakaan kerja di Commonwealth Bank sehingga rasio kecelakaan kerja sebesar 0%. Commonwealth Bank has taken and continues to take steps to ensure optimum implementation of OHS policy to achieve the target of zero accident. Throughout 2016, there was no work-related accidents at Commonwealth Bank, which means that the work accident ratio is 0%. Corporate Social Responsibility yang Terkait dengan Pengembangan Sosial dan Kemasyarakatan Corporate Social Responsibility Related to Social and Community Improvement Commonwealth Bank meyakini bahwa kinerja Perusahaan harus memiliki dampak positif terhadap peningkatan kesejahteraan masyarakat. Peningkatan kesejahteraan masyarakat pada akhirnya akan mendukung pengembangan bisnis secara berkelanjutan. Commonwealth Bank is convinced that the Bank’s performance shall bring about positive impact to the society, as this improvement of the welfare of the society will lead to the Bank’s sustainable business growth. Kebijakan Policy Sebagai bagian dari warga korporasi yang baik (good corporate citizenship), Commonwealth Bank menyadari bahwa hubungan dengan masyarakat merupakan bentuk hubungan timbal balik positif yang sangat menguntungkan bagi Commonwealth Bank. Kebijakan yang dimiliki Commonwealth Bank dituangkan dalam bentuk komitmen untuk membangun kesejahteraan bersama melalui berbagai upaya yang dapat dilakukan. As part of good corporate citizenship, Commonwealth Bank fully realises that the good relationship with the community is mutually beneficial for Commonwealth Bank and that community. The policy instated by Commonwealth Bank is executed in the form of commitment to improve mutual welfare. Kegiatan Activities Sebagai bagian dari masyarakat yang bertanggung jawab, Bank terus berusaha untuk meningkatkan kesejahteraan nasional dan tumbuh bersama masyarakat dengan menerapkan standar bisnis yang bertanggung jawab secara sosial melalui programprogram tanggung jawab sosial perusahaan. Kegiatan CSR terkait dengan sosial dan kemasyarakatan Commonwealth Bank pada tahun 2016 terbagi menjadi 2 (dua) kegiatan besar yakni Program Literasi Edukasi Keuangan dan Program Corporate Philanthropy. Commonwealth Bank consistently takes part in the actions to improve welfare and to grow with the community by implementing business standards which are responsible socially. This is done by conducting CSR programs. CSR activities in 2016 which are related to social and community improvement are divided into two main programmes: Financial Literacy Education Program and Corporate Philanthropy Programme. 377 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Program Literasi Edukasi Keuangan WISE WISE Financial Literacy Education Programme Sejak tahun 2014, Commonwealth Bank memfokuskan kegiatan Literasi Keuangan dengan target perempuan melalui program WISE (Women Investment Series). WISE adalah program literasi dan inklusi keuangan dari perempuan, oleh perempuan untuk perempuan yang diluncurkan Bank yang bertujuan untuk meningkatkan kesejahteraan finansial perempuan Indonesia melalui suatu program literasi keuangan yang terpadu dan berkesinambungan. Target peserta program WISE adalah perempuan dari berbagai latar belakang pekerjaan mulai dari ibu rumah tangga, pengusaha, pekerja dan dewasa muda. Since 2014, the focus of Commonwealth Bank’s financial literacy activities was female members of the society through WISE programme. WISE is a financial literacy and inclusion program from women, by women and for women which was launched by the Bank to improve Indonesian women financial wellbeing through integrated and continuous financial literacy program. WISE program targeting women from any background, from housewives, businesswomen, career workers and young adults. Penyelenggaraan program WISE dilakukan melalui berbagai kegiatan antara lain pertemuan tatap muka/ workshop, aplikasi mobile WISE dan artikel edukasi di online media. WISE program is executed through various events such as workshop, WISE mobile application and education articles in online media. Aplikasi WISE dapat diunduh melalui smartphone. Dalam aplikasi ini, perempuan Indonesia yang tergabung dalam komunitas WISE akan mendapatkan akses informasi seputar keuangan, bisnis, investasi dan ekonomi khusus untuk perempuan seperti kalkulator pengeluaran, kalkulator investasi dan kalkulator KPR untuk membantu mereka dalam kehidupan sehari-hari. Aplikasi ini juga akan berfungsi sebagai forum yang menghubungkan mereka dengan perempuan lainnya untuk berbagi informasi dan tips untuk pengembangan diri. Peluncuran aplikasi ini juga merupakan komitmen perusahaan untuk terus berinovasi dalam upaya memberikan akses informasi yang mudah dan terpercaya serta untuk menjangkau lebih banyak perempuan Indonesia. Commonwealth Bank launched a smartphone application called WISE, which is downloadable, and with the app, Indonesian women who have joined WISE community get access to information on finance, business, investment and economy. There is also a financial tools such as expenditure, investment and house loan calculator feature designed to help them. The application will also function as a forum to connect the members so that they can share information and tips on self development. The launch of this application shows the commitment of Commonwealth Bank to innovate, give an easy and dependable access and reach more women in Indonesia. Program WISE ini didedikasikan bagi kaum perempuan agar memiliki pengetahuan pemahaman tepat mengenai berbagai sistem dan instrumen keuangan, sehingga kelak mampu mengambil keputusan keuangan yang tepat. WISE Program is dedicated to women so that they can about and have good understanding of how financial system and instruments work so that they can make good financial decision. Dalam mengembangkan program WISE, Commonwealth Bank melakukan riset bekerja sama dengan salah satu perusahaan riset internasional untuk mengetahui kondisi, kebutuhan dan tantangan perempuan Indonesia terkait keuangan, agar dapat menyusun program yang tepat sasaran dan menjawab kebutuhan tersebut. In developing WISE program, Commonwealth Bank conducted research in cooperation with one international research institution find out about the condition and needs of Indonesian women regarding finances, the challenges they face. Commonwealth Bank did this in order to be able to come up with effective program which can respond to those needs. 378 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Materi edukasi yang disampaikan dalam program WISE ini disusun berdasarkan hasil riset dan studi yang dilakukan sebelumnya. Dalam pelaksanaannya, program WISE didukung penuh oleh para wanita karir profesional dari berbagai bidang yang tergabung sebagai anggota Dewan Penasehat WISE. Mereka terlibat dan berkontribusi langsung sebagai pengarah program WISE serta dalam pengembangan kurikulum/ materi program WISE melalui pengetahuan dan pengalaman masing-masing individu. The material for the education delivered in WISE program is designed based on the research and study conducted previously. In the implementation, WISE program has gained support from female professionals from diverse fields who join WISE Advisory Board. They are involved in and contribute to the programs and the development of the WISE curriculum/material, contributing their knowledge and experience. Pelaksanaan Kegiatan WISE sepanjang tahun 2016 sebagai berikut: Throughout 2016 WISE-related activities are as follows: Bulan / Month (Jan - Mar) Kegiatan / Activity Lokasi / Location 24 Februari 2016 Sesi #BelajarInvestasi untuk umum / #BelajarInvestasi (Learn to Invest) session for public Kantor Pusat Commonwealth Bank, Jakarta / Commonwealth Bank Head Office 15 Maret 2016 Kelas WISE FUNancial untuk Ibu Rumah Tangga / WISE FUNancial Class for Housewives Noah’s Barn, Bandung 30 Maret 2016 Sesi #BelajarInvestasi untuk umum / #BelajarInvestasi (Learn to Invest) session for public Kantor Pusat Commonwealth Bank, Jakarta / Commonwealth Bank Head Office Bulan / Month (Apr - Jun) Kegiatan / Activity Lokasi / Location 9 April 2016 Program Kantor ke Kantor #BelajarInvestasi dengan Accenture / Office to Office Program #BelajarInvestasi with Accenture Kantor Pusat Accenture, Jakarta / Accenture Head Office, Jakarta 16 April 2016 Office to Office Program #BelajarInvestasi with Accenture (part 2) / #BelajarInvestasi with Accenture Pt.2 Kantor Pusat Accenture, Jakarta / Accenture Head Office, Jakarta 26 April 2016 Kelas WISE FUNancial untuk Ibu Rumah Tangga di Surabaya / WISE FUNancial Class for Housewives at Surabaya Resto Nine, Surabaya 1 Juni 2016 Kelas WISE FUNancial dengan Orangtua di Sekolah Harapan Bangsa / WISE FUNancial Class with Parents at Harapan Bangsa School Modern Land, Tangerang 14 Juni 2016 Kelas WISE dengan komunitas Blogger - Commuterline Jabodetabek / WISE Class with Blogger Community - Commuterline Jabodetabek Stasiun Kota, Jakarta / Kota Station, Jakarta 15 Juni 2016 Kelas WISE FUNancial untuk Ibu Rumah Tangga di Surabaya / WISE FUNancial Class for Housewives at Surabaya Resto Nine, Surabaya 23 Juni 2016 Kelas WISE FUNancial dengan Dosen di Program Vokasi Universitas Indonesia / WISE FUNancial Class with Lecturers at Vocation Program University of Indonesia Universitas Indonesia, Depok / University of Indonesia, Depok Bulan / Month (Jul - Sep) Kegiatan / Activity Lokasi / Location 9 Agustus 2016 WISE event with Pejuang ASI Community Midtown Bistro & Lounge, Jakarta 30 September 2016 WISE with Shell Women Network Shell Office, Jakarta Bulan / Month (Okt - Nov) Kegiatan / Activity Lokasi / Location 11 Oktober 2016 WISE in RAKERNAS Ikatan Wanita Pengusaha Indonesia (IWAPI) / WISE in Indonesian Businesswomen Association (IWAPI) National Symposium Lombok, Mataram 27 Oktober 2016 WISE in WIGBI (Women in Global Business) event with Austrade Jakarta 9 November 2016 WISE Financial Workshop with Women of The Year Her World Indonesia magazine Jakarta 29 November 2016 WISE Financial Workshop for SME Womenpreneurs with Her World Indonesia magazine Jakarta 7 Desember 2016 WISE Financial Workshop with IWAPI Jakarta Jakarta 379 Laporan Tahunan 2016 Commonwealth Bank 380 | Tanggung Jawab Sosial Perusahaan 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Program Corporate Philanthropy Corporate Philantrophy Program Commonwealth Bank mewujudkan kontribusi nyata kepada masyarakat melalui Kegiatan Sosial bertajuk “Corporate Philanthropy” yang diselenggarakan setiap tahun. Pelaksanaan program ini berlandaskan pada kesadaran Commonwealth Bank bahwa pertumbuhan dan perkembangannya yang pesat tidak terlepas dari kepercayaan dan dukungan semua pihak yang terkait terhadap usaha Commonwealth Bank. Oleh karena itu, Bank mengembalikan sebagian profitabilitas yang diperoleh dalam bentuk bantuan sosial kepada masyarakat yang layak menerima. Commonwealth Bank has contributed to the betterment of the society through social activities under the banner “Corporate Philanthropy,” held every year. The program is based on the realisation that Commonwealth Bank’s growth is due to the trust and support from everyone related to the Bank. That’s why Commonwealth Bank wants to return part of the profit it has gained to others, and the Bank does this through social and community empowerment activities. Untuk meningkatkan partisipasi karyawan Commonwealth Bank dalam pelaksanaan kegiatan CSR, Commonwealth Bank memiliki CommCare Club, yang merupakan wadah bagi karyawan Bank untuk berpartisipasi dalam kegiatan CSR yang dilaksanakan. To improve the participation of the employees in CSR activities, Commonwealth Bank has set up CommCare Club, a medium for the employees to participate in CSR activities. Kegiatan Sekolah Bisa Goes to KidZania KidZania Fun Tour for School Students Pada tanggal 21 Februari 2016, CommCare Club bersama tim IT Commonwealth Bank mengajak anakanak Sekolah Bisa, yaitu sekolah untuk anak-anak kurang mampu di Bintaro, untuk berdarmawisata mengunjungi KidZania Jakarta. CommCare Club bertugas sebagai pendamping anak-anak dalam melakukan simulasi peran pekerjaan di kota kecil KidZania. Melalui kegiatan ini, diharapkan mampu menginspirasi anak-anak untuk memiliki mimpi dan menggapai cita-cita mereka. On 21 February 2016, CommCare Club and Commonwealth Bank IT Team invited students of Sekolah Bisa, which is school for under privilege children in Bintaro, to visit KidZania Jakarta. Commcare Club in charge as students’ companion in simulating job role in KidZania small town. Hopefully this event will inspire these children to have dream and reaching their goals. 381 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Bantuan Sekolah Aluna Aluna School Aid Pada tanggal 26 Februari 2016, Commonwealth Bank memberikan bantuan finansial bagi Sekolah Aluna, sekolah untuk anak-anak berkebutuhan khusus (tuna rungu) dengan memberikan peralatan proyektor dan alat bantu pendengaran yang dibutuhkan untuk kegiatan belajar mengajar. Selain itu, Commonwealth Bank juga mengadakan sesi edukasi “Perilaku Hidup Bersih dan Sehat” untuk orangtua bekerja sama dengan Mahasiswa Kedokteran Universitas Indonesia. On 26 February 2016, Commonwealth Bank handed over aids to Sekolah Aluna, a school for special need children. The aids consisted of a projector and hearing aids needed for teaching and learning. Commonwealth Bank also held an education session with the theme of clean and healthy living for the parents. For this session, Commonwealth Bank collaborated with students of Medical Faculty of University of Indonesia. Kegiatan Donor Darah Blood Donation Pada tanggal 17 Maret 2016, Commonwealth Bank bekerjasama dengan Palang Merah Indonesia mengadakan Kegiatan Donor Darah bertempat di Jakarta. Kegiatan donor darah ini merupakan wujud kepedulian terhadap sesama karena setetes darah yang diberikan sangat berarti bagi kehidupan orang lain. Kegiatan Donor Darah merupakan kegiatan rutin yang dilakukan oleh Commonwealth Bank. On 17 March 2016, Commonwealth Bank, collaborating with Indonesian Red Cross, held a blood donation drive in Jakarta. The blood donation shows the concern the Bank has towards others as everyone at Commonwealth Bank believes that a drop of blood donated may mean the world to a person who needs it. The blood donation drive is a routine activity organised by Commonwealth Bank. 382 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Kegiatan Build Home Project with Habitat for Humanity Build Home Project with Habitat for Humanity Commonwealth Bank mengadakan program Build Home Project yaitu pembangunan rumah layak huni bekerja sama dengan Habitat for Humanity Indonesia. Dalam kegiatan yang dilaksanakan pada tanggal 30 April 2016 ini, karyawan Commonwealth Bank turut serta langsung melakukan pekerjaan pembangunan rumah dan juga dalam acara tersebut, karyawan memberikan sesi edukasi mengenai Menabung dan Cita-cita bagi anak-anak di daerah tersebut yaitu di Sentul, Jawa Barat. Kegiatan ini memperoleh respon positif dari masyarakat sekitar. Commonwealth Bank ran the program Build Home Project, a project of building decent houses in collaboration with Habitat for Humanity Indonesia. In this activity, held on 30 April 2016 ini in Sentul, West Java, Commonwealth Bank employees took part in the construction of house, and they also gave a presentation on The Importance of Saving and Pursuing Goas for the children living around the area. The activity got a positive response from the locals. 383 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Biaya yang Dikeluarkan Budget for Social and Improvement Programs Community Pada tahun 2016, penggunaan dana untuk kegiatan pengembangan sosial kemasyarakatan mencapai sebesar Rp475.012.500 yang terdiri dari Biaya Program WISE sebesar Rp346.012.500 dan Biaya Program Corporate Philanthropy sebesar Rp129.000.000. In 2016, Commonwealth Bank dispensed of Rp475,012,500 for social and community improvement programs, distributed for WISE Program Rp346,012,500, and for Corporate Philanthropy program with Rp129,000,000. Corporate Social Responsibility yang Terkait dengan Tanggung Jawab kepada Konsumen Corporate Social Responsibility Related to Consumer Responsibility Konsumen Commonwealth Bank, yang selanjutnya disebut Nasabah, merupakan salah satu pemangku kepentingan eksternal yang menjadi ujung tombak keberlanjutan operasi Perusahaan, untuk itu Commonwealth Bank selalu berupaya memberikan produk dan pelayanan terbaik yang bertujuan untuk memberikan kepuasan, menjaga kepercayaan serta menjaga loyalitas Nasabah. Consumers of Commonwealth Bank, referred to as customers, are also the Bank’s external stakeholders, holding a vital position in ensuring the Bank’s continual operations. Hence, Commonwealth Bank always aims at providing the best products and services to maintain and improve the customer’ satisfaction, trust and loyalty. Kebijakan Policy Pelayanan kepada Nasabah mempunyai peranan yang sangat penting dalam rangka meningkatkan jumlah nasabah dan mendorong pertumbuhan bisnis Commonwealth Bank. Sehubungan dengan hal Commonwealth Bank memiliki Kebijakan dan Prosedur dalam memastikan kualitas pelayanan nasabah (Customer Experience) selalu terlaksana dengan baik. Service to customers plays an important role in getting more customers and support business growth. Related to this, Commonwealth Bank has a policy and procedures to ensure Customer Experience quality remains satisfactory. Commonwealth Bank memiliki Kebijakan Perlindungan Nasabah yang menjadi payung kebijakan bagi seluruh karyawan dan unit kerja dalam mengatur dan memastikan kegiatan, proses dan program yang dilakukan Commonwealth Bank telah menerapkan prinsip perlindungan konsumen dalam setiap aktivitas bisnis bank. Kebijakan Perlindungan Nasabah yang dilaksanakan Commonwealth Bank mencakup penerapan prinsip transparansi, perlakuan yang adil, keandalan, kerahasiaan dan keamanan data/ informasi Nasabah serta pelayanan dan penyelesaian pengaduan Nasabah sebagai bentuk tanggung jawab Commonwealth Bank kepada Nasabah. Commonwealth Bank has Customer Protection Policy which acts as the umbrella policy for all employees and work units in managing and making sure the activities, processes, and programs have implemented the customer protection principle. The customer protection policy covers the implementation of transparency principle, fair treatment, reliability, confidentiality, and data/information reliability, confidentiality and safety. It also deals with complaints handling and resolution. All of these are part of the Bank’s responsibility towards the customers. Commonwealth Bank juga memiliki Kebijakan Standar Layanan Frontliner untuk memastikan pelayanan Commonwealth Bank also has the front liner standard service policy. The policy regulates that customer 384 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility kepada Nasabah selalu dilakukan secara prima dan konsisten oleh Frontliner agar tercipta pengalaman Nasabah yang menyenangkan. services by the front liners be superior and consistent to ensure excellent customer experience. Dalam penanganan pengaduan Nasabah, Commonwealth Bank memiliki Kebijakan dan Prosedur Penanganan dan Penyelesaian Pengaduan Nasabah yang didalamnya mengatur mekanisme penanganan dan penyelesaian pengaduan Nasabah serta unit kerja yang bertanggung jawab menangani dan menyelesaikan pengaduan Nasabah sehingga dalam pelaksanaan hariannya dapat memastikan bahwa pengaduan Nasabah terselesaikan dengan cepat, tepat dan efektif yang mengacu kepada Service Level Agreement (SLA) Commonwealth Bank dan juga SLA yang telah ditetapkan oleh Bank Indonesia dan Otoritas Jasa Keuangan (OJK). In handling claims and complaints, Commonwealth Bank has Policy and Procedures for Handling Customer Complaints. The policy and procedures regulate the mechanism for complaint handling and resolution, and the work unit responsible for them. This is o that in the daily execution, these complaints are managed quickly, efficiently and effectively with reference to Commonwealth Bank Service Level Agreement (SLA) and SLA set by Bank Indonesia and FSA. Kegiatan Activities Beberapa program terkait tanggung jawab kepada Nasabah yang dilakukan oleh Commonwealth Bank sepanjang tahun 2016, adalah sebagai berikut: Some programs related to customer experience Commonwealth Bank was engaged in throughout 2016 are as follows: Program Peningkatan Kualitas Layanan Quality Service Improvement Program Terkait dengan Program Peningkatan Kualitas Layanan kepada Nasabah, Commonwealth Bank melaksanakan sejumlah strategi yang bertujuan membina hubungan baik dan komunikasi yang efektif dengan Nasabah, antara lain: In accordance with the Customer Service Quality Improvement Program, Commonwealth Bank has prepared and run several strategies aimed at improving relationship and communication with the customers. They are: 1. SMS Alert, sebagai salah satu bentuk komitmen Commonwealth Bank dalam menjaga keamanan dan kenyamanan Nasabah bertransaksi perbankan. Commonwealth Bank menyediakan layanan Short Message Service (SMS) Alert untuk seluruh Nasabah Perorangan berupa layanan notifikasi instan mengenai aktivitas transaksi pada rekening Nasabah melalui telepon selular yang terdaftar pada sistem Bank senilai minimum Rp500.000 (lima ratus ribu rupiah). Untuk layanan SMS Alert ini, Nasabah tidak dikenakan biaya tambahan. 1. SMS Alert. As a form of commitment to ensure ease and comfort in transaction, Commonwealth Bank has Short Message Service (SMS) Alert for all individual customers, in the form of instant notification about transaction activities. The SMS Alert is sent to the customer’s cellular number registered to the Bank for a minimum transaction of Rp500,000. Commonwealth Bank does not charge the customers for the service. 2. National Customer Day, program layanan spesial untuk Nasabah di Hari Pelanggan Nasional, dimana di cabang-cabang tertentu menyediakan layanan konsultasi langsung dengan Manager Investasi sehingga membantu Nasabah dalam mengatur perencanaan keuangan Nasabah. 2. National Customer Day. This is a special service program for customers on National Customer Day. On this day, certain branch offices provide consultation service to help customers manage and plan their finances. 3. Informasi terkini yang aktif disampaikan Commonwealth Bank melalui website www.commbank.co.id, melalui Buletin Nasabah pada fasilitas Internet dan Mobile Banking Nasabah dan juga melalui pengumuman yang ditempatkan di cabang-cabang. 3. Latest information delivered on Commonwealth Bank website www.commbank.co.id. The Bank has Customer Bulletin available with internet and mobile banking facilities. The Bank also issues announcements at each of the Bank’s branch office. 385 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan 4. Commonwealth Bank juga aktif melakukan peningkatan kualitas layanan internal yang tentunya memberi dampak kepada layanan Nasabah melalui Internal Customer Service Measurement (ICSM). Melalui ICSM ini, terbangun sinergi dan kolaborasi antar unit kerja internal untuk take ownership and follow up dalam memberikan pelayanan prima. 4. Commonwealth Bank is actively improving the quality of internal services with Internal Customer Service Measurement (ICSM), which also impacts the customer experience and services. With ICSM, the Banks builds synergy and collaborations between internal work units in the take ownership and follow up move with the aim of achieving excellent services. 5. Pelatihan karyawan baik Frontliner maupun Non Frontliner yang selalu dilakukan berkesinambungan, melalui pelatihan wajib yang harus diikuti, pelatihan penyegaran (refreshment) serta e-learning dalam meningkatkan pengetahuan, melatih ketrampilan serta menanamkan budaya pelayanan dan pola pikir yang berfokus kepada Nasabah dan menciptakan Great Customer Experience dalam setiap aktivitas pekerjaan sehari-hari. 5. Employee training, either for front liners or for Nonfront liners. This is a continuous effort, in the form of mandatory training, like refreshment courses, and e-learning. They are designed to improve the employees’ knowledge, train their skills and instil service culture and the mindset which focuses on the customers and to create Great Customer Experience in the daily activities. Program Engagement Nasabah Customer Engagement Program Sebagai upaya meningkatkan hubungan antara Commonwealth Bank dengan nasabah, Commonwealth Bank melakukan berbagai kegiatan peningkatan kualitas layanan antara lain: To improve the relationship with the customers, Commonwealth Bank has taken various measures. They come in several activities, namely: 1. Customer Gathering Merupakan kegiatan pertemuan antara Commonwealth Bank dengan nasabah yang pelaksanaannya dilakukan di berbagai kota di Indonesia seperti di Jakarta, Bandung, Surabaya, Bali, Solo, Semarang, Medan, Yogyakarta, Manado, Banjarmasin, Balikpapan, Batam, Jambi, Malang, Samarinda dan Makassar. Penanggungjawab pelaksanaan dilakukan oleh Kantor Cabang Commonwealth Bank. 1. Customer Gathering Commonwealth Bank organises gatherings with its customers held in various cities: Jakarta, Bandung, Surabaya, Solo, Semarang, Medan, Yogyakarta, Manado, Batam, Banjarmasin, Balikpapan, Jambi, Malang, Samarinda and Makassar, and on Bali. The gathering is organised by the city’s respective branch office. 2. Macro Customer Gathering Merupakan kegiatan yang dilakukan oleh Commonwealth Bank bekerjasama dengan salah satu Manager Investasi yang dihadiri sekitar 200 Nasabah dan berlokasi di Jakarta. Tujuan dari pertemuan untuk memberikan pemahaman nasabah terkait berbagai jenis investasi yang tersedia. 2. Macro Customer Gathering Macro Customer Gathering is an activity organised by Commonwealth Bank and one of the investment management service providers attended by around 200 customers and held in Jakarta. The objective of the gathering is to give understanding to the customers about various modes of investment. 3. Inspiring Women Financial Workshop Merupakan kegiatan sosialisasi terkait perencanaan keuangan yang dilakukan di Jakarta. Pada kegiatan ini menghadirkan pembicara ternama Adrian Maulana dari Schroder Investment Indonesia. Kegiatan ini mendapatkan sambutan positif dari nasabah Commonwealth Bank. 3. Inspiring Women Financial Workshop This is a financial planning workshop held in Jakarta. In this event, the organiser invited Adrian Maulana from Schroder Investment Indonesia as the speaker. The activity received positive response from the Bank’s customers. 386 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility Jaminan Perlindungan Simpanan Nasabah Customer Deposit Guarantee Kepercayaan masyarakat terhadap industri perbankan merupakan salah satu kunci untuk memelihara stabilitas pada sistem perbankan. Kepercayaan tersebut lahir apabila ada kepastian hukum dalam pengaturan, pengawasan Bank dan penjaminan simpanan nasabah Bank. Sebagaimana ketentuan dalam UndangUndang no. 24 tahun 2004 tentang Lembaga Penjamin Simpanan (LPS), Commonwealth Bank memberikan jaminan perlindungan atas uang yang disimpan oleh nasabah melalui Lembaga Penjamin Simpanan. Public trust is a key factor in ensuring stability of the banking system. This trust is born out of legal certainty in the banking regulation, supervision, and deposit guarantee. As stipulated in Law No. 24 Year 2004 on Deposit Guarantee Institution (LPS), Commonwealth Bank guarantees the funds the customers entrust the Bank with through Deposit Guarantee Institution. Pusat Pengaduan Nasabah (Customer Resolutions Unit) Customer Resolutions Unit Commonwealth Bank telah membentuk unit kerja khusus sebagai pusat pengaduan Nasabah yang memantau, mengelola dan memastikan seluruh mekanisme penanganan dan penyelesaian pengaduan Nasabah terlaksana dengan cepat, tepat dan efektif yaitu unit kerja Customer Resolution di bawah koordinasi Customer Experience & Relations Department. Secara berkala, unit kerja Customer Resolution berkoordinasi dengan divisi/unit kerja terkait melakukan evaluasi dan analisa untuk menemukan akar permasalahan dan ditindaklanjuti dengan melakukan tindakan penyelesaian dan upaya pencegahan agar pengaduan yang sama tidak berulang di kemudian hari serta mengusulkan program pengembangan, perbaikan dan penyempurnaan produk, proses dan layanan ke Nasabah. Commonwealth Bank has established a special work unit tasked with handling customer reports and complaints. The unit monitors, manages and ensures the mechanism for complaint handling and resolution is followed through with speedy, effective and efficient results. The unit is Customer Resolution which is under the coordination of Customer Experience & Relations Department. Periodically, Customer Resolution unit coordinates with related divisions/units to conduct evaluation and analysis which can lead to finding the root of the problem and the best solution and prevention. There is also a program to develop and improve products, processes and services to the customers. Commonwealth Bank menyediakan berbagai kanal atau channel yang mudah di akses Nasabah untuk menyampaikan pengaduannya melalui, antara lain: Customers of Commonwealth Bank can easily access the Bank’s channels through one of the media set up by Commonwealth Bank, namely: 1. Call Commbank yang beroperasi 24 jam melalui nomor 1500030 (akses lokal) atau (6221) 29352935 (akses internasional) 1. Call Commbank, which operates 24 hours a day and accessible through the phone number 1500030 (local access) or (6221) 29352935 (international access) 2. Email: [email protected] 3. Contact Us menu on Commonwealth Bank corporate website www.commbank.co.id, Internet Banking and Mobile Banking facility 4. Customer service at Commonwealth Bank branch offices 2. Email: [email protected] 3. Menu Contact Us pada website www.commbank.co.id dan fasilitas Internet Banking serta Mobile Banking 4. Customer service yang berada cabang-cabang terdekat Pengaduan yang disampaikan Nasabah merupakan materi penting dan sangat diperhatikan dalam perencanaan dan penyusunan strategi pengembangan produk, proses dan pelayanan kepada Nasabah. Dalam hal ini, unit kerja Customer Resolution secara berkala menyampaikan laporan data pengaduan kepada Board of Directors dalam pertemuan Dewan Direksi sehingga mendapatkan arahan yang sangat jelas dalam proses perbaikan dan pengembangan layanan ke Nasabah yang dilakukan Commonwealth Bank. Commonwealth Bank treats complaints from customers as important material, which the Bank uses in planning and formulating product development strategies, and customer services. In this regard, Customer Resolution work unit periodically submits complaint data report to the highest seat of the management (Board of Directors) in the Directors Meeting so that they can get clear directions on the process to improve and develop customer experience. 387 Laporan Tahunan 2016 Commonwealth Bank | Tanggung Jawab Sosial Perusahaan Mekanisme Penyelesaian Keluhan Nasabah Complaint Resolution Mechanism Melalui pusat pengaduan, Bank memberikan respon yang cepat atas pengaduan yang masuk dan penyelesaian secara bijak. Mekanisme penanganan dan penyelesaian pengaduan Nasabah dilakukan sebagai berikut: Via the complaint centre, Commonwealth Bank gives speedy and sensible response to complaints. The complaint resolution mechanism follows these steps: Cabang Commonwealth Bank Nasabah / Perwakilan Nasabah Menyampaikan Pengaduan Menerima Pengaduan Call CommBank 15000 30 Menerima Nomor Pengaduan Membuat Nomor Pengaduan 20 hari kerja Email: [email protected] Hasil Penyelesaian Pengaduan Solusi Penyelesaian Pengaduan Informasi Perpanjangan Waktu 20 hari kerja Hasil Penyelesaian Pengaduan Solusi Penyelesaian Pengaduan Nasabah / Perwakilan Nasabah Internet/ Mobile Banking (Services Menu – Mailbox) Standar dalam penanganan pengaduan Nasabah dilakukan melalui konsep 3R yaitu Recognise (mengidentifikasi pengaduan), Reassure (meyakinkan nasabah bahwa Commonwealth Bank dapat membantu nasabah) dan Resolve (menyelesaikan pengaduan nasabah). The standard in handling complaints follows 3R concept, i.e. Recognise (complaint identification), Reassure (ensuring customers the Bank will assist them) and Resolve (settling the complaints). Semua pengaduan nasabah di Commonwealth Bank harus tercatat dalam Complaint Handling System (CHS) sehingga tercatat dan terdokumentasi dengan baik dan dapat dimonitor tindak lanjut proses penanganan dan penyelesaian sampai pemberian solusi terbaik untuk nasabah. All customer complaints must be recorded and documented in Complaint Handling System (CHS) to ensure further monitoring the process and providing solution. Setiap pengaduan nasabah yang dicatat pada sistem CHS akan dikirimkan Short Message Services (SMS) Notifikasi yaitu pemberitahuan dari Commonwealth Bank yang berisi nomor tiket pengaduan, status pengaduan dan nomor telepon Call Commbank. SMS Notifikasi dikirimkan pada saat tiket pengaduan dibuat, tiket pengaduan diperpanjang (karena masih dalam proses investigasi lebih lanjut) dan tiket pengaduan ditutup (pengaduan telah dapat diselesaikan). Hal ini merupakan bukti perhatian serius Commonwealth Bank dalam memberikan pelayanan dan penyelesaian pengaduan nasabah. When a customer sends a complaint and it is recorded in CHS, the customer will receive Short Message Services (SMS) notification which contains the complaint ticket number and Call Commbank telephone number. The SMS Notification is sent when the complaint ticket is made, the ticket is extended due to further investigation, and the ticket is closed following complaint settlement. This proves that Commonwealth Bank takes the customer complaints seriously. Apabila Commonwealth Bank telah memberikan solusi terhadap pengaduan nasabah sesuai dengan hasil investigasi yang dilakukan, namun nasabah tetap tidak puas dengan solusi yang telah diberikan oleh Bank, If a customer is not satisfied with a settlement offered by Commonwealth Bank, the customer holds the right to further pursue the matter through mediation facilitated by Bank Indonesia/Financial Services Authority or an 388 2016 Annual Report Commonwealth Bank | Corporate Social Responsibility maka nasabah mempunyai hak untuk menyelesaikan pengaduannya melalui mediasi yang dapat difasilitasi oleh Bank Indonesia/Otoritas Jasa Keuangan atau Lembaga Mediasi Perbankan/Lembaga Alternatif Penyelesaian Sengketa Perbankan Indonesia sesuai dengan tata cara penyampaian pengaduan yang telah dipublikasikan melalui website Commonwealth Bank. Indonesian Banking Alternative Dispute Resolution Body in reference to complaint procedures published on Commonwealth Bank website. Tabel Laporan Pengaduan Nasabah Tahun 2016 Customer Complaint Table for the Year 2016 Tabel Laporan Pengaduan dan Penyelesaian selama tahun 2016 sebagai berikut: Following is Customer Complaint and Resolution Table for the year 2016: Jumlah Pengaduan*) / Total Reports Periode Pelaporan / Reporting Period Total Jumlah Pengaduan Januari – Desember 2016 / Number of complaints for January-December 2016 period 1.554 Jumlah Pengaduan yang telah diselesaikan / Number of complaints resolved 1.545 Jumlah Pengaduan masih dalam proses penanganan dan penyelesaian / Number of compaints still in process Prosentase penyelesaian pengaduan / Percentage of complaint settlement 9 99,42% *) Jumlah pengaduan dilaporkan ke BI/OJK posisi per tanggal 3 Januari 2017 / Number of complaints reported to BI/FSA as of 3 January 2017 Survei Kepuasan Nasabah Customer Satisafaction Survey Kepuasan nasabah merupakan prioritas Commonwealth Bank. Untuk itu, Commonwealth Bank secara rutin melakukan survei kepuasan nasabah yaitu: Customer satisfaction is one of the Bank’s priorities. In regard to this, Commonwealth Bank conducts a routine customer satisfaction surveys. The types of survey the Bank conducts are as follows: 1. Customer Satisfaction and Loyalty Measurement, yaitu survei yang dilakukan oleh pihak internal Commonwealth Bank secara langsung kepada nasabah-nasabah Commonwealth Bank untuk mengetahui tingkat kepuasan nasabah terhadap layanan yang telah diberikan oleh Commonwealth Bank. 1. Customer Satisfaction and Loyalty Measurement, a survey run by Commonwealth Bank for customers to find out the level of the customer satisfaction of the Bank’s services. 2. Survey Kualitas Layanan Cabang, Call Center dan e-Channel melalui metode Mystery Shopping, yaitu suatu metode pengukuran kualitas layanan yang dilakukan oleh lembaga riset layanan perbankan independen dengan cara mengalami layanan Commonwealth Bank secara langsung sebagai nasabah dan diberikan bobot sesuai dengan standar layanan industri perbankan. 2. Survey on the Quality of Services of Branch Offices, Call Centre and E-Channel, using the Mystery Shopping method, that is a method of measuring the quality of services run by an independent banking service research institution, in which the survey agents, acting as customers, use banking service standards and have a firsthand experience of the services Commonwealth Bank offers. Secara keseluruhan, tingkat kepuasan nasabah terhadap Commonwealth Bank sangat baik dan dari periode ke periode selalu berada di level 95%. Overall, the customer satisfaction level is very high and from one period to the next the level has always been above 95%. 389 Laporan Tahunan 2016 Commonwealth Bank | Referensi Kriteria Annual Report Award Referensi Kriteria Annual Report Award Reference of Annual Report Award Criteria Materi Subject No 390 Penjelasan Description I. Umum / General 1 Laporan tahunan disajikan dalam bahasa Indonesia yang baik dan benar dan dianjurkan menyajikan juga dalam bahasa Inggris. In good and correct Indonesian, it is recommended to present the report also in English. 2 Laporan tahunan dicetak dengan kualitas yang baik dan menggunakan jenis dan ukuran huruf yang mudah dibaca. The annual report should be printed in good quality paper, using the font type and size that allow for easy reading. 3 Laporan tahunan mencantumkan identitas perusahaan dengan jelas. Should state clearly the identity of the company. 4 Laporan tahunan ditampilkan di website perusahaan. Mencakup laporan tahunan terkini dan paling kurang 4 tahun terakhir. The annual report should be printed in good quality paper, using the font type and size that allow for easy reading. II. Ikhtisar Data Keuangan Penting / Summary of Key Financial Information 1 Informasi hasil usaha perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun. Result of the Company information in comparative form over a period of 3 financial years or since the commencement of business if the company has been running its business activities for less than 3 years. Halaman Page Nama perusahaan dan tahun annual report ditampilkan di: 1. Sampul muka 2. Samping 3. Sampul belakang, dan 4. Setiap halaman Name of company and year of the Annual Report is placed on: 1. The front cover 2. Sides 3. Back cover, and 4. Each page Informasi memuat antara lain: 1. Penjualan/pendapatan usaha 2. Laba (rugi) a. Diatribusikan kepada pemilik entitas induk, dan b. Diatribusikan kepada kepentingan nonpengendali 3. Penghasilan komprehensif periode berjalan a. Diatribusikan kepada pemilik entitas induk, dan b. Diatribusikan kepada kepentingan nonpengendali, dan 4. Laba (rugi) per saham. Catatan: Apabila perusahaan tidak memiliki entitas anak, perusahaan menyajikan laba (rugi) dan penghasilan komprehensif periode berjalan secara total. The information contained includes: 1. Sales/income from business 2. Profit (loss) a. Attributable to owners, and b. Attributable to non-controlling shareholders 3. Total of profit (loss) and other comprehensive income a. Attributable to owners, and b. Attributable to non-controlling shareholders, and 4. Net profit (loss) per share. Note: profit (loss) and other comprehensive income disclosed in total if the company doesn’t have subsidiaries. 11-12 2016 Annual Report Commonwealth Bank No | Reference of Annual Report Award Criteria Materi Subject Penjelasan Description II. Ikhtisar Data Keuangan Penting / Summary of Key Financial Information 2 Informasi posisi keuangan perusahaan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun. Financial information in comparative form over a period of 3 (three) financial years or since the commencement of business if the company has been running its business activities for less than 3 years. 3 4 5 Informasi memuat antara lain: 1. Jumlah investasi pada entitas asosiasi, 2. Jumlah aset, 3. Jumlah liabilitas, dan 4. Jumlah ekuitas The information contained includes: 1. Investments in associated entities, 2. Total assets, 3. Total liabilities, and 4. Total equity Rasio keuangan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak memulai usahanya jika perusahaan tersebut menjalankan kegiatan usahanya selama kurang dari 3 (tiga) tahun. Informasi memuat 5 (lima) rasio keuangan yang umum dan relevan dengan industri perusahaan. Financial Ratio in comparative form over a period of 3 (three) financial years or since the commencement of business if the company has been running its business activities for less than 3 (three) years. The information contains 5 (five) general financial ratios and relevant to the industry. Informasi harga saham dalam bentuk tabel dan grafik. Information regarding share price in the form of tables and graphs. Informasi mengenai obligasi, sukuk atau obligasi konversi yang masih beredar dalam 2 (dua) tahun buku terakhir. Information regarding bonds, sharia bonds or convertible bonds issued and which are still outstanding in the last 2 financial years. Halaman Page 10-11 12-13 1. Jumlah saham yang beredar 2. Informasi dalam bentuk tabel yang memuat: a. Kapitalisasi pasar berdasarkan harga pada Bursa Efek tempat saham dicatatkan b. Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada Bursa Efek tempat saham dicatatkan, dan c. Volume perdagangan saham pada Bursa Efek tempat saham dicatatkan. 3. Informasi dalam bentuk grafik yang memuat paling kurang: a. Harga penutupan berdasarkan harga pada Bursa Efek tempat saham dicatatkan, dan b. Volume perdagangan saham pada Bursa Efek tempat saham dicatatkan untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir. Catatan: apabila perusahaan tidak memiliki kapitalisasi pasar, informasi harga saham, dan volume perdagangan saham, agar diungkapkan. 1. Outstanding shares 2. Information presented on table which contains: a. Market capitalisation based on price at Stock Exchange where the shares are listed b. Highest, lowest and closing price based on price at Stock Exchange where the shares are listed, and c. Stock trading volume at Stock Exchange where the shares are listed. 3. Information presented on graphs which contains at least: a. Closing price based on price at Stock Exchange where the company shares are listed b. Quarterly stock trading volume at Stock Exchange where the shares are listed in the last 2 (two) fiscal years. Note: should be disclosed if the company does not have market capitalisation, stock price information, and stock trading volume. 14 Informasi memuat: 1. Jumlah obligasi/sukuk/obligasi konversi yang beredar (outstanding) 2. Tingkat bunga/imbalan 3. Tanggal jatuh tempo, dan 4. Peringkat obligasi/sukuk tahun 2015 dan 2016. Catatan: apabila perusahaan tidak memiliki obligasi/sukuk/obligasi konversi, agar diungkapkan The information contained includes: 1. The amount/value of bonds/convertible bonds outstanding 2. Interest rate 3. Maturity date, and 4. Rating of bonds. Note: should be disclosed if the company does not have bonds/value of bonds/convertible bonds. 14 391 Laporan Tahunan 2016 Commonwealth Bank Materi Subject No Referensi Kriteria Annual Report Award Penjelasan Description III. Laporan Dewan Komisaris dan Direksi / Board of Commissioners’ and Board of Directors’ Report 1 Laporan Dewan Komisaris Board of Directors’ Report 2 3 IV. Laporan Direksi Board of Directors’ Report Tanda tangan anggota Dewan Komisaris dan anggota Direksi Signature of members of the Board of Directors and Board of Commissioners. Halaman Page Memuat hal-hal sebagai berikut: 1. Penilaian atas kinerja Direksi mengenai pengelolaan perusahaan dan dasar penilaiannya 2. Pandangan atas prospek usaha perusahaan yang disusun oleh Direksi dan dasar pertimbangannya 3. Pandangan atas penerapan/pengelolaan whistleblowing system (WBS) di perusahaan dan peran Dewan Komisaris dalam WBS tersebut, dan 4. Perubahan komposisi Dewan Komisaris (jika ada) dan alasan perubahannya Contains the following items: 1. Assessment on the performance of the Board of Directors in managing the company and the basis of such assessment 2. View on the prospects of the company’s business as established by the Board of Directors, and the basis of such view 3. Assessment of the performance of the committees under the Board of Commissioners, and 4. Changes in the composition of the Board of Commissioners (if any) and the reasons of the changes 23-27 Memuat hal-hal sebagai berikut: 1. Analisis atas kinerja perusahaan, yang mencakup antara lain: a. kebijakan strategis, b. perbandingan antara hasil yang dicapai dengan yang ditargetkan, dan c. kendala-kendala yang dihadapi perusahaan dan langkah-langkah penyelesaiannya, 2. Analisis tentang prospek usaha, 3. Perkembangan penerapan tata kelola perusahaan pada tahun buku, dan 4. Perubahan komposisi anggota Direksi (jika ada) dan alasan perubahannya. Contains the following items: 1. Company performance analysis, that includes such as: a. strategic policies, b. target and result comparison, and c. challenges faced by the company and solving steps, 2. Business prospect analysis, 3. Corporate governance implementation growth within the fiscal year, and 4. Changes in the composition of the Board of Directors (if any) and the reasons of the changes. 35-43 Memuat hal-hal sebagai berikut: 1. Tanda tangan dituangkan pada lembaran tersendiri 2. Pernyataan bahwa Dewan Komisaris dan Direksi bertanggung jawab penuh atas kebenaran isi laporan tahunan 3. Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan menyebutkan nama dan jabatannya, dan 4. Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat anggota Dewan Komisaris atau anggota Direksi yang tidak menandatangani laporan tahunan, atau penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam hal tidak terdapat penjelasan tertulis dari yang bersangkutan. Contains the following items: 1. Signatures are set on a separate page 2. Statement that the Board of Directors and the Board of Commissioners are fully responsible for the accuracy of the annual report 3. Signed by all members of the Board of Commissioners and Board of Directors, stating their names and titles/ positions, and 4. A written explanation in a separate letter from each member of the Board of Commissioners or Board of Directors who refuses to sign the annual report, or: written explanation in a separate letter from the other members in the event that there is no written explanation provided by the said member. 54-55 Profil Perusahaan / Profil Perusahaan 1 Nama dan alamat lengkap perusahaan Name and address of the company Informasi memuat antara lain: nama dan alamat, kode pos, no. Telp, no. Fax, email, dan website. Includes information on name and address, zip code, telephone and/or facsimile, email, website. 2 Riwayat singkat perusahaan Brief history of the company Mencakup antara lain: tanggal/tahun pendirian, nama, perubahan nama perusahaan (jika ada), dan tanggal efektif perubahan nama perusahaan. Catatan: apabila perusahaan tidak pernah melakukan perubahan nama, agar diungkapkan. Includes among others: date/year of establishment, name and change in the company name, if any. Note: should be disclosed if the company never change the name. 3 392 | Bidang usaha Field of business Uraian mengenai antara lain: 1. Kegiatan usaha perusahaan menurut anggaran dasar terakhir 2. Kegiatan usaha yang dijalankan, dan 3. Produk dan/atau jasa yang dihasilkan The descriptions contains the following items: 1. The company’s business activities in accordance with the last articles of associations 2. The company’s business activities, and 3. The types of products and or services produced 58 59-62 65-75 2016 Annual Report Commonwealth Bank Materi Subject 4 5 6 7 8 Reference of Annual Report Award Criteria Penjelasan Description Halaman Page Struktur Organisasi Organisational structure Dalam bentuk bagan, meliputi nama dan jabatan paling kurang sampai dengan struktur satu tingkat di bawah direksi. In the form of a chart, including the names and titles, at least until one level below the board of directors on the structure. 78-79 Visi, Misi, dan Budaya Perusahaan Company, Vision and Mission Mencakup: 1. Visi perusahaan 2. Misi perusahaan 3. Keterangan bahwa visi dan misi tersebut telah direviu dan disetujui oleh Direksi/Dewan Komisaris pada tahun buku 4. Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki perusahaan The information should contain: 1. Company vision 2. Company mission 3. A note that the vision and mission statements have been approved by the Board of Directors/Commissioners 4. Statement concerning the corporate culture 63-64 Informasi memuat antara lain: 1. Nama 2. Jabatan dan periode jabatan (termasuk jabatan pada perusahaan atau lembaga lain) 3. Umur 4. Domisili 5. Pendidikan (Bidang Studi dan Lembaga Pendidikan) 6. Pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat), dan 7. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Dewan Komisaris di Perusahaan sejak pertama kali ditunjuk The information should contain: 1. Name 2. Title (including position in other company or institution) 3. Age 4. Domicile 5. Education (Field of Study and Institutions) 6. Working experience (Position, Institution/Company andPeriod Served), and 7. Appointment history as the Board of Commissioners in the Company 28-31, 76 Informasi memuat antara lain: 1. Nama 2. Jabatan dan periode jabatan (termasuk jabatan pada perusahaan atau lembaga lain) 3. Umur 4. Domisili 5. Pendidikan (Bidang Studi dan Lembaga Pendidikan) 6. Pengalaman kerja (Jabatan, Instansi, dan Periode Menjabat), dan 7. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Direksi di Perusahaan sejak pertama kali ditunjuk. The information should contain: 1. Name 2. Title (including position in other company or institution) 3. Age 4. Domicile 5. Education (Field of Study and Institutions) 6. Working experience (Position, Institution/Company and Period Served), and 7. Appointment history as the Board of Directors in the Company. 46-52, 77 No IV. | Profil Perusahaan / Profil Perusahaan Identitas dan riwayat hidup singkat anggota Dewan Komisaris Name, title, and brief curriculum vitae of the members of the Board of Commissioners Identitas dan riwayat hidup singkat anggota Direksi Name, title, and brief curriculum vitae of the members of the Board of Directors. Jumlah karyawan (komparatif 2 tahun) dan data pengembangan kompetensi karyawan yang mencerminkan adanya kesempatan untuk masing-masing level organisasi. Number of employees (comparative in two years) and description of competence building (for example: education and training of employees). Informasi memuat antara lain: 1. Jumlah karyawan untuk masing-masing level organisasi 2. Jumlah karyawan untuk masing-masing tingkat pendidikan 3. Jumlah karyawan berdasarkan status kepegawaian 4. Data pengembangan kompetensi karyawan yang telah dilakukan pada tahun buku yang terdiri dari pihak (level jabatan) yang mengikuti pelatihan, jenis pelatihan, dan tujuan pelatihan 5. Biaya pengembangan kompetensi karyawan yang telah dikeluarkan pada tahun buku. The information should contain: 1. The number of employees for each level of the organisation 2. The number of employees for each level of education 3. The number of employees based on employment status 4. The description and data of employees compentencies development program that has been conducted, whichalso reflect equal opportunity to all employees, for each level of the organisation 5. Expenses of employee’s compentencies development program incurred. 80-81, 236-259 393 Laporan Tahunan 2016 Commonwealth Bank No IV. 9 10 11 12 13 14 394 | Referensi Kriteria Annual Report Award Materi Subject Penjelasan Description Halaman Page Mencakup antara lain: 1. Rincian nama pemegang saham yang meliputi 20 pemegang saham terbesar dan persentase kepemilikannya 2. Rincian pemegang saham dan persentase kepemilikannya meliputi: a. Nama pemegang saham yang memiliki 5% atau lebih saham b. Kelompok pemegang saham masyarakat dengan kepemilikan saham masing-masing kurang dari 5%. 3. Nama Direktur dan Komisaris serta persentase kepemilikan sahamnya secara langsung dan tidak langsung. Catatan: apabila Direktur dan Komisaris tidak memiliki saham langsung dan tidak langsung, agar diungkapkan. Should include: 1. The details include the name of 20 largest shareholders and their percentage of ownership 2. The details of shareholders and their percentage of ownership, including: a. Names of shareholders having 5% or more shares b. Group of public shareholders with less than 5% ownership each. 3. Name of Directors and Commissioners with their share direct and indirect share ownership percentage. Note: should be disclosed if the Directors and Commissioners do not own direct or indirect shares. 84-85 Dalam bentuk tabel memuat informasi antara lain: 1. Nama entitas anak dan/atau asosiasi 2. Persentase kepemilikan saham 3. Keterangan tentang bidang usaha entitas anak dan/atau entitas asosiasi, dan 4. Keterangan status operasi entitas anak dan/atau entitas asosiasi (telah beroperasi atau belum beroperasi). The information contains, among others: 1. Name of Subsidiary/Affiliate 2. Percentage of share ownership 3. Information on the field of business of Subsidiary/Affiliate, and 4. Explanation regarding the operational status of the Subsidiary/Affiliate (already operating or not yet operating). 85 Struktur grup perusahaan Company’s group structure Struktur grup perusahaan dalam bentuk bagan yang menggambarkan entitas induk, entitas anak, entitas asosiasi, joint venture, dan special purpose vehicle (SPV). Company’s group structure in the form of a chart, that shows subsidiaries, associated entities, joint venture and special purpose vehicle (SPV). 82-83 Kronologi penerbitan saham (termasuk private placement) dan/atau pencatatan saham dari awal penerbitan sampai dengan akhir tahun buku. Chronology of shares listing. Mencakup antara lain: 1. Tahun penerbitan saham, jumlah saham, nilai nominal saham, dan harga penawaran saham untuk masing-masing tindakan korporasi (corporate action) 2. Jumlah saham tercatat setelah masing-masing tindakan korporasi (corporate action) 3. Nama bursa dimana saham perusahaan dicatatkan. Catatan: apabila perusahaan tidak memiliki kronologi pencatatan saham, agar diungkapkan Includes among others: 1. The issuance of shares, number of shares, par values shares, and stock price for every corporate actions 2. The number of listed shares after every corporate actions 3. Name of Stock Exchange where the company shares are listed Note: should be disclosed if the company does not have chronology of shares listing. 85 Mencakup antara lain: 1. Nama efek lainnya, tahun penerbitan efek lainnya, tingkat bunga/imbalan efek lainnya, dan tanggal jatuh tempo efek lainnya 2. Nilai penawaran efek lainnya 3. Nama bursa dimana efek lainnya dicatatkan 4. Peringkat efek. Catatan: apabila perusahaan tidak memiliki kronologi penerbitan dan pencatatan efek lainnya, agar diungkapkan. Includes among others: 1. Chronology of other securities listing 2. Types of corporate action that caused changes in the number of securities 3. Changes in the number of securities from the initial listing up to the end of the financial year 4. Rating of the securities. Note: should be disclosed if the company does not have chronology of other securities listing. 86 Informasi memuat antara lain: 1. Nama dan alamat BAE/pihak yang mengadministrasikan saham perusahaan 2. Nama dan alamat Kantor Akuntan Publik 3. Nama dan alamat perusahaan pemeringkat efek. The information contains, among others: 1. Name and address of Share Registrar/parties administering the company’s shares 2. Name and address of the Public Accountants’ Office 3. Name and address of the Securities Rating company 86 Profil Perusahaan / Profil Perusahaan Komposisi Pemegang saham Composition of shareholders Daftar entitas anak dan/atau entitas asosiasi List of Subsidiary and/or Affiliate companies Kronologi penerbitan dan/atau pencatatan efek lainnya dari awal penerbitan sampai dengan akhir tahun buku. Chronology of other securities listing. Nama dan alamat lembaga dan/atau profesi penunjang Name and address of capital market institutions and or supporting professions. 2016 Annual Report Commonwealth Bank No IV. 15 16 17 18 | Materi Subject Reference of Annual Report Award Criteria Penjelasan Description Halaman Page Profil Perusahaan / Profil Perusahaan Penghargaan yang diterima dalam tahun buku terakhir dan/atau sertifikasi yang masih berlaku dalam tahun buku terakhir baik yang berskala nasional maupun internasional. Award and/or certification received by the company on last fiscal year, both on a national scale and international scale. Informasi memuat antara lain: 1. Nama penghargaan dan/atau sertifikasi 2. Tahun perolehan penghargaan dan/atau sertifikasi 3. Badan pemberi penghargaan dan/atau sertifikasi 4. Masa berlaku (untuk sertifikasi) Information should include: 1. Name of the award and or certification 2. Year of receiving the award 3. Institution presenting the award and or certification 4. Period of validity (for certificates) Nama dan alamat entitas anak dan/atau kantor cabang atau kantor perwakilan (jika ada). Name and address of subsidiary companies and or branch office or representative office (if any) Memuat informasi antara lain: 1. Nama dan alamat entitas anak 2. Nama dan alamat kantor cabang/perwakilan Catatan: apabila perusahaan tidak memiliki entitas anak, kantor cabang, dan kantor perwakilan, agar diungkapkan. Information should include: 1. Name and address of business entities 2. Name and address of branch/representative office Note: should be disclosed if there is no business entities/branches/representatives. Informasi pada Website Perusahaan Information presented on Company’s website Pendidikan dan/atau pelatihan Dewan Komisaris, Direksi, Komitekomite, Sekretaris Perusahaan, dan Unit Audit Internal. Education and/or training for the Board of Commissioners, Board of Directors, Committees, Corporate Secretary, and Internal Audit Unit. Meliputi paling kurang: 1. Informasi pemegang saham sampai dengan pemilik akhir individu 2. Isi Kode Etik 3. Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan 4. Laporan keuangan tahunan terpisah (5 tahun terakhir) 5. Profil Dewan Komisaris dan Direksi 6. Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal 1. Shareholders information until individual shareholders 2. Isi Kode Etik 3. Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan 4. Annual Report (in the last 5 years) 5. Profile of the Board of Commissioners and Board of Directors 6. Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal. Meliputi paling kurang informasi (jenis dan pihak yang relevan dalam mengikuti): 1. Pendidikan dan/atau pelatihan untuk Dewan Komisaris 2. Pendidikan dan/atau pelatihan untuk Direksi 3. Pendidikan dan/atau pelatihan untuk Komite Audit; tidak ada 4. Pendidikan dan/atau pelatihan untuk Komite Nominasi dan Remunerasi 5. Pendidikan dan/atau pelatihan untuk Komite Lainnya 6. Pendidikan dan/atau pelatihan untuk Sekretaris Perusahaan, dan 7. Pendidikan dan/atau pelatihan untuk Unit Audit Internal. yang diikuti pada tahun buku. Catatan: apabila tidak terdapat pendidikan dan/atau pelatihan pada tahun buku, agar diungkapkan Covering at least contains information about (type and relevant parties to participate): 1. Education and/or training for the Board of Commissioners 2. Education and/or training for the Board of Directors 3. Education and/or training for Audit Committee 4. Education and/or training for Nomination and Remuneration Committee 5. Education and/or training for other Committees 6. Education and/or training for Corporate Secretary, and 7. Education and/or training for Internal Audit Unit, within the fiscal year. Note: should be disclosed if there is no education and/or training in the fiscal year. V. Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan / Management Analysis and Discussion on Company Performance 1 Tinjauan operasi per segmen usaha Explanation of each business segment. Memuat uraian mengenai 1. Penjelasan masing-masing segmen usaha. 2. Kinerja per segmen usaha, antara lain: a. Produksi b. Peningkatan/penurunan kapasitas produksi c. Penjualan/pendapatan usaha d. Profitabilitas. 1. Explanation of each business segment. 2. Performance by business segments, among others: a. Production b. Increase/decrease in production capacity c. Sales/income from business d. Profitability. 87 88-94 95 275, 279 65-75 395 Laporan Tahunan 2016 Commonwealth Bank No Referensi Kriteria Annual Report Award Materi Subject Penjelasan Description V. Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan / Management Analysis and Discussion on the Company Performance 2 Uraian atas kinerja keuangan perusahaan Description of company’s financial performance 3 4 5 6 7 396 | Analisis kinerja keuangan yang mencakup perbandingan antara kinerja keuangan tahun yang bersangkutan dengan tahun sebelumnya dan penyebab kenaikan/penurunan suatu akun (dalam bentuk narasi dan tabel), antara lain mengenai: 1. Aset lancar, aset tidak lancar, dan total aset 2. Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas 3. Ekuitas 4. Penjualan/pendapatan usaha, beban, laba (rugi), penghasilan komprehensif lain, dan penghasilan komprehensif periode berjalan 5. Arus kas Financial performance analysis which includes a comparison between the financial performance of the current year and that of the previous year, and the cause of the increase/decrease (in the form of narration and tables), among others concerning: 1. Current assets, non-current assets, and total assets 2. Short term liabilities, long term liabilities, total liabilities 3. Equity 4. Sales/operating revenues, expenses and profit (loss), Other comprehensive revenues, and total comprehensive profit (loss) 5. Cash flows Bahasan dan analisis tentang kemampuan membayar utang dan tingkat kolektibilitas piutang perusahaan, dengan menyajikan perhitungan rasio yang relevan sesuai dengan jenis industri perusahaan. Discussion and analysis on the capacity to pay debts and the company’s accounts receivable collectibility, by presenting the relevant ratios calculated in accordance with the type of industry of the company. Penjelasan tentang: 1. Kemampuan membayar hutang, baik jangka pendek maupun jangka panjang 2. Tingkat kolektibilitas piutang Explanation on: 1. Capacity to pay debts in long term and short term 2. Accounts receivable collectibility. Bahasan tentang struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure policy). Discussion on capital structure and capital structure policies. Penjelasan atas: 1. Rincian struktur modal (capital structure) yang terdiri dari utang berbasis bunga/sukuk dan ekuitas 2. Kebijakan manajemen atas struktur modal (capital structure policies) 3. Dasar pemilihan kebijakan manajemen atas struktur modal Explanation on: 1. Details of capital structure consisting of subordinated bonds and equity 2. Management policies of the capital structure, and the basis of the such policies 3. Basic of management policy choice on capital structure Bahasan mengenai ikatan yang material untuk investasi barang modal (bukan ikatan pendanaan) pada tahun buku terakhir. Discussion on material ties for the investment of capital goods, on last fiscal year. Bahasan mengenai investasi barang modal yang direalisasikan pada tahun buku terakhir. Discussion on investment of capital goods realised in the last fiscal year. Informasi perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi), dan target atau proyeksi yang ingin dicapai untuk satu tahun mendatang mengenai pendapatan, laba, dan lainnya yang dianggap penting bagi perusahaan. Information about the comparison between the target at the beginning of the fiscal year with the results achieved (realisation), and the target or projected to be achieved for the coming year regarding revenue, earnings, capital structure, or others that are considered important for the company. Halaman Page 98-106 106-107 107-109 Penjelasan tentang: 1. Nama pihak yang melakukan ikatan 2. Tujuan dari ikatan tersebut 3. Sumber dana yang diharapkan untuk memenuhi ikatan-ikatan tersebut 4. Mata uang yang menjadi denominasi 5. Langkah-langkah yang direncanakan perusahaan untuk melindungi risiko dari posisi mata uang asing yang terkait. Catatan: apabila perusahaan tidak mempunyai ikatan terkait investasi barang modal pada tahun buku terakhir agar diungkapkan. Explanation on: 1. The purpose of such ties 2. Source of funds expected to fulfil the said ties 3. Currency of denomination 4. Mata uang yang menjadi denominasi 5. Steps taken by the company to protect the position of related foreign currency against risks. Note: Should be disclosed if the company has no material ties in investments in capital goods on last fiscal year. 112 Penjelasan tentang: 1. Jenis investasi barang modal 2. Tujuan investasi barang modal 3. Nilai investasi barang modal yang dikeluarkan pada tahun buku terakhir Catatan: apabila tidak terdapat realisasi investasi barang modal, agar diungkapkan. Explanation on: 1. Type of the investment of capital goods 2. The purpose of the investment of capital goods 3. Value of the investment of capital goods realised in the last fiscal year Note: Should be disclosed if the company has no investments in capital goods realised. 112 Informasi memuat antara lain: 1. Perbandingan antara target pada awal tahun buku dengan hasil yang dicapai (realisasi) 2. Target atau proyeksi yang ingin dicapai dalam 1 (satu) tahun mendatang Information should include: 1. The comparison between the target at the beginning of the fiscal year with the results achieved (realisation) 2. The target or projected to be achieved for the coming year (at least 1 year). 112-113 2016 Annual Report Commonwealth Bank No V. 8 9 10 11 12 13 | Materi Subject Reference of Annual Report Award Criteria Penjelasan Description Halaman Page Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan / Management Analysis and Discussion on the Company Performance Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan. Material Information and facts that occurred after the date of the accountant’s report (subsequent events). Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap kinerja dan risiko usaha di masa mendatang. Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar diungkapkan. Description of important events after the date of the accountant’s report including their impact on performance and business risks in the future. Note: should be disclosed if there is no significant events after the date of accountant report. Uraian tentang prospek usaha perusahaan. Description of the company’s business prospects. Uraian mengenai prospek perusahaan dikaitkan dengan industri dan ekonomi secara umum disertai data pendukung kuantitatif dari sumber data yang layak dipercaya. Information on the company prospects in connection with industry, economy in general, accompanied with supporting quantitative data if there is a reliable data source. Uraian tentang aspek pemasaran. Information on marketing aspects. Uraian tentang aspek pemasaran atas produk dan/atau jasa perusahaan, antara lain strategi pemasaran dan pangsa pasar. Information regarding the marketing of the company’s products and services, among others concerning the market segment. - Uraian mengenai kebijakan dividen dan jumlah dividen kas per saham dan jumlah dividen per tahun yang diumumkan atau dibayar selama 2 (dua) tahun buku terakhir. Description regarding the dividend policy and the date and amount of cash dividend per share and amount of dividend per year as announced or paid during the past two (2) years. Memuat uraian mengenai: 1. Kebijakan pembagian dividen 2. Total dividen yang dibagikan 3. Jumlah dividen kas per saham 4. Payout ratio 5. Tanggal pengumuman dan pembayaran dividen kas. untuk masing-masing tahun Catatan: apabila tidak ada pembagian dividen, agar diungkapkan alasannya. Contains description on: 1. Dividen policy 2. Amount of dividend 3. Cash dividend per share 4. Pay-out ratio 5. The announcement date of cash dividen payment for each year Note: if there is no dividend payment, disclose the reasons for not making a dividend payment. - Program kepemilikan saham oleh karyawan dan/atau manajemen yang dilaksanakan perusahaan (ESOP/MSOP) yang masih ada sampai tahun buku. Management and/or Employee Stock Ownership Program implemented by the company (ESOP/MSOP) Realisasi penggunaan dana hasil penawaran umum (dalam hal perusahaan masih diwajibkan menyampaikan laporan realisasi penggunaan dana). Use of proceeds from the public offering (in the event that the company is still obligated to report such use of proceeds). 113 113-114 Memuat uraian mengenai: 1. Jumlah saham ESOP/MSOP dan realisasinya 2. Jangka waktu 3. Persyaratan karyawan dan/atau manajemen yang berhak 4. Harga exercise Catatan: apabila tidak memiliki program dimaksud, agar diungkapkan. Contains description on: 1. Amount of ESOP/MSOP shares and the realisation 2. Time periode 3. Requirements of rightful employee and/or management 4. Exercise price Note: should be disclosed if there is no such program. 114 Memuat uraian mengenai: 1. Total perolehan dana 2. Rencana penggunaan dana 3. Rincian penggunaan dana 4. Saldo dana 5. Tanggal persetujuan RUPS/RUPO atas perubahan penggunaan dana (jika ada) Catatan: apabila tidak memiliki informasi realisasi penggunaan dana hasil penawaran umum, agar diungkapkan. Contains information on: 1. Total funds obtained 2. Plan for funds utilisation 3. Details of funds utilisation 4. Remaining balance of funds 5. Date of General Meeting of Shareholder (or Bondholder) approval on change in the funds utilisation plan (if any) Note: should be disclosed if does not have information regarding utilisation realisation of public offering result fund 114 397 Laporan Tahunan 2016 Commonwealth Bank No V. 14 15 16 17 VI. 1 398 | Referensi Kriteria Annual Report Award Materi Subject Penjelasan Description Halaman Page Analisa dan Pembahasan Manajemen atas Kinerja Perusahaan / Management Analysis and Discussion on the Company Performance Informasi transaksi material yang mengandung benturan kepentingan dan/atau transaksi dengan pihak afiliasi. Information on material transactions with conflict of interest and/or transactions with related parties. Uraian mengenai perubahan peraturan perundang-undangan terhadap perusahaan pada tahun buku terakhir. Description of changes in regulation which have a significant effect on the company. Uraian mengenai perubahan kebijakan akuntansi yang diterapkan perusahaan pada tahun buku terakhir. Description of changes in the accounting policy. Informasi kelangsungan usaha. Information of Business continuity. Memuat uraian mengenai: 1. Nama pihak yang bertransaksi dan sifat hubungan afiliasi 2. Penjelasan mengenai kewajaran transaksi 3. Alasan dilakukannya transaksi 4. Realisasi transaksi pada periode tahun buku terakhir 5. Kebijakan perusahaan terkait dengan mekanisme review atas transaksi 6. Pemenuhan peraturan dan ketentuan terkait Catatan: apabila tidak mempunyai transaksi dimaksud, agar diungkapkan. Contains information on: 1. Name of the transacting parties and nature of related parties 2. A description of the fairness of the transaction 3. Reason for the transaction 4. Realisation of transactions d